DIO TFM Presentation. DIO TFM Service Delivery

Transcription

1 DIO TFM Presentation

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3 Background The DIO was created on 1 April 2011 following the Strategic Defence Review by Lord Levene. His recommendations led to the MOD being reformed to become more efficient and more effective and brought the management of Defence Infrastructure together under a single organisation for the first time ever Its purpose, to enable Defence personnel to live, work, train and deploy at home and overseas and transform the way Defence works to ensure users of the Defence Estate and Facilities receive the optimum service from the DIO and its Industry Partners On its creation, the organization had a number of strengths. For example: DIO s staff had a large amount of specialist experience; Some of the outputs and processes being used in DIO were leading-edge However, there were a number of areas that needed improvement Processes were not consistent across parts of the organization producing similar work, leading to duplication and inefficiency

4 Background cont d The organization was stove-piped, so communication between different business areas was poor Much of DIO s technology was outdated, with too many different IT systems and platforms The new Enhanced Operating Model (EOM) has been developed after much collaboration and analysis across DIO. Work started by asking what the organization wanted to achieve, and from this a set of design principles was developed In essence the principles stated that DIO s new operating model should Be process driven using standardized, technology-enabled processes where appropriate which apply industry best-practice and ensure a more consistent experience for those that live, work and train on the Defence estate Put Defence first DIO should have a single Defence Infrastructure Plan that is efficient, affordable and sustainable

5 Background cont d Prioritize infrastructure spend to best effect using robust, evidence based decision making to optimize use of the whole estate; and Drive leadership at every level motivating and inspiring our people to ensure everyone contributes to our success. The DIO is responsible for all acquisition, disposal, allocation of assets, construction and the maintenance of the Defence Infrastructure in the UK and abroad The DIO is also responsible for the provision of SFM which includes Catering, Cleaning, Waste Management, Supply Chain, Labouring, Laundry, Pay and Records, Guarding, I-hubs, Officers & WO/SRs Messes, Accommodation booking service The DIO employs 4900 personnel from a diverse range of professions Assets of 21bn which includes 45,000 buildings (plus 815 listed), 50,000 houses, 135,000 bed spaces, Annual expenditure circa 3.3bn

6 Five design principles on which EOM is based. Clear and simple interfaces and boundaries between DIO, users and suppliers Improved alignment between strategy and service delivery An organisation that operates on a standardised and consistent basis but with the flexibility to manage change DIO has the capability and capacity to deliver the organisation model As far as possible, do things once and in one place to enable efficiency and commonality of service delivery

7 Main Areas of Change: EOM Organisational Change. Location changes to 33 Service Delivery Area Offices. New IT System. Streamlining Processes Integrated with new IT. Integrating Hard and Soft FM. Strategic Business Partner. New Hard FM Contracts Nationwide (NEC3 Term Service Contract).

8 Main Areas of Change: DIO inherited over 250 Soft FM Contracts Myriad of contracted standards & frequencies for delivery of Soft FM Services Project Hestia will merge these into 9 Regional SFM Contracts FOAP Soft FM Contract is a pilot for Project Hestia Commonality of SOR from FOAP to Hestia End game of TFM Contracts 2020+

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11 Functions of the EOM Chief Executive SAPT Head Office The main functions of the EOM Chief Operating Officer ODC Program & Project Delivery Service Delivery Accom Training

12 High level DIO TFM Organisational Structure Chief Executive DIO Chief Operating Officer Regional Infrastructure Manager Scot & NI Regional Infrastructure Manager Central Regional Infrastructure Manager SE Regional Infrastructure Manager SW Sub-Regional Infra manager Wales Sub-Regional Infra manager Central Sub-Regional Infra manager North Sub-Regional Infra manager East Sub-Regional Infra manager NE

13 Brecon Service Delivery Area Organisational Structure SRIM SIM HFM Admin Support Area M&E Manager Area B&CE Manager SIM HFM SIM SFM IM HFM IM HFM IM HFM IM HFM IM SFM IM HFM IM HFM IM HFM IM SFM EFM SFM EFM SFM

14 Service Delivery Regions (SD) Overall SD: Responsible for day-to-day service delivery; maintain & operate Greater integration between hard and soft facilities management The scale and size of each region differ slightly, but there is consistency in design Specifically Regions have teams responsible for delivery and performance and compliance The design ensures greater alignment of UK and Overseas delivery structures North region includes USF South region includes PFI s Overseas includes Europe, Support & Rest of the World, PJOB s and WGRE

15 Main Benefits of Change: All DIO functions co-located Clearer Line Management and Communications. Better defined demarcation between Industry Partner, End user and DIO. Training and support from Centralised Team. Fewer Office Locations to Maintain. Hard and Soft FM staff brought together under one Management chain. Improved IT and Integrated Processes.

16 Pre EOM Relationships Head of Establishment DIO Area Manager DIO Site Est. Team Leader Industry Partner

17 Post EOM Relationships Head of Establishment DIO Senior Infrastructure Manager Industry Partner DIO Infrastructure Manager

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19 Existing Regional Prime Contracts 1 - Scotland 2 - Central 3 - South East 4 - South West 5 - East 6 - National Housing Prime 7 - National Training Estate Prime

20 Prime Contracts Value Assets 1 Scotland & Northern Ireland 2 - South West 3 - South East 4 Central & East 5 National Housing Prime 6 National Training Estate Prime 43M M M M M M 10462