Facilities Mangement Consultants working with laptops and reports

Museum of London

“Neller Davies brought deep FM expertise into our organisation and helped us approach our objectives in a creative way; their professionalism, attention to detail and focus on delivery was exceptional. They supported us from scoping requirements right through to implementation – and beyond. Their FM consultancy service is top class and they are a pleasure to work with and learn from.”

 

Richard Sweet – Director of Enterprise

The Scope

Over 1 million visitors each year

FM soft services procurement

Estate covering 38,000 m²

 

The Brief

Propose a coherent approach to soft FM with a strong focus on sustainability

Integrate and introduce the London Living Wage within the new contract

Align FM provision to visitor experience

The Outcomes

A contract was created based on an output specification woven with input definition

Clear focus on enhancing the visitor experience throughout the supply chain

A new FM model implemented enabling the contract to be self managed by the supplier with a light touch PMS mechanism for use by the Museum team to manage output and performance

Overview

With a diverse range of exhibitions and spaces at its two prestigious sites in the centre of London, coupled with its storage and archiving facility there are naturally a multitude of cleaning, portering and waste challenges to contend with on a daily basis for the busy team at the Museum of London.

That’s why, when the contract was due to expire with its incumbent service provider in February 2017, the Museum’s commercial leadership team looked to bring in a consultancy to help shape their cleaning, portering and waste strategy.

Given the extensive experience of the Neller Davies team, we were approached to support them on this exciting project.

As with many operations of this scale there were challenges that we needed to consider ahead of crystallizing the approach, including some significant considerations around PCR compliance, the scope of the service which converged supply chains and the requirement for the introduction of LLW to all staff.

The programme was split in to five key areas each with a clear project gateway:

  • review of current services and benchmarking
  • stakeholder engagement
  • strategy development
  • tender documentation preparation
  • procurement management

Embedding ourselves within the MoL team we created a contract which focussed on enhancing the visitor experience with the outsourced support staff integrated as a seamless extension to the in-house visitor experience team.  We ensured that all facets of the service delivery were underpinned with sustainability, flexibility and the business goals of the Museum.  The strategy supported the provision of best economic value for the Museum with a specification which was functionally space specific with input hours concentrated within front of house areas and focussed on optimising the visitor experience.

With the strategy defined and agreed we then worked closely with the museum’s procurement team following a strict PCR complaint tender process.

Following an incredibly competitive process the successful tender offered a service proposition that presented a dramatic shift in approach to sustainability, delivered significant improvement in cleaning quality and one which demonstrably valued and recognised the staff as being key to delivering a great service.

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