SERVICE LEVEL STATEMENT PROPERTY & FACILITIES SERVICES …

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SERVICE LEVEL STATEMENT PROPERTY & FACILITIES SERVICES – 22 NOV 10

Building and Engineering Maintenance Services Our Aims. To provide an efficient, value for money maintenance service to all campus and residential buildings under our care. This includes statutory maintenance, testing and inspection, routine and emergency repairs together with building fabric and infrastructure improvements. The maintenance strategy focuses on operational interventions across the university estate and aims to

ensure that, so far as it is reasonably practicable, the built estate is fit for the purpose intended, complies

with current legislation and is maintained to provide a safe and secure environment.

Our Services. We provide the following services 24/7, 365 days per year. Contact. [email protected] 0131 455 5000

Service Strategy

Dependencies

Ensure the University’s built estate complies with all relevant legislation and that all maintenance work is undertaken in a safe manner. Mitigate the University against potential claims in respect of negligence and statutory non compliance matters. Minimise the risk of unforeseen major defects or component failures which may adversely affect the operation of the University. Protect the asset value of the University’s built estate by optimising the life of building components, consistent with their intended use. Deliver a responsive reactive maintenance service to react to the requirements and demands of staff and students to ultimately facilitate the quality of the teaching environment and student experience. Ensure the University obtains a cost effective and professional maintenance service, which makes the best use of available funding. Plan and coordinate improvements to the building environment utilising the most effective mix of in- house and contracted resources, these improvements/projects are funded from both internal and external sources e.g. LTIF Priority Works, SALIX, Schools.

Available funding – revenue and capital Sighthill mobilisation, reliability and complexity. Sighthill defects period liabilities. Campus decants and decommissioning. Adopting a new aggressive Energy Policy. Natural and user related deterioration of asset conditions. Unforeseen major failure of major assets/services The weather, e.g. snow clearing and gritting, storm damage, energy costs. Availability and affordability of 3rd party resources to supplement in-house resources.

mailto:[email protected]

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Core Business Standard 1 – Undertake Statutory Maintenance A wide range of Health and Safety legislation and guidance exists relating to the management and operation of property. The University has a duty to comply with this legislation and failure to do so may leave the University liable to prosecution, which, in its severest form, may include corporate manslaughter charges. It is therefore vitally important that Property and Facilities has robust systems and procedures for the management of these issues.

Services Include Dependencies

Fire Detection, Prevention and Fire Fighting

Fire detection and alarm system tests

Central alarm monitoring

Fire Extinguishers

Fire Hydrants

Fire Fighting Dry Risers

Automatic Fire Curtains

Smoke Extract Systems

Fire Doors inspections

Increasing legislative demands. Number and complexity of assets/systems. Age and condition of assets/systems. Contract rates and re-tendering terms. Sighthill mobilisation and defects period liabilities. Decant and exit strategy from surplus estate – timing/cost. Continuing review of statutory /mandatory responsibilities.

Electrical Services

Fixed electric installation testing

Portable Electrical Appliances

Emergency Lighting

Lightning Protection systems

Disabled Refuge Communications

Emergency Generator testing

Electrical Distribution boards

Legionella Control

Water Temperature and Bacterial Monitoring

Water tank hygiene

Hot Water Calorifiers

Showerhead hygiene/descaling

Thermostatic Mixing Valves (Anti scald)

Legionella Risk Assessments

Mechanical Systems

Local Exhaust Ventilation in labs

Dust extraction systems

Ventilation Ductwork Hygiene

Kitchen Extract Systems

Central chiller plant maintenance

Air Handling Unit

Boiler servicing and flue cleaning

Gas equipment testing

Passenger Lift maintenance

Pressure vessel testing

Mobility Hoist testing

Health and Safety

Ladder inspections & register

Access and roof safety Systems

Tree Surveys and remedials

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Core Business Standard 2 – Undertake Planned Preventative Maintenance ('PPM') or more usual just simple Planned Maintenance is any variety of scheduled maintenance to an object or item of equipment. Specifically, Planned Maintenance is a scheduled service visit carried out by a competent and suitable agent, to ensure that an item of equipment is operating correctly and to therefore avoid any unscheduled breakdown and downtime


Service Continuity Responsibilities

HVAC Controls

Building Energy Management Systems

Lighting Control Systems

Ventilation plant mechanical checks

Ventilation filter changes

Air conditioning maintenance

Heating and Water Pumps

Heating Systems/infrastructure

Automatic doors

Heating Pipe work

Emergency Electrical Generator

Combined Heat and Power Plant

Central Chiller Plant

Drainage Systems

Snow clearing and gritting

Grounds maintenance

Available funding – cost versus risk analysis required on all assets. Number and complexity of systems. Age and condition of systems. Contract rates and retendering results. Sighthill mobilisation and defects period liabilities. Seasonal impact on some services e.g. heating controls in winter. Ability to redeployed In-house resources from non essential tasks to cover. Lifecycle costs for new equipment recharged to purchasing department.

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Core Business Standard 3 – Undertake Reactive Maintenance that is maintenance that is unplanned and requires rectification within comparatively short timescale. Associated repairs are typically required for health and safety reasons, to maintain security, or to prevent deterioration of the affected building/services component which could impact detrimentally on core business.


To provide a 24/7 Reactive Maintenance Service 365 days per year. Emergency response - immediate

Trapped Lift passenger release

Flooding

Suspected gas escape

Electrical faults

Urgent response – same day

Major heating problems

Major building fabric leaks

Faulty critical equipment

Locks and ironmongery - essential

Major plumbing issues

Damaged fire doors

Lift failure (unoccupied)

Trip hazards

Broken glass

Essential response – 5 days (3 days)

Lighting

Localised heating problems

Minor building fabric leaks

Faulty non- critical equipment

Locks - non essential

Localised plumbing issues

Routine Response – 7 days (5 days)

Low risk/impact items

Flooring deterioration

Door ironmongery

Non Essential – 15 days

Painting & decorating

Grounds maintenance

Blinds

Roadways and pathways

Utilities, property, statutory and planned maintenance spend dictates what is left for reactive. Risk management strategy – balancing health and safety and service continuity with customer expectation. Age and condition of systems. Season demands. Priorities and impacts/criticalities of faults. In-house resources redeployed from non essential tasks to cover. Funding available to pay for contracted labour to supplement depleted DLO during peak demand periods. Sighthill mobilisation, reliability, complexity and defects liabilities. Extent of deterioration of vacated buildings.

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Core Business Standard 4 – Condition Maintenance : this is activity that is designed to preserve and enhance the aesthetic appeal of the campuses to support the


Building Condition

Internal Painting and Decoration

External building fabric

Grass cutting

General Grounds Maintenance

Roadways and pathways

Deterioration of assets not an exact science. Utilities, property, statutory and planned maintenance spend dictates what is left for reactive.

Core Business Standard 5 – Specialist Services


Asbestos Management Programme

Asbestos Register updates

Regular material condition inspection

Asbestos Surveys

Bulk sampling and air monitoring

Asbestos Removal contracts Control of Contractors

Vetting, induction and management Control of Legionella

Legionella Risk Assessments

Validation and audit of control measures Permits to Work

Roof Access

Electrical Isolations

Asbestos

Fire Alarm isolations Emergency Response

365 out of hours support (TOIL basis) Sighthill Mobilisation

Witnessing all services to standard

Information/skills transfer

12 month defects period responsibilities

Decommissioning buildings and services on decanted sites. Generic

List building responsibilities

Building liaison

Planning Department Liaison

Historic building responsibilities

Unforeseen mandatory risk mitigation.

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Core Business Standard 6 – Building and infrastructure improvements


Fire Risk Assessment remedial work

Legislative drivers

Building fabric upgrades

Engineering services upgrades and replacements

Minor projects

Priority Works projects

Available capital funding

Our service does not include

Servicing specialist equipment in labs, workshops etc

Maintaining central IT or Telecoms Equipment

Service Standards

We will prioritise all statutory, planned and condition based maintenance on a risk based strategy. We will always answer and respond to calls to the Helpdesk on a prioritised basis. We will support the delivery of university business requirements by being responsive 24/7, 365 days per year.

Monitor our performance

We will monitor our performance using:

Monthly reports of response times

Monthly reports on Planned Maintenance achievement

Legislative compliance audits

Analysis of unplanned service interruptions

Log of customer feedback

Annual customer surveys

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Catering Services

Our Aim. To deliver an affordable, sustainable and professional catering service, delivered by skilled and

motivated staff at a fair market price. Our Service. We will provide the following catering facilities on campus Monday - Friday and will review with changes to our estate. Contact. [email protected], 0131 455 3716

Service Strategy Dependencies

We provide for student, staff & visitors Hot & Cold Breakfast service Hot snacks and light lunches Grab & Go sandwiches/baguettes/salads Made to order baguettes Speciality coffee outlets

Availability of staff, equipment and premises. Review of customer trends and monitoring of customer satisfaction. Review offer to meet customer demands and commercial viability. Financial commitment required to replace old fashioned equipment unfit for modern cooking methods and service delivery.

Semesters 1&2 Merchiston Triangle 8am – 3pm Apex 8.30am - 5pm Craiglockhart Cybercafé 7.30am – 5pm Hydra cafe 8.30am – 3pm Chapel 11.30am – 2pm Craighouse 8.30am – 3pm Comely Bank 8.30am – 2.30pm (until closure) Sighthill Coffee bar 8am – 5pm Main Dining 8am – 3.30pm (tbc) Vacations Merchiston Triangle 8am – 4pm Apex closed Craiglockhart Cybercafé 7.30am – 4pm Hydra cafe 8.30am – 2.30pm Chapel closed Craighouse 8.30am – 3pm Sighthill Coffee bar 8am – 4pm Main Dining 8am – 3.00pm

Revised opening hours to facilitate savings and meet necessary financial targets. Access out with core hours to vending facilities. Opening hours to reflect University core teaching hours Monday – Friday 8am -5pm.


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Services also include:

Vending services throughout the university

Shops on campus Craiglockhart & Merchiston.

Choice of delivered Internal hospitality service

External hospitality

Use of TUCO & APUC purchasing initiatives to achieve best value in procurement

Healthy eating (healthy living awards)

Service support at key University events such as graduations, open days, fundraising events and professorial lectures.

As part of our continued commitment to

sustainability we;

Make decisions based on a balance between

economic, social and environmental factors to

achieve best value for money.

Encourage procurement to take account of whole

life costs where applicable to ensure

sustainability and minimise impact on the

environment.

Contracted out vending operator or full service provision. Commitment to introduce retail offer at Sighthill to reflect retail service on all main campuses. Departments who order hospitality to commit to less costly alternative (such as disposables) to alleviate staff burden of delivered hospitality Conference Office able to capitalise on room hire in order to increase external income. Membership of TUCO purchasing consortium and use of APUC procurement initiatives. Ongoing commitment to review and accreditation to Gov’t healthy living Objectives. Internal customers to meet cost burden of additional service provision.

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Set specifications for products and services

which include sustainable, renewable and

recycled resources and processes.

Comply with legislation relating to sustainability

and the environment.

Encourage Small and Medium Enterprises (SME`s), local and regional suppliers to bid for supply agreements.

Provide ethnic food choices and where possible work with staff and students in order to assist with religious festivals.

Service Standards

We will

Offer a customer focussed service at all times

Comply with all legislation relating to sustainability, health & safety, the environment, food hygiene (including HACCP) and liquor licensing.

Provide food that is safe, nutritious with an ongoing commitment to healthy living objectives.

Use only nominated and regulated suppliers to achieve best value for money in our procurement.

Develop our use of Fair-trade and other ethically traded products and services.

Review our policies and procedures to ensure continual improvement.

Training budget availability for all catering staff. Increasing reliance on use of agency staff therefore difficult to achieve continuity of customer service levels. Agency workers regulations October 2011. Commitment to ongoing training. Continued membership of TUCO


We will constantly monitor our performance using:

Sales Information from EPOS system

Average Spend per head

Customer feedback/surveys

Income per m2

Benchmark prices against comparable institutions

Commitment to upgrade EPOS system in line with other University systems in future. Staff availability to gather & analyse information.

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Cleaning Services Our Aims. To provide an efficient, value for money cleaning service to all campus buildings under our care. Our Services. We provide the following services Monday to Friday. Contact. [email protected] 0131 455 3669


A daily check of all areas and daily cleaning as necessary. Office areas cleaned weekly then given extra attention when necessary. Stairs and entrance areas cleaned five times per week.

Daily cleaning of all washrooms and toilets.

Daily cleaning of all staff kitchens.

Daily emptying of bins internal and external. (no individual bins in office areas).

Cleaning of desks, worktops etc that are free from papers, equipment or any items.

Urgent removal of spillages etc to prevent accidents.


Window cleaning

Provision of hand drying & hygiene facilities in washrooms

Pest control

Shampooing carpets

Additional cleaning by arrangement dependant on business use.

Provision of helpdesk for staff and students to report problems.

Removal of all university Waste Ensuring to comply with legislative re-cycling and safe disposal.

Upgrade to Dyson hand drier where possible dependant on budget

Our service do not include

Cleaning computer/ telephony or specialist equipment

Washing cutlery/crockery and refrigerators/microwave in staff kitchen areas


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Service Standards

We will clean and replenish all toilets and washrooms between 17.30 one day and 10.00 the next day. In addition spot checks throughout business hours. We will always answer and respond to calls to the P&F helpdesk between 8.30am and 16.30pm.



Daily checks carried out by Cleaning supervisory staff

Weekly survey of a sample building activities

Annual cleaning cost per square meter


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Conference & Lettings Services

Our Aims. We provide an efficient, competitive, and professional external income generating service for

the university. In addition, we co-ordinate all internal meeting room bookings. Our Services. We provide a booking service Monday to Friday 0900 – 1700 hours and are available to manage events taking place during evenings and weekends. Contact. [email protected] 0131 455 3711


Conference & Events

To provide a centralised commercial and competitive conference and events business in order to generate and maximise income for the university, including the marketing and selling externally of conference room facilities / space, catering services and AV equipment To provide a dedicated conference team to support and guide events hosted by external clients and internal University conference organisers. Aim to maximise use of university estate. Aim to contribute and re-inforce the good reputation of the University To provide corporate/ leisure rates to Edinburgh Napier staff and visitors for hotel accommodation. Promote links with Convention Bureau, Edinburgh and Scottish Tourist Boards, Festival & Fringe organisers etc. to bring national and international events to the University and support the city’s events. Marketing of services, including:

Produce a 3 year business plan, supported by annual marketing plans

Develop the Edinburgh Napier brand (for our commercial markets)

Identify and develop existing and new target markets via various methods e.g. Wedding Fayre, Open Evenings

Develop and roll out pricing strategies to increase conversion rate and maximise income

Undertake competitor and SWOT analyses

Research new markets taking into account changing circumstances within the University (e.g. closure of Craighouse, changes due to academic restructure)

Further develop our web based marketing strategies

Further develop our enquiry handling processes to challenge our enquiry conversion rates

Develop internal Edinburgh Napier ‘conference market’, including the offer of

Support to ensure any external event is routed through this commercial service in order to generate income. Ensure and maintain current room booking policy within the university in order to maximise sales Inflexibility of Syllabus+ and timetabling does not always allow teaching rooms to be booked far enough ahead to accommodate normal conference lead-in times Loss of dedicated space at Craighouse Campus for both conference and wedding business Relocation of conference business from Craighouse to Sighthill might prove challenging because of the location


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delegate management services

Undertake specific advertising to support agreed strategies

Produce and distribute brochures and leaflets

Deal with all enquiries via the telephone and email

Promotion of staff discounts for commercial events

Lettings in Student Accommodation

The University has a variety of mainly 4 and 5 person self catering flats in and around the city centre. These are available in the summer months for holidaymakers, Fringe/Festival groups, conference delegates and language schools. University groups are also accommodated, e.g. EFL summer school, Moscow students’ summer school. Conference and Lettings to manage all external summer accommodation bookings with the aim of maximising income to the University and of cross selling other University facilities wherever possible, e.g. conference rooms and catering. To promote the good name of the University and the city by promoting good, basic accommodation for the visitors to the various Festivals within the city. Produce marketing material for the vacation letting operation. Develop and build on existing web based marketing initiatives to maximise our exposure to internet bookings. Manage year round centralised web based booking system, and provide operational support during the summer months as part of the vacation letting team to ensure smooth running of the summer operation.

Change to academic year only allows lettings for half the Festival period, leading to reduction in income. Any drop in the standard of accommodation will affect sales and overall income.

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Meeting Room Bookings

Provide an electronic meeting room booking service to internal customers. Provides direct links with catering, portering and AV to simplify bookings for staff. Aim to provide a response within 24 hours.

Any changes in the availability of meeting rooms affect the speed of the response. Inflexibility of Syllabus+ and timetabling does not allow staff to book teaching space much in advance Introduction of internal room charging

Service Standards

Conference & Lettings respond to customer enquiry within 24 hours Vacation accommodation lettings respond to customer enquiry within 24 hours Response to internal meeting room bookings within 24 hours



Monthly financial reports from CABS booking system

Targets set for maximum income generation

Analysis of business generated via direct marketing or advertising activity

Balanced scorecard measures


EMS statistics

Ensure cost effectiveness of service benchmark against market rate.

CABS room bookings and marketing system within C&LS must be compatible with Planon if any move to introduce room bookings onto P&F system

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Logistics Services Our Aims. To provide an efficient, value for money transport, mail, stores and portering service to all campus buildings under our care. Our Services. We provide the following services Monday to Friday. Contacts [email protected] 0131 455 3649 [email protected] 0131 455 3661

Services Include

Dependencies

Delivery of Stores and Library items

Central receiving and delivering from central stores enabling a 24 hour turnaround. Library delivery/collection service one uplift/delivery per day.

Mail delivery & collection

Delivery and collection of mail once per day Between 1030 -1 pm No ability to deal with last minute urgent requests Flexibility of personnel to redeploy to other P&F operations.

Portering/room moves

Portering Hours of cover 7am to 10pm allowing for reduction in overtime for set-up/dismantle of areas as well as other duties.

Transport

Co-ordinated movement of goods & services around campuses including waste and deliveries/collection Limited room moves within Sighthill campus within first year of operation.


Transport advice to university departments

Petrol purchase & finance.

Borders Bus – funding provision for Health Faculty to cease May 2011.

Recharge of mail under reveiw



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Private deliveries

Service Standards




Identifying and monitoring cost of churn

Reduction of churn

Reduction in Vehicle costs

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Print and Photocopy Services Our Aims. To provide an efficient, value for money print and photocopy service to all campus buildings under our care. Our Services. We provide the following services Monday to Friday. Contact. [email protected] 0131 455 2486

Services Include

Dependencies

Print Services

Continue to offer a wide range of cost effective print related solutions, products and services to the University. These include digital black and white and colour photocopying, offset printing and a range of finishing including binding and folding.

Photocopy Services

Following extensive tendering exercise university MFD (Multi-Functional Devices) fleet will be renewed demonstrating value for money.


Pop-up display boards

OCE Dockworks electronic order system for print

MFD card reader and cross charging

Fulfilment

Corporate Signage policy


A3 size plans/drawings

Colour brochures

Complex colour items

Graduation parchment

Graphic design

Service Standards

Provide print and photocopy services to the university demonstrating best value.




Rationalisation of MFD fleet by 40 % over next 12 months.

Improved functionality of MFD with zero cost base uplift. Incorporation of scanning into menu of service

Reduction of costs to university


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Projects Our Aims. To provide an efficient, value for money capital projects service. Our Services. We provide the following services Monday to Friday 8.30am to 5pm. Contact. [email protected] 0131 455 3612

Services Include

Dependencies

To provide a capital projects service to the university in order to ensure that the wider Estates Strategy is achieved, and that local strategies can be met. Ensure any building projects requested by the university are carried out demonstrating value for money, statutory compliance as well as DDA compliance. Infrastructure improvements following funding such as LTIF.

Funding for capital projects from the centre, or from individual departments. Changes to legislative compliance.


Liaison with P&F on project as well as handover on completion.

Project co-ordination within University service departments and user groups.

Design consultation services to users


Financing of projects.

Service Standards

All enquiries for project work will be replied to within one week.

All project work will be carried out to a programme agreed between P&F and the client.

Receipt of all information required on move form. Availability of staff to deal with enquiries. Changes to brief or scope of works during the project process may affect timescale.


We will monitor our performance using monthly reports of:

Cost


Project meetings

Inform Estates Committee

IDC

EMS statistics


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Security Services Our Aims. To provide an efficient, value for money security service to all campus buildings under our care. Our Services. We provide the following services 24/7, 365 days per year. Contact. [email protected] 0131 455 6119

Services Include

Dependencies

To provide 24/7 Security Services 365 days per year. Security Control relocate to Sighthill Campus. Campus Opening hours 7am – 10pm Mon-Fri. Weekend 8 am – 5 pm students and 6 pm staff. JKCC months of June, July and August facility will close at 10pm Manned security at JKCC Between 10pm-6 am. Apart from June, July and August.

Maintain low crime rate within campuses & Student Accommodation. Changes to legislative compliance.

To provide CCTV security systems to assist with security of buildings.

To monitor and control car parking & permits


Emergency response

Ad hock staff ID/student card check. Focus on weekend/evening checks at JKCC.

Monitoring of CCTV

Access Control system & database

Car park permit issue and log

Crime prevention

Liaison with emergency services

Fire alarm testing

Monitoring of security alarms

All Security personnel are trained in first aid.


In the event of theft or reports to Police the victim is required to report to police as they have necessary information/detail to impart.


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Service Standards

We will monitor security on all university premises 24/7, 365 days per year. We will always answer and respond to calls to Security Control. However, response will be risk assessed placing staff and student safety over responses to property or traffic related concerns



Monthly reports of crime statistics


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Student Accommodation Our Aims: To provide an efficient, safe, value for money student accommodation service. This includes

statutory licensing of the flat developments.

Our Services: We provide accommodation office contact Monday to Friday, 0900 – 1700 hours, weekly

drop in sessions at all sites, with an appointment system to suit students at other times. We provide Senior

Residents living on site with an on-call overnight service at the 4 larger sites. There is access to Security

Control out with office hours.

Contact. [email protected] 0131 455 3713


Provide a minimum of 900 beds over 5 developments primarily for first year and post graduate students Provide and manage a guarantee of accommodation to students living outwith EH post code Provide students with individual tenancy agreements detailing their rights and responsibilities which comply with all relevant tenancy legislation Ensure that student rent levels are commensurate with HE sector and private sector norms Manage any nominations agreements with third party providers for further beds for target groups Manage an effective online application system including pre-entry payments and rent payment plans Manage the provision of up-to-date information to students via various communication channels, including webpages, flat manuals, online inductions, newsletters and regular email correspondence Deliver via an online induction system essential information to new students about living in University accommodation, contributing to streamlined key collection sessions at the start of term Minimise the risk of bad debt with regard to rent arrears by actively engaging with students in

Agreement to increase rents in line with high costs of lease agreements and essential refurbishment work Increases in costs such as electricity and landlord rents may dictate rents higher than desired of the University must absorb such costs Student recruitment and number of applications may require short term increase in accommodation End of lease agreements and future accommodation provision may change service Reduction in staffing resource of one accommodation assistant will necessitate prioritisation of all services to ensure the University delivers its core business objectives first and foremost. Active collaboration with Finance Services


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arrears to facilitate budget management and access to University support services Manage empty bed spaces due to student departures to minimise bed voids and maintain maximum rent collection Manage a non-intrusive monitoring of both flats and occupants via weekly site drop-in sessions, termly flat checks and ad hoc visits as required to ensure that properties are being looked after, that flats remain fully H&S compliant, to identify repairs and any proactive maintenance requirements, assist tenants with housekeeping difficulties and arrange re-visits as required Manage and undertake the provision of both planned and reactive maintenance, in order to comply with the wide range of Health and Safety legislation relevant to student accommodation, e.g. fire prevention, detection and fire fighting, electrical services, legionella control, pest control To provide a safe and secure living environment, fully compliant with HMO regulations. To undertake fire risk assessments as required. Reactive repairs actioned within agreed SLAs via the Facilities Helpdesk Plan and co-ordinate cyclical improvements to the flats with minimal disruption to students and vacation letting Provide a secure and enjoyable living environment for new student tenants to include in addition to the above:

Ensure that flats are fully prepared for occupation at the start of the session

Allocation of accommodation officers to individual sites

Recruitment and training Senior Residents who live on site and provide essential hands-on service to tenants

First line welfare service signposting to other University services if necessary

Provision of drop-in sessions on site

Overnight security guards at the larger sites

Access to Security control for out-of-hours contact and emergencies

CCTV coverage at the larger sites

Planned preventative maintenance undertaken with least disruption to the

Natural and user related deterioration of the flats, now 15 years old. Buildings now require considerable maintenance and refurbishment. Lack of financial resources/investment may adversely affect the student experience. The cost of regular upgrading of HMO/Fire requirements to be set against decreasing budgets Requirement for P&F project and maintenance services

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students and with due notice given

Tenant electricity usage monitored to remain within rent limits

Individual attention given to students who have highlighted medical conditions or are care leavers Termly flat checks or more regular visits where problems are identified Monitor and update as required disciplinary, grievance and dismissal procedures. Close monitoring of poor behaviour amongst student tenants and proactively discipline bad behaviour with students who are ignoring the terms of their tenancy agreement and code of conduct Maintain good relationships with landlords, neighbours, Edinburgh City Council licensing authorities and the emergency authorities including visits, correspondence and case meetings Nurture good relationships with internal stakeholders and other key services including Student Affairs, International Office, Finance, NSA, ISAS, the Faculties, Security, Healthy and Safety, Special Needs and Counselling Services to maintain and improve the student experience Provide and manage student contents insurance service provided by third party and include in rent Provide and manage telephony and broadband service via a third party provider at speeds acceptable to students Manage cleaning services via a third party provider to ensure that external and common areas are cleaned to an acceptable level throughout the year, and to include lease end cleans and flat cleaning during the summer vacation letting period Manage a private sector advisory service, in particular just before and at the start of the academic session, to assist students looking for accommodation in the private sector. Provide assistance to private sector landlords looking for tenants to advertise via the Studentpad website.

Manage the use of the student flats during summer vacation for holiday lets, conference visitors and language schools to maximise

Poor student behaviour within neighbourhoods may result in HMO licences being revoked Change to legislative compliance for international students cause difficulties in allocation and void rates High cost of appropriate provision has to be included within the student rent Flats are of an acceptable standard for vacation lets

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income to the University. Liaise closely with Conference and Lettings co-ordinate bookings, plan and manage lease end cleans and vacation set up of flats, undertake routine maintenance checks, recruit and manage vacation assistants, changeover of lets, summer end cleans. Attend University Open Days as requested and showcase the accommodation provided to new students as part of the University’s overall recruitment policy. Fully participate in Welcome Weekend activities. Assist in researching opportunities for new flat developments, and the preparation and agreement of full specification for new developments. Manage closely a stock of approx 4,000 keys for use by students, staff, summer visitors and contractors to ensure utmost security for those staying in the flats.

Our Service does not include: Cleaning within flats during tenancies

Service Standards

Accommodation Office, open Monday to Friday, 0900-1700 hours Weekly drop in sessions at all sites, with an appointment system also available to suit students at other times. Live-in Senior Residents on all sites Overnight security guards at 3 larger sites Access to Security Control outwith office hours


We will monitor our performance using: Monthly financial reports Monthly arrears figures from Finance Daily security reports on student behaviour overnight Balanced scorecard measures Void reports Fire activation logs Data collection through new online systems Log of customer feedback

Requires further development of online application system to replace student database currently provided by third party provider

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Sustainability Office

Our Aims. To reduce the environmental impact of the University. Ultimately, this aim covers all environmental impact areas such as energy, transport, waste and water. To do this, we will develop a robust Environmental Management System, aiming for ISO14001, and will utilise external and internal management structures as noted below. The University will ensure legal compliance at all times.

All environmental work must be supported by the participation and backing of all academic and professional services departments within the University. It is also imperative that all staff, students and visitors, as individuals, feel responsible for their actions, have the confidence to take control of their own environmental impact and participate in two-way communication with the Sustainability Office at Edinburgh Napier.

Our Services. The Sustainability Office will provide the following services during office working hours. But environmental performance and effect is paramount 24/7, 365 days per year.

Contact. [email protected] 0131 455 3747 www.napier.ac.uk/environment

Service Strategy Dependencies

The Sustainability Office will ensure that the

University meets legislative compliance, whilst

measuring and managing planned reductions the

overall environmental footprint of all actions, we

will use the tools to ‘monitor our performance’.

All of the tools have specific projects and

outcomes planned to ensure that the University

structurally reduces its environmental impact from

all actions. All of the tools, such as the Carbon

Management Plan, Environmental Sustainability

Policy and Environmental Sustainability Plan

detail in-depth the structure of work planned as

well as detailed projects planned for completion.

The Sustainability Office is supported by the

Environmental Sustainability Advisory Group

(ESAG). Chaired by the Vice Principal, Research

and Knowledge Transfer, with other academic

and professional services staff attending.

We will report, via the Vice Principal (Research &

Knowledge Transfer) to the Estates Committee

and Principals Executive Group.

The Sustainability Office will secure external

funding wherever possible. To date, funding has

been sourced from the City of Edinburgh Council,

Sustrans, Cycling Scotland and the Scottish Fair

Trade Forum.

Salix funding was secured and will be utilised to

enable the development of large-scale, quick win,

energy saving initiatives.

Continued funding of Sustainability Office

posts including:

1. Energy & Utilities Manager. 2. Sustainability / Environmental Advisor.

Overall funding within the University will control

the overall level of backing for environmental

related projects including working on

programmes such as Universities That Count

or being a member of the Environmental

Association of Universities and Colleges.


http://www.napier.ac.uk/environment

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Core Business Standard 1 – Energy Conservation

The Energy & Utilities Manager, namely, will work

with colleagues throughout the University to

develop and operate responsible energy

management practices through reducing

consumption of fossil fuels. A full list of initiatives

are available within the Carbon Management

Plan 2008 -2013. A Heating Policy has also been

created and has been distributed.

The building, refurbishment and sale/end of

lease of University properties has a marked

effect on the energy used and overall

environmental impact of the University.

The weather has an adverse effect on the

amount of energy used to heat or cool

buildings within the University estate.

The energy performance of the new Sighthill

Campus.

Fluctuating Electricity and Gas tariffs.

Core Business Standard 1 – Biodiversity

Protection and enhancement of biological and

environmental quality of all campuses. And, as

land owner, work within the structure of the

Easter Craiglockhart Local Nature Reserve

Management Plan.

Core Business Standard 2 – Transport

We will develop comprehensive travel plans for

all of our campuses. We will also work with

external organisations to offer support to staff

and students for the development of personal

travel plans.

Core Business Standard 3 – Waste, including Emissions and Discharges

We will ensure that there are sufficient facilities

to allow students, staff and visitors to fully

reduce, reuse and recycle as much waste,

generated within the University, as possible.

Emissions and discharges will be controlled to

ensure no negative environmental impact.

Core Business Standard 4 – Water

Water

The water conservation programme will be

developed and maintained to reduce the

amount of water used and/or wasted.

Social Corporate Responsibility

The University will also develop its work

holistically regarding Corporate Social

Increasing legislative demands will place more

constraints on all University developments.

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Responsibility (CSR) and the wider health of all

staff and students. The Sustainability Office will

work closely with the University CSR Group and

Health & Well Being Group.

Provision of Fair Trade goods will continue to be

developed and the Ethical Investment Policy

reviewed at least annually with colleagues in

Finance.

Communicate / Encourage / Participate

Two-way communication with staff, students,

visitors and external organisations to promote

engagement and reputational gain covering a

wide range of environmental topics via:

Electronic Communication

Sustainability Office website. Including links to and from external websites.

Generic e-mail address.

University internet.

University intranet.

University social networking sites.

Student Portal and Napier Students’ Association website.

External press releases.

One to one e-mail campaigns.

Visual displays at Merchiston, Craiglockhart and Sighthill.

Information Distribution

Environmental Champions.

Staff inductions.

Key internal events such as Welcome Weekend, Freshers Fair and Professorial Lecture Series, Health Promotion Day and other internal and external events.

Faculty Executive Groups.

Key externally lead events and focus campaigns such as Fairtrade Fortnight and European Week for Waste Reduction.

Napier Students’ Association and student groups/societies.

Roadshows, training and meetings.

Academic lectures, when invited to contribute directly or by providing information to be used by individual or groups of students through project work.

Displays, including Local Nature Reserve information board at Craighouse and environmental slogans at Merchiston.

External management tools.

Sighthill (inductions).

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The Property & Facilities Helpdesk as well as

Planon will be utilised to ensure that all

comments / queries are acted upon efficiently

and that all work such as heating repairs or

water leaks are resolved quickly.

Wider Community

The Sustainability Office will work with the wider

community, wherever possible, to develop

linkages but also sound and symbiotic working

practices. Groups include the Friends of

Craiglockhart Wood and Nature Trail, Edinburgh

Fair Trade City Initiative, Energy Saving

Scotland Advice Centre and the Environmental

Association of Universities and Colleges.

Funding


Direct control over the environmental impact of

students, staff and visitors commuting to and

from the University.

Direct control over ethical procurement.

Management over transport and waste budgets.

We have no legislative control. We can only

advise and encourage best practice and take

advice from external organisations that are

striving to reduce personal environmental

impact.

We can only advise colleagues as to best

practice. We are also constrained by

procurement legislation as to how we can focus

on ethical procurement.

Linking to Facilities Managers with budgetary

control to ensure that service provided is of best

value but also fits environmental and legislative

needs and requirements.

We are dependent on the budget allocated to

Property & Facilities to enable the integration of ,

initially sometimes more expensive building

standards or items that will reduce overall

environmental impact of all buildings.

The Sustainability are dependent on C&IT taking

the lead on reducing energy consumption of

computer equipment.

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Direct control over new build or redevelopment

of University owned buildings.

Direct control over management and

development of the University IT system, in

relation to energy management.

Integration of sustainable development and

environmental impact ideals into all curricular

areas developed by the University.

Direct control over Human Relations lead

programmes such as Bike to work.

This work is dependent on the curricular will of

the wider academic community.

Colleagues within HR are working with reviewed

HMRC guidance for the re-launch of Bike to

Work at the University.

Service Standards

The Sustainability Office will:

Prioritise all work using the management tools listed below in ‘monitor our performance’.

Always answer and respond to calls directed to us on a prioritised basis.

Work with all staff, students and visitors to ensure support requested for all projects.

Work with academics to ensure that the core principles of reducing environmental impact are considered, through the curriculum, wherever possible.

Review our policies and plans at least annually to ensure continual improvement.

Demonstrate best value through all decisions.

Meet and exceed customer service standards set structurally within the University. Meet and exceed the University commitment as noted in the Edinburgh Napier Strategic Plan and

Corporate Plan.

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Our performance will be monitored structurally:

Carbon Key Performance Indicator (annual, internal, mandatory)

Property & Facilities Key Performance Indicators relating to gas, electricity and water use and internal staff and student campaigns (monthly, internal, mandatory).

Carbon Management Plan (annual, internal and external, voluntary).

Carbon Trust Standard (bi-annual, external, voluntary).

CRC Energy Efficiency Scheme (annual, external, mandatory).

Green League (annual, external, mandatory).

Universities That Count (annual, external, voluntary).

Universities and Colleges Climate Commitment for Scotland (annual, external, voluntary).

Estates Management Statistics (annual, external, mandatory).

Environmental Management System, using the structures of BS8555 and ISO14001, including legislative compliance audits (on-going, externally assessed, voluntary).

We will also use the Energy Performance Certificates, issued to applicable buildings, to review progress on emissions calculated.

We will further monitor our performance by:

Ad hoc feedback received.

Responses to questionnaires such as the annual Property & Facilities survey.

Feedback from events, lectures and training.

We will further monitor resource use using:

Optima software - energy used at all campuses. The software also has the capacity to incorporate transport information such as fleet mileage.

Building Management Software – to monitor energy use through all buildings.

Monthly readings of all gas and electricity meters.

Monthly monitoring of gas, electricity and water use compared against budget allocation.

Quarterly performance report is created for Craighouse, Craiglockhart and Merchiston. The same will be done for Sighthill once completed.

Scottish Water Business Stream – water used at all campuses.

Procedures are also in place, as a result of the Carbon Management Plan to measure all methods of business travel.

Staff and students are also invited to monitor their own performance, via external web resources

advertised and by using the environmental audit checklist advertised at

www.napier.ac.uk/environment

http://www.napier.ac.uk/environment

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