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Management Consultancy
We provide a wide range of strategic real estate and construction-related management consulting advice.
Our professional team of consultants work with property owners, occupiers and investors, identifying property-related needs and opportunities. We track industry moves and advise on the development and implementation of strategies, policies and procedures, helping our clients achieve value for money in providing capital projects and property management services.
We use tools and methodologies such as business modelling, process re-engineering, benchmarking and performance management to enhance the performance of organisations, people and processes. We also have extensive experience in devising and implementing change management programmes to improve collaborative working.
Our success in devising supply chain integration strategies derives from our experience in advising on project timescales, cost and quality, while our knowledge management expertise helps improve supply-chain performance. We contribute to the application of e-business solutions with design and construction supply-chains, delivering improved integration and project performance.
We provide valuable independent strategic advice in optimising real estate assets, releasing funding for core business investment, and can help facilitate complex business case development, using our financial modelling software
Business Process
This includes, Benchmarking, KPI's Performance Improvement, Perfomrance Measurement, Process Change, Process Improvement, Process Re-engineering.
Change Management
Including Continuous Improvement, Strategy, Culture Change and Organisational Development
Operational Management
In today’s financial climate, substantial property portfolios demand efficient and cost-effective methods of maintenance and the administration of repetitive works that is controllable and totally accountable. Accommodating this requirement, we have developed an innovative strategy that is highly flexible and which can be tailored to individual client’s needs. We have channelled substantial investment into developing a system and methodology that delivers a huge advantage over our competitors. Our system is based on Measured Term Contracting (MTC)/Schedule of Rates (SOR) which avoids many of the typical problems associated with this procurement route. The system known as T-CAS and our methodology adopts the measured term/schedule of rate principal and incorporates a number of unique, additional features: Efficient Maintenance & Administration of Schedule of Rates; Cost Effective; Reduced Administration; User Friendly; Full Accountability; Resource Friendly.
Benchmarking
Introduction
As more and more organisations move towards defining core and non-core activities and their strategies revolve around concentrating internally on the core activities there is an increasing need to outsource non-core activities in order to obtain value. As technology improves and the need to improve or maintain profit margins increases, the number of supply chain partners increase. Our company work with both the client and the suppliers to determine whether the contracts are running at levels comparable with best practice and are cost efficient. Benchmarking is used as part of the overall process of improvement which aims at providing better value for money and delivering these benefits to the client.
To assist clients in determining their real needs, strategic and operational planning, value management, value engineering and life cycle costing are employed to ensure that value for money is achieved.
7 Reasons for Benchmarking
- Not to be as good as the competition but to be better than.
- Improving competitiveness of the organisation
- Provides an understanding of the competition and ideas from proven practices
- It focuses on market reality allowing for more objective evaluation by defining best customer practices.
- Effective goals and objectives are established, thereby promoting a proactive environment
- True measures of productivity are developed. They are based on industry best practices and focused to solve real problems
- Removes internal & external influences
The Benchmarking Cycle
- Obtain contract documents
- Measure typical work scopes
- Price utilising contract rates and typical industry norms
- Prepare comparison charts and data
- Review work ordering procedures
- Prepare report on all findings
- Make recommendations to improve value for money
Make recommendations to improve administration of contracts and reduce client costs
Facilities Support
Other services requirements may include:
Asset Register
- Assets located in similar way to faults
- Asset Register to be linked to faults being an essential input element of fault screen
- Asset Register includes all assets on site
Warranty and Insurance Works
Sites within a defects liability period or Sites undergoing works subject to an insurance claim can be highlighted on the system. For warranty works Care Desk contacts the installing supplier to remedy the works or the remedial works undertaken. For insurance works a separate substantiated cost record is kept.
Property Information
- Site information provides details regarding all buildings on site – to include contact names, telephone numbers, e-mail addresses, fax numbers etc.
- Requires drop down lists for searching for sites both alphabetically and numerically.
- Contacts to be automatically linked for fault relating to building/ department/ room etc Contact name and title, telephone number and e-mail address to self populate in faults screen.
Budget Control
To aid clients with their budgetary control a spend limit can be fixed per site, restricting the number of calls that site can place. When a site has reached its allocated budget for that month/year the decision to place anymore calls can be made by the client or commercial team who is managing the contract.
Reporting
Care Desk can provide the client a suite of reports including:
- Number of inbound calls
- Number of outbound calls
- Call duration inbound & outbound
- Operator performance individual & team
- Activity type of inbound call
- Duration of each activity type
- Routing of calls and integration of voice commands
- Multi site flexibility
Facilities Management Consultancy
Introduction
Through our considerable experience of Facilities Management provision within both PFI procurement schemes and as a pure audit and consultancy service, Our company have the expertise to provide integrated Facilities Management advice.
Definition
Facilities Management can be defined as the process by which an organisation delivers and sustains agreed levels of support service in a quality environment at a cost to meet the business needs to assist in the achievement of the organisational objectives for the future.
Facilities Management is therefore far more than simply the maintenance of a building and associated services and equipment. A client’s business performance depends on efficient building operations and maintenance. FM is the continuous process of tuning these services to a clients business needs.
Facilities Management Consultancy
The Facilities Management Consultancy services that we provide to our clients are designed to ensure that the non-core business infrastructure truly supports the organisational needs.
Our company can provide an integrated consultancy service including advice relating to procurement of both hard and soft facilities management services, key performance indicators and payment mechanisms, strategic maintenance management advice, cost management and term contract administration, spatial efficiency, auditing processes, helpdesk and call centre provision and business process development.
Benefit of FM Consultancy
- Concentration on core activities
- Best practice can be bought in
- Potential exists for cost reductions
- Efficiency is increased by buying in technology/systems
- Flexibility needed to accommodate fluctuations in demand
- Need to share risk
Methodology
The methodology adopted in relation to our provision of Facilities Management Consultancy Services will depend on the specific client requirements. However, in general we would undertake an initial ‘’snap shot’’ audit which would utilise the Client’s own cost data. This would be reconciled against the level of service being provided and the service level agreements within any FM contracts. In addition, the initial audit can incorporate commentary on spatial efficiencies and the management structure through which the FM provision is provided. The initial audit will highlight the areas of primary concern and make recommendations for further investigative works to lead to improvements in the delivery of the FM function.
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