Service There are five elements to the service offered by CRE Solutions Phase I - Investigation and analysis Service Level Agreement for FM Services Ascertain needs and requirements of the business. Topics such as what the client's real estate team are trying to achieve (objectives), an introduction to output based service level agreements, performance criteria, measurement and FM risks to the business. The high level discussion will be followed by a more detailed meeting which will include the following agenda: Building data Buildings in scope - a list of the buildings to be included in the scope of service. Size, age and condition of the buildings in scope of service. Freehold/leasehold particulars Occupation/headcount Type of activity undertaken at each building. AMS management structure for each site. Capital spend profile. Services in Scope Hard and soft services. A generic list will be provided by CRE Solutions for discussion. We will explain the nature of the drafting, terminology and how the services are to be monitored and measured. Performance Criteria. We will provide examples of the range of performance outputs pertaining to each service for each site. Criticality of service. We will introduce the concept of the criticality table. Measurement criteria. We will give examples of the types of measurement, frequency of measurement and most importantly what to do with the measurement data. Capital projects. We will explain how to integrate the capital element into the FM operations, so that capital supports the smooth running of operations, and reduces risk of failure to the business. Management Information system Types of MIS How to choose an MIS Pricing Schedule We will explain how the services, their criticality and performance can be controlled through a price per service per building per time period (quarterly, half yearly, annually, 3-5 years). The pricing mechanism is integrated to the Work Order Priority Schedule, the Criticality table, and is managed through the MIS. Identification of those services to be provided by critical AMS third party suppliers. Third Party Suppliers We will review the critical third party supply services, with which AMS wish to retain direct links. These "managing agent" services will need to be discussed in terms of scope of management. There are particular contractual and commercial issues attached to this part of the service. Risk Risk identification, quantification and management. This area has received a great deal of press attention over the last few years. However much of it either tends to be very high level, or too academic to be of practical use. We like to use this topic to discuss, and ascertain the company's attitude toward, and appetite for risk. As we discussed, relationships within an organisation, i.e. between different departments, and between different levels of management all contain areas of risk. We give examples of the different types of legal and commercial relationship which are currently utilised in the developed world. We link the type of risk to price and performance levels. Phase II - Documentation initially for use internally Draft SLA Once the first phase has been covered, the client will have a much clearer idea as to what to do next. We will produce a draft SLA for discussion with the real estate team, based upon the discussions and work undertaken in phase I. The objective will be to use the draft as a test document with the consumers of real estate services. It is important to test the "hypothesis" i.e. what the real estate team "thinks" the consumer wants (and most importantly its level of delivery and criticality). This exercise has the dual benefit of raising the profile of facilities management within the client community, and more importantly of getting ownership of service performance. This will ensure that the community understand the service levels and make justified comments when the services fail to be delivered to that level. It will also enable the real estate team to review the levels of service with departmental managers, and discuss cross charging structures, value for money, and other financial matters, based on agreed levels of service. If departmental managers want an improved level of service, the real estate team can give the manager options based on price. They cannot always have an improved level of service for less money!! It is important in the whole of this exercise not to be tempted to use the current service delivery mechanism as a basis of information and thought. By using the current system one is subconsciously accepting that it reflects the customer's actual needs and requirements. Phase III below will identify the delta, if there is one between what the customer needs and what it is receiving today. Analysis Following the feedback from the consumers we will firm up on the SLA, criticality table and work order priority schedule. Phase III - Business Case for Outsourcing Business case Investigate existing services. This is the point at which a review of the existing services is undertaken. We will talk with your existing suppliers, and ask to see existing contracts, SLA's, performance criteria, and levels of criticality. Analyse current costs. We will undertake a thorough review of current costs, both FM and capital works. We will look at all areas of business risk. Given the foregoing work, we will produce a report and recommendations. The client real estate team can decide, based on hard facts whether it needs to act as an agent of change, using the SLA and accompanying documentation (management tools).It may be most efficient to simply migrate the new systems into the management of the incumbent, and re-negotiate the financial elements. Phase IV - Market testing Market Test If the report recommends a market test and the real estate team agree (with senior management approval), the following are the tender services we can give: Produce Request for Proposal documents (including an asset condition survey and form of contract). Prepare data room Produce list of suitable FM suppliers (based upon client third party selection criteria). Conduct preliminary third party supplier interviews to select final list of tenderers. Manage the tender process. Tender evaluation and report. Preferred supplier negotiations. Supervise transition period. Phase V - Audit Audit Following the implementation of the new contract (or simply by re-engineering the existing contract) we can provide an independent annual audit service. < back