FEATURE
Is it time for regime change? Part of the challenge of using green spaces strategically is often down to the arrangements in place for grounds maintenance, which are too often (excuse the pun) bogged down in following established practices and service regimes. This often starts with the contracts and KPIs given to grounds maintenance contractors. Simply put, whether you’re reviewing a long-standing contract or change it regularly, recycling and updating the same set of requirements can lead you to miss out on opportunities to add value and gain more control.
Effective contracts and KPIs not only enable quality standards to be measured and managed, but also let Facilities Managers drive forward strategies and allocate resources accordingly. A crucial component of both of these is the grounds maintenance service specifications that set out the services required from contractors. Input specifications are most commonly used for grounds maintenance and often present a schedule of tasks, a set number of visits and fixed methodologies dictating what, when and how service is delivered.
“They can work to reduce the pressures of urban development.”
This input-based approach is great during the procurement process as it makes it simple to compare contractors on a like-for-like basis. Yet when it comes to delivering on strategic objectives such as developing multifunctional, sustainable landscapes, working to inputs can create a barrier to success – services may be delivered to rule irrespective of whether the end result is achieved. Input- based specifications carry a danger of landscaping being reduced to a quantitative exercise that discourages suppliers from being more consultative and creative and in taking an active role in achieving broader business objectives.
Hence, when pursuing a green infrastructure strategy, it is worth considering adopting an output-based approach that focuses on what you want to achieve. Take time to work with stakeholders within the organisation to develop the strategy and vision and use these to define output-based specification. For example, this could involve engaging with HR or with CSR committees to better understand any business objectives than could be supported. If employee health and wellbeing is a priority, then a desired output could be the creation of green gyms or quiet refuge and restorative areas. This focus on outputs and objectives also empowers contractors to think outside of the box and exercise their expertise whilst adopting more innovative approaches that work better for all parties involved.
Take time to take stock Consulting within your organisation or client organisation is key to developing an effective green infrastructure strategy and landscape management plan. Summer presents the ideal opportunity for this as green spaces see the heaviest use at this time. Plans developed over the summer can also be implemented during winter months, which is the optimum time for jobs such as native tree and shrub planting and preparing grounds for wild flower seeding or turfing.
www.gritit.com 08
Tomorrow’s FM Yearbook 2017/18
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