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REPORT TO SALFORD CITY COUNCIL
FACILITIES MANAGEMENT & MAINTENANCE SERVICES
15th June 2011
Completed by D Hoy & S Frost
Urban Vision
Emerson House
Albert Street
Eccles
Salford M30 OTE
0161 779 4800

ContentsPage

1.Executive Summary

1.1Facilities Management

1.2Building Maintenance

1.3Asbestos Management

1.4Key Service Developments

1.5Performance Management

2.Facilities Management & Maintenance Services

2.1Service Details

2.2Service Resource (Changes)

2.3Service Costs

2.4Service Volumes

3.Performance Management

3.1BUILDING SURVEYING, MAINTENANCE and M & E

3.1.1Asbestos Management

3.2FACILITIES MANAGEMENT

4.Key Service Developments

5.Duties and Responsibilities – Health & Safety

5.1Health & Safety

6.Conclusions

Appendix 1- Surveying & Facilities Management Organisational Structure

Appendix 2 - Services to Corporate Buildings

Appendix 3 Service Request System

1.Executive Summary

This report details the Facilities Management and Maintenance Services provided by Urban Vision Partnership Ltd during the year 2010/11, as part of the new governance network. The key objective of this report is to provide information regarding the scope, cost and standards of services managed by Urban Vision.

The responsibility for building maintenance and facilities services to the corporate buildings is within the

Property Management and Assets & Surveying Divisions of Urban Vision Partnership Ltd, which comprises of the following three teams with responsibility for service delivery:

  • Facilities Management (Property Management)
  • Building Surveying and Maintenance (Assets & Surveying)
  • Mechanical & Electrical Engineering (Assets & Surveying)

The organisation structure showing the operational management responsibility for service delivery of Facilities Management and Building Maintenance is shown as appendix 1.

1.1Facilities Management

Facilities Management is provided to the City Councils portfolio of Corporate Properties, which at present comprise of 28 buildings that are primarily office accommodation, a reduction of two properties compared to 2009/10.

Facilities Management services are those services that support the main functions of the business. The services provided and buildings that receive those services are detailed in appendix 2. Urban Vision does not provide Facilities Management services to any other accommodation within the Council’s portfolio.

1.2Building Maintenance

Building Maintenance is provided to all of the City Councils 227corporate buildings. The services provided, and buildings that receive those services, are detailed in appendix 2. Building Maintenance includes the management of responsive and planned maintenance programmes, ensuring compliance with statutory requirements along with Asset Management services and Professional Property Advice. Maintenance services are also provided to schools through specific service level agreement. This element of the service is not included in this report.

1.3Asbestos Management

Urban Vision provides Asbestos Management services for all of the City’s Corporate properties and selected schools who sign up to the service with a Service Level Agreement, ensuring compliance with statutory health and safety legislation and guidance.

1.4Key Service Developments

In 2010 the central repairs helpdesk that was introduced in 2009, was extended to include work requests for Facilities Services The facilities database that enables building information to be accessed through a web portal was updated and a new database, INFO EXCHANGE, was introduced to enable Surveyors and Facilities Officers to manage and monitor contractors and Urban Vision performance to ensure all buildings comply with Statutory Legislation.

The Facilities Team was relocated to the Property Management Business Unit integrating delivery of facilities services as part of the overall property management function.

1.5Performance Management

Currently four local management indicators are collected and reported on a quarterly basis in the monthly KPI report to the City Council.

These are –

  • Respond to and complete emergency jobs within 1 working day (75% target)
  • Respond to and complete emergency jobs within 1 working day (75% target)
  • Respond to and complete routine jobs within 10 working days (75% target)
  • Respond to Quaywatch clients’ alarm activations within 6 minutes (90% target)

Discussions are ongoing with the City Council to develop this suite of indicators to better meet the monitoring requirements of the client.

These will take into consideration strategic alignment with the city councils corporate objectives and include both national and local performance indicators that are specific to the management and operation of Facilities and Maintenance services.

Allservice requests are now processed directly onto an electronicsystem as received and works orders are forwarded immediately to the FM team or contractor for completion.

The data collated from service requests shows that 5975 requests for services being received in 2010/11 with87% of facilities services and 73.23 % of all maintenance works being completed on time. An increase of 10% on the numbers of maintenance requests from the previous year.

The combined performance of FM and maintenance exceeds the 75% target above.

2.Facilities Management & Maintenance Services

2.1Service Details

The responsibility for facilities services to Salford City Council’s corporate buildings is within the Property Management Business Unitof Urban Vision Partnership Ltd. The responsibility for maintenance services to all buildings is within the Assets & Surveying Business Unit of Urban Vision Partnership Ltd.

The following three teams have responsibility for the service delivery:

  • Facilities Management
  • Building Surveying, CDM & Maintenance
  • Mechanical & Electrical Engineering (M&E)

The aim of the Facilities Management team is to provide a safe, secure and acceptable working environment for Councillors, staff and visitors. The aim of the Building Surveying & Maintenance team and the Mechanical & Electrical Engineering team is to maintain and improve the Council’s buildings within a context of the Service Delivery Plans and the Council’s Asset Management Plan.

The main role of the teams is to carry out a full range of Facilities Management functions to accommodation; including the provision of technical and professional advice on all aspects of facilities management, maintenance and ancillary services. In addition the teams provide a comprehensive and integrated facilities management service that fully accords with all principles of good management to ensure that all buildings comply with all relevant health & safety legislation, codes of practice and Council policies and procedures. The team’s responsibilities are outlined below:

Facilities Management:

  • Management of service contracts
  • Direct provision of porter services
  • Access control management
  • Management of Eccles and Swinton markets (Swinton Market lease surrendered Dec. 2010)
  • Management of CCTV and security services

Building Surveying & Maintenance:

  • Management of responsive (day to day) repairs and maintenance
  • Management of programmed (planned) repairs and maintenance
  • Assessment of building condition in conjunction with client
  • Strategic planning/programming in conjunction with client
  • Professional property advice
  • Management of refurbished/development schemes
  • Arranging for the provision of asbestos registers
  • Annual inspection of all relevant buildings
  • Annual updating of asbestos registers
  • Arranging for removal/encapsulation/labelling of asbestos containing materials as appropriate
  • Arranging for asbestos awareness training for council officers as appropriate
  • Supporting the council in it’s role in managing asbestos by meeting building managers and ”installing” asbestos reports.

Mechanical & Electrical Engineering (M&E):

  • Management of service contracts
  • Manage statutory compliance, inspections / surveys
  • Manage Legionella
  • Manage fire alarm installations and testing
  • Design and modification to existing systems
  • Professional M& E support and advice

Urban Vision manages the Facilities Management services detailed in the table below to the corporate office accommodation, as identified in appendix 2. The maintenance services (Building Surveying and Mechanical & Electrical Engineering) outlined below, are delivered across the entire City Council’s portfolio, with the exception of schools.

FACILITIES MANAGEMENT / BUILDING SURVEYING & MAINTENANCE / MECHANICAL & ELECTRICAL ENGINEERING
Building Cleaning / Day to day repairs
Refuse removal & disposal / Planned maintenance
Grounds Maintenance / Building Maintenance
CCTV Management * / Office moves
Window cleaning / Development projects
Portering * / Servicing of Heating, ventilation & air conditioning
Ordering goods & services * / Servicing of goods and passenger lifts
Access control management * / Water treatment/Legionella
Quaywatch/Citywatch security services / Asbestos Management *
Pest control / CDM *
Management of markets * / Fire alarm maintenance
Fire risk assessments * / DDA surveys and improvements
Management of Security & CCTV Services / Fire equipment service contracts
Licensing of rival markets & car boot sales* / Access control systems maintenance
Attendance at tenant liaison meetings
Management of corporate asbestos registers
  • Denotes directly delivered

2.2Service Resource (Changes)

During 2010/11 the City Council went through a period of severe financial reductions. Urban Vision have been involved in supporting those reductions which resulted in staff resource reductions in 2011/12 as follows

  • Senior Facilities Officer
  • Mobile Porters (2 posts)
  • Senior Building Surveyors (2 posts)
  • Salford Quays Surveyor
  • Regeneration Architectural Technician/Surveyor
  • Electrical Engineer
  • M& E Clerk of Works

Some of the above creates an impact currently under discussion with the City Council and other are the subject of restructure considerations within the teams.

2.3Service Costs

All services are funded by the City Council’s corporate budgets, which includes a management fee for the professional and direct services delivered by Urban Vision. The following table shows the property information with approximate gross internal areas and the management costs of these services.

Facilities management costs include the cost of staff within the integrated services team that process all works orders.

Number of Buildings / GIA (Sq. Metres) / Management Costs
Facilities Management / 28 / 43700 / 620K
Property Maintenance / 229 / 200000 / 336K
Education Property Services / 128 / 272000 / Variable

2.4Service Volumes

Service transactions for day to day repairs received via the Repairs and Facilities helpdesk are as follows.

2010 / 2011 / Number of Requests
Day to day repairs received via the Repairs helpdesk
Facilities service requests / 4968
1007

No data was available in 2009/10 for requests for facilities services. Maintenance requests have increased by 10.3%

3.Performance Management

3.1BUILDING SURVEYING, MAINTENANCE and M & E

Following the introduction of the electronic repairs system in 2009 data is available annually on the management and operational aspects of the repairs service centre and contractor compliance of work to be carried out within specific timescales. The data includes all maintenance and M & E day to day repairs.

The following graph shows the number of repairs processed each month and the number of works completed on time in 2010/11.

The Business Units are working hardto reduce the number of jobs that have taken more than the allocated time to complete.

Generally the cause for non completion on time ranges from waiting for materials,user constraintssuch as non accessibility to premises, items required out of working hours and failure of the contractor to update the system onwork completion.

The following graph shows a comparison with the numbers of works allocated to contractors in 2010/11 to 2009/10

Data for 2010/11 shows 4968 requests compared with 4503 in 2009/10, an increase of 465 repairs.

This data varies to the information that is reported on a monthly basis, as it includes all maintenance items processed including intruder alarms, CCTV and service contracts generated as confirmation orders - not just the three repair categories of emergency, one day and ten days referred to above.

The numbers of repairs carried out has therefore increased by 10.3 %

This increase in repair requestsis attributed to a variety of reasons:

  • Building age
  • Better asset management
  • Improved staff awareness - reporting minor issues.
  • Confirmation orders not marked as complete
  • Increase in number of contractors

Aspects that influence current and future services are:

  • Office Improvements resulting in less maintenance in some areas
  • Better asset management
  • Execution of backlog repairs

Overall the service by contractors is comparable with performance in 2009/10 howeverUrban Vision Partnership is taking the following action to improve performance

  • Identify individual contractors non performance
  • Communicate non performance with contractor
  • Identify and monitor agreed service improvement mechanisms
  • Report on performance to City Council

The Integrated Services Team has developed a new electronic reporting mechanism that provides data on non performance to contractors so that action can be taken to commence a rectification process.

3.1.1Asbestos Management

All building managers have been made aware of their duties regarding the management of asbestos on site, staff and contractors entering the building.

The following shows the service details for 2010/11

  • 264 buildings re-inspected
  • Asbestos Management & Action Plan updated
  • Asbestos Registers delivered to all sites
  • Asbestos information accessible from web portal
  • Asbestos removal at Albert Park Pavilion, Brookhouse Pavilion, Civic Centre and Casket Works.
  • General advice including arranging samples at seven properties.
  • Input of asbestos information on INFOEXCHANGE
  • Delivery of asbestos awareness courses to 117 teachers and staff

3.1.2Service Improvements 2010/11

The extension ofthe electronic central repairs helpdesk to include Facilities Services has improved service delivery and client satisfaction. This includes the provision of an automatic email being sent to the person requesting the service, acknowledging receipt of the request and advising when work is completed. In addition it enables statistical data to be obtained to monitor performance.

The electronic central repairs helpdesk also allows staff to track a job in progress and take appropriate action to ensure it is being dealt with effectively. A process chart of the Service Request System showing the procedures from inception to conclusion were included in last years report at appendix 3.

A new database – INFO EXCHANGE was developed in 2010 to enable staff to monitorstatutory complianceof all buildings. The procedures include the use of a GREEN, AMBER RED matrix showing the level of compliance.

  • Green – Fully compliant with all inspection documents
  • Amber- Part compliant with all inspections carried out and awaiting inspection documentation from contractor
  • Red – Non compliant

Regular audits takes place by a dedicated team of Capita Symonds staff to ensure that all compliance requirements have been achieved.

An escalation process is in place at Directors level to address any non conformity by contractors.

Urban Vision has appointed a Statutory Compliance Officer. This will add value to the council, improving service delivery at no additional cost.

3.2FACILITIES MANAGEMENT

The manager of Urban Vision’s Facilities Management team liaises with a designated officer at the City Council to monitor delivery and performance, assess priorities, set and control budgets, set and varies specifications, receive corporate and staff feedback on the service and associated direction of outcomes at Community / Ward level. All services are undertaken in a manner which guarantees public confidence in the service and Urban Vision provide all necessary information sufficient for audit and other forms of external scrutiny. The Facilities Management team provides accurate, reliable and impartial advice on the full range of issues covered by the service.

Whilst there are no specific performance indicators for the Facilities Management service in place, the service is monitored and reviewed continually to improve services through staff and tenant liaison meetings.

Development of performance indicators for FM is continuing in tandem with development of PI’s for building maintenance.

The expansion of the repairs helpdesk to include requests for facilities services has enabled the provision of data on service delivery of facilities services.

Urban Vision does not provide Facilities Management services for all council owned properties, many properties having Facilities Management provided by Directorate resources. This report cannot comment on any services or compliance issues for buildings not managed by Urban Vision.

The following graph shows the number of facilities services processed each month and the number of works completed on time in 2010/11

The numbers of non routine jobs reported to the FM service centre and directly carried out is 1007 with 875 being completed on time. Work allocated cannot always be completed within the parameters set, as some work is required to be carried out at weekends following consultation with staff affected by the work required.

Overall there is a completion rate of 87% which will be used to benchmark the service in 2011/12

A reduction of two posts of mobile porters has been agreed for 2011/12 and this reduction may have some impact on service delivery standards. The Facilities Team will reorganise the working patterns of its staff to ensure key services such as opening and closing of buildings will be unaffected by the reduction.

3.2.1Service Improvements 2010/11

Urban Vision strives to continuously improve its service delivery. The Repairs Helpdesk facility was expanded in March 2010 to include the ability for staff to request general facilities services. This resulted in the availability of additional service data, which includes information on direct staff performance. Also in 2010 the Facilities Management Database was updated to record building data and contract information including the following:

  • General building data (eg size and location)
  • Building occupiers data / Building plans
  • Contract and suppliers information
  • Responsible officer(s) (eg Fire Officers and First aid & building managers)

Following this service improvement, a new system named INFOEXCHANGE was introduced in 2010 enabling access of additional building data via a web portal. This system will become an access point for authorised Urban Vision and City Council staff to access general information concerning the buildings with the ability to assist in the auditing of the services. The INFOEXCHANGE system identifies a legislative regime delivery programme against each area of statutory compliance being delivered. The system documents all certification information and details legislative requirements which ensure works programmes are being formally compared to ensure adherence to legislative timescales.