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FM CHARITY NETWORK FORUM 2010 CONFERENCE Professionalising Our Sector Wednesday 20 th October 2010 Presentation Slides.

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Presentation on theme: "FM CHARITY NETWORK FORUM 2010 CONFERENCE Professionalising Our Sector Wednesday 20 th October 2010 Presentation Slides."— Presentation transcript:

1 FM CHARITY NETWORK FORUM 2010 CONFERENCE Professionalising Our Sector Wednesday 20 th October 2010 Presentation Slides

2 Martin Pickard Opening Remarks

3 Raising the Profile of FM in the Charity Sector October 2010

4 Nothing Changes Much in FM Facilities Management is a busy job.

5 FM Constants Time pressure Cost Pressure Resource pressure Service expectations Affordability Negative image Changing Environment

6 FM PESTLE 2010 Public Sector The demise of PFI & BSF Coalition Government agenda Public sector spending cuts Some 1 st gen outsourcing Increased outsourcing of bigger bundles (2 nd gen) Collaborative procurement drive in TFM bundles Whole portfolio outsourcing including large and small sites B2G FM market size £38.3bn but outlook uncertain Private Sector Economic recovery under way Post recession issues and opportunities Cost and cash pressure on supply chain Increased energy and environmental regulation Risk and compliance concerns growing International FM trend small but growing Portfolio & service bundling for economies of scale National portfolio outsourcing including large and small sites B2B FM market size £48.7bn and growing

7 The Charity Sector (England and Wales) 167,000 UK charities – Income £51bn 60% small charities – Less than 1% of income 0.4% large charities – More than 50% of income Recession impact – 1.1% reduction in 2008/09 Coalition impact 20% VAT from 2011 IncomeCharities%Total £bn% £0 to 10,00073,08745.10.2470.5 £10,001 to £0.1m50,88131.41.7763.4 £100,001 to £0.516,67810.33.7847.2 £500,001 to £5m7,7414.811.59322.0 £5m plus1,7471.135.25166.9 Sub-Total150,13492.752.651100.0 Not known11,7827.30.0000.0 TOTAL161,916100.052.651100.0 TOTAL166,807100.051.166100.0

8 The Charity Sector (England and Wales) Benefits to society, public and individual quality of life Employment – 0.6m Employees – 0.9m Trustees – 14.4m Volunteers Recession increasing demand Coalition seeking support for public services

9 FM Industry Trends 2010 Self delivery model increasingly dominant Skill shortages at all levels Bigger players extending technical expertise and offerings More single service players offering FM Some FM operators at risk Continued market consolidation Diversification into Real Estate and niche services Property players repositioning towards FM FM players increasingly green

10 FM in the Charity Sector 2.4% of whole FM market = £2.16bn Wide ranging service requirement Outsourcing important Service delivery critical Need for innovation New OGC FM framework FM outsourcing relatively immature

11 The Image problem

12 Solutions Professionalising FM Collaborative working Delivery Promotion

13 Professionalise Qualifications Training & Development Engagement beyond the sector

14 Collaborate FM IndustrySuppliersProfession Customers Consultants Service Providers

15 Bsi PAS 11000 PAS 11000 the worlds first Collaborative relationship management standard

16 TheBIGGESTPicture The Smallest detail Deliver

17

18 Promote

19 “Raising the Profile” benefits... All of us Our employers Our teams Our profession

20 THANK YOU martin@fmguru.co.uk

21

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23 NEWECONOMICS Pay for what you use Lower and predictable costs Shift from capex to opex Accelerate speed to value No patching or maintenance Faster deployment Robust multi- layered security Reliability and fault-tolerance Latest software for users Internet collaboration Anywhere access Instant self- provisioning

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25 Software Services + Richer user experiences Accessible across a world of devices Power of Choice Multiple delivery models Self Hosted Partner Hosted Microsoft Hosted

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27 Computers Networks Platform As A Service 3 rd Party Apps & Solutions Business Services Consumer Services Datacenters

28 Solution Cloud services and Windows 7

29

30

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32 [ Achieving Best Value Through Converged Technology] Chris Papa Qubic

33 [ introduction] “Technology without a problem to solve is just a gadget”

34 [ benefits ]  More  Better  Faster  Cheaper

35 [ connectivity ]  Blended Tier I fixed line  Proximity to access points  Blended Tier I mobile  Bulk minutes versus flexible packages  Online mobile manager

36 [ cloud computing ]  Remove CapEx barriers  Work better  Scalable  Flexible  Reactive  Security  Business continuity

37 [ pc powerdown ]  Computer based solution  Switches electrical equipment off  Significant energy bill savings  Reduction in consequential CO 2

38 [ questions? ]

39 The Art of Intelligent Negotiation “ Getting to Yes” Lucy Jeynes, Larch Consulting

40

41 Preparation “If I had six hours to cut down a tree, I’d spend the first four sharpening the axe”. (Abraham Lincoln) – What are your relative rankings? – What’s the current relationship? – Do you need to maintain a relationship in the future? – Are you buying or selling? – Can you be a good negotiator without losing touch with your principles and values?

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43 Goals What do you want to get out of the negotiation? What do you think the other person wants? Think about and map these outcomes

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45 Trades What do you and the other person have that you can trade? What do you each have that the other wants? What are you each comfortable giving away?

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47 Alternatives If you don’t reach agreement, what are the alternatives? Are these good or bad? How much does it matter if you don’t agree? Does failure to reach agreement cut out future opportunities? What alternatives does the other party have?

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49 Relationships What is the history? How will this history impact the negotiation? Are there any hidden issues? How will you handle these?

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51 Outcomes What outcome will people be expecting from this negotiation? What precedents have been set in the past?

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53 Consequences What are the consequences for you of winning or losing? What are the consequences for the other person?

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55 Power Who holds what power in this relationship? Who controls resources? Who loses most if agreement isn’t reached? What power does the other party have to deliver what you hope for?

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57 Compromises What possible compromises might there be? How can each party come away from the negotiation feeling positive?

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59 Exploration Negotiation is a careful exploration of your position and the other person’s position The goal is finding a mutually acceptable compromise that gives you both as much of what you want as possible Ideally, the other person wants what you are prepared to trade, and you are prepared to give what the other person wants

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61 What’s your style? Be confident and authentic Don’t assume it’s a battle! Be prepared – think things out The nice guys don’t always come last

62 Five Tips

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64 Learn to Flinch A visible reaction to the offer or price Makes the other person feel uncomfortable about the offer they’ve presented Leave them to respond

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66 Ask for more Ask for more than you expect to get (Be cheeky rather than insulting)

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68 Do your research The person with the most information usually does better You need to learn as much as possible about the other person’s situation, motivation, wants and needs If you are selling - know as much as possible about your competition and their offer too

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70 Practice Practising all the time will help you become more confident It will help you to see that there is more scope for negotiation than you think Good situations to practice?

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72 Be ready to walk away Make sure you have an alternative The most powerful negotiating position is the one where you don’t need to do a deal

73 RE-CAP

74 Preparation

75

76 Five Tips

77

78 Any Questions? Lucy Jeynes lucy@larch.co.uk

79 The Current FM Job Market and Tips To Improve Your Chances of Securing a New Position Presented by Peter Forshaw Wednesday 20 th October 2010

80 – Blurring of Boundaries – Credit Crunch – Restriction on Budgets – Affectionate about the Past FM in 2010: 1

81 – More Outsourcing – Necessity Only – Unemployment – Wage Growth Redefining Expectations: 2

82 – Differentiation – Technology – Flexibility – Education & Training used to be Secondary Gearing Up for Change:

83 – Increased Demand in Skills & Training – Useful Up-skilling – Qualifications in Selection – Importance of IOSH and NEBOSH Changing Expectations:

84 – Increase Competition – Seize the Opportunities – Soft Skills – Churn: A Fact of FM Life Changing Expectations:

85 – Good Foundation – Research – Create Opportunities – Your Marketing Pitch Starting the Job Search:

86 – Your CV is the Ticket to the Job Race – How many CV’s – The Words – You Have the Right to Remain Silent Your CV A Professional Story:

87 – Career Summary – Achievements – Employment History – Do’s & Don’ts Your CV A Professional Story:

88 – Online Job Searching – Embrace Technology – Promote Yourself Online – Keep things Updated The WWW:

89 89

90 – It took 477 days to reach their 1st million users – The last million took 12 days! – 42 million unique visitors a month – 1 billion people searches performed last year

91 91

92 – Fill in as much as you are comfortable with on your profile – Find and join groups that interest you – Personalize your invitations to connect – Acknowledge those who want to connect with you

93 – Research – What do you want? – What will they ask you? – Presentation Interviews:

94 Interviews: – What are Competency Based Interviews – Questions – Preparation – Do’s & Don’ts

95 – Compose Yourself – Be Honest & Positive – Best Question – Feedback Interviews:

96 Thank you for your time Peter Forshaw Maxwell Stephens 96

97 “How Social Enterprises can help Charities”

98 Social enterprises are businesses set up to tackle a social or environmental need. Their social and/or environmental purpose is absolutely central to what they do - their profits are reinvested to sustain and further their mission for positive change. What are social enterprises?

99 “How Social Enterprises can help Charities” What are some examples of social enterprises? Eden Project The Big Issue Fifteen Jamie Oliver's restaurant Divine Chocolate, a fair trade chocolate company co-owned by the cocoa farmers cooperative Women like Us, which connects women with flexible employment.

100 “How Social Enterprises can help Charities” 1840s Rochdale, the first workers' co- operative was set up to provide high quality affordable food in response to exploitative factory owners. By the late 1990s a number of different traditions, including co-operatives, community enterprises and voluntary organisations were setting up social enterprises What is the history of social enterprise?

101 “How Social Enterprises can help Charities” In which sectors do social enterprises work? There are approx, 56,000 social enterprises across a wide range of areas: Health and social care services, education, environment and recycling, energy management, bicycle repairs, construction, drugs rehab, transport, IT, telephones, packaging, chocolate, coffee, organic food etc etc. DTI survey in 2005

102 “How Social Enterprises can help Charities” Mission and Service Social enterprises can deliver great services to charities across a wide range. Social Enterprises can also advance a charities mission.

103 “How Social Enterprises can help Charities” The Green-Works Mission 1.to encourage business to re-use or recycle all their redundant furniture 2. to protect the environment 3. to reduce the operating costs of the charitable sector by supplying quality office items at low cost 4. to create valuable employment and training opportunities

104 “How Social Enterprises can help Charities” How big is the challenge? 400,000 tonnes of office furniture is sent to landfill every year in UK – and predominantly from London There is a significant need in 3 rd sector for decent, affordable furniture There is a huge demand for jobs that develop basic and key skills

105 “How Social Enterprises can help Charities” Our social enterprise partners We are passionate about making a difference to local communities, particularly those in the most deprived parts of the UK. We partner with charities and social enterprises who are as committed as we are to protect the environment and to deliver real social benefits for their local communities.

106 “How Social Enterprises can help Charities” For us re-use acts as an “engine” that creates real jobs and vocational training such as:  Materials handling  Forklift Truck Driving  Stock management  PAT - Electrical testing  Computers  Customer Service  Health & Safety … And much more

107 “How Social Enterprises can help Charities” Rebuilding and re-equipping schools

108 “How Social Enterprises can help Charities” “Now we have very good chairs which they can sit on and with the books they are able to learn to read better….the children do not get sore backs anymore and this means that they can concentrate better on the lessons”. Helping children learn

109 “How Social Enterprises can help Charities” We are a low cost resource for charities, schools, NGOs and hospitals in the UK, and across Africa.

110 “How Social Enterprises can help Charities” Supplying to the 3 rd sector; how can we help?  Green-Works sources large volumes of good quality, built to last but redundant furniture  Stock ranges from, desks, tables, storage, filing cabinets and chairs to carpet tiles, whiteboards, coat stands and stationery  Cost effective solutions to new office set ups or refurbishments

111 “How Social Enterprises can help Charities” Re-manufacturing to your requirements.  Green-Works can manufacture 100% reused content furniture – to your specification  Innovation and design  Range of standard products  Produce items to client specification

112 “How Social Enterprises can help Charities” Bespoke solutions FAMILY MONEY “We are delighted with the results – the call centre office looks so impressive” THE BROMLEY TRUST “This storage has improved how we work. The Cube wall is sturdy, really attractive and helps us to manage and file all our materials so easily”

113 “How Social Enterprises can help Charities” Announcing: a new 20% discount rate for all FMCN members

114 “How Social Enterprises can help Charities” Conclusion Buy Social Enterprise and: 1.Help deliver your mission 2.Help other charities deliver their mission 3.Get great service and products

115 THE FMA

116 BUSINESS NETWORKING DONT BE A CAVE DWELLER!

117

118 10 COMMANDMENTS

119 GET TOOLED UP

120 TARGET

121 HOST NOT GUEST

122 LISTEN

123 PATIENCE

124 REFERRALS

125 BUSINESS CARDS

126 TIME MANAGEMENT

127 RECORD

128 FOLLOW UP

129 NETWORKING BENEFITS Personal Profile Company Profile Eventually Business from a trusted source Word of Mouth Business more profitable Problem solving Help others Expand Contacts

130 THE FMA

131 Why a Trade Association? A Voice Financial Interest Trust Advice Networking Standards and Benchmarking Reputation.

132 Why the FMA? Only Trade Association in FM Voice of the Industry Influencer. CBI, Asset Skills, OGC Networking Financial Advantages Collaboration Recognition Awards

133 Benefits Get Involved Get Represented Get Networking Get Heard

134 Our Members

135 www.cy-associates.com Tendering Tips Deborah Glen Monica Vaughan

136 www.cy-associates.com Why Tender?  New Service  Market testing  Contract renewal  Dissatisfaction with current service  Driving down costs  Service development

137 www.cy-associates.com Considerations  Requirement  Team/stakeholders  Suppliers  Process  Timescales

138 www.cy-associates.com Process  Pre-tender Preparation  Documentation  Tender Process  Supplier Selection  Negotiation of Contract

139 www.cy-associates.com Case Study

140 www.cy-associates.com Stationery/IT Consumables  CY Associates clients  Joint tender for the provision of stationery and IT consumables

141 www.cy-associates.com Why Tender?  Current arrangements in place for several years  Review of market practices  Review of technologies  Benchmark costs  To appoint a proactive partner  Management information

142 www.cy-associates.com Why Tender together?  Similar requirements  Shared knowledge and expertise  Shared costs  Stronger message to the marketplace  More attractive business  Lower and more attractive pricing structures  Advantages for all clients – large and small

143 www.cy-associates.com Considerations  Team Representatives from client group CY Associates  Suppliers List Clients experience/knowledge CY market knowledge

144 www.cy-associates.com Process  Timetable  Drafting the Specification and Service Levels  Tender Documentation  Question & Answer sessions  Tender Analysis and due diligence  Presentations and supplier site visits  Supplier Selection and scoring criteria  Supplier Debrief sessions

145 www.cy-associates.com Outcome  Up to 35% savings across the board  Proactively Managed service  Latest technologies  Environmentally friendly

146 www.cy-associates.com Any questions?

147 www.cy-associates.com CY – Who are we and how can we help?

148 www.cy-associates.com Overview  CY Associates was formed in 1997 to offer businesses support in procurement and related services  We work in partnership with our clients to help them achieve their objectives by understanding their business needs and developing services to meet those requirements

149 www.cy-associates.com  Analysis of the current purchasing activities  Reduce unnecessary overhead costs  Benchmark costs Audit Managed Services  Managed Purchasing Service providing advantageous umbrella agreements for goods & services

150 www.cy-associates.com Project Management  Including management of pre-tender, tender, negotiation & implementation stages of the project Contract Management Training  A customised training programme in three phases in order to achieve a return on investment and succeed in contract negotiation

151 www.cy-associates.com Summary  We develop and deliver comprehensive and effective purchasing solutions for each individual client. Our proven methods help us to work with you to achieve your objectives.

152 Thank You Deborah Glen Monica Vaughan www.cy-associates.com


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