Case Study Central Coast Council - Building and Facilities

Situation / Driver:

  • 305 buildings and facilities with a capital replacement value of $100M
  • Operate building and facilities across a wide variety of service activities
  • Many inputs to requirement for building and facilities management
  • Opportunity to review roles and responsibilities
  • Opportunity to review asset delivery versus service delivery versus maintenance delivery
  • No process for reviewing and prioritising requests – needs to be developed
  • No process for feedback on completed maintenance jobs
  • No clear roles and responsibilities and accountabilities
  • No clear budget responsibilities
  • No agreed service levels and response times
  • No clearly defined service delivery and asset delivery responsibilities
  • No formal communication and collaboration process.
  • No clear lines for operational and maintenance responsibilities

Solution:

  • Undertake a formal review of the processes with an external Facilitator and a cross functional team of Council Officer’s
  • Business improvement methodology and tools used for the review of Buildings and Facilities
  • Before process mapped and critically analysed, customer modelling undertaken to understand what customers needed from the process, causes of inefficiencies and issues discussed and agreed to, solutions collaboratively developed, new processes mapped, procedures updated, training undertaken, position descriptions updated and improvement monitored through reporting, internal audit to ensure the process is being followed and future customer modelling to ensure customer requirements are being met

Benefits Achieved:

  • More streamlined approach to building and facilities maintenance with all request channel through one system
  • Better communication established between asset deliver/maintenance delivery/service delivery
  • Streamlined BAMT processes – regular monthly meetings with Assets/Service/Maintenance in attendance
  • Weekly meetings between Asset Delivery and Maintenance Delivery
  • Efficiencies achieved = over $60,000.00!!!!!!
  • Improved consultation between asset delivery, service delivery and maintenance delivery
  • Clearly defined Roles and Responsibilities established
  • Enhanced relationships between key stakeholders
  • Improved moral within the building and facilities maintenance and management
  • Better understanding of the requirements of each of the stakeholders
  • Better understanding of the difficulties faced by stakeholders

Overall Comments:

  • Team enjoyed the experience of the process
  • Got a better understanding of the people involved
  • Stakeholder engagement was strong
  • Rigorous and respectful debate
  • Strong collaborative approach to solutions
  • Audit assisted us to help the changes stick and monitor and continually improve the process

Stakeholder Comments:

  • “There’s now a full annual program to work to”
  • “Real work for our Trades people not left-overs from contractors”
  • “Reactive work has reduced considerably allowing the team time to scope works more effectively and give safety a wider focus than time would have previously allowed”
  • “Because all of our building maintenance requests now come through one system rather than verbally, all of our internal customers now have an easy to follow system and process to flag their needs and know very quickly where their request will fit in relation to the program”
  • “Have fostered a good working relationship with Engineering”
  • “Because we are now more organised we have been able to shift all trade related activities under one banner so budgets and resources can be managed more efficiently”
  • “A strong team atmosphere now exists; we’ve broken down the silos”
  • “Morale within our building maintenance team is as positive as I can ever remember; I put this down to a new sense of achievement and the fact that they are productive”