Facility Management Insourcing

Facility Management Insourcing (800 staff)

Client:

Kings College London

Project Type:

Facility Management Insourcing

Completion:

Mid 2019

Project Scope

  • Plan: Develop change plan (glide path)
  • Mobilise: Set up infrastructure to manage transition, including role definitions, task allocation, programme, communications, reporting etc.;
  • Manage: Provide governance for the carrying out of preparation activities to ensure that day 1 was a success and that the new service would operate effectively from the start;

Project Detail

A previous review carried out by Coretex determined that the cleaning service at Kings had failed to provide the standard and value expected of it.  In addition, cleaning staff had generated negative press for the institution (and others in the vicinity) – striking for better working terms and pay.  The staff and unions started to push for the service to be insourced.  The maintenance and catering services were already delivered by university staff.  The potential for an integrated self-delivery team entirely managed by the University became an attractive option, leading to consideration of security being insourced at the same time.  It was felt by Kings executive board that insourcing would be a better solution for all parties.

The University determined to create a glide path from the previous service to a capable and well managed in-house service, insourcing 800 security and cleaning staff and creating a new integrated facility management capability.  To achieve this the University needed to quickly build an insourcing team including HR, IT, Finance and Facilities operations staff.  In addition, resources were engaged to support people transfer and union engagement, communications, service specification and set up, and change management (Coretex).

Part of the service had been delivered with >20% understaffing, which caused quality issues.  In addition to the insourcing of current staff additional resources were recruited, familiarised and trained to ensure that sufficient staff were available to carry out the service.  Also, a new Director of Services was recruited, who became the client – to ‘accept’ the service.

Project Outcome

  • A master plan was developed and delivered, supported by strong governance and task control;
  • The university executive leadership were provided with regular updates on the progress of the initiative, including key decisions at appropriate times;
  • Challenges (such as pension provision, salary grading and provision of sufficient welfare facilities) were successfully addressed and a tight transfer deadline achieved;
  • The overall service was mobilised with a focus on quality, to ensure good value for money;

Coretex Process

Coretex was initially engaged to provide best practice advice on the setting up of the team, task allocation, programme creation and to set up reporting mechanisms.  Within six weeks of the programme ‘go-live’ the client felt that they needed additional overall programme management and an expediting service to ensure that the programme would be delivered, and asked Coretex to carry out the programme management.

  • Coretex proposed and managed the governance process including task oversight, progress monitoring and reporting;
  • Coretex was actively involved in all areas of the insourcing, in collaboration with experts in each area;
  • Coretex prepared and managed the business case, including identification of risks and opportunities;
  • Issues and challenges were addressed as they arose, including (1) ensuring (previously contractor) managers and staff were aware of the process and remained positive during the change, the additional staff recruitment, (3) provision of additional welfare facilities and, (4) Union engagement.

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