How to deliver improved building performance and productivity
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This document outlines a presentation by LCMB on delivering improved building performance and productivity. It discusses defining world-class performance through an estates strategy and metrics for capital and operating costs. Case studies of UCLH and WLP+ show how tracking performance against peers can lead to increased return on investment and productivity gains. The presentation recommends creating an estates strategy, agreeing on metrics, benchmarking performance, and provides a performance and productivity toolkit to achieve world-class results.
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How to deliver improved building performance and productivity
- 1. How to deliver improved building performance and productivity? April 2016
- 2. LCMB overview So what does world class performance and productivity look like in buildings? How do we deliver world class performance in buildings Case study – UCLH, WLP+ LCMB performance and productivity toolkit Summary and top 3 takeaway tips Agenda
- 3. Our value proposition What we do?
- 4. Our services Facilities Management Carbon & Energy Reduction Building performance solutions Project Implementation What we do?
- 5. Our customers What we do?
- 6. What our customer say about us “The LCMB team has a combination of skills and experience which adds real value to an organisation like ours where real estate plays such a critical role.” Nick O’Donnell, Director of Real Estate, Kings College. “John and the team have the skills and experience to make a big difference for any NHS organisation that relies on buildings to function.” Kieran McDaid Director of Estates, University College London NHS What we do?
- 7. World class performance and productivity - define value
- 8. World class performance and productivity minimise whole life cost for defined value
- 9. Increased Return on Investment People and organisational productivity improvement Building performance improvement Delivering world class performance
- 10. Delivering better performing buildings CE operational excellence model Define operational metrics Squeeze & align capex and opex Track customer feedback and asset info Benchmark performance against others Create estate strategy
- 11. Create an estates strategy – agree what you are trying to achieve Agree Capex and Opex metrics to be tracked Track, measure performance and benchmark against peers Delivering world class performance
- 12. UCLH case study – improving value
- 13. WLP+ case study – improving productivity
- 14. ROI Improvement Supply Chain Technical Compliance Cost ReductionValue Improvement Productivity Improvement Operational Improvement Cap Ex Op Ex Organisation People Alignment Flexibility Measure Systems Buildings & Estates Measure LCMB performance and productivity toolkit
- 15. LCMB overview So what does world class performance and productivity look like in buildings? How do we deliver world class performance in buildings Case study – UCLH, WLP+ LCMB performance and productivity toolkit Summary and top 3 takeaway tips Summary
- 16. Create an estates strategy – agree what you are trying to achieve Agree Capex and Opex metrics to be tracked Track, measure performance and benchmark against peers Top 3 takeaway tips
- 17. Questions? John O’Brien, t: 01295 722823, m: 07711 032137, e: john@lcmb.co.uk Tom Cudmore, t: 01295 722823, m: 07572 517933 , e: tom@lcmb.co.uk www.lcmb.co.uk www.wlpplus.com Questions?
Editor's Notes
- Welcome, my name in John O’Brien founder and MD of LCMB. Mention Tom, I have over 25 years experience in the construction and operation of large buildings and estates. Before creating LCMB I was the MD of LOR’s midlands business and created Inviron the FM business through a MBO. We are a building performance consultancy and over the next 30 mins or so we’re gong to discuss how to strategically align buildings for organisations improve building performance and productivity based on the work we’ve been doing with our clients and our innovation projects over the last few years.
- So, firstly I’ll quickly introduce LCMB, describe how to deliver world class performance, overview two case studies, describe the toolkit we have developed working with our clients, summarise and give you 3 take away tips. Please do ask questions as we go and there will be an opportunity for questions at the end
- LCMB works with our clients to improve the performance and productivity of their buildings by reducing operating cost, energy use and improving building utilisation and productivity. This makes our clients mor financially and environmentally sustainable improving the ROI from their buildings and estates.
- We do this by delivering FM, CER, BPS and project management and implementation of invest to save projects.
- We have a varied selection of public and private sector organisations that includes clients such as Birmingham Airport, The University of Oxford and Europa the logistics and transportation company.
- And our clients say we deliver a set of outcomes that cannot get elsewhere based on our hands on experience. Our team have typically built it and operated it.
- The first step to delivering world class performance from building is to agree their purpose and what value is to be derived from them with the key business stakeholders. Understand how the buildings is to support the organisations and users deliver this value from th building by agreeing it, defining it and accessing new build design or the function of existing buildings against this definition. There are a number of value mapping tools available to do this exercise, I like the VALiD framework which was produced as part of the BE Valuable study by Richard Saxon issued by CE in the later part of the last decade.
- John to present
- Once you have defined the value you want to deliver and have configured your building to support your people to do this the next step is to concentrate on reducing the whole life cost for delivering this value by critically assessing capex and opex expenditure for buildings and estates, typically we find value of 10 to 15% and 15 to 30% can be found in FM and energy spends.
- So critically aligning building performance to the strategic direction of the organisation and configuring building so they improve people and organisational performance can lead to dramatic improvements on ROI for organisations in terms of the capital invested in buildings and invest to save projects to improve performance
- I am the chair of CE’s asset management group and this is a model for delivering operational excellence in buildings based on the feedback of major building users. Tell the CE story.
- Based on this feedback, I’ve highlighted three tips to improve the performance of your buildings and estates. Agree an estates strategy, leading to an FM strategy and what you are trying to achieve with your stakeholders Agree capex and opex metrics t be tracked and target performance to deliver financial aims of the organisations Track and benchmark your performance against the plan, you peers and other organisations to get insights into areas for continuous imrpovement
- UCLH case study UCLH are a £800m turnover Shelford Group NHS Foundation Trust operating in London with 225k m2 o property, 75k in PFI and the rest in interim estate, mixed from 1890 to modern. They spend £100m per annum on FM, £50M influenacable We’ve been working with the organisation for 3 years and over the last three years we have worked with their Director of Estates Kieran McDaid and his board to created an FM strategy to help align the FM spend with the clinical and organisational strategy. The way that we did this was to have extensive stakeholder dialogue with a cross section of the organisation to agree which issues were important and from this discussion we created a short term performance improvement plan that covered helpdesk support, minor work process and performance, infection control practice etc. and a longer term strategic aim to improve patient experience specifically by focusing on soft service and continuously innovating and improving value for money by benchmarking performance against peers in Shelford group. The FM strategy was used by the supply chain during PFI benchmarking to more effectively align their services and offer a value added offer aligned to the more clearly deined organisational requirements.
- Tom will overview our Innovate UK project WLP+
- So the approach that we have developed over the last few years is to create a map for each of our clients that identifies the areas for improving ROI. This looks at areas for value improvement, cost reduction and productivity improvement in additional to looking more granualarly at operational mprovement examples of which have been BMS optimisation, staturoty technical compliance improvement in areas such as medicial gasses, fire, asbestos and water
- John to present
- So over the last 30 mins or so we covered…..
- And my three take away tips from today are to improve the performance of your buildings and estates. Agree an estates strategy, leading to an FM strategy and what you are trying to achieve with your stakeholders Agree capex and opex metrics t be tracked and target performance to deliver financial aims of the organisations Track and benchmark your performance against the plan, you peers and other organisations to get insights into areas for continuous imrpovement