Service Procurement and Provision

1. M.Sc Facilities Management D31SQ Service Procurement and Provision Lecturer: Daniel Wong MBA, MSc, BBus

2. Service Procurement and Provision

3. Module Philosophy • The module on Service Procurement and Provision (D19RV) provides the underpinning themes and concepts of facilities management. • This emerging profession presents many unique and exciting challenges that need to be addressed by the brightest minds! • The module is designed to; • 1) provide you with the know-how to manage support services; 2) provide you with the necessary tools to innovate in a manner that supports the interests of the organisation as a whole; • 3) enable you to deal with risks and uncertainties that inevitably arise in this dynamic activity and; 4) inspire you to take an active part in this challenging profession.

4. Learning outcomes for Unit 1 • By the end of this unit you should understand: • The nature of change in organisations and how this is impacting on facilities requirements • The nature of modern day working practices and the conflicts brought about by them • An understanding of how different working practices demand different facilities solutions both from the design (space) and service support perspective • An appreciation of how other sectors are affected by changing external and internal business drivers, which in turn influence facilities requirements

5. Expectations about me? • Do you want? • A help desk operator • A teacher • An expert • A facilitator • An entertainer

6. Expectations about you? • Top grade student • Participator • Successful FM

7. Module Assessment • one assignment (30% of the overall module mark) • exam (70% of the overall module mark).

8. Recommended Text • The Essentials of the New Workplace - A Guide to the Human Impact of Modern Working Practices by David Holman, Chris W. Clegg, Toby D. Wall, Paul Sparrow, Ann Howard. Paperback 270 pages (October 26, 2004) • Publisher: John Wiley and Sons Ltd • ISBN: 0470022159 • This is an exciting and highly relevant book for the module. It explains current theory on modern management practices. Many of the chapters match directly with the subject matter covered in the module itself, covering areas such as supply-chain partnering, quality management, risk management and help-desk systems among others.

9. …other text • Facilities Management by Barrett and Baldry, Blackwell Science Ltd Blackwell Science (UK) ISBN: 0632064455 • Paperback 288 pages (February 6, 2003) • Publisher: Blackwell Science (UK)

10. Third recommended text is: • Writing an Essay: Simple Techniques to Transform Your Coursework and Examinations (Student Handbooks) • Brendan Hennessy • Paperback 192 pages (October 1, 2002) • Publisher: How To Books • ISBN: 1857038460

11. Understanding Changing Needs UNIT 1

12. Driving Forces Changing Work Patterns Environmental Pressures Changing Technology Legislative Controls Changing Attitude to Culture and Heritage Cost of Space Increasing User Expectations

14. Maintenance Management or Facilities Management

15. What is a facility? Facilities are ….‘the premises and services required to accommodate and facilitate business activities’ Alexander 1993

16. Definition of FM • “… the integration of processes within an organisation to maintain and develop the agreed services which support and improve the effectiveness of its primary activities”.

17. Typical FM Scope

18. Responsibilities of the FM

19. Is cleaning just cleaning? • External cleaning • Kitchen cleaning • Office cleaning • Waste disposal • Front-of-house cleaning • Specialist deep-cleaning

20. Support Services A political ‘hot potato’ • ‘… the result of private sector tendering for cleaning jobs in the NHS was a reduction in the number of cleaners over the past two decades, leading to an increased risk of infection. • Their earlier study stated that the 45% cut in cleaning staff (in 1984 there were more than 100,000 cleaners, but by 2003, the number had fallen to 55,000) directly caused the spread of the “MRSA superbug • MRSA is blamed for 5,000 deaths a year. It is estimated that hospital-acquired infections (including but not limited to MRSA) affect about 100,000 people each year in England, costing the NHS £1bn.’

21. Unison Report In the Unison (2005) report the recommendation was: • ‘there should be an end to a tendering regime which – regardless of whether or not the service is eventually contracted out – puts cost ahead of quality, at the expense of jobs, pay and conditions; • the economic costs of infection and infection control should inform decisions about resource allocations for cleaning; • improving the quality of cleaning is likely to be more effective than specific MRSA-related, or similar virus control measures; • resources would be more effectively directed at areas of more fundamental importance, including education, cleaning and the improvement and maintenance of hospital wards

22. Exercises for Next Week • 10 postings on discussion board • Read the paper by Arnold Levin and follow the preparation requirements for next week

23. Unit 1…continued ORGANISATION DEVELOPMENT (OD)

24. What is Organisation Development? • ‘a planned systematic process in which applied behavioural science principles and practices are introduced into ongoing organisations towards the goal of increasing individual and organisational effectiveness’

25. Principles of OD • The individual should be treated with respect and dignity • The organisation climate should be characterised by trust, openness and support • Hierarchical authority and control are not regarded as effective mechanisms • Problems and conflicts should be confronted, and not disguised or avoided • People affected by change should be involved in its implementation

26. How would an organisation applying these principles develop its facilities management operation?

27. The individual should be treated with respect and dignity

28. The organisation climate should be characterised by trust, openness and support

29. Hierarchical authority and control are not regarded as effective mechanisms

30. People affected by change should be involved in its implementation

31. Problems and conflicts should be confronted, and not disguised or avoided

32. We create environments that reflect our values

33. OD Intervention • ‘An organisational development of OD intervention is a specific methodology or technique used to effect change in the target organisation or section of the organisation, to improve organisational effectiveness’

34. Modern Work Practices • Lean manufacturing • Total quality manufacturing • Advanced manufacturing technology • Team work • Call centres • Knowledge management • Employee involvement and empowerment • Teleworking/virtual working

36. Is FM simply OD Intervention?

37. Lewin’s Three Steps • Unfreezing • Moving • Refreezing

38. Action Research • Action research applies scientific methods to help organisations: • Identify problems • Discover the underlying causes • Implement appropriate changes • Data gathering • Action planning • Implementation • Assessment

39. Action Learning • Action learning moves beyond the problem solving focus of most OD methods’ • ‘Participatory action research’ • ‘Action enquiry’ • Change is treated as a continuous learning and transformation experience