Oxfordshire County Council
Strategic Partnership
Mobilisation and Transformation of
Service
Project Summary
• The Mobilisation (3 months), transition (6 months) and Service Optimisation of
Oxfordshire County Council’s property and Facilities Management services to Carillion
• Annual contract value £30m – D&C, FM, Estates
• Realisation of joint and collaborative working practices and governance, recognised
through the attainment of BS11000
• TUPE transfer of 700 employees
• Continued delivery of services to more than 11,508 assets
• Full Condition Surveys
• Full asset identification
A case for change
Oxfordshire County Council wished to save money and to utilise private sector skills, and
techniques to deliver services and make financial savings
The County Council recognised that this was a major change due to the size of their estate,
and number of likely transferees to the new organisation.
The County Council issued a tender for a 10-20 year Partnership, who:
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Can achieve the levels of savings required
Can successfully provide the full range of services in a collaborative Partnership
Can effect a large-scale change programme
Carillion were appointed Strategic Partner to deliver these requirements in April 2012
A case for change
• Reduce the property portfolio by 25% - MTFP savings of £1.6m
• Revenue budget saving of £550k PA – staffing & efficiency
• Increase co-location with partners, community etc.
• Reduce energy consumption
• Capital savings on projects
A case for change
Implementation of a corporate landlord:
• Premises budgets held and managed centrally
• Early and effective engagement with services in the Council
• Strategic, corporate and coordinated planning of property
• Property decisions informed by real time data
• Property policy development:
- Office space standards. Agile Working
- Repairs & Maintenance. Rationalisation
• To link Strategy and Delivery
A case for change
Remote duplication
Property
Officers
Corporate
FM
Corporate
Cleaning
Schools
Catering
Core
consultant
70%
Framework
consultant
Framework
consultant
Framework
consultant
Supply
Chain
Supply
Chain
Supply
Chain
Supply
Chain
Niche
Estates
Framework
Cost & Value
Framework
Delivery model objectives
A Partnership Delivery Model was put in place based upon the pillars of;
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Strategic collaboration
Service Integration
Investment in People
Accountable Service Delivery – KPI’s / OPI’s
Flexibility
Growth
Knowledge Management
10 weeks after being appointed preferred bidder, Carillion launched the Partnership Office
a dedicated and joint Project Management Office (PMO) was in place from the contract start
Operating Model
Council
Service
Property
& Facilities
Strategy
PMO
Property
& Facilities
Delivery
Council led
Carillion
support
Council led
combined
resource
Carillion
Delivering Success
A fully integrated, collaborative operating model and Partnership
Planning and designing for success
• The Partnership Office was set up to foster the collaborative and effective working
environment. Cuffas Lea House is the heart of the organisation, exemplify the values,
behaviours and ethics of the whole organisation
• The teams embedded the principles of Partnership Working from the outset
• Detailed change programmes for all services were agreed
for mobilisation and transformation
Stakeholder Engagement
A joint Communications strategy was agreed with an integrated communication plan
including:
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Stakeholders communication
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Member Liaison Service
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Monthly newsletters
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Monthly team talks
Customer feedback included comments that
our service had been “Seamless so far” and
was built upon “Excellent Relationships”
Embedding Sustainability into the Partnership
• A dedicated energy team supported by a Energy Bureau
• Strategic Assessment Management at the forefront of the Partnership
• Agile working allows working from alternative locations through Hot Desks, or from
home where it is appropriate
• A Partnership seeking to reduce our own carbon footprint; use of a Dynamic Scheduling
Quality and Cost
Delivering quality through our people:
• Considerable investment was made in training our people
• All staff transferring through TUPE had a skills assessment completed and bespoke
training plans developed
Quality Management:
• The Partnership utilise effective Quality Management and Assurance through Contract
Management Plans and the Carillion Phoenix fully integrated IMS system
• These tools provide clarity of performance standards, roles and responsibilities, all in
one place and in a consistent format
• The Collaborative nature of the Partnership has been recognised through the award of
BS11000
Cost:
• We are on target to meet or exceed the projected savings in revenue, capital and
energy consumption
A clear success
• The mobilisation and transition have been completed on time and to cost
• Service Optimisation remains on course for completion in December 2013
• 700 people TUPE transferred to Carillion and our Strategic Subcontractor Capita Symonds
on the 1st July 2012
• The new Partnership office created in 10 weeks
• A new self delivery Engineering team was established
• Assets surveyed and uploaded to the CAFM system
• A ‘soft landing’ was provided, ensuring continuity of service for the Council throughout a
fast paced period of change
• Cost and energy savings are on track to be met or exceeded
• A co-located Partnership, working jointly to agreed common goals and objectives was put
in place, laying the foundations for a successful 10 year relationship