Presentation on theme: "Shaping FM in the Public Sector Michael Cant BArch MRICS MBA Larch Consulting."— Presentation transcript:
Shaping FM in the Public Sector Michael Cant BArch MRICS MBA Larch Consulting
What is being Learnt Over 20 years of dramatic public sector change in FM. Pace of change in FM has varied, but key threads now emerging across both public and private sectors. The next 20 years will be very different. There is much to be done …
Underpinning Issues Local Authority specific: –Gershon/Efficiency savings. –The OGC Better Asset Management initiative. –Best Value and related initiatives. Across the FM sector: –Location independent working. –New technology and its impact on work. –Sustainability (in all its guises). –Bundling/ integration of services.
Progress Made in FM - Philosophy and Principles Devolved budgeting is strongly embedded in LA sector. Achieves benefits of empowerment, ownership, authority and self-determination. Sometimes misses opportunities for aggregation, efficiency and more effective bundling. Much achieved - the basis is set for a more balanced approach in the future.
What we have found Mid-1980’s to 1990’s - change barely on the radar pre this period! Public sector as competent as private sector. Opportunities to improve FM through service efficiencies (but it often takes a ‘baseline’ approach): –If we continue refine our MIS, and strip out ‘noise’ – efficiencies available and providing better service to customers. Infrastructure services increasingly more effective where fully integrated day-to-day operations from client and provider perspectives: –(this can only be done a through more transparent approach).
Implications for FM Cost focus (where FM is seen as a commodity or non value-added purchase). Pressure on achieving expenditure reductions across the whole area (Gershon pushing for actual cost reductions): –In practice this could mean reduced levels of service to minimum-acceptable standards. –A real challenge emerging in the supply chain implications. ‘Making the case for investing more, or achieving better value and real transparency from the spend’.
What is needed is Clarity Clarity in: –The real and future FM expectation. –The current ‘baseline’. –What are the changes going to achieve. –Is the impact of the transition sufficiently outweighed by the benefits? –How it is demonstrated at all stages of the change process?
Analysis Tools Measure Current Operation OrganogramsRASCI Service Description Templates Historical Analysis Identify Change Options SWOT External Comparators Provider Capability Assess Risk of Change PESTE 4R Framework Payback Analysis (NPV or similar) SWOT Strengths Weaknesses Opportunities Threats PESTE Political Economic Social Technological Environmental Reframing Restructuring Revitalising Renewal
Emulation Modelling What is an emulation model? A clear forecasting tool that minimises risk exposure. By simulating the operating environment, managers are able to manipulate site/FM cost variables. Feeds into conventional analysis tools such as direct payback, NPV etc.
Plus or Minus Points? Coming-together of public sector bodies across regions: –Achieve more efficiency (for the benefit of a region), –Specifically in increased buying power/efficiency? New bodies (including Local Strategic Partnerships and Shared Service Organisations): –To generate increased collaboration and benefits? –Economies of scale? Local Strategic Partnerships. Neighbourhood Renewal Funding: –Where LSPs work well, they will begin to buy together (this will mean bigger, broader contracts i.e. less tailored and specific to a single client).
Next Few Years – ‘Usership’ not Ownership Political shift will alter focus of FM response for Local Authorities as well as PFI/PPP and related endeavours (regardless as who holds office). The first waves of cost reduction/ bundling/ outsourcing need real baseline re-evaluated (but will they be allowed to?). Infrastructure (including Property and FM) ‘management’ convergence – will it follow the trend elsewhere? Facilities Management must lead rather than follow if it is to add significant value to the Local Authority environment. Will property ownership and management disappear off the map? PFI/PPP and sale/leaseback – the acid test on performance to date. Managing different contracts and relationships – can we really get it on track?
Rearguard – The direct labour implication Many authorities still have significant blue collar/operative labour teams – alternative methods now emerging that do not require outsourcing. TUPE and outsourcing are still to be tackled in many areas – but against a proper assessment process. Much of the focus is practical rather than strategic – collaboration is becoming essential.