Facilities Management

Business plan 2012-13

Service Customer
Planning Results
Service Processes

Key Performance
Leadership

Results

People People
Resources Results

Partners &
other Community
Resources Results

Growing in Excellence
1 SERVICE OVERVIEW

In 2012/13 Facilities Management Services will be a service in its third year, created with the aim
of improving the way in which the Council organises its resources for the benefit of service
delivery.

It will also play a critical part in the development of four of the Council's six Asset Management
Plans and will be responsible for developing sustainable future strategies for these assets.

Services are:

Catering , Cleaning & Caretaking

Project Management and Design
Property Asset Management including PPP Management
Fleet
Building Maintenance
Housing Property Maintenance and Improvements
Waste Management
Land Services
Streetcare
Janitorial Services
Leisure Services

Assets

Assets are tasked with developing and delivering sustainable property strategies and delivering
key infrastructure projects and transactions. Retaining all key property data, the service project-
manages larger projects and retains a small number of design staff.

Environment

Waste, lands, streetcare and fleet are at the forefront of public service delivery with arguably the
most public-fronted face of the Council. The services are being integrated to create a cohesive
single service with clear service specifications. Waste leads Scotland in recycling performance
and will continue to increase recycling performance to deliver the Council's contribution to national
recycling targets.

Maintenance and Hard FM

Maintenance will be the delivery vehicle for the 24-hour / 365 day per year technical maintenance
delivery to all Council property. This includes housing and non-housing, as well as technical,
informal support to Housing management and asset team.

Employment via the directly employed workforce and term framework contracts with contracting
organisations employed to deliver works but delivering community benefits is core to the
philosophy that will be adopted in 2012/13 and beyond. The Maintenance section will aim to make
the portfolio more energy-efficient both in the buildings it occupies, rents and in its operational
practices.

Soft FM

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Soft FM will focus on increasing school meal uptake amongst children, including those groups
eligible for free school meals. It is a proven fact that health and diet are linked and early
intervention with children can support lifelong healthier eating habits. Soft FM manages leisure
delivery and contracts in Clackmannanshire and a strategy will be delivered to Council in 2012.

1.1 SERVICE MISSION / PURPOSE & OBJECTIVES

Mission

The mission of Facilities Management is to ensure that all the services delivered are in accordance
with best value principles, are of appropriate quality, efficient and on time. The service supports
key corporate services (i.e. social services, housing and education) and but is also a front line
provider of other key services.

Objectives

All council buildings and houses are "fit for purpose" in terms of condition, suitability
and sufficiency.
All council buildings are reviewed and highly utilised so that maximum effect is
made of the built facilities.
Develop a sustainable asset base which is environmentally and energy efficient and
contributes directly to delivering year on year reductions in greenhouse gas
emissions through its design, construction and operation.
All services are efficiently delivered and maximise value for money.
Develop resources and culture responsive both to changes in demand and user
requirements and wishes, and where the impact of change is maximised through
consultation and engagement with users and stakeholders.
The rented housing portfolio is safe and improvements made towards SHQS and
Local Clackmannanshire standard compliance in 2015
Waste reduction and recycling is at the core of the Council and our communities
actions in everyday life
Public open space is provided, maintained and promoted for the benefit of the
community
Affordable leisure services are provided efficiently and effectively for the maximum
use and benefit of the community
Healthy living and eating objectives are supported in schools and beyond alongside
the Councils early years strategy
Support Council emergency response responsibilities for incidents and
emergencies.
Contribute to local employability

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1.2 SERVICE STRUCTURE

Head of Facilities
Management

Stephen Crawford

Assets Environment Maintenance and Soft FM Services

(projects, Hard FM
procurement,
property strategy)
Graeme
Eileen Turnbull Cunningham Willie McLaughlin Bruce Geary

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1.3 BUDGET

The budget is generally made up of Revenue, Capital, the Council's Energy Efficiency Fund, and
any other external funding that is made available i.e. Schools Fund , Central Energy Efficiency
Funding and Service Devolved budgets. Work in 2012/13 will develop plans and projects for the
next 2/3 years expenditure.

As the implementer of much HRA funds they are included for completeness although they may
also be featured in other services business plans.

REVENUE BUDGET - net CAPITAL BUDGET (2011/12

expenditure and income and beyond)
(2012/13)
Service
Soft FM 4.0 Soft FM -
Waste, Streetcare, Lands 10.0 Waste, Streetcare, Lands and 1.0
and Fleet Fleet
Maintenance (incl energy) 3.0 Maintenance (general fund 1.5
schools)
Asset Management (incl 10.0 Asset Management including
PPP, rents and rates) project - Kilncraigs, Speirs, 18.0
and St Johns
Total Budget 27m Total 20m

HRA Revenue Budget HRA Capital Budget

(2011/12) (2012/13 and beyond)
Maintenance/Repairs 5.0 New housing + Hallpark 4.0
SHQS 6.0

Total 5m Total 10.0m

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2 KEY ISSUES FOR THE SERVICE

The service will have to be focused on delivery of corporate priorities with a rationalised
management structure.

Clear leadership of the service at all levels is necessary at Head of Service and new redefined
roles at service manager and team leader/direct reports to deliver change and services.

This business plan scopes the main deliverables for FM but the 2012/13 environment will
challenge due to the uncertain 2012/13 and beyond. Focus will need to be maintained.

Key corporate projects such as fundamental change in PCU/craft terms/appointments, Kilncraigs

and Speirs will require good project management.

Integration of client/contractor functions will test and require (more efficient) processes. A revised
procurement strategy in housing relying on longer term framework contracts will bring long term
procurement and management efficiencies.

Catering and Leisure will aim to maximise the available commercial opportunities open to them.

Waste will continue to be an environment where maintenance of high performance will be a

challenge but publicising enforcement action against non recycling will gain much column inches in
the press. The strategy plans for moving beyond 60% recycling by 2014 and progress will be
monitored through working with partner organisations, public and private across all services in
2011/12. CSE and CIM will aim to be achieved or ready to be considered in a number of service
areas.

3 APPROACHES

3.1 CUSTOMER/STAKEHOLDER ENGAGEMENT

We aim to achieve high standards of customer service for all our stakeholders. The
Customer Service Excellence quality standard is our approach for improving our customer
and stakeholder engagement. This will be refocused and taken forward in 2012/13.

In as disparate a service as FM, feedback is gathered in a variety of ways and this requires
to be revisited in 2012/13.

The principles of feedback will review the following five basic criteria:

delivery
timeliness
information
professionalism
attitude

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3.2 SUPPORTING AND DEVELOPING STAFF

People Development within the service is aligned with corporate management approaches,
as defined in the Council's People Strategy. Our aim is to ensure that all staff receive a PRD
on an annual basis, supplemented with regular 121s, with the PRD forming the core of the
agenda for these meetings. All learning and development is evaluated through discussion the
PRD process and following PRDs, team and service learning and development plans are
developed and agreed by the management team.

Currently most of our staff acknowledge receiving regular PRDs and 121s. Where there are
some gaps in deployment, typically due to ongoing service reconfiguration, we will be
endeavour to achieve a better level of consistency over the coming year as the restructuring
becomes embedded with an aim of 100% deployment in the year.

The staff survey also showed that there is scope for improvement in communication across
the service and in some aspects of leadership. We have included as key performance
measures specific elements of the survey which will be the focus for improvement this year.
More generally, we will use the annual staff survey to develop understanding of the
deployment and effectiveness of our people development approaches.

Management and team meetings with set agendas are held monthly (in most operational
areas), focussing mainly on team administrative issues and corporate and service
communication. Corporate cascade briefings are discussed at these meetings. The staff
survey indicates that whilst communication is improving, there is still some way to go and this
will be an area for particular focus over the coming year.

Other staff support mechanisms are deployed, including back-to-work interviews following
periods of staff absence.

Health and Safety risk assessments are maintained. These are reviewed and communicated
to staff regularly. Up to date workplace assessments are in place for all staff.

3.3 MANAGING SERVICE PERFORMANCE

The measures included in this service-wide business plan are the responsibility of each
service manager. They are reviewed by the service manager and Head of service monthly in
121's.

The monitoring of achievement of these objectives will be reported monthly to the Director's
Group in a comprehensive progress report.

In 2012/13, Covalent performance management system will be used to report our

performance in meeting corporate priorities.

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4 SERVICE LINKS TO CORPORATE PRIORITY OUTCOMES

Of the nine priority outcomes, Facilities Management has a significant part to play in ensuring
that the following corporate priority outcomes are addressed:

1 The area has a positive image and attracts people and businesses - primarily asset
management and lands

2 Our communities are cohesive and inclusive - Hard FM and Asset Team are involved in
achieving indicators in terms of making council buildings accessible

5 Vulnerable people and families are supported - housing maintenance

7 Health is improving and health inequalities are reducing - Soft FM via Leisure, School
Catering and Meals on Wheels

8 The environment is protected and enhanced for all - waste, lands, asset management,
maintenance;

9 The Council is effective, efficient and recognised for excellence - all services

Major plans and strategies relevant to Facilities Management are:

Community Plan: Long-term vision aims and outcomes, partnership commitments.

Single Outcome Agreement: Links to national performance framework; outcome
indicators and targets; and strategic plan for partnership.
Clackmannanshire Council Corporate Plan: Business Plan
Themed Plans: Annual Report & Business Plan; Local Authority Carbon
Management Plan; Asset Management Plan; and Scottish Government's Nutrition
(Scotland) Regulation 2008.
Local Development Plan: Long-term strategy and physical plan for
Clackmannanshire's economic and housing development
Housing Business Plan and the Standard Delivery Plan (SDP): Key milestones
are identified within the SDP and regular progress reports must be presented to
Scrutiny Committee to demonstrate progress on Scottish Housing Quality Standard
(SHQS) returns.
Clackmannanshire Local Housing Strategy: Service links to corporate priority
outcomes 2 and 3
Scottish Housing Quality Standard Delivery Plan: Service links to corporate priority
outcomes 2 and 3

CORPORATE PRIORITY
SERVICE OBJECTIVES
OUTCOME/ALLIANCE ACTION AREA

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5 DELIVERY PLAN

CORPORATE PRIORITY 1 The area has a positive image and attracts people and businesses

SERVICE OBJECTIVE
All council buildings are reviewed and highly utilised so that maximum effect is made of the built facilities.

KEY PERFORMANCE INDICATORS

2010/11 2011/12 2012/13 2013/14 2014/15
Covalent Code KPI Lead
Value Value Target Target Target
Percentage of operational buildings that are suitable for
FAC FAC 003 82.8% tbc 83%
their current use

SERVICE RISKS
Covalent Code Assigned To Current Rating Target Rating
Description Likelihood Likelihood
Potential Effect Impact Impact
Latest Note

SERVICE ACTIONS
Covalent Code ACTION Impact By when Lead
Catalyst for office rationalisation project and Assets Service
Kilncraigs project 90% completed April 2013
sale of two offices. Manager
Speirs Centre on-site and relocate temporary New library and customer service centre in April 2013 Assets Service
library Alloa. Manager
Complete new Social Housing Project: Alva Head of Facilities
25 new social houses to council stock. December 2012
and Tullibody Management

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SERVICE ACTIONS
Covalent Code ACTION Impact By when Lead
Receive planning permission and agree
Develop new two-stream school from two Head of Facilities
contract price for St. John's / Claremont or St. April 2013
existing primaries in accordance with strategy. Management
John's replacement primary school.

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CORPORATE PRIORITY 3 People are better skilled and ready for Learning and Development

SERVICE OBJECTIVE Contribute to local employability

KEY PERFORMANCE INDICATORS

2010/11 2011/12 2012/13 2013/14 2014/15
Covalent Code KPI Lead
Value Value Target Target Target
Head of Facilities
% staff having undertaken a PRD per year N/A N/A 100
Management
Number of live on-site Council contracts with community Head of Facilities
N/A N/A 6 6 6
benefit clauses Management
Head of Facilities
Number of trades apprentices at PCU 14 15 16 16 16
Management

SERVICE RISKS
Covalent Code Assigned To Current Rating Target Rating
Description Likelihood Likelihood
Potential Effect Impact Impact
Latest Note

SERVICE ACTIONS
Covalent Code ACTION Impact By when Lead
Formally review the use and impact of the
Contribute to local employment through i.e. Head of Facilities
Employment Strategy in FM Services and March 2013
apprenticeship scheme Management
contracts over 2012/13

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CORPORATE PRIORITY 5 Vulnerable people and families are supported
All council buildings and houses are "Fit for purpose" in terms of condition, suitability and sufficiency
SERVICE OBJECTIVE The rented housing portfolio is safe and improvements made towards SHQS and Local Clackmannanshire standard
compliance in 2015

KEY PERFORMANCE INDICATORS

2010/11 2011/12 2012/13 2013/14 2014/15
Covalent Code KPI Lead
Value Value Target Target Target
The percentage of council buildings from which the Maintenance and
FAC FAC 001 Council delivers services that are suitable for, and 84.6% Hard FM Service
accessible to, disabled people. Manager
Head of Facilities
FAM HPI 005 Percentage of dwellings meeting SHQS criteria 78% 84.5% 90% 95% 100%
Management

SERVICE RISKS
Covalent Code Assigned To Current Rating Target Rating
Description Population increases beyond the capability of the services Likelihood 3 Likelihood 3
Potential Effect Costs increase Impact 2 Impact 1
April 2011:
Latest Note
Continuous monitoring of data and number of households and budget/resources should prevent this happening

SERVICE ACTIONS
Covalent Code ACTION Impact By when Lead
Frameworks for general works - adaption -
Better response to tenants' needs and good Assets Service
structural upgrades, internal alterations, July 2012
economies of scale. Manager
property extensions 2012-16
Rollout of repairs and maintenance More efficient service delivery and better Assets Service
April 2013
appointment services and system to trades customer satisfaction results. Manager

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SERVICE ACTIONS
Covalent Code ACTION Impact By when Lead
200 new kitchens installed in Council housing Completion of new kitchen programme across Assets Service
April 2013
as part of the Kitchens Programme 5,000 stock. Manager
Maintenance and
600 upgraded bathrooms installed in Council
Better facilities for tenants. April 2013 Hard FM Service
housing as part of the Bathrooms Programme
Manager
Maintenance and
208 planned central heating replacements More efficient heating systems addressing fuel
April 2013 Hard FM Service
undertaken as part of the... poverty.
Manager
Maintenance and
10 blocks have secure door entry systems
Safer common areas and stairs. April 2013 Hard FM Service
upgraded
Manager
Maintenance and
240 electrical upgrades Electrical systems less prone to failure April 2013 Hard FM Service
Manager
Maintenance and
300 Safe electrical periodical testing Electrical systems less prone to failure April 2013 Hard FM Service
Manager
Maintenance and
Roof upgrades to 20 houses and wall Better weather protection and energy
April 2013 Hard FM Service
upgrades to 3 blocks of flats efficiency.
Manager
Maintenance and
Energy efficient central heating systems Economies of scale and community benefit
April 2013 Hard FM Service
upgrade - term contract 2013-16 through larger, longer-term contracts
Manager
Report to Council (led by Community &
Regulatory) (Support. Revised Housing Robust business plan for future viability of Head of Facilities
April 2013
Business case to Council - complete survey housing stock. Management
(Housing Asset Management Plan))

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CORPORATE PRIORITY 7 Health is improving and health inequalities are reducing
Affordable leisure services are provided efficiently and effectively for the maximum use and benefit of the
community
SERVICE OBJECTIVE
Healthy living and eating objectives are supported in schools and beyond alongside the Council's early years
strategy

KEY PERFORMANCE INDICATORS

2010/11 2011/12 2012/13 2013/14 2014/15
Covalent Code KPI Lead
Value Value Target Target Target

Overall cleanliness index following all inspections of a Environment Service

WSL STR 001a 77 Tbc 80 80 80
sample of streets and other land Manager
No. of Leisure visits to Council facilities per month (incl Soft FM Service
N/A 58,150 65,000
ALB), in a rolling year Manager
Soft FM Service
Alloa Leisure Bowl - subsidy per user 1.37 1.32 1.32
Manager
Soft FM Service
CAT CAT 001 Meal uptake in secondary schools (APSE P136d) 60.43% 70.22% 65%
Manager
Uptake of school meals, paid and free, in primary schools. Soft FM Service
CAT CAT 002 42.95% 43.53% 44%
(APSE P136e) Manager

SERVICE RISKS
Covalent Code Assigned To Environment and Maintenance Manager Current Rating Target Rating
Description Loss of large fleet vehicles, e.g. fire or malicious damage Likelihood 2 Likelihood 2
Potential Effect Failure to undertake short-term refuse collections Impact 4 Impact 4

Latest Note
Vehicles containing residual waste are emptied at end of shift and security controls at depot.
Private sector vehicles available.

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SERVICE ACTIONS
Covalent Code ACTION Impact By when Lead
Leisure strategy approved by Council Head of Facilities
Overarching strategy and priorities agreed. December 2012
Management
Leisure Alternative Delivery Model strategy / Head of Facilities
Strategy and priorities agreed. April 2013
policy discussed by Council Management

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CORPORATE PRIORITY 8 The environment is protected and enhanced for all
Develop a sustainable asset base which is environmentally and energy efficient and contributes directly to
delivering year on year reductions in greenhouse gas emissions through its design, construction and
SERVICE OBJECTIVE operation.
Waste reduction and recycling is at the core of the Council and our communities actions in everyday life
Public open space is provided, maintained and promoted for the benefit of the community

KEY PERFORMANCE INDICATORS

2010/11 2011/12 2012/13 2013/14 2014/15
Covalent Code KPI Lead
Value Value Target Target Target

% Additional recovery from missed recycling in residual Environment Service

N/A N/A 25%
waste - 12. Manager
Maintenance and
CO2 emissions from gas consumption in Council buildings 4,165
FAC FAC 007 2,784 3,137 Hard FM Service
in a rolling year (tonnes)
Manager
Maintenance and
C02 emissions from electricity consumption in Council 4,820
FAC FAC 008 4,383 Hard FM Service
buildings in a rolling year tonnes
Manager
Maintenance and
C02 emissions from water consumption in Council 30
FAC FAC 009 35.50 Hard FM Service
buildings in a rolling year (tonnes)
Manager
Environment Service
WSL WMA 006 Number of Waste Management Complaints 545
tbc Manager

SERVICE RISKS
Covalent Code Assigned To Energy Technician Current Rating Target Rating
Description Increased utilities use. Likelihood 3 Likelihood 3
Potential Effect Increase in carbon emissions. Impact 3 Impact 3
Latest Note

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SERVICE ACTIONS
Covalent Code ACTION Impact By when Lead
Environment Service
Start food waste collections Lower landfill costs. December 2013
Manager
Zero Waste Strategy Report presented to Head of Facilities
Overarching strategy approved. December 2013
Council Management
Maintenance and
Landfill gas flare at Black Devon Addresses historic planning obligation. December 2013 Hard FM Service
Manager

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CORPORATE PRIORITY 9 The Council is effective, efficient and recognised for excellence
All services are efficiently delivered and maximise value for money.
SERVICE OBJECTIVE
Support Council emergency response responsibilities for incidents and emergencies.

KEY PERFORMANCE INDICATORS

2010/11 2011/12 2012/13 2013/14 2014/15
Covalent Code KPI Lead
Value Value Target Target Target

% Customer satisfaction with FM services N/A N/A 90%

% Customer and stakeholder requests responded to
N/A N/A 90%
within timescale
% of staff who say they are satisfied with their job 57 60 67
% of staff who say they are proud to work for the Council 40 55 67
% of staff who confirm that they have a Performance
Review and Development (PRD) meeting with their line 53 50 90
manager at least once a year
% of staff who say have the right materials, information
50 75 75
and support I need to do their work
% of staff who feel they have contributed to their team's
37 53.7 60
future plans
% of staff who feel that the Council is an equal
68 67.5 75
opportunities employer
% of staff who say that they are encouraged to make
suggestions to improve their service and / or make it more 39 51.2 60
efficient
% of staff who have confirmed that they get Health &
Safety information which is relevant to them and their work
64 63.4 67
(e.g. fire evacuation procedures, risk assessment, Health
& Safety policies)
FAM FAM 012 Service sickness absence levels N/A 3.46 3.4%
FAM FAM 013 Number of RIDDOR cases within the service (note: FM N/A 13 10 Head of Facilities

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KEY PERFORMANCE INDICATORS
2010/11 2011/12 2012/13 2013/14 2014/15
Covalent Code KPI Lead
Value Value Target Target Target

services scope has expanded) Management

FAC FAC 011a Total property running costs 6,489,761 Tbc Asset Manager
Tbc Environment
WSL WMA 007 Net cost of waste collection per service visit 0.58
Manager
Tbc Environment
WSL WMA 008 Net cost of waste disposal per service visit 0.95
Manager
CAT CAT 003 Direct cost of producing a school meal. (APSE P118) N/A 1.96 2.00 Soft FM Manager
Annual cost per square metre for building cleaning (APSE 9.14
CAL CLE 001 Tbc 10.00 Soft FM Manager
P101)
Environment
WSL WMA 001 Net cost of refuse collection per premise 51.59 Tbc
Manager
Environment
WSL WMA 002 Net cost of refuse disposal per premise 85.12 Tbc Manager
Maintenance and
Percentage of all repair work completed within expected
PRF PRO 001 95.44 94.97 93.14% Hard FM Service
timescales
Manager
Maintenance and
Percentage of housing repairs completed during the first
PRF PRO 002 82.11% 82.45 80 Hard FM Service
visit
Manager

SERVICE RISKS
Maintenance and Hard FM Service
Covalent Code Assigned To Current Rating Target Rating
Manager& Environment Manager
Description Weather impact, such as heavy snow that prevents vehicle movements Likelihood 4 Likelihood 4
Potential Effect Failure to provide services Impact 3 Impact 3
April 2011:
Latest Note Awareness of weather reporting and preparation to reorganise collections
Inform customers via press / website / radio / Contact centre of updated position and alternatives, such as Forthbank

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 Initially access areas that are accessible

SERVICE RISKS
Covalent Code Assigned To Environment and Maintenance Manager Current Rating Target Rating
Description Loss of buildings / Kelliebank Likelihood 3 Likelihood 3
Potential Effect Disruption to service provision Impact 3 Impact 3
April 2011:
Latest Note
Service recovery plan identifies actions to relocate staff and operating base.

SERVICE RISKS
Covalent Code Assigned To Head of Facilities Management Current Rating Target Rating
Description Health and Safety Policy is not deployed across the full service Likelihood 1 Likelihood 1
Loss of life
Staff unavailable
Potential Effect Impact 5 Impact 5
Fines
Damage to reputation of service and Council
April 2011:
H&S included in all contracts
Latest Note
H&S inspections
H&S training and reporting in place as part of PRDs

SERVICE RISKS
Covalent Code Assigned To Head of Service / Service Managers Current Rating Target Rating
Description External contracts fail Likelihood 2 Likelihood 2
Damage to the environment
Harm to reputation
Potential Effect Impact 4 Impact 4
Increased costs
Disrupts service provision
April 2011:
Latest Note
Monitor contractor performance regularly

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 Increased focus on robust contract management.

SERVICE ACTIONS
Covalent Code ACTION Impact By when Lead
Maintenance and
Agree and implement a revised maintenance More focused service delivery and
July 2012 Hard FM Service
management structure accountable management structure
Manager
One charging policy to Directors' Group to Soft FM Service
Inform 2013/14 budget position July 2012
maximise income Manager
Complete PRD for all staff September 2012 All Service Managers
Head of Facilities
Review Service Risk Register Business failure / criticism lessened September 2012
Management
CIM Self-assessment undertaken and Head of Facilities
Better customer service. September 2012
improvement plan agreed Management
Maintenance and
Revised Terms and Conditions and Council
No Single Status risk. September 2012 Hard FM Service
approval for craft
Manager
IDOX DMS used as standard Less paper December 2013 Head of Facilities
Management
Fleet asset management plan approved by Less vehicles, better utilisation, less carbon December 2013 Head of Facilities
Council emissions. Management
Head of Facilities
CSE pre-assessment completed Better customer service April 2013
Management
Lands asset management report approved by Policy for lands management agreed with key Head of Facilities
April 2013
Council stakeholders Management
Asset management will provide settlement
plans for the Council's property portfolio - 5 Head of Facilities
Less long-term property costs April 2013
out of 8 settlement area plans to Council for Management
approval

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