Monthly Archives

June 2018

Jun 11
0
TUPE feat Image

TUPE: Changing Cleaning Provider – Part 2

By | Blog, TUPE | 3 Comments

TUPE Consultation September 2013 Update:

As mentioned in our previous posting, back in January 2013 the Government started a consultation process to look at proposed amendments to the Transfer of Undertakings (Protection of Employment) Regulations 2006 (TUPE regulations). The Government has now released its response to this consultation.

The major change heralded by the Government, namely the repeal of the “service provision change” (SPC) provisions in TUPE , proved to be most controversial. An SPC is where activities for a client are contracted out, transferred to a new contractor or are brought back in house. The first and second examples of which, are perhaps the most common place situations involving contract cleaning services.  The majority of respondents to the consultation were opposed to such a change and the Government has now confirmed that this change will not now be taking place.

SPC provisions will be amended however to reflect case law and this will be something of a simplification, meaning that the activities or service (e.g. Cleaning services) need to be “fundamentally or essentially the same” as they were before the provider was changed, which seems to be a common sense approach.

The biggest change that we will all need to be practically aware of is that TUPE information will now have to be provided 28 days before a transfer rather than 14. Substantial costs are involved if there is a failure to inform and consult those affected, the starting point for which is 13 weeks pay, therefore those dealing with TUPE and the transfer of service contracts need to be alert to the fact that they will need to get this information out earlier than before.

Another piece of case law that will be included into the TUPE regulations is the Alemmo Herron case. This will amend TUPE to provide expressly for a “static” approach to the transfer of terms derived from collective agreements made with the previous employer. In other words transferred employees won’t be entitled to any subsequent pay rise arising from a collective agreement made with the previous employer.

The intention is also to amend TUPE so that if the location of the workforce changes then this can be seen as being within the scope of an economic, technical or organisational reason (ETO reason). This will prevent genuine place of work redundancies from being viewed as automatically unfair.

Another big clarification is that a year after any transfer, terms and conditions can be re-negotiated without it being a breach of the regulations. Obviously, in line with the spirit of the regulations, any new terms and conditions must, on balance, be no less advantageous to the employees but it does mean that companies can have a degree of standardisation in their terms and conditions of employment, across their workforce, within a reasonable timescale.

These amendments should have no detrimental effect on the transferring of cleaning services contracts. In the main they should make the process more straight forward. However, the requirement to provide TUPE information 28 days prior to the transfer does underline the need for buyers of contracted services, such as cleaning, to ensure that their service provision contract contains a requirement for their current contractor to provide TUPE information efficiently and that notice periods and their buying regime fit with this time frame.

It is the stated intention of the Government that these new Regulations will go before Parliament in December 2013. The suggestion is that implementation would be in January 2014 and transitional provisions are to be expected. We will post further updates on the final recommendations and any further changes at the time.

Jun 11
0
TUPE feat Image

TUPE: Changing Cleaning Provider – Part 1

By | Blog, TUPE | 20 Comments

Introduction: TUPE and all that

Ideal Cleaning Services Ltd. established in 1946 was one of the first companies to offer contract cleaning services in the UK, and throughout the years they have strived to keep ahead of the game by maintaining its principles of customer service, openness and value for money. Of course the market has change tremendously throughout the years, and the introduction of new legislation, such as TUPE has added new complications for buyers looking to go out into the market to find a new supplier.

However apart from knowing the legislative principles of TUPE, buyers need to have an understanding of the impact these regulations have on themselves, the incoming supplier and how to ensure they maximise the positive aspects of any transfer.

What is TUPE?

The Transfer of Undertakings (Protection of Employment) Regulations (TUPE) protects employees’ terms and conditions of employment when a business/contract is transferred from one owner/company to another. Employees of the previous owner/company when the business/contract changes hands automatically become employees of the new employer/company on the same terms and conditions.

It’s as if their employment contracts had originally been made with the new employer/contractor. Their continuity of service and any other rights are all preserved. Both old and new employers/contractors are required to inform and consult employees affected directly or indirectly by the transfer.

These regulations first came into effect in 1981 and were significantly amended in 2006 to give enhanced regulation of the transfer of employees where the provision of a service is involved. In January 2013 the UK government issued a consultation on proposed amendments to the TUPE regulations, the new regulations originally scheduled to be announced in July 2013 and are now expected in September 2013. Ideal will post information on how this will affect the transfer of cleaning contracts once the proposed changes are confirmed.

More information on the 2006 regulations can be found at:- https://www.gov.uk/government/…/tupe-a-guide-to-the-2006-regulations

Ensuring a smooth transfer

One of the key changes being proposed is the removal of the requirement for transferors (exiting contractor) to provide Employee Liability Information to transferees (incoming contractor) at least 14 days before the transfer but allowing the parties to negotiate arrangements for transferring information themselves. This change means that it is even more important for buyers to ensure that any service provision contract contains terms and conditions which include a requirement to provide TUPE information within a time frame that suits their buying regime. Given that the proposed amendment to Regulation 13 of TUPE (dealing with the obligation to inform and consult) will only require the transferor to provide such information which assists the parties in complying with their duties under that regulation, it is important that any information necessary to effect a smooth tendering process is also made available when required.

Getting the most out of any transfer

Many buyers and those overseeing the operation of contracted in cleaning services often feel that TUPE legislation restricts their ability to change/improve cleaning efficiencies and standards. All too often, we hear the comment that one or more of the cleaners is no good, but they have to transfer, so what’s the point in changing the cleaning contractor. Therefore it is vitally important that when a change of contractor is contemplated that the following important key elements are fully evaluated.

Adding value to the Cleaning Staff

The people conducting the cleaning are the most important asset in any service provision. They are the individuals who provide the service, and are the key to achieving the standards desired. Therefore with any change of Contractor there must be a focus on assessing the incoming service providers’ intentions on evaluating the capabilities, motivation and training of the cleaners, and that they can demonstrate clear and effective management processes which will evaluate, monitor and improve cleaner performance. Key elements include:-

  1. An introductory interview/consultation with transferring staff to introduce them to their new employer.
  2. Where new staff are to be employed, that there is a documented recruitment and selection policy and procedure, that provides for a consistent approach, with equal opportunity to ensure selection will be on the basis of merit, that is, the ability to do the job. Key features of such should include, role profiles for each job, outlining key requirements and competencies of the role; publicly advertising the post; ensuring applicants always complete an application form, are short listed for interview   and references taken.
  3. A formal induction process informing the cleaners of the management processes, policies and procedures including Health & Safety, Method Statements, Risk Assessments, COSHH, Aspects and Impacts,  and Process Training
  4. A review of the cleaning specification and an assessment of the cleaners understanding of its specific requirements.
  5. Introduction of routine individual cleaner performance reviews. Where the cleaning standards are assessed in the areas in which they clean, along with an appraisal of their attitude, attendance/time keeping, appearance and general understanding of the work processes is made. These written assessments are discussed with the individuals concerned any improvements and/or corrective actions, training needs identified and agreed and timescales set to ensure all issues are closed out. This process should be on-going, conducted at least quarterly and should also identify good and/or excellent performance, the use of a reward scheme could also further incentivise performance improvement.

In summary if you are looking to change cleaning provider, ensure that any new contractor will invest, time, interest, and management in adding value to your cleaners, and improvements will ensue.

Finally, it must not be forgotten that any investment in improving individual cleaner performance will only be achieved if the cleaners are given adequate support by supervisors and management, that robust management procedures are in place and the cleaners provided with the correct materials and equipment to conduct the work.

Jun 04
0
Advance Housing

ADVANCE HOUSING and SUPPORT

By | Case Studies | No Comments

 

The Tender

Ideal were awarded a contract to provide General Cleaning, following an open public tender process. As well as the Window Cleaning and Deep Cleaning Services to Advance Housing. For over 40 years; Advance have been assisting people with health issues, disabilities, and learning disabilities to live independently in the community. The provision of accommodation to rent, buy or share has been their activity and the provision now covers the Country.

Ideal made good use of the long lead in time. Also, we reviewed service levels and pricing on all sites, even though we were not contractually obliged to do so. Then ensured we provided a good cost for our services.

Our contract with Advance commenced in April 2014 and covers general Cleaning Services across a large geographic area. It encompassed Greater London, Kent, Essex, Staffordshire, Hampshire, Dorset, Gloucestershire, Herefordshire, Somerset and Cornwall. As well as Lincolnshire and Nottinghamshire in the midlands. All works are coordinated centrally and delivered locally from our Regional Offices; either by static on-site cleaners or by fully equipped mobile cleaning teams to pre-determined schedules. Window Cleaning is delivered by carefully selected Sub-contractors, with the service controlled and managed centrally by Ideal.

The majority of social housing contract are for the delivery of services to communal areas. The special requirements of the Advance contract requires staff to perform their duties in the tenant’s living spaces. Duties performed in living areas include cleaning of bathrooms, toilets and kitchens. Our staff will therefore come into contact with tenants and must be able to interact appropriately with them.

Our Service

All Ideal staff working on the Advance contract have been enhanced DBS cleared and all have undergone training in Safeguarding vulnerable groups, conflict resolution and maintenance of professional boundaries.

Our Regional Managers and Area Supervisors oversee the delivery of the services and provide support and guidance to the on-site and Mobile cleaning teams. They ensure tasks are carried out with due regard for Health and Safety and environmental concerns and audit the achieved performance confirming the work is being carried out to the agreed standards and in line with the relevant SLAs and KPIs. Every area is audited at least monthly with the results being transmitted back to the client as part of our monthly management reports. To ensure commonality of approach both companies ensure audits are also carried out jointly.

Ideal operates a dedicated Telephone and E-mail Help desk for the Advance contract which acts as a central communications hub for the Client, residents, Ideal’s Management Team, Supervisors and on site and mobile Cleaning Operatives.

In 2016 an additional tranche of 75 sites in Oxfordshire were awarded to Ideal at short notice following the failure of a previous supplier. Ideal were also requested to provide a programme of Legionella Control works involving the routine disinfection of communal shower heads, across all sites requiring such a service.

“This contract was recently re-tendered. Ideal retained the Lots previously held and were awarded a further large Lot in the Leicestershire area. The new contract commenced on the 1st April 2019”.

To visit Advance Housing and Supports website please use the following link: www.advanceuk.org

Jun 04
0
Adecco Office Space

ADECCO GROUP

By | Case Studies | No Comments

The Adecco Group awarded Ideal Cleaning Services a national contract to provide Daily Office Cleaning Services, in October 2015. We provide Office Cleaning and Washroom Services at 161 locations across England and Wales.

The Contract

From the start, the TUPE information provided by the out-going company was very poor, as well as inaccurate and incomplete. Ideal’s robust implementation plan and transfer policies ensured a smooth transition and enabled an immediate improvement in standards.

Adecco Group are a multi-branded organisation and are present in most city and town centres. Their business strategy requires rapid and flexible response to changes in demand. This has meant that the number of new sites opening, site relocations and site/brand consolidations, has been significant in the first 9 months of the contract with over 20% of the locations having some change to scope, amendment or move.

Ideal has accommodated these changes without any issues or disruption to the client’s core responsibilities. Key to our approach was to establish a dedicated help desk function. All communication, issues and amendments come through to this central point from the clients’ head office. This enables us to co-ordinate our operational response and to log and track all contract amendments centrally. Master records are up-dated in real time and the information is accessible to both our finance department and Adecco for reconciliation prior to invoicing.

The use of this dedicated help desk has enabled Ideal to respond much quicker as well as more effectivly to Adecco Group’s ever-changing requirements. We can be pro-active in providing Adecco with early solutions and allowing them to be more flexible in meeting the demands of their market places.

Adecco’s legacy concern was poor quality and insufficient service data. They were not able to effectively track the services being provided or the standards being achieved across their estate Adecco. Therefore, not in effective control of a considerable volume of spend and could not control budgets and costs.

Ideals Introduction

We immediately introduced our reporting dashboard. Hence giving the client team a complete agency in the service and enabled joint initiatives to improve service levels. Ideal reviewed service levels for routine cleaning across all sites and within 3 months introduced significant cost savings on many sites. Ideal also standardised window cleaning frequencies to reduce costs by 25%.

Customer satisfaction has significantly increased through greater transparency and collaborative working. Over the first year of the contract 99.6% of Monthly Audits have recorded a ‘Satisfactory’ or above score and the number of sites recording an ‘Excellent’ rating have risen to almost 75%. As a result after one week since work start, we brought it back up to high standards.

Jun 04
0
Accent Property

ACCENT GROUP

By | Case Studies, TUPE | 2 Comments

Accent Group

Following an OJEU Tender process, Ideal was awarded the contract by Accent Group. Where we provided Communal Area Cleaning, Caretaking Services and Window Cleaning. Doing so across the General Needs and Sheltered Social Housing accommodation in their Eastern, North East and Yorkshire portfolios.

Although the client’s procurement timetable allowed a mobilisation period of less than three weeks from contract signing to commencement of services, our comprehensive mobilisation plan enabled us to ensure that the TUPE transfer of existing staff took place in a smooth and efficient manner. This was critical for Accent as it involved their staff  as well as those transferring from the outgoing contractors.

On Contract

On start we wrote to all residents, introducing our company and drawing their attention to the scheme notice boards. This information detailed the specification of the cleaning to be performed on their scheme. As well as the frequencies which the cleaning would take place. There was also access to a Helpdesk provided.

Work is programmed and scheduled from our Nottingham Head Office and controlled and operated from our Nottingham, Peterborough and Leeds Offices. The services are delivered by fully equipped mobile teams on the general needs schemes and by static cleaning operatives on the Sheltered Schemes and Accent’s offices. Window Cleaning is delivered by carefully selected Sub-contractors; and the service controlled and managed centrally by Ideal.

The inclusion and involvement of the schemes’ residents was a priority for Accent. Meaning, Ideal’s management teams attend meetings alongside Accent management to deal with any cleaning concerns. This also allowed both parties to acquire direct feedback from the residents on the quality of the service.

Contributions

Other innovations Ideal have contributed to the Accent contract include the introduction of: a dedicated Help Desk and Issues Log; pre-paid Customer Satisfaction Survey Cards; in order to collect satisfaction data and also communicating to all residents by individual letter and via scheme notice boards; the agreed cleaning specification; when and how frequently the cleaning will take place and providing I.D. photographs of the cleaning operatives for recognition purposes. This latter item has been well received particularly by older and more vulnerable residents.

Jun 04
0

MODERN HOUSING SOLUTIONS

By | Case Studies | No Comments

MODERN HOUSING SOLUTIONS

First of all, from 2006 until 2014 Ideal worked as a Specialist Subcontractor to MODern Housing Solutions (Prime) Ltd. We provided Office and Common Area cleaning and conducting of void, pre-occupation cleans to service family homes in the Eastern, Western and South Eastern zones of the country. Two years later Ideal took over the London and South West Zones when the incumbent contractor’s business failed. Abandoning the contract. As a result, Ideal responded quickly when asked to step in dealing with the TUPE issues and processes and integrating a substantial workforce in a very short time frame over 2 to 3 days.

Ideal won the full Contract on a National basis in November 2012. Due to the number of house cleans conducted by Ideal which was in excess of 18,000 per annum. The work covered a housing stock of over 45,000 properties. This contract was very complex in its nature and required a robust coordination and administrative structure. Our dedicated central help allowed us to achieve this. It acted as the main communications hub through which all work requests came in. Head Office arranged all our works and delivered them by mobile teams from local branches.

Contract resource were 150 Cleaning Operatives and was managed by 5 Regional Area Managers supported by 12 Regional Supervisors, 8 Administration, Customer Support and Help Desk Staff. Measurement data reporting was provided by Ideal detailing works by type, volumes and region including numbers of Ordered Cleans, Quotations for Pre-Payment Cleans, Aborts and Recalls by Region by Month and YTD.

Jun 04
0
Dale Housing

DALES HOUSING

By | Case Studies | No Comments

The Start

Dales Housing selected Ideal to provide communal cleaning to their properties and offices, following a public tender process which began in 2014, . With the service delivery beginning in April 2015.

Dales Housing (DH), part of the Acclaim Housing Group, a non-profitable organisation regulated by the Homes and Communities Agency. They provide a portfolio of homes for rental, leasehold, shared ownership and sale across Derbyshire, all accompanied with first class customer service.

Above all, DH own and manage approximately 3,500 properties. This are comprising of family housing, single person’s accommodation, as well as, designated older peoples’ flats/bungalows and sheltered housing.

Dales Housing’s Mission Statement; “We work to meet the needs of our customers and communities by providing continually improving high quality homes and services”. Going well with our commitment to providing a high quality and above all high standard service and to providing work opportunities to the local community.

Our work

“We are very pleased to have been chosen by Dales Housing as their Cleaning Services provider and look forward to a mutually rewarding partnership and to providing and maintaining an improved communal environment for Dales Housing’s customers”  – Philip Taylor – Ideal Group Managing Director

Currently, cleaning services are being provided to General Needs Schemes in Matlock, Darley Dale, Wirksworth, Ashbourne as well as Hathersage. Here Dales Housing’s customers require and have agreed to a communal area cleaning service. To Sheltered Accommodation in Matlock, Wirksworth, Bakewell and Ashbourne. The cleaning frequencies on General Needs schemes depend on local agreements with residents and vary from Weekly to Monthly cleans. Sheltered Schemes are cleaned to the highest possible standard on a daily basis. The cleaning works are then delivered with a mix of static cleaning operatives. Who’s job it is to mainly performing the daily cleans additionally with the mobile teams performing the weekly, fortnightly and Monthly works.

The management lead for Ideal on this contract is Regional Manager Chris Dring. Chris has built up a considerable expertise in this type of multi-site and variable frequency contract cleaning. His involvement in the similar contracts for other Housing Associations. Assisting Chris is his Dales Area Supervisor, Andrew Harvey. Who provides support and guidance to the most important team members – the Cleaning Operatives.

Finally, we are currently working with Dales Housing on surveying additional sites, where they rolled out communal area cleaning after a period of consultation with their tenants. This work is now complete by mobile works on an arrange basis.

Jun 04
0

CRISTAL PIGMENT UK

By | Case Studies, TUPE | No Comments

Cristal Pigment UK

Cristal Pigment are the second largest producer of Titanium Dioxide in the world. Meaning they are based on a site that covers 160 hectares in Stallingborough, Grimsby. The site is a top tier COMAH installation and has strict health and Safety Policies and Procedures in place throughout.

Ideal was awarded the cleaning contract at Cristal in December 2013. After a lengthy tender process that started in the summer of that year. Cristal had made a strategic decision to separate their current full FM contract into standalone services in order. This was to enhance service provision by partnering with providers who were specialists in that particular area.

TUPE

Firstly, Cristal were looking for a company who would deliver a proactive and auditable cleaning system in-line with their own working practices and site safety systems. This mean’t transferring the 14 current staff in-line with TUPE. Also making detailed changes to the working processes and systems. Cristal thought our proposal, presentation and commitment to the contract was impressive. Hence, the start of the contract. 

Almost immediately, we were asked to transfer and encompass the on-site maintenance team of two individuals, which were not part of the initial tender, such was Cristal’s confidence in our approach and organisation to working schedules.

The inherent issues on site upon taking over the contract was the absence of a quality management system, as no quality audits were conducted and no feedback or ongoing training was being given to the Cleaning Operatives, for that reason it led to complacency within the team. We immediately introduced an assistant to the Site Supervisor to enable the Supervisor to furthermore encompass the changes we had introduced, rather then waiting till after an issue had arose.

Each month, quality audits of every area of the site take place, which we log and discuss at monthly management meetings with our client.

The importance of this contract means our Managing Director, General Manager and Regional Manager attend the monthly management meetings. Discussing all aspects of the site cleaning performance, consequently implementing any changes or suggestions immediately.

Being a contractor on site; we attend weekly Health and Safety meetings to share best practice between Cristal and all other contractors on site. Therefore, keeping our high safety standards.

Feedback

Cristal have provided positive feedback with the quality management systems we have introduced. The performance data is now available to Cristal management covering the entire cleaning process on site.

The KPI’s that are in place have resulted in superb “quality scores” from Cristal on a continuous basis since the start of the contract.

Ideal’s goal, was to create a solid and progressive relationship, with not only our client but with our newly transferred cleaning team. The subsequent success of the contract is a confirmation of our hard work and dedication to the site.

As a result, Ideal has created a professional and proactive approach to the fluid and challenging requirements of our client. This has led to their confidence in our ability to deal with every situation that arises; and the very real possibility of additional works for our heavy duty cleaning division in the future.

Jun 04
0

DERWENT LIVING
Social Housing

By | Case Studies | No Comments

For Derwent Living, Ideal have provided cleaning services at over 140 different scheme sites. This is including affordable housing schemes, rented schemes including social, try before you buy, and part ownership schemes. Cleaning services have also been provided on several differing specialist housing schemes for:

  • NHS staff
  • Special needs
  • Frail elderly people
  • Asian elders
  • Vulnerable women with children
  • Large scale student accommodation sites.

We conduct void cleans for Derwent Living on student accommodation and rental properties. We also conducted student accommodation cleaning on over 9 large sites encompassing a total of over 3,500 bed spaces. Very high and exact standards are ensured when completing these works. However, with flexibility to allow the accommodation of differing occupational terms and on-going maintenance works. With residential voids we have experience in introducing new procedures in the scheduling and cleaning of voids as well as abandoned properties. From experiences like this it has led to improvements in standards.

We began operating a help desk facility for this contract which actively encouraged customer feedback by way of attending residents meetings and issuing customer satisfaction cards. We found that by attending residents meetings we’re therefore able to receive and give direct feedback to the ‘end users’ of the cleaning service. This Means we are experts in managing service effectively on Derwent Living’s behalf.

In relation to issues raised we could target the service more responsively and efficiently. Therefore, lending direct support to the Derwent Living Management Team.

“They (Ideal) are committed to a ‘Customer First’ philosophy and work collaboratively with our tenants/staff and build good relationships. Ideal’s contract administration, compliance and response times are exceptional. The service we receive demonstrates value for money.”
The Partnership Manager at Derwent Living.

Jun 04
0

CHESTERFIELD FOOTBALL CLUB
The Proact Stadium

By | Case Studies | No Comments

Ideal Cleaning Services Limited have provided contract cleaning services for Chesterfield FC since they moved into their new Stadium in July 2010. The Proact Stadium (formerly the B2net Stadium), located in the centre of the country, has a capacity of approximately 10,500 and is an all-seater stadium.

The Proact stadium, home of Chesterfield FC, is also North Derbyshire’s premier venue for Conferences, Corporate Events and Concerts.

Services Ideal provide include:

Daily Office Cleaning

Routine daily cleaning to main Entrance and Reception, General offices, Boardroom, Toilets, Player Changing and Shower Rooms, Corporate Lounges and Hospitality areas, Police Room & Control Room Facilities, First Aid Room, Lifts, Stairs and Corridors

Match & Post Match Cleaning

Additional cleaning for all areas of the Stadium on Match days, before during and after the match. This includes cleaning and replenishment of all toilet areas and all concourses during the match. The cleaning required will vary according to the attendance at the ground. Therefore Ideal have tailored the delivery and number of operatives required with the Match requirements.

Corporate/Hospitality Areas

The Proact Stadium is a popular venue, in its own right, for Private Functions, Wedding Receptions, Concerts and other corporate events, separate to the Football Club’s activities. Ideal ensure that the facilities are cleaned to our high standard and that the rooms are turned around in time. E.g. Post-Match to Private function use in the same evening.

Chesterfield FC Community Trust

A Registered Charity independent from the Club, Chesterfield FC Community trust also occupy part of Stadium and share resources with the Club. The Spireites Sport & Health Club, Hyrdotherapy Pool and Chester’s Den Play Centre are some of the facilities provided by the Trust and all areas are included in the routine cleaning provided by Ideal.

Chesterfield FC Village

The Village, is located close by to the Proact Stadium. It provides accommodation and other facilities for Development Scholars, Trialists and occasionally First Team Players and staff. Our success with CFC then made us first choice when awarded the contract to provide cleaning to the village in 2013 when they opened.

Site Based Supervision

Key to our continued success is a flexible and responsive approach. Under the direct control of our dedicated Site Supervisor, who’s an integral part of  team, working closely with all involved. All cleaning requirements are then organised in advance with the Club. This is due to any additional or one off cleaning required and programmed in conjunction with our Site Supervisor.

Washroom & Consumable Services

We provide additional services incorporated within the Daily Cleaning:

  • The supply and collection of sanitary bins
  • Nappy disposal
  • Swabs and sharps disposal.
  • A full range of consumables are also provided.