Facilities Management Service Standards

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Facilities Management Service Standards

Within the Central Government Office Estate
Release: Version 3.4
Date: 01/03/2012
Author: Belinda Mather-Derrick

Owner: Deborah Rowland
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Contents
1. Executive summary
2. Background
3. Approach
4. Risks and issues
5. Next steps
6. Further Information and Appendices
7. Services within Scope
8. Standards
9. Annexes
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1. Executive Summary
1.1. Purpose of the Report
The main focus of these standards will be for the central government office estate. The application of the use of the standards will be mandated
through the National Property Controls and through the Property and Facilities Management approvals process. However, although not mandatory to
do so, it is recommended that they should not be limited to the central office estate and where appropriate and useful, should be applied to the central
government operational estate and the wider public sector.
The Government Property Unit (GPU) FM team have been working closely with the British Standards Institution (BSI) on the development of a set of
common European FM standards for the procurement and management of FM services. Work with the BSI will continue and further updates and
amendments will be made accordingly and where appropriate. It is a recommendation of this paper that the BS EN 15221 Standards are recognised
when formulating procurement and management strategies for FM services, as well as BS 8572: Procurement of Facility Related Services. Please
see Chapter 6 – Further Information which details links to these standards.
The GPU FM Team have also been working in alignment with the development of the RICS New Rules for Measurement Part 3 for Maintenance and
BS 8544: Guide for Life Cycle Costing of Maintenance and have tried to ensure that these standards reflect the minimum requirements contained
within these guides. Again, please Chapter 6 for links to this document.
It is important to stress that this is a live document and will be subject to amendment and change as various areas develop further through
government mandation, changes to statutory requirements and as various other good practice initiatives are highlighted.
It is also important to stress that this document is not a direct specification for FM contracts. This document has been developed to
provide guidance and a framework for the development of the required scope of services to be procured and must be used when
considering the options for the procurement of FM services. Identifying the appropriate requirement is key to the success of the delivery of
FM services and a more holistic approach to the strategic decision making, the procurement and the management of FM contracts must be
taken. Where these standards are not deemed appropriate, justification through the approvals process will need to be sought.
The services detailed at section 7 and the standards outlined within section 8 must be applied when identifying the requirement to purchase these
services and must be used when specifying the services required. All specifications must be outcome based and must avoid over prescription.
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This paper has been fully endorsed by the Property and Facilities Management Board and has been subject to a lengthy consultation period to
ensure that all relevant stakeholders have had the opportunity to comment and advise on how best to apply these standards from both a tactical and
strategic perspective. The document was circulated to a wide audience including all the main FM suppliers, BIFM, RICS, BSI, Departmental
representatives, ERG representatives and other central government bodies.
These standards will now form part of any new procurement for FM services within the central government estate and will be integral to the
compliance criteria which has become part of the National Property Controls for the central government Estate – please see Annex A for details.
1.2. Initial Findings
Initial key findings have been:
Currently, there is no standard approach to setting requirements for FM services in similar type office buildings within the central government
estate at the tender stage
There is a variety of requirements for different standards of service ranging from superior to basic for similar service provision
There is not enough detail provided at the outset of the procurement in order for suppliers to accurately price the services required
The lack of consistency across the government estate prolongs the procurement process each time a new FM service contract is let
The purpose of this report is to outline the baseline Facilities Management (FM) standards within central government office buildings to be
used as a standard approach for the procurement of FM contracts by providing a set of common standards which can be applied generically
to public sector FM contracts across the central government estate.
A set of common standards for FM services are welcomed by suppliers to ease the procurement process
In some cases common standards in other areas relevant to FM are being developed that must be incorporated into this requirement (see
maintenance section)
Benchmarking of services across the government office estate on a like for like basis is currently not feasible
Private sector examples of comparable estates (size and type) demonstrate efficiencies by adopting a standard approach to service
provision.
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1.3. Methodology
The FM standards working group consisted of stakeholders from central government who have provided their departmental perspective on the
formulation of the standards.
Department for Business Innovation and Skills (BIS)

Department for Education (DfE)
Department of Food and Rural Affairs (Defra)
Government Procurement Service (formerly Buying Solutions)
Government Property Unit (GPU)
Her Majesty‟s Revenue and Customs (HMRC)
Ministry of Justice (MoJ)
Foreign and Commonwealth Office (FCO)
Audit Commission
Consultation and input from FM suppliers and Industry bodies has also been undertaken. Approval and endorsement of these standards is through
the Facilities Management Board. (FMB)
1.4. Benefits
The benefits identified for standardising services requirement are:
The procurement process will be significantly reduced for both departments and suppliers
This fits with the objectives of other current government initiatives (Transparency agenda, Lean procurement, Small and Medium sized
Enterprise‟s initiatives etc)
The ability to accurately benchmark like for like services
More control over the type of Management Information requested/supplied by Government Departments and Suppliers
Less ambiguity and more transparency

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The ability to accurately cost FM services across the government estate and identify areas to reduce unnecessary expenditure
1.5. Risks and Issues
Understanding the impact of the decreasing office estate through the governments rationalisation programme
More robust change management programme to include appropriate stakeholder management
Clear roles and responsibilities of the GPU team and the mandatory requirements coming out of the National Property Controls
Robust and accurately pinpointed communication required
Embedding the standards into new procurement activity and monitoring its effectiveness
Applying the standards across a diverse estate – to include different types of operational estate in the future
Supply chain innovation may be stifled if the standards and contractual model are insufficiently flexible to adopt localised exceptions to the
standards.
1.6. Next Steps
A set of generic KPI‟s must be developed for the office estate – this must be done by working with both supplier and customer in order to find
a balance of what is required.
Embedding other government initiatives i.e.: greater SME inclusion; lean procurement of FM services; Fair Payments; Government Buying
Standards
Ensure that these standards provide consistency for data gathering and management information purposes
Use of standard contracting terms and conditions for FM with further development of NEC.
Continue to embed any relevant standards from BSI led initiatives around FM procurement and European FM standards
With consistent procurement processes in place, centralised and standardised contract management processes must naturally follow but will
need to be developed in line with the overall centralised approach
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Property categorisation needs to be established to see how these standards can be applied and adapted to suit the non-office estate in the
near future – for example Defence Estates whose requirement is significantly diverse.
Further development of standards including Catering and other services such as leisure facilities.
Standardise property categorisation and development of operational standards to suit property types.
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2. Background
2.1. Ministers are committed to obtaining value for money through improvements to the procurement of FM services to the Central government Estate.
The remit of the FM team within the Government Property Unit (GPU) is to assist Central government Departments to do this.
2.2. The GPU was established as the property function of the Efficiency and Reform Group (ERG) (May 2009) in the Cabinet Office and leads
Government‟s property strategy across the public sector. It was set up to drive substantial efficiency savings across the estate as well as improving
the built environment and promoting economic growth where possible.
2.3. GPU reports to the Minister for the Cabinet Office (MCO) and the Chief Secretary to the Treasury (CST) on the core efficiency agenda as part of the
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ERG. Government‟s £370 billion estate costs around £25 billion per annum to run . This estate is highly diverse, with substantial scope for efficiency
improvement. As Government is the UK‟s largest landowner and largest tenant it is important that there is clarity in what is expected from property
and how it is to be achieved.
2.4. The model for property management in Government is currently highly fragmented. This leads to considerable inefficiencies, inconsistencies and
duplication of functions.
2.5. The Facilities Management team are part of GPU and are responsible for the implementation of processes that will create more synergies between
Government departments and how they procure and manage FM services. Since the creation of the FM Category team and the FM Category Board,
recently super-ceded by the Facilities Management Board (FMB) the teams governing body, the main focus has been on trying to understand the FM
contract landscape within the Central government Estate. Due to the fact that there has been no central control over FM procurement until recently,
data and Management Information within FM has been generally very poor.
2.6. One of the key areas that the FM team have been focussing on is the centralisation of FM procurement. This has led to the development of these
standards that will become part of the procurement compliance criteria for letting new FM contracts across Government which in turn will become
part of the mandated National Property Controls.
2.7. The Government is committed to being transparent and open with more of its performance data in line with the new Public Services Transparency
Framework. It is also committed to significantly reducing the impact of Government operations on the environment, as set out in the greening
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Source: Operational Efficiency Programme (May 2009)
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Government Commitments including that Government Buying Standards must be embedded in departmental and centralised procurement contracts,
within the context of Government‟s overarching priorities of value for money and streamlining procurement processes.
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3. Approach
3.1 As part of the overall FM strategy, three work streams were identified to assist with the development of FM delivery models with specific regard to FM
contracts and services management. These three work streams are:
Target Operating Intelligent Client FM Service

Model Function Standards
GPU FM Strategy
They are fundamentally linked and each area cannot be reformed without the other.
The output of these work streams will feed into the Government Property Units wider strategy as well as the procurement strategy being developed
under the governance of the Government Procurement Service (GPS).
3.2 Research within the three work streams have identified inconsistent and disparate approaches to procuring and managing FM service contracts
across the Central government Estate and wider. Each department has its own responsibility for the procurement and management of FM services
within their estate which has led to a number of issues when trying to gather data and collate information on FM services, benchmarking and the total
cost of FM to the central estate. In particular, very few departments share documentation with regard to service provision, standards applied and
performance metrics. This is a particular issue for suppliers who have categorically stated that „the biggest single improvement in procurement (in
both cost and duration terms) would arise if there was a standard set of building, service data (e.g. service matrix) and TUPE information being
issued to providers‟. The impact of a standardised approach would enable economies of scale across a number of contracts.
3.3 Through a series of information gathering exercises the FM team have been able to make good sense the FM contractual landscape within the
central estate. This has shown the many and varied methods of procuring, managing and operating FM contracts. Clearly, there are opportunities for
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not only working together more effectively but for standardising the entire approach to common services within FM procurement which will fall in line
with current government Initiatives.
3.4 Full consultation with suppliers providing FM services has been carried out over the past few months leading up to the launch of these standards, all
of whom have welcomed a more consistent, strategic approach to the procurement of FM services. Some of the key findings from recent interviews
with key FM suppliers relating to these standards are:
Common standards are welcomed by everyone – government departments need to be less prescriptive and focus on outcomes
Man marking is prevalent – we need to be clear in our definition of roles and responsibilities at the outset of procurements - Operations people
not necessarily required at client level
Define MI requirements clearly – meaningful data is vital to everyone and methods of collecting this data need to be clearly outlined - CAFM
systems need to feed into a universal format to allow inter-operability (many different CAFM systems are used)
Client side skills and capability need to be improved to suit new, larger and more universal type contracts
Strategic management needs to include the supplier
Continuous improvement can only occur if there is a competitive edge and is managed effectively with clear objectives
Stakeholder management needs to improve
Change management needs to be lead by the department
Investment in technology needed in order to ensure efficiency – we need to be clear about what we want to achieve from our contract
performance and understand that there will be constraints if there is a lack of funding
There is a common desire by all suppliers to be given the opportunity to prove that they can be given more control to deliver against appropriate
outcomes
KPI‟s are too onerous and often prove nothing significant apart from mistrust and a reactive, fire fighting approach – constricts innovation and
continuous improvement
Standardising basic service areas is necessary but departments need better understanding of what they actually require across their estates
Catering must stand alone
Contracts must be let for a minimum term of 3-5 years with an optimum around 7 years to maximise benefit
Intelligent Client Function needs to be more authoritative internally and externally. Need to develop a more commercial outlook and have the
authority to act decisively on potentially beneficial options.
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3.5 Several private sector examples of centralising and standardising the approach to the provision of FM services have been reviewed, all of which are
considered successful and are able to identify benefits and cost savings of using this approach. For example:
BT/Monteray
Vodafone
Barclays Bank
HSBC
Deutsche Bank
Rolls Royce
GlaxoSmithKline
3.6 It is important to ensure that the work of the GPU FM team is aligned to wider central government initiatives as well as current industry focus.
Developing common standards is in line with both of these and meets the objectives of several high profile areas of work.
3.7 The Cabinet Office Paper, Accelerating Government Procurement – the Lean Review, states:
This Review has identified significant opportunities to reduce turnaround times, resourcing and processing costs on complex government
procurements, whilst being able to encourage and nurture innovation through the increased involvement of SME’s.
To achieve these benefits will require radical changes in the approach to planning procurements, the up skilling of procurement and commercial
professionals, the allocation of resources to complex procurement projects and the effective sharing of best practices across government
departments.
By adopting common standards across the central government estate, and possibly wider, there will be significant opportunities within procurement to
reduce turnaround time, resource and processing costs as well as supplier costs. The public sector needs to encourage innovation through SME
friendly process change.
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4. Risks and Issues
4.1. Several risks and issues have been highlighted during the course of this project. Both department representatives and suppliers have fed back
various items that must be noted and considered.
Ref Risk/Issue Mitigation/Comment
Understanding the impact of the decreasing office estate It will be essential to incorporate asset management
strategies into the development of specific requirements
for departments as some buildings will be vacated over the
term of the FM contract. Appropriate maintenance
1.
regimes may require statutory compliance only (for
vacated buildings) and early identification of these will be
required – given the sometimes contentious nature of
agreeing liability for dilapidations.
Robust change management programme to include appropriate stakeholder Where building change occurs (for example removing
management under desk waste bins) it‟s essential that the benefits of
these initiatives are available and those opportunities for
sharing knowledge through experience is provided through
2. the PFMB.
A higher level change management programme is being

implemented through the GPU Estate Rationalisation
Programme which will cover HR issues (TUPE etc)
Clear roles and responsibilities of the GPU team and the mandatory The GPU FM team will be responsible for regular
3. requirements coming out of the National Property Controls communication and progress updates against their
objectives.
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Robust and accurately pinpointed communication required The GPU FM team will be responsible for regular
communication and progress updates against their
4. objectives.
Supply chain innovation may be stifled if the standards and contractual model It will be important to have a full understanding of the
6. are insufficiently flexible to adopt localised exceptions to the standards. building requirements – through condition surveys, asset
registers and accurate building data packs.
Embedding the standards into new procurement activity The standards will become part of the GPU FM
procurement compliance process and will be applicable to
7.
all new FM contracts. This will be mandatory through the
National Property Controls.
Applying the standards across a diverse estate – the one size fits all solution It will be important to have a full understanding of the
may not work. building requirements – through condition surveys, asset
registers and accurate building data packs. The first set of
8.
standards will be for common office buildings only. Next
steps determine building categorisation and amendments
(with justification) to basic requirements.
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5. Next Steps
5.1. Develop a set of generic KPI‟s for inclusion with the standards for the office estate
In order to optimise the opportunity to collect consistent and comparable data a set of generic KPI‟s relating to the services and timescales identified
must be developed. This will also assist with the development and use of common software which will reduce cost to both suppliers and
departments. Detail around the criticality of services and what is deemed Critical, Key and Standard
5.2. Inclusion of other government initiatives such as Fair Payments, SME (Small and Medium sized Enterprises) requirements, Government Buying
Standards, Greening Government Commitments, etc
Within the Terms and Conditions, PQQs and ITTs: clauses, questions and award criteria for securing delivery of Government initiatives must be
developed and included.
5.3. Standard FM Terms and Conditions
Understanding the application of NEC T‟s and C‟s is vital if the use of which is to be mandated for service contracts. A workshop for the FM Category
board will be arranged in order to identify possible issues and constraints.
5.4. Ensure joined up approach with any relevant BSI (British Standards Institute) led initiatives on European FM procurement standards
The GPU FM team will be participating in several BSI Committees and steering groups to ensure that British (BSI) and International (ISO) standards
are being met through UK public sector FM procurement.
5.5. Input into the development of the Intelligent Client Function and Contract Management capabilities – to ensure standard approach
In order for a common approach to be applied to the procurement and management of FM services, it is essential that the ICF and contract
management capabilities are streamlined to match the more generic approach. Although it is recognised that one size does not fit all – it‟s important
to recognise where the differences are and how these must be more appropriately managed. Up skilling and improving capability is vital in both the
procurement of FM services and the contract management of new government contracts.
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5.6. Property Categorisation
In order to optimise the application of these standards it will be important to understand government assets outside the office estate to include
building types such as laboratories, warehouses, and other operational buildings under the management of central government. It is not uncommon
to have total FM contracts covering a diverse estate, but applying the same standards to some service provision where it is not necessary.
These standards are explicitly for the office estate and work around looking at property types outside the office category will be required going
forward.
5.7 Embed the standards into new procurements and re-scoping of existing contracts
These standards will form the basis of defining the scope and requirement for all new FM services contracts. These will be mandated through the
National Property Controls and further work will be needed to ensure that this mandate is appropriately cascaded through departments. We will also
need to work closely with other Government Procurement Service categories to ensure we join up where some of these services cross over into other
categories i.e.: Energy, Office Solutions, and Professional Services.
5.8 Measuring Success – lessons learned
As these Standards are applied we will attempt to capture the cost savings and other benefits through the PFMB approvals process. We will aim to
share these through regular engagement with our central government departmental stakeholders and senior management as well as the wider FM
community and stakeholders we have engaged with during the consultation process.
5.9 Development of Catering Standards and other services such as Leisure Facilities
A separate project looking at how catering can be delivered through a more centralised approach is being developed. This and other standards on
support facilities will be included within this document once the strategy has been agreed and the standards have been developed and completed.
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6. Further Information
The following documentation has been referred to and used to develop the GPU FM Service Standards. We recommend that these documents are used in
conjunction with this guide in order to provide a truly consistent approach to Facilities Management procurement and management processes:
1. European Standards
In 2006 the first two standards in Facilities Management „BS EN 15221-1 terms and definitions‟ and „BS EN 15221-2 Guidance on how to prepare facility
management agreements‟ were published. These standards have been accepted by 30 participating countries across Europe.
Current Developments
Currently the second phase of the development of European Standards is coming to a conclusion and will be completed this year with publishing occurring in
2011.
The standards currently under development were established as a prerequisite to the development of a benchmark standard and they are as follows:
15221-3 Quality in Facilities Management
15221-4 Taxonomy of Facilities Management
15221-5 Facilities Management Processes
15221-6 Facilities Management Space Measurement
Functional minimum maintenance standard, included in BS 8544 Guide for life cycle costing of maintenance (document still in draft – expected release April
2012)
For more information on these above standards please see the following link: http://www.bsigroup.com/en/DualSearch/?q=Facility+Management
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2. RICS NRM (New rules for Measurement, 3)
This document will be launched in Early 2012 and must be referred to in full when specifying Maintenance services – please see the following link:
http://www.rics.org/nrm
3. The Strategic Role of Facilities Management in Business Performance (The RICS White Book)
http://www.rics.org/site/scripts/download_info.aspx?fileID=9687
4. WRAP – Food waste and other waste initiative information
http://www.wrap.org.uk/index.html
5. Defra – Government Buying Standards
http://sd.defra.gov.uk/advice/public/buying/about/
6. Defra – Greening Government Commitments
http://sd.defra.gov.uk/gov/green-government/
7. Carbon Trust Management Programme
http://www.carbontrust.co.uk/cut-carbon-reduce-costs/promote/carbon-trust-standard/pages/carbon-trust-standard.aspx
8. Cabinet Office – Security Policy Framework
www.cabinet-office.gov.uk/resource-library/security-policy-framework
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7. Services within Scope
Services within scope are aligned to the IPD Total Occupancy Codes (C, D and E). (These may need to be amended to reflect the new BSI
Standards for Taxonomy of FM Services as they develop) These are:
Property Occupation
Building fabric and repair (internal & external)
Mechanical & Electrical (to include Condition surveys)
C3/C4/C5 – Repair and Maintenance
The scope will include all items of building fabric including walls, doors, windows, sanitary conveniences and washing facilities, paintwork etc as well
as external areas including pathways, roofs, bridges, car parking areas and roadways within the boundaries of the property
The scope will include maintenance of boilers, water and plumbing, sprinkler systems, air-conditioning, refrigeration, lifts, fans, lighting, combustion
appliances and fuel storage systems as well as design, installation, inspection and testing of all electrical and mechanical equipment covered by the
contract. It will include consumables and spares and will cover all elements of property maintenance including all statutory requirements and legal
obligations.
The scope must also include functionality testing of equipment and systems – particularly life saving and security systems. The maintenance and care
of these systems should also be included
In some instance the scope will also include outlying areas to the property that are the responsibility of the department.
C6 –Minor Improvements
This scope must include alterations and work on minor improvements to site that do not fall within the remit of fabric repair and maintenance.
Space Management and Churn management (C-7)
C7 – Internal Moves
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The scope must include documenting and maintaining data relating to property utilisation and occupation, identifying improvement opportunities,
reporting utilisation performance, actual building and workspace occupancy, flexible working advice, providing specific space planning services to
support the delivery of moves, changes and churns and providing specific space planning services to support the delivery of projects as required. It
must also cover any redecoration that would be required outside normal fabric maintenance and due to the impact of internal moves.
C8 – Reinstatement
(Not applicable to this document)
Security Equipment & Guarding
C9 – Security
The scope will include all manned and electronic security measures to encompass general security, equipment maintenance, surveillance and
monitoring systems, manned patrols, access control, readers and passes (including pass production) and key holding, vehicular access control,
vetting and training of security staff in accordance with specific building and departmental requirements, emergency event and incident control,
response and reporting.
Cleaning
C10 – Cleaning
The scope must include all internal, general and routine cleaning to include floors, carpets, tiles, partition walls, internal walls, suspended ceilings,
lighting, furniture and upholstery cleaning, window cleaning, deep cleans of sanitary conveniences and washing facilities, kitchens and dining areas,
consumables and feminine hygiene facilities as well as cleaning of telephones, IT and other periodic cleaning as required. It must also include pest
control and prevention.
Waste management (to include recycling etc)
C11 – Waste Disposal
The scope must include all aspects of planned and reactive waste management including the collection, transport, processing, waste segregation,
recycling or disposal, paper waste, sanitary waste, composted waste and monitoring of waste materials in accordance with Greening Government
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Commitments and Government Buying Standards, other Government policy initiatives and WEEE directives. Engagement with staff to raise
awareness of recycling and waste reduction must also be within scope.
Grounds Maintenance & Internal Planting
C12 – Internal Plants and decoration
The scope must include the provision of plants/flowers, Christmas trees, watering, feeding and general upkeep.
C13 – Grounds Maintenance
The scope must include the maintenance, repair and renewal of hard surfacing, car parking areas, walls, fences, hedges, grassed areas and beds,
tress, borders, hanging baskets, external drainage, painted lines and road markings, kerbs, decking, gullies, ramps and drains, external furniture,
water features, art work, bus and smoking shelters. This must also be extended to all planting both internal and external and any other areas that are
not included in the scope for Building Fabric services. Snow clearance and gritting, and litter picking
C14 – Water and Sewerage – See section E
C15 – Energy – See section E
Business Support
Catering, Hospitality & Vending
D2 – Catering
(Please note that standards for Catering, Hospitality and Vending will be treated separately in a parallel piece of work currently being
commissioned and due to be available April 2012)
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To include employee restaurants and catering to executive dining rooms and cafe/deli style outlets. It must also include vending, hot and cold
beverages, snacks and light meals.
Reception & Front of House services
D3 – Reception Services
The scope must include the provision of a fully manned reception desk during normal office hours. It must also include telephony services,
switchboard, meeting room booking and management, visitor handling, monitoring the access control of escorted visitors, contractors etc and general
security.
Mailroom, Porterage & Logistics Services
D4 - Courier and External Distribution
D5 – Post Room Internal Distribution
The scope must include receiving, sorting, storage, dispatch and distribution of all incoming and outgoing internal and external mail during normal
operating hours. Receipt and safe storage of post and parcels outside of normal operating hours must be included as well as mail screening, courier
services provision and porterage within the building, including the collection and disposal of heavy waste items, loading and unloading etc.
Reprographics
D6 – Reprographics
The scope must include printing, photocopying, mail shots, non-specialist binding, paper supply and management and consumables. Maintenance
and provision of all machinery and equipment must be included. Design services may also be included.
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Business Continuity and disaster recovery
D7 – Disaster Recovery
The scope must include a written disaster recovery plan with continuous updating, designated hot site (most expensive – duplicate of original site) or
cold sites (least expensive, minimal services, temporary) identified , ability to recover data and systems, processes for frequent backup of systems
and data, regular tests and drills of disaster procedures, data and system backups stored offsite, appropriate and relevant insurance, documented
emergency procedures and both manual and automated procedures in place.
Management
Helpdesk & CAFM
The scope must include a system that can fully log and manage reactive requests from anyone within the building, ensuring that all building defects
and resolutions are logged according to agreed timescales and priorities and measured appropriately. The system must be able to identify repeat
calls and tasks, send automatic notifications, prioritise tasks and identify unresolved calls. It must also be able to provide robust management
information including financial information, job costs, invoice reconciliation and budget management.
FM Contract & Performance Management
The scope must include management information in an agreed format provided within agreed timescales. It must provide information on the fixed
and variable elements of the contract cost including month to date costs, budget forecasting and costs split against service area. It must also provide
monthly performance against KPI‟s and SLA‟s and any financial reward/penalty (incentivisation) incurred on a running basis. Contract management
strategies must be provided by both parties.
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Health, Safety & Environmental Management (to include sustainability)
The scope must include advice on all matters relating to the H&S at Work act and must ensure compliance at all times with all H&S, Disability
Discrimination legislation and all other statutory obligations at all times. The scope will include maintenance of all emergency equipment such as fire
extinguishers, stretchers, evacuation chairs etc and advice and provision of first aid and fire warden support as required by the department.
The scope must include advice on all matters relating to environmental management and be in line with Greening Government Commitments,
Government Buying Standards and other policy initiatives.
Energy Management
The scope must include the effective management of energy consumption to include measurement, monitoring and provision of associated
consumption data and forecasting to the department, advice on reduction and the production of an annual Display Energy Certificate (DEC) with
accompanying advisory reporting. Energy management must include current government initiatives that contribute to the reduction of carbon
emissions, including suitability assessments for alternative solutions where appropriate and practical. All central government departments are
mandated through the current spending controls to use the Government Procurement Service Frameworks for Energy Managed Services.
The following areas are out of scope for the purposes of this report
o Capital works
o Reinstatement and dilapidations
o ICT
These must be procured using centralised
o Stationery and paper procurement contracts or frameworks
o Food procurement
o Office furniture procurement
o Energy Procurement
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8. Standards
C3/C4/C5 – Repair and Maintenance
General Requirements Common Service Standard
Service Requirements Use of the RICS (NRM 3) new rules of measurement for Maintenance and BS 8544 Guide for LCC of maintenance,
must be applied in order to provide a consistent and comparative basis for applying „standards‟ for maintenance and
life cycle asset replacement works. (Note these are currently in draft and must be available from December 2011):
Full asset list of all plant and equipment, kept regularly updated – to a level applicable for performing routine
maintenance (PPM) and also undertaking full condition/ remaining life surveys on all built assets (in scope).
Buildings and associated engineering services and external works shall be sound, operationally safe and
exhibit only deterioration commensurate with age and use by reference to the point reached in the lifecycle
replacement schedule.
The maintenance service shall ensure that all maintainable assets, including non fixed plant and equipment,
within the premises and identified from the Asset List and Condition Survey, are maintained to the required
„fit for function’ performance level, - to be strictly complaint with all statutory/legal and mandatory obligations,
with an appropriate maintenance regime to suit the built environment (for in use and also mothballing of
vacated facilities) taking due regard for the manufacturers and installers recommendations
.
For reactive maintenance responsiveness requirements - see the Helpdesk and CAFM section
Full stock condition survey of all plant and equipment, regularly updated (including identifying age/remaining
life assessments) and producing an itemised and costed list of identified repairs and replacement with timings.
Forward Maintenance Register - identifying short, medium and long term maintenance and renewals works
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activities over the course of the maintenance contract – including any relevant hand back obligations.
Proactive maintenance shall include periodic inspections of buildings (e.g. plant tours, inspections/monitoring)
Management and administration levels to be appropriate to the specific service levels requirements
Tailor the service to appropriately maintain the relevant assets to suit the defined functional use of the built
environment over the required period of interest (to fulfil technical, commercial and environmental agendas)
Flexibility to response to change of use and to optimise the level of maintenance to maximise value for money
All repair and maintenance activities must be monitored so that operating conditions can be maintained and the
quality of service provision can be recorded.
Key Performance Requirements
The service provider shall be responsible for establishing/maintaining the necessary management information and
systems including the use of the CAFM to log and record responses to problems as they occur as well as recording
performance of equipment, systems and personnel.
See Section E for more information on response times.
Statutory / Legal and Mandatory All sites and built environments shall comply with current Fire Regulations and all other Legal Statutory Requirements
Compliance Maintenance identified in the site specific asset surveys and risk assessments - taking account of the following where appropriate:
Original Equipment Manufacturer‟s Recommendations – and/or as recorded in the O&M and CDM files
HVCA Standard Maintenance Specification (SFG 20 Maintenance schedules and SFG30 Mothball standards).
Note – important to continually keep
up to date with changes in legislation C.I.B.S.E guidelines, e.g. Guide F (Energy efficiency in buildings) and Guide M (Maintenance engineering and
and building codes of practices. management) and the CIBSE Building Operation Manual (Note - which is due to be published in QA 2011)
Building Research Establishment Conservation Support Unit
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Note - local application of stat/legal BSRIA (e.g. Business Focused Maintenance, includes a detailed listing of relevant statutory/legal regulations)
requirements will be dependent on
the local risk assessments in specific All other relevant statutory regulations and requirements not specifically mentioned above i.e. function legal minimum
instances.
Note – refer to the informative worked example of how to apply „Functional minimum maintenance standard, included
in BS 8544 Guide for life cycle costing of maintenance
There must be a clear statement as to who is responsible for Fire Regulations Assessments and who is responsible
for bringing a non-compliant estate to the agreed standard and at what additional cost (must there be one).
Fit for Function Requirements

In use/occupied space shall be maintained to appropriate standards which are deemed „fit for function‟ by type (office)
(for In Use and Vacant Space)
Vacant space shall be maintained to appropriate standards (e.g. Mothballing & Re-commissioning, as HVCA SFG 30)
Note – important to be able to apply
maintenance to both occupied and
unoccupied facilities – to align with
estate rationalisation initiatives)
Government Buying Standards for the public procurement of sustainable goods and services are mandatory at the
minimum level for the central Government estate and related agencies.
Sustainability
For all major refurbishments (those over £500k) an appropriate environmental assessment process such as
BREEAM or an equivalent (e.g. CEEQUAL, DREAM etc.) appropriate to the size, nature and impact of the project
must be carried out on all projects. Where BREEAM is used, all refurbishment projects are to achieve at least “very
good” rating, unless site constraints or project objectives mean that this requirement conflicts with the obligation to
achieve value for money. Where an alternative environmental assessment methodology is used, projects must seek
to achieve equivalent ratings. (See:
http://www.defra.gov.uk/sustainable/government/advice/public/buying/products/construction/index.htm).
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Further Government Buying Standards also apply to the design and installation of equipment including air conditioning
units, boilers, central heating systems, condensing units, lighting, paints and varnishes, showers, taps, toilets, urinal
controls, and windows (see:
http://www.defra.gov.uk/sustainable/government/advice/public/buying/products/construction/index.htm)
In addition, there are Government Buying Standards for a range of electrical goods. See:
http://www.defra.gov.uk/sustainable/government/advice/public/buying/products/electrical/index.htm ,
All Defra guidelines where mandatory must be adhered to. Non mandatory requirements must be adopted where
practicable.
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C 13 - Grounds Maintenance
Area Common Service Standard
Service Requirements The landscaping and grounds maintenance service may be integrated with other external Services (such as cleaning
and hard landscaping maintenance) so that there shall be no duplication of tasks in external areas. All external areas
must be maintained in order to ensure the maintenance of healthy and vigorous plants with a tidy weed free
appearance.
All plants in beds and containers shall be maintained so as to ensure a pleasing and tidy appearance. All plants and
shrubs shall be maintained so that they are in healthy growth. All plants and shrubs which have died or appear to be
dying shall be removed and replaced as soon as possible by a suitable, comparable replacement. Plants chosen
must be low maintenance plants that require common maintenance to remain healthy and attractive.
Grassed areas shall be maintained to a good aesthetic standard at all times with grass cuttings either composted on
site and recycled or taken off site and recycled.
A maintenance schedule must be implemented to ensure:
All plant specimens shall be kept to a height and form which is safe and accords with good
horticultural practice.
All pots/ containers are cleaned and replaced where necessary.
All external soft landscaped areas are kept safe, clean and tidy.
Planned and reactive maintenance activities maintain areas of soft landscaping and planting safe,
free of defects and prevent any dangers or hazards to the Customer or his staff.
All areas are kept free of an accumulation of leaves, weeds and any other solid matter.
All external hard surfaces are kept reasonably free of weeds, moss, lichen or any other organic
growth and litter so as to present a tidy appearance at all times.
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All trees are maintained to ensure the safety of the Customer and his staff.
An annual tree survey is undertaken if this is deemed appropriate for the forward maintenance of the
site.
Snow clearance and gritting responsibilities should be fully outlined as to determine responsibility and
extent of service.
It must be considered in every instance whether the use of any form of chemical (for uses including but not limited to
fertilizer, pesticide and herbicide) is strictly necessary before application.
Statutory/legal compliance
The use of chemicals specifically approved for the purpose for which it is intended must be applied as dictated by the
Control of Pesticides Regulations, the conditions of approval for the chemicals and any other relevant code of practice
issued by the Department for the Environment, Food and Rural Affairs.
All chemicals shall be applied in accordance with manufacturers‟ instructions and in accordance with all relevant
Health and Safety codes.
The Government Buying Standards for horticulture services shall be applied. See:
http://www.defra.gov.uk/sustainable/government/advice/public/buying/products/gardening/index.htm.
Sustainability
Compliance with policy under the Greening Government Commitments must be maintained at all times, including in
relation to waste and water management. See: http://sd.defra.gov.uk/gov/green-government/commitments
In addition, use of pesticides and artificial fertilisers shall be minimised, by for example switching to natural methods of
controlling weeds, insects and fungi wherever possible and maintaining soil fertility. The Contractor shall whenever
possible substitute all slow renewables, such as peat, with organic wastes such as compost, manure, leaf mould, bark
chippings and coir. Additionally, the Contractor shall maintain the Grounds of the premises by using good husbandry
and encouraging native flora and fauna.
All debris arising from the performance of the Works shall promptly be removed from the site and disposed of in an
environmentally preferable manner.
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C6 – Minor Improvements and Refurbishments
For all major refurbishments (those over £500k) an appropriate environmental assessment process such as
BREEAM or an equivalent (e.g. CEEQUAL, DREAM etc.) appropriate to the size, nature and impact of the project
must be carried out on all projects. Where BREEAM is used, all refurbishment projects are to achieve at least “very
good” rating, unless site constraints or project objectives mean that this requirement conflicts with the obligation to
achieve value for money. Where an alternative environmental assessment methodology is used, projects must seek
to achieve equivalent ratings. (See:
http://www.defra.gov.uk/sustainable/government/advice/public/buying/products/construction/index.htm).
Further Government Buying Standards also apply to the design and installation of equipment including air conditioning
units, boilers, central heating systems, condensing units, lighting, paints and varnishes, showers, taps, toilets, urinal
controls, and windows (see:
http://www.defra.gov.uk/sustainable/government/advice/public/buying/products/construction/index.htm)
In addition, there are Government Buying Standards for a range of electrical goods. See:
http://www.defra.gov.uk/sustainable/government/advice/public/buying/products/electrical/index.htm ,
All Defra guidelines where mandatory must be adhered to. Non mandatory requirements must be adopted where
practicable.
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C7 – Internal Moves (Space Management and Churn)
Current legislation, Government Guidance and Best Practice (including but not limited to High Performing Properties,
Achieving Excellence, Revitalising Health and Safety, Sustainable Development, Design Quality, and Gateway
reviews) must be adhered to at all times.
Where possible, space redesign must provide a working space of no more than 8sqm per workstation.
All space planning/management advice must comply with the above policies and with the current version of Appraisal
and Evaluation in Central government, “The Green Book” Treasury Guidance.
http://www.hm-treasury.gov.uk/data_greenbook_index.htm
The following areas must be included in all move management exercises.
Planning – documented preparation of move plans

Updating CAD drawings and asset registers
Providing full CAD drawings where only paper versions are currently available
Stakeholder management
movement of furniture, equipment and personal effects
management of Contractor and sub-contractor staff
liaison with other relevant contractors (e.g. IT and telecommunications, other specialist advisors
post occupancy evaluation
Sustainability With regard to disposal of furniture, the relevant Government Buying Standard includes the item that from 1 April 2011
government departments and their agencies are encouraged to meet at least 5% of the office furniture and 10% of the
domestic/residential items through reuse/refurbish/re-upholster of their current furniture stock (See:
http://www.defra.gov.uk/sustainable/government/advice/public/buying/products/furniture/spec/furniture.htm). This will be
embedded in the GPU‟s separate centralised contract project on office furniture.
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C9 – Security
The recommendations from the policy development initiatives being carried out by the Government Security
Secretariat, lead by the Cabinet Office, will be adopted by this document as the standard for Security services across
the Government estate. This will include a common pass system for the Civil Services, opportunities for sharing
guarding contracts and other shared security services. Please see the following Security Policy Framework for more
detailed guidance: www.cabinet-office.gov.uk/resource-library/security-policy-framework
In the meantime, the following areas must form part of a specification for Security Services. The primary objective at
all times shall be to ensure the security of the premises and its occupants.
A high quality and professionally managed security and guarding service that has BS EN ISO 9001 or
equivalent accreditation and complies with all legislation governing the security industry must be provided.
Through the use of industry best practice and the introduction of innovation, the service will achieve and
demonstrate value for money on a continuous basis.
The provision of manned security cover to deter unauthorised entry, trespass, theft, vandalism, damage,
loss through negligence, fire, flood, breaches of Health and Safety or confidentiality will be required.
Where possible, security staff must be engaged in other roles whilst on site out of hours, for example
switching off unnecessary lights and monitors and logging and reporting small building faults. Multi-
tasking must form part of all members of the contracting staff‟s role.
High customer care (as in D3) where security staff are responsible for the reception duties on site.
Disability awareness
Compliance with the Data Protection Act and other relevant legislation must be maintained throughout the
duration of the contract.
All security staff must have SIA accreditation.
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Health and Safety All Security personnel are to be trained in First Aid. All and any relief staff must carry current certification
in this First Aid qualification.
(on sites that have manned
guarding ) All Security staff must be competent and trained in the response to and use of the Fire Alarm system and
the procedures to be followed in the event of an alarm sounding.
Emergency Response Common Service Standard
All Security staff must be adequately and thoroughly trained in the following:
emergency evacuation measures (including but not limited to building evacuation procedures and how to
react in the event of fire, bomb, terrorist or any other threat)
Aware of the Customer‟s current procedures to deal with emergency evacuations and the most up-to-date
best practice in this regard.
All procedures relative to the occupants of the building and the building itself to include the operation of
related equipment (fire extinguishers, fire suppression units etc)
Liaison with the central helpdesk should events occur.
Patrols Common Service Standard
Frequency of patrols must be agreed and timetabled accordingly to include:

Monitoring of all areas must be done through auditable patrol monitoring systems suitable to the size
of the building.
Records of all patrols must be kept
Inspections, incidents and other occurrences including building faults, wear and tear etc, must be
documented and reported through the central help desk.
The Contractor shall report thefts to the Customer‟s Security Advisor (the Departmental Security
Officer or his nominated representative) and the Police as required.
Whilst carrying out „out of hours‟ patrols other tasks must be identified and carried out such as
switching off monitors, lights etc that have been left on to make best use of additional time.
When on external patrol the following points shall be observed:
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Vehicle impact damage

Signs of forced entry and broken glass
Graffiti or vandalism
Broken gates or perimeter fencing
Suspect packages, objects and/or vehicles
Persons behaving in a suspicious manner
Pavement defects (within the Customer‟s premises), loose or dangerous masonry, overflows running
from building and other such defects
When on internal patrol particular attention shall be given to:
Suspect parcels or objects
Persons behaving suspiciously or who cannot prove their authority for being on the premises
Closing windows
Obstructions at fire exits
Reporting of inoperative lighting and switching off non-essential lighting
Damage
Flooring damage/trip hazards
Defective or tampered locks
Breakages
Signs of leakage from roofs or pipes etc
Repairs to a combination lock should only be carried out by a reputable locksmith as inexpert attempts may seriously
reduce the security offered by the lock. Advice may be obtained from CPNI.
The loss or suspected compromise of a security key must be reported immediately to the DSO or Security Controller.
Should it be suspected that a lock has been tampered with or the key compromised or lost, the lock should be
replaced.
Sites located in remote areas, or where a high level of security must be maintained, are advised to hold spare, new or
rebuilt locks for emergency use.
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Controlled Access Common Service Standard

During out-of-hours shifts the security staff will control all access/egress to the building.
At no time must unauthorised individuals be allowed into the premises
Any person not wearing an appropriate pass at any time, including recognised staff, must be
challenged to ensure that any and every person has a valid reason for being on the premises.
Appropriate procedures must be in place for Security staff to escalate any potential intrusion,
including calling for immediate police attendance.
Access to these procedures must be made available at all times.
Processes and procedures must be reviewed annually and variations to these procedures may prove
necessary over time.
All deliveries must be controlled and agreed in advance.
Any unexpected delivery must not be allowed access or receipt.
The scanning/vetting of any items received outside core service hours, other than pre-notified
scheduled deliveries, must be controlled by security staff.
All security personnel must receive adequate training for this purpose.
Parking Bays - Parking or loading bays under a building may be difficult and expensive to protect.
Outside working hours they should be closed with roller shutters or sliding shutters secured on the
inside. During working hours, the bays should be under the control of a custodian or, where the threat
is high, closed with electronically operated shutters which are only opened when the incoming vehicle
has been identified and, where necessary, searched.
CCTV Monitoring Common Service Standard
Security personnel must:
Be fully trained and conversant in the use of the CCTV equipment on the premises
All staff responsible for monitoring the CCTV must be changed at sufficiently regular intervals to
maintain alertness as defined in recognised industry guidelines.
Any staff overseeing CCTV monitors must have immediate recourse to other security staff, including
emergency/incident control personnel, at all times, to ensure the safe and secure functioning of the
premises and their inhabitants and to facilitate the instigation of action as appropriate.
Guidelines for the use and storage of all CCTV footage must be available to all staff
Any recording material shall be kept in a fire-proof secure facility to allow immediate access to their
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contents.
The maintenance of all CCTV recording material must be kept in good order to enable ready access
on an as-needs basis, and as outlined above.
All CCTV recording material must be kept available for review for four weeks before re-use
Recording material shall not be used more than 10 times.
Any digital recording system must be kept in line with agreed procedures
Any incidence of breakdown of the systems must be rectified within the agreed timescale, and that
personnel are constantly available to monitor activities shown on CCTV monitors and where CCTV
coverage has failed adequate personnel are on site to cover.
Log books must be kept of any incidents requiring investigation/intervention by Security staff, and
must be available at all times.
The Contractor shall present any information on incidents/security breaches uncovered by their CCTV
monitoring to the Customer as part of their monthly reporting on performance.
Compliance with the Data Protection Act, and other relevant legislation must be maintained
throughout the duration of the contract.
Screening Common Service Standard (please note that this particular requirement may only be necessary in high
security buildings)
Screening Personnel
Screening personnel and their belongings at entry points can help reduce the likelihood of explosive devices,
weapons and other hazardous or prohibited items or materials being brought into buildings or onto sites.
Similarly, searching personnel as they exit can help reduce the risk of unauthorised removal of items and
information. In addition to the actual capability achieved, an efficient, professional screening regime should
also have a significant deterrent benefit.
Screening measures should be proportionate to the risks the organisation faces and consistent with other
security measures in place.
First of all a clear operational requirement should be developed, informed by a robust assessment of the risks
that the organisations faces. This should take account of the current situation as well as possible future
changes, including changes external to the organisation such as the threat, and internal changes, for example
fluctuations in numbers of personnel requiring screening. It should also take account of factors such as who
(e.g. staff, contractors, visitors; all or a proportion of each) should be screened for what purpose.
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Screening activity should ideally be located as far away as possible from key areas that might be adversely
affected by an incident. Locating a dedicated visitor screening facility near the perimeter of a site, rather than
in the entrance of a significant building, is an example of such an approach. Any screening facility should be
suitably secure, and should be designed to minimise the effect of any explosive device detonating or any
release of contamination. It should also be designed to cope with peak flows to ensure it is unlikely that a
significant queue will form, which itself might be a target.
Clear procedures and processes must be in place, including ones for responding to incidents. It is essential
that staff are well motivated and have received relevant and thorough training.
If the risk is assessed to be low and only small numbers of personnel require screening, more basic screening
can be used. This can simply be carried out by trained security staff, for example inspecting the contents of
visitors' bags. Where the risk and/or required throughput are higher, screening and detection equipment (such
as archway metal detectors and x-ray bag scanners) may be useful.
Appropriate screening and detection equipment can offer real benefits but only where these are in support of
robust procedures and well trained and motivated staff. Operators must be trained (and regularly re-trained) in
how to operate the equipment, how to use it to detect potential threats, and how to respond safely to any
potential incidents. Operator performance quickly deteriorates if they do not regularly rotate between tasks
and have appropriate breaks.
Screening Vehicles
Similar principles should be applied when deciding whether, and at what level, to screen vehicles at entrances
to sites, though processes and equipment will differ from those used for personnel screening.
Mail Screening
In collaboration with the British Standards Institution (BSI) and a broad range of stakeholders, CPNI has
developed 'PAS 97:2009 A Specification for Mail Screening and Security'. This is aimed at assisting
organisations in assessing the risks they face from postal threats, and implementing appropriate screening
and security measures, either internally or outsourced. This Publicly Available Specification (PAS) was
published on 31 March 2009 and is available for purchase from BSI via their website (see Links).
Whilst PAS 97 has been developed as a comprehensive source of guidance on this subject, an overview of
the issues associated with screening mail and deliveries is also available on the CPNI public website.
Information on suitable X-ray screening equipment is included in the Manual of Search and Detection
Equipment.
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C10 – Cleaning
All areas within standard office accommodation shall be cleaned according to an appropriately scheduled
plan. All internal cleanable areas including fixtures, fittings and furniture must be included in the cleaning
schedule.
Where possible a day cleaning schedule must be implemented for routine cleaning.
Cleaning carried out outside of normal working hours must be limited to disruptive tasks.
High use/profile areas and areas such as Ministerial floors must be identified and appropriately maintained
through the cleaning schedule.
Hygiene areas (kitchen areas, toilets and showers) must be appropriately maintained according to the
cleaning schedule.
Under desk bins must be removed and central, recycling and waste hubs must be provided
Segregated food waste bins must be provided
All staff must be able to multi task in as many areas as possible to include cleaning staff where appropriate
and other staff covering cleaning staff when necessary
Basic, Normal and Hygiene standards must be applied to the typical office environment
Prestige cleaning of a higher or more frequent standard must be agreed for areas such as Ministerial offices,
floors etc on an exception basis.
Health and Safety At all times, Safe Working Procedures in accordance with all current and relevant legislation, must be
adhered to.
Working at Height Regulations
COSHH Register to be maintained and updated on a regular basis
REACH
Training schedules must be updated regularly
Sustainability All central government departments and their related organisations must ensure that they meet at least the mandatory
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Government Buying Standards when buying goods and services in the product groups covered by Defra.
http://www.defra.gov.uk/sustainable/government/advice/public/buying/products/cleaning/index.htm
All cleaning staff must be trained and aware of best practice with regard to „green‟ cleaning and waste management.
Routine Cleaning Common Service Standard
Routine cleaning must be carried out during office hours unless specifically requested not to.
A Basic standard of cleanliness and appearance will be required at all times to the following areas:
Fire exits
Secondary stairwells
Goods lifts
Loading bays
Car parking areas
External side/back entrances
Basic Standard
All floor surfaces shall be free from debris and spillages; they must be clean and dry. Floors must be safe and
not slippery. Particular care is to be exercised during core office hours.
Wet floors shall be sign-posted and trailing cables and open sockets shall be made safe. Surfaces shall be
maintained to preserve the existing state of condition and appearance.
Back stairs including treads, risers, nosing‟s, banisters, balustrades, handrails, ledges and protective wire
guards where present must be free from dust and debris.
No litter or rubbish shall be present and all waste bins and receptacles emptied regularly.
A Normal standard of cleanliness and appearance will be required at all times to the following areas:
All office accommodation

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Reception areas
Conferencing facilities
Passenger lifts
Public walkways
Normal Standard
All hard floors, carpets and carpet tiles must be free from grit, dust, debris and spillages with no apparent
stains. They must be clean and dry. All floor coverings are to be cleaned by the manufacturer‟s recommended
methods and recommended intervals.
Remove spills from carpets and other floor coverings and treat to minimise damage and reduce the risk of
staining. Use only approved specialist materials within any indicated timescales for the removal and treatment
of spills. The pile of the carpets in the main traffic areas must be evenly brushed and opened against the flow
of incoming traffic.
All walls, skirting‟s, dado-rails, coving, radiators, pipes, vents, grilles, doors, doorframes, fittings and glass
panels, window frames and sills must be free from debris, marks, and dust. They must be clean and dry with
no evidence of residual cleaning agents. In particular, they must be free from finger marks, Verdi Gris stains,
runs, and cobwebs to full height.
All ceilings, ventilation diffusers and ceiling light fittings must be free from debris, marks, dust and cobwebs.
They must be dry with no evidence of residual cleaning agents.
All chairs and soft furnishings shall be clean, dry and free from dust. All work stations, screens, upholstered
partitions, bookcases, chairs, shelves, cabinets, tables, pictures and coat racks must be free from debris,
stains, marks and dust. They must be clean and dry with no evidence of residual cleaning agents.
All fittings shall be free from dust, marks and smears. Light fittings must be free from dust. All signage,
including emergency signage shall be clean, dry and free of stains, marks and dust.
All communal waste receptacles shall be emptied when full. Bins must be empty, clean and dry inside and
out, bin-liners replaced where necessary and bins placed in their original locations.
All IT equipment, including but not limited to PC‟s, printers, smart boards, scanners and plotters; telephones,
faxes and photocopiers; microfilm readers and reader printers; and audiovisual equipment including but not
limited to televisions, video equipment and overhead projectors, shall be free of debris, stains, marks and
dust, using an appropriate cleaning method for this equipment so as not to damage the equipment.
All cleaning methods used must be of a sufficient quality to meet these standards and to maintain any
guarantees.
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Any areas that require a standard above normal (excluding Hygiene areas) must be identified and agreed on
an ad hoc, building/floor basis.
Hygiene Areas are:
Toilets
Shower rooms
Changing areas
Kitchens/tea points
Food vending areas
First Aid Rooms
Hygiene Standard
All equipment and materials used must be colour coded to avoid contamination.
All sanitary ware, including showers, shower heads, sinks, wash hand basins, baths, WC bowls, seats,
covers, hinges, tops, undersides, rims, taps, overflows, outlets, chains, plugs, urinals, brushes, toilet roll
holders, tiled surfaces, splash backs, and vanity units must be free from scum, grease, hair, scale, dust, soil,
spillages and removable stains.
Walls, doors, cubicle partitions and surfaces shall be washed by a disinfectant solution regularly. Mirrors must
be clean and free from smears.
Soap dispensers must be filled, operating correctly with clean nozzles. Solid bars of soap must be clean and
replaced as necessary. All toilets, bathrooms and shower rooms shall be kept fully stocked with supplies and
shall be made available at all times. Towel holders/dispensers must be clean, dry and free from dust, marks
and smears with clean towels fitted. The external surface of hand dryers must be clean, dry and free from
smears.
Regular collections of the Feminine Hygiene receptacles must be documented in the periodic cleaning
schedule. The feminine hygiene receptacles are to be kept free of marks, stains and dust and removed when
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full.
Feminine hygiene vending machines must be fully stocked and cleaned on as agreed basis.
Periodic Cleaning Common Service Standard
A periodic schedule for the following areas and items must be drawn up with the agreed standard applied:
Deep cleaning of hygiene areas to include fridges, microwave ovens and soap dispensers
Hard floors
Carpets
Soft Furnishings
Blinds/window dressings
Desks
Telephones and IT
External areas such as bin sheds/compounds and publicly visible/used areas
Reactive Cleaning Common Service Standard
A reactive cleaning service must be provided in order to maintain the full and safe use of the building and facilities
within.
All requests for reactive cleaning shall be routed through the helpdesk. They must be recorded and responded to
within agreed timescales (see response times at section E of this document)
External Cleaning Common Service Standard
The required service standard is to be evident before the start of business activity and, in addition, shall be maintained
to this standard during the business day. The service may be integrated with the grounds maintenance service so that
there shall be no duplication of tasks in external areas.
Entrances, car parks, playgrounds, paving, paths, steps, ramps, walkways, terraces, ledges, fixed seating, lighting
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columns and bollards and the outside premises must be maintained so that no debris, litter, cigarette ends, chewing
gum, dirt, bodily fluids, spillages or stains are apparent after cleaning. Disinfectant may be used where appropriate.
Empty all waste bins and replace in their original locations.
Any areas protected by security screening, netting or protective cages may have the protection removed temporarily
to remove debris, dirt, dust and litter. The protection must be replaced to the original standard prior to invasion.
Window Cleaning Common Service Standard
All internal and external glazing must be cleaned according to an agreed frequency and standard to include:
All floors and furniture are to be adequately protected before the commencement of work.
All glazing throughout the premises shall be cleaned. Glass shall mean both sides of glass of every
description, including, but not limited to, internal partition glazing, display case (external surface only)
and panel glazing, glass balustrades, exterior glazing and exterior windows.
All glazing must be clean, dry and free from smears. There must be no evidence of run marks, Verdi
Gris, stains or finger marks on glass, window ledges, sills, paintwork or surrounds.
Adjacent surfaces, including sills, mullions, frames and structural parts associated with the glass,
shall also be left free from liquid spillage, smears and cleaning marks.
All cleaning access equipment must be regularly maintained with regular risk assessments carried
out.
Where such equipment is not provided or available on site, specialist access equipment must be hired
at no additional cost.
All staff carrying out this work must be aware of and comply with, Working at Height Regulations.
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Risk assessments must be carried out and a site specific policy statement must be written before
commencement of services.
Cleaning of External Building Common Service Standard

Fabric
A regular external cleaning programme must operate, using the appropriate equipment at all times,
following Safe Working Procedures in accordance with all current relevant legislation.
All cleaning solutions employed for the cleaning of cladding and louvers must be suitable for the
purpose so as not to cause any damage to the finishes. The cleaning methods will comply with any
manufacturer‟s recommendation for the cleaning of the external building fabric.
Graffiti and Stain Removal Common Service Standard
The removal of staining from building fabric as caused by such events as atmospheric pollution, the
accidental spillage of material and the application of unauthorised graffiti must be provided
An appropriate cleaning method will be applied to ensure the building fabric remains in its current
condition. The cleaning method must be approved.
Sanitary Consumables Common Service Standard
Sanitary consumable must include, but are not limited to:
Paper Towels
Roller Towels
Toilet Rolls
Liquid Soap
Bin Liners
Sanitary vending consumables
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Linen and Laundry Common Service Standard
Linen services must be agreed according to requirement.
Cleaning Equipment Common Service Standard
All equipment must comply with statutory and regulatory requirements and have visible PAT stickers with clear date
markings.
All staff must be appropriately trained in the use of cleaning equipment on a regular basis.
Pest Control Common Service Standard
A risk assessment must be carried out to identify the frequency and amount of bait boxes per the type and size of
building. Buildings that have no catering facilities must discuss alternative methods of prevention, for example is it
necessary to have bait boxes if there is no visible infestation. Providing a reactive service rather than a prevention
service must be considered.
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C11 – Waste Disposal
General Waste Common Service Standard
This service consists of the collection, transport, treatment recovery and disposal of all non-classified waste materials,
including foodstuffs and cooking oil.
General waste must be collected, by authorised carriers and treated for recovery or disposed of in at
appropriately authorised sites so as to prevent harm to human health and the environment.
Consideration must be given to dealing with waste according to the waste hierarchy, through services
provided by the relevant local authority or other authorised persons
Government targets on waste must be adhered to with performance reports against these targets
included in all monthly reporting.
The Service may be integrated with the general cleaning service so that by agreed times all areas are
clear of all waste.
Waste Reduction must be included through a waste minimisation plan to include monitoring of the
reduction of waste and to reuse products and materials where possible.
Health and Safety Dangerous Goods Regulations on labelling, containment and security for transport must be adhered to.
Sustainability In fulfilment of its statutory Duty of Care, the Customer will need to prevent the escape of waste and provide an
accurate description of the waste and require the Contractor to provide full information on the methods of treatment
and disposal of waste, showing clear evidence of where the waste is being taken and that consideration has been
given to applying the waste hierarchy. As much of the waste as possible will be prepared for re-use (especially ITC
and furniture), recycled or used for energy recovery, rather than sent to landfill.
All waste initiatives must at least meet the agreed Greening Government Commitments (see:
http://sd.defra.gov.uk/gov/green-government/commitments/) including:
Government to reduce the amount of waste it generates by 25% from a 2009/10 baseline
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Government to cut its paper use by 10% in 2011/12

Government to ensure that redundant ICT equipment is re-used (within government, the public sector or
wider society) or responsibly recycled.
New commitments for diverting Government waste from landfill by 2014/15.
Food waste must be source segregated, separately collected and treated according to the best practice level
of the Government Buying Standard for catering services.
See following links for more details on what is required
http://sd.defra.gov.uk/2011/06/new-government-buying-standards-for-food-and-catering/
Confidential Waste Common Service Standard
ALL Confidential waste must be disposed of as per the HMG Security Policy Framework.
www.cabinet-office.gov.uk/resource-library/security-policy-framework
Meet the legal requirements of the Duty of Care
The secure collection, storage, removal and disposal of all confidential materials must be done so that
at no time these materials are out of the possession of the supplier or capable of being deciphered
once disposed of.
Confidential waste must always be signed for by staff at the point of collection, with an indication that
it has been adequately destroyed.
All staff engaged in the disposal of confidential waste must be security cleared to an appropriate level,
and shall be responsible for ensuring that only those staff appropriately cleared have any access
whatsoever to confidential waste and that all confidential waste is disposed of in line with current
legislation.
Protectively marked waste is a potential source of information and prior to its correct destruction it should be held in
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an appropriate container separate from other waste. The following requirements apply to the destruction of
protectively marked documents.
Original protectively marked documents which are no longer required for record purposes should be
destroyed by the originator, successor or an individual duly authorised within the holding department or
agency.
Assets protectively marked CONFIDENTIAL and above, should only be destroyed using SEAP approved
equipment and methods please refer to the CSE. Assets marked RESTRICTED should be destroyed by a
method approved for each type of waste. There is no requirement to use SEAP approved equipment or offsite
facilities for the destruction of RESTRICTED waste. Small quantities of such paper may be destroyed by
tearing it into small pieces and mixing it with non protectively marked waste prior to disposal.
When a multi-page document is destroyed, care should be taken to verify that all its pages, particularly where
protectively marked SECRET and TOP SECRET, are present and complete.
A record of destruction of SECRET and TOP SECRET documents must be made. This record, which should
include the date and authorisation for destruction, must be kept for at least 5 years after the destruction date.
If filed - by marking the relevant entry on the file index sheet or by a filing note of destruction in place of the
document. If loose - in the document register.
The destruction of TOP SECRET files and documents must be overseen by a witness who should:
- identify each document being destroyed
- verify that each paper of a multi page document is present
- sign a certificate of destruction
Magnetic or optical media on which information protectively marked RESTRICTED or CONFIDENTIAL has been
recorded may be disposed of or reused provided an approved erasure package is used please refer to HMG
Information Assurance Standard No. 5 – Secure Sanitisation of Protectively Marked or Sensitive Information.
Magnetic media on which information protectively marked SECRET or TOP SECRET has been recorded may be
reused only if it has been degaussed or if it is given the same or higher level of protective marking. Otherwise, it
should be destroyed or stored in accordance with SEAP and CESG approved controls
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Hazardous Waste Common Service Standard
All hazardous wastes must be handled, transported, treated and/or disposed of in order to protect
human health and the environment and taken to suitably authorised sites acting in compliance with
the Hazardous Waste Regulations and taking account of Dangerous Goods Regulations on labelling
containment and security for transport.
Recycled Waste Common Service Standard
The following items must be recycled:
Paper
Cardboard
Glass
Plastic
Metals
Toner cartridges
Batteries
Organic materials/Food waste
WEEE
Inert materials and Timber (if applicable)
Volumes of all materials recycled on a monthly basis must be recorded and made available during normal reporting
sessions or upon request and meet current diversion from landfill initiatives.
In addition, food waste must be source segregated, separately collected and treated according to the best practice
level of the Government Buying Standard for catering services.
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Destruction Baseline Baseline Objectives, control and methods
Level Information Assets Physical Assets

PROTECT Make reconstitution unlikely Dispose of with care or destroy to make
reconstitution unlikely
RESTRICTED Make reconstitution unlikely Dispose of with care or destroy to make

reconstitution unlikely
CONFIDENTIAL Make retrieval and reconstitution Make retrieval and reconstitution unlikely
unlikely Make actual or attempted compromise
Make actual or attempted likely to be detected
compromise likely to be detected
SECRET Make retrieval or reconstitution Make reconstitution highly unlikely

highly unlikely Prevent identification of constituent parts
Detect actual or attempted Detect actual or attempted compromise
compromise and help identify and
those responsible
TOP SECRET Do everything necessary to: Do everything necessary to: Prevent

Prevent retrieval or reconstitution retrieval
Detect actual or attempted Prevent identification of constituent parts
compromise and make it likely Detect actual or attempted compromise
that those responsible will be and make it likely that those responsible
identified will be identified
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C12 – Internal Plants and decoration
Internal planting must only be provided in high traffic areas that are deemed absolutely necessary to
decorate. This must be agreed on an individual building basis.
Health and Safety It must be considered in every instance whether the use of any form of chemical (for uses including but not limited to
fertilizer, pesticide and herbicide) is strictly necessary before application. The use of chemicals specifically approved
for the purpose for which it is intended as dictated by the Control of Pesticides Regulations, the conditions of approval
for the chemicals and any other relevant code of practice issued by the Department for the Environment, Food and
Rural Affairs may be allowed.
All chemicals shall be applied in accordance with manufacturers‟ instructions and in accordance with all relevant
Health and Safety codes.
Sustainability The Government Buying Standard for horticulture services must be used:
http://www.defra.gov.uk/sustainable/government/advice/public/buying/products/gardening/index.htm.
Compliance with wider policy on Greening Operations must also be ensured, including in relation to waste and water
management. See: http://sd.defra.gov.uk/documents/Greening-Government-commitments.pdf.
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C14 – Water and Sewerage
In line with the Greening Government Commitments all buildings must aim to:
Reduce water consumption from a 2009/10 baseline, and report on office water use against best practice
benchmarks*:
a) ≥6 m3 water consumption per FTE poor practice
b) 4m3 to 6m3 per FTE good practice
c) ≤4m3 per FTE best practice
d) % offices meeting best/good/poor practice benchmark.
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C15 – Energy
Energy procurement must be carried out through agreed frameworks such as Government Procurement Service
Energy Managed Services
http://www.buyingsolutions.gov.uk/categories/Utilities/WhoWeAre/Frameworks/
Sustainability
The Greening Government Commitments must be adhered to at all times
See: http://sd.defra.gov.uk/documents/Greening-Government-commitments.pdf
In particular, the first commitment states that Government will reduce greenhouse gas emissions from a 09/10
baseline from the whole estate and business-related transport*, cut carbon emissions from Central Government
offices by 10% in 2010/11 and all ministerial HQs to publish online real time energy use information, and cut domestic
business travel flights by 20% by 2015 from a 09/10 baseline.
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D2 – Catering
Catering Procurement will be treated as a separate project for identifying a standard procedure and
aggregating requirement where possible. Where existing catering operations are in place the Government
Buying Standard for food and catering must be applied. The catering standards will be incorporated into this
document once they have been developed.
Sustainability Government Buying Standards for food and catering must be applied to catering services including in relation to:
- Sustainably sourced food commodities
- Nutrition, including menus and food preparation
- Waste, including packaging waste and food waste minimisation
- Food waste collection and treatment (the best practice GBS is expected to be applied to the
properties covered by the FM service standards)
- Catering equipment and energy management
Details can be found at:

http://www.defra.gov.uk/sustainable/government/advice/public/buying/products/food/index.htm
Under the Greening Government Commitments, Departments will be open and transparent on the steps they are
taking to address procurement of food and catering services: including action taken within the context of
overarching priorities of value for money and streamlining procurement, to encourage the
procurement of food that meets British or equivalent production standards where this
does not lead to an overall increase in costs; and to reduce the environmental impacts of
food and catering services and support a healthy balanced diet.
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D3 – Reception Services
Reception Common Service Standard
The Reception services provided to each building must be determined by use. Buildings that are frequented by the
public or dignitaries on a regular basis must have a higher level of service than those only ever occupied by back
office staff. The Reception service is expected to integrate with and complement the security service. The provision of
a seamless and integrated service within reception areas in order to receive and manage staff and visitors must be
carried out efficiently and in a customer friendly manner.
The Reception area must be fully staffed by designated and fully competent Reception staff at all times during the
agreed service hours and:
Be of a neat and tidy appearance at all times
Possess comparable skills and qualities to those of front-of-house hotel staff.
Must be trained in customer-awareness skills and that this training is updated accordingly
They shall meet and greet in a friendly and polite manner all visitors to the premises and ensure that
their passage into the building is as smooth as possible, whilst complying with procedural and security
requirements
Have processes and procedures in place to enable them to immediately answer general building
queries
Work closely with central helpdesk staff
Trained in basic Health and Safety matters, be trained as a First Aider by an approved body, and
shall at all times have immediate access to, and full awareness of, emergency contacts and
procedures.
All Reception staff shall be trained in appropriate emergency procedures, including but not limited to
urgent evacuation of the building and responses to bomb threats.
Reception staff shall issue all visitor passes. Visitor passes shall only be issued to those visitors with
verified appointments within the premises
Reception staff shall ensure, through appropriate communication, that the sponsor of each and every
visitor is advised in timely fashion of their visitor‟s arrival. If there is any delay, for any reason, in a
visitor to the premises attending his/her meeting, Reception staff will keep the visitor informed as to
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the reason for the delay and the likely wait time.
Reception staff shall ensure that visitors shall not have to wait more than fifteen minutes without
information on recipient status. In no circumstances must a visitor to the premises be allowed to enter
the premises without a sponsor.
If a visitor has not been met or collected by their host within 15 minutes of arrival, save for the
reasons highlighted above, or the host cannot be contacted, Reception staff and/or the Helpdesk will
take appropriate action in line with agreed procedures. It will be expected by the Customer that
Reception staff will be flexible in their approach to their duties and will use best endeavours to assist
visitors and staff at all times.
Reception staff will not take delivery of any items which are delivered by hand at the Reception desk.
All items shall be dealt with by Mail Room staff. All goods inwards are to be via the loading bay at all
times. Reception staff shall be responsible for advising those delivering other goods of the location of
the goods entrance.
Disability awareness and a full understanding of the Disability Discrimination Act.
Switchboard Service Common Service Standard
A switchboard service which manages incoming telephone calls must be provided. All incoming calls
must be dealt with promptly, accurately and politely. Incoming calls will be routed to the appropriate
member of staff or department.
All incoming calls to the switchboard shall be answered in person within agreed timescales (part of
KPI‟s)
The Switchboard and Helpdesk staff will liaise effectively to ensure that customer records are
maintained accurately.
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D4 - Courier and External Distribution
A national and international courier service must be provided.

A variety of third party suppliers must be compared to evaluate unit cost and to encourage SME‟
The cost of outgoing courier and parcel dispatches shall be managed on a pass through basis. A
clear audit trail for courier and parcel services must be kept for eventual recharging, accounting and
audit purposes.
Regular benchmarking exercises must be carried out on the service provided in order to establish the
robustness of the extant service and system and to suggest any improvements to the service as a
result. The procedure to be adopted for benchmarking exercises must be agreed in advance.
All requests for courier services must be made via the Helpdesk and shall be actioned within thirty
minutes of receipt.
All tracking and tracing must be part of the service.
The delivery of all incoming goods delivered by courier or parcel companies will be managed by the
service.
Sustainability Couriers and parcel companies contracted by the FM contractor for delivering goods and services shall comply with
the Government Buying Standard for transport in performance of the contract.
http://sd.defra.gov.uk/advice/public/buying/products/transport/
All policies supporting sustainability must be carried out whenever practical, representing value for money and when
time and distance permits, Environmentally Preferable forms of transport such as bicycle couriers and LPG cars in
preference to those which use motor cycles or petrol powered cars.
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D5 – Post Room Internal Distribution
Mail Room Common Service Standard
The normal working hours of the Mail Room service must be agreed however, the common period of cover that is
acceptable must be one hour before and one hour after core working hours on Monday to Friday.
Proposals to maximise the efficiency of the incoming and outgoing mail regimes must be regularly undertaken and
reviewed.
The Mail Room shall be staffed by a common of two members of staff at all times covering the following services:
Interface between the Customer and all 3rd party mail Contractors.
Manage the receipt of incoming mail delivered by 3rd party mail providers.
Dependant on requirements, all mail shall be sorted and X-Rayed, scanned and subject to other
scrutiny as agreed and in accordance with security procedures.
All cheques, postal orders or cash received in the Mail Room are logged accurately and held securely
pending collection by the intended recipient. A full audit trail will be provided
Compliance with the procedures for the receipt of incoming tender documents
All staff must be aware of security guidelines for postal services, including techniques for dealing with
suspect packages.
All staff must be aware of procedures to prevent the loss of items of post
Incoming items of Priority Mail (Special Delivery and Recorded Delivery items) will be logged and
passed to recipients with thirty minutes of receipt in the mail room
Delivery of incoming mail to mail drop-off points in the premises
Collection of outgoing items from these points.
All incoming mail shall be delivered within two hours of receipt in the mail room
A detailed schedule of collection and delivery times will be agreed and published on the intranet
The service must provide a range of outgoing mail solutions including, but not limited to:
Special delivery
Overseas mail services
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Conventional mail and parcel services
All post shall be dispatched via second-class mail unless otherwise marked.
Post shall be sorted into relevant dispatch types and franked and bagged up accordingly.
All outgoing mail shall be dispatched on day of collection from mail drop-off points.
Bulk mail dispatches such as press releases.
Separate accounting records for each management unit must be kept to facilitate internal accounting requirements.
These records shall be available at all times for audit purposes. Records may include but not be limited to all courier
collections; special deliveries received and dispatched volume data.
Regular analysis of trends in the usage of mail services via monthly reports and/or quarterly or annual reviews must
be required to identify peaks and troughs of demand and emerging patterns of usage.
Detailed monthly accounts of expenditure on postal services must be kept in order to demonstrate that dedicated
budgets are not being exceeded. These records must be capable of being audited and used to analyse trends.
Mail Room Equipment Common Service Standard
The service must include the operation and maintenance of equipment including but not limited to:
Franking machines
Sorters
Postal scales
X-Ray scanners
Regular reviews of the existing equipment leases must be carried out to propose the most efficient and cost effective
solution for the future.
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All equipment must be fit for use at all times and that it is not operated in such a way as to contravene health and
safety requirements or invalidate warranties or terms of the lease.
Access for specialist maintenance technicians, including accompanying them to individual machines as necessary
and all reactive maintenance requests for Mail Room equipment shall be dealt with through the Helpdesk.
All materials and consumables normally associated with the provision of a professional postal service, including ink,
special labels, courier bags, packaging materials and trolleys must be provided.
Please note that Government Buying Standards for sustainability apply to scanners. See:
http://www.defra.gov.uk/sustainable/government/advice/public/buying/products/office/scanners.htm.
Porterage/Messenger Common Service Standard
The Messenger service shall be responsive to customer needs and shall complement other aspects of the general
mailroom service.
Ad-hoc requests for service shall be made via the Helpdesk, and customers shall be advised of the estimated time for
completion of the task requested.
All internal items (within the same building) shall be collected and delivered on the same day within Core Service
Hours.
The range of tasks expected of the Messenger services includes:
The delivery of stationery and computer equipment to customers,

The collection of urgent mail for dispatch when requested.
The delivery of urgent items from the Mail Room to customers
The delivery of employee wage slips to departments
The assistance with the removal of parcels from customer departments to the Mail Room.
Obtaining signatures where necessary to provide an audit trail for the safe and secure delivery of goods and
post.
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A Porter Service will be integrated into the general mailroom service and will complement other aspects of this.
The range of tasks expected of the Porter services includes:
Small office moves

The transport of inter-departmental supplies
Assisting other FM services as required – to include messengerial and post services as stated above
Moving small items of furniture
Carrying out small building fabric repairs
The messengerial/porter service shall be controlled entirely by the Helpdesk and shall be subject to the appropriate
performance measures
Timescales must be in accordance with helpdesk response times and classifications.
All staff shall have undertaken appropriate training such as manual handling course and customer service skills, and
be otherwise appropriately professionally trained for their duties.
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D6 – Reprographics
A central reprographics service must be provided which meets the all operational requirements and optimises the
potential for synergies with other services, takes full cognisance of environmental strategies as set out in sustainability
policies. The service must be regularly reviewed, with proposals made for the introduction of relevant developing
technology.
The following services must be provided:
bulk copying
finishing and binding of documents
Service Priority Timescale
A Within 2 hours (less than 1000 sheets)
B Next Day
C 72 Hours
D By Agreement
It is not necessary that these services be carried out „in-house‟ if deemed more cost effective to outsource and it may
be that this becomes a shared service across central government.
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Health and Safety If high volume work is carried out on the premises H&S Risk assessments must be carried out in all work
areas that may potentially cause harm or damage. These must be carried out on a regular basis in areas
specifically identified and logged accordingly.
Sustainability
Under the Greening Government Commitments, Government is committed to cutting its paper use by 10% in 2011/12.
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D7 – Disaster Recovery (and Business Continuity)
Common Service Standard
Disaster Recovery These must be agreed with the DSO (Departmental Security Officer) as there will be site specific
requirements. It must be considered that this is in line with BS 25999: Business Continuity Management. This
is not part of the scope of this exercise, however, as an integral part of any service offering, it will need to be
considered and fully scoped by each departmental representative.
Business Continuity Same as above
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E – Help Desk and CAFM
Response Times Common Service Standard
(These are indicative and will need

to be agreed on a building by
building basis)
Service requests of any nature must be acknowledged within 15 Minutes and the caller informed of the action
to be taken. The response times for activities managed through the central helpdesk for all services shall be
as follows:
Priority Description Response Time
A Matters giving rise to an Respond within 15 minutes and institute an interim solution within
immediate health and safety or one hour of notification to or detection by the contractor. Permanent
security risk solutions to H&S issues to be achieved within 48 hours of
notification. Security measures must be permanently rectified within
24 hours.
B Matters that prevent or Respond and implement at least an interim solution within 3 hours of
severely restrict the Customer notification to or detection by the contractor. Permanent rectification
from conducting normal to be achieved within 2 working days of notification.
operations
C Matters that impinge upon the Respond and implement at least an interim solution within six hours
proper working of the facilities of notification to or detection by the contractor. Permanent
in relation to all users rectification to be achieved within 4 working days of notification.
D Matters of a routine nature Respond within 2 working days of notification to or detection by the
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contractor. Permanent rectification within 5 working days.
Helpdesk and CAFM Common Service Standard
Standard MI to be provided from the CAFM system to GPU integration layer (to be developed)
Within the CAFM system, a professionally managed, high quality Helpdesk service must be provided.
Access to this must be agreed according to requirement but it is likely that this will be a 24/7
operation.
Although the Core Service Hours are [0800 hours to 1800 hours Monday to Friday] the Helpdesk
must be capable of ensuring continued service delivery for all Services at all times.
All calls must be logged through the CAFM system. The CAFM system shall form the focus for all
proactive and reactive service provision.
The response and rectification periods are outlined above. The CAFM system shall be capable of
being accessed electronically and must provide all the relevant management information as per the
outline in this document.
The CAFM system must be updated on a weekly basis with all the necessary procedural and
emergency contact information.
It is anticipated that the CAFM system shall form the central focus for all proactive and reactive
service provision.
Access to the CAFM must be provided at all times
The CAFM System shall be sufficiently flexible to allow assets to be cross-referenced at different
levels. This allows greater capability in identifying particular assets, systems or sections of Services
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within any given site, building or floor within a building. Given this capability, equipment or Services,
which are programmed for maintenance or require attention due to malfunction, shall be clearly
identified on job sheets with respect to type of plant and accurate location.
A fixed asset register (resulting from condition survey) must be kept updated at all times. The asset
register shall be compiled from location surveys and O and M manuals and all asset details entered
into the CAFM system on site.
Assets, each of which will be individually numbered will be capable of being identified in two
hierarchical structures, one system based, the other geographically based.
The system must be sufficiently flexible to allow these two hierarchies to be cross-referenced at
different levels. This allows greater capability in identifying particular assets, systems or sections of
services within any given site, building or floor within a building. Given this capability, equipment or
services, which are programmed for maintenance or require attention due to malfunction, can be
clearly identified on job sheets with respect to type of plant and accurate location.
All managerial, quality monitoring, PPM tasks and reactive activities shall be managed, executed and
monitored through the CAFM system.
The CAFM System must be used to capture other material and sub-contract costs.
The CAFM must provide evidence to support performance monitoring
The helpdesk shall operate as both a strategic management and quality monitoring tool and shall be
the focus for all day to day operational activities across all aspects of the FM services provided.
Room Bookings All bookable spaces including meeting rooms, conference rooms, community lettings, event spaces,
must be booked and managed by Room Booking System to optimise as far as is practicable the use
of space.
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The service shall include the facility to accept electronic bookings and confirmations.
The system shall ensure no double bookings
The system must have the capability to provide a holistic range of ancillary services such as
hospitality, room set-up and Audio Visual support.
Provide reporting on trends on meeting room utilisation and lettings usage and any income must be
managed through the system hospitality, room set-up and Audio Visual support.
Car Park Bookings All designated Customer car parking spaces shall be managed and booked entirely by a central
system. This includes the facility to accept electronic bookings and confirmations. Encouraging multi
tasking, this could be incorporated into either the Reception or Security regime.
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E – Contract and Performance Management
KPI’s Template to be developed to create a set of generic KPI’s applicable to these standards to suit the office
estate.
Contract Management There must be nominated contracted managers on both the client and the customer side.
Regular meetings to review the performance and effectiveness of the Services must be scheduled. The frequency of
the meetings must be mutually agreed but shall be at least monthly.
Monthly Reports must be presented to include the following:
o Summary of PPM, Periodic Cleaning and Forward Maintenance activities in reporting month
showing planned date, actual date activities were carried out.
o Status of statutory inspections must be reported
o Service performance in reporting month.
o Forward work plan to show planned PPM for following two months, specialist or periodic cleaning
for following month and current Forward Maintenance Plan.
o Contract variation requests.
o Number and details of all complaints.
o Statement of accounts showing the invoiced amounts, payments made by the Customer,
payments made to sub-contractors, payments made to suppliers.
o Transparency of all additional costs of projects or reactive requests outside the cost of the
contract value.
o Individual building usage of electricity, gas and water. Highlight areas where each building is
failing to reach targets and make recommendations to improve performance.
o Forthcoming changes in legislation.
o Health, Safety and environment breaches and recordable accidents, incidents and near misses
relating to the utilisation of all premises.
o Review of staffing numbers, and contract management structures including full list of site staff
showing name, job descriptions, work location, CRB status, SIA license and other relevant
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certification details as required.

o Service delivery proposals and contractual issues if any changes have occurred.
o Complaints resolution
o Spend through the supply chain
The Service Report shall measure the performance of each Service provided under the Contract including the
following:
Performance statistics to be agreed with Customer, but typically to contain:
All reported faults in this reporting period.

Performance failure occurrences and duration.
Performance failures dealt with within rectification periods.
Performance failures not dealt with within rectification periods.
Number of outstanding performance failures not yet dealt with
Average response times across types of fault.
Average response times across types of fault.
Call statistics from the Helpdesk and Reception showing number of calls, longest ringing time and abandoned call
rate.
Waste removed from site to show weights of each recycled waste stream and residual waste
Quality Management A Quality Management Plan in accordance with the ISO 9001 Quality Accreditation, which shall include a proposed
methodology for maintaining ISO 9001 accreditation, and its related systems, must be in place.
The Contractor shall hold and maintain valid ISO9001, ISO14001 and OHSAS 18001 accreditation at all times.
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Management Information All Management Information and Data must have the capacity to be reported through to a central data
warehouse owned and managed by the GPU. Templates for the collection of this data will be developed.
The provision of the following data to be provided at an agreed frequency and at least twice per year
Appropriate measurement of outcome based KPI‟s (monthly)

Project Costs
Costs outside the comprehensive element limit
Cost data split by service provided
Cost data on variable spend outside the cost of the contracted services provided
Prompt response to FOI (Freedom of Information) requests and PQ (Parliamentary Questions) within agreed
timescales
Post Occupancy Monitoring where appropriate
Building Information Type
Tenure
Size (NIA) – hard copy drawings/CAD drawings of floor plans/building layout
Maximum occupancy level
Building Operating Manuals and Warranties
Other Percentage of SME‟s in supply chain

Spend with SME‟s in supply chain
Copy of the contract/s and service schedules
UNCLASSIFIED
72
UNCLASSIFIED
E – Health, Safety and Environmental Management ( to include sustainability)
H&S Management FMR – Forward maintenance register

PPM Schedule – planned and preventative maintenance schedule
Accident/Incident Reports (RIDDOR)
Fire Evacuation Drill Reports
Inspection Reports
Risk Assessment Reports
Compliance Certificates
Security Incidents
Risk Management Risk assessments pertaining to all services
Environmental Management Environmental assessments – water efficiency and waste reduction

Building Performance Data (DEC)
Energy Consumption figures
Water usage
Waste data
o Recycled waste
o Specialist waste
o landfill
Departments to work towards an accredited certified environmental management system (EMS) such as ISO1401 or
EMAS.
UNCLASSIFIED
73
UNCLASSIFIED
E – Energy Management – to include Waste and Water
Common Service Standard
Departments to adopt The Carbon Trust‟s Carbon Management Programme – involves the proactive management to
the risks and opportunities relating to climate change mitigation.
Water Management
The scope must include the effective management of water consumption to include water efficiency planning,
monitoring, regular reporting and agreement on actions to reduce water use.
UNCLASSIFIED
74

Facilities Management Service Standards

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Facilities Management Service Standards

Author: Belinda Mather-Derrick

4. Risks and issues

6. Further Information and Appendices

7. Services within Scope

1.1. Purpose of the Report

1.2. Initial Findings

Initial key findings have been:

Department for Business Innovation and Skills (BIS)

The benefits identified for standardising services requirement are:

The ability to accurately benchmark like for like services

Less ambiguity and more transparency

1.5. Risks and Issues

More robust change management programme to include appropriate stakeholder management

Robust and accurately pinpointed communication required

1.6. Next Steps

Target Operating Intelligent Client FM Service

4. Risks and Issues

Ref Risk/Issue Mitigation/Comment

A higher level change management programme is being

5.3. Standard FM Terms and Conditions

5.6. Property Categorisation

5.8 Measuring Success – lessons learned

15221-3 Quality in Facilities Management

15221-4 Taxonomy of Facilities Management

15221-5 Facilities Management Processes

15221-6 Facilities Management Space Measurement

2. RICS NRM (New rules for Measurement, 3)

4. WRAP – Food waste and other waste initiative information

5. Defra – Government Buying Standards

6. Defra – Greening Government Commitments

7. Carbon Trust Management Programme

8. Cabinet Office – Security Policy Framework

7. Services within Scope

Building fabric and repair (internal & external)

Mechanical & Electrical (to include Condition surveys)

C3/C4/C5 – Repair and Maintenance

Space Management and Churn management (C-7)

(Not applicable to this document)

Security Equipment & Guarding

Waste management (to include recycling etc)

C11 – Waste Disposal

Grounds Maintenance & Internal Planting

C12 – Internal Plants and decoration

C13 – Grounds Maintenance

C14 – Water and Sewerage – See section E

C15 – Energy – See section E

Catering, Hospitality & Vending

Reception & Front of House services

Mailroom, Porterage & Logistics Services

D4 - Courier and External Distribution

D5 – Post Room Internal Distribution

Business Continuity and disaster recovery

Helpdesk & CAFM

FM Contract & Performance Management

Health, Safety & Environmental Management (to include sustainability)

o Reinstatement and dilapidations

o Office furniture procurement

C3/C4/C5 – Repair and Maintenance

General Requirements Common Service Standard

See Section E for more information on response times.

Building Research Establishment Conservation Support Unit