At a Glance…
Peopletoo carried out an initial review of the current Facilities Management (FM) model in Cornwall Council, followed by support in the development of a full business case documentation and guidance throughout internal governance processes for its implementation.
The Challenge
Cornwall Council was undertaking a significant Estate Transformation project aimed at reducing its property portfolio footprint by 45% over five years. To support this transformation, the Council required a new FM model that aligned with its changing occupational needs, providing long-term sustainability while remaining flexible to evolving requirements.
The Council sought a more consistent and customer-focused FM model that would enhance compliance, improve customer satisfaction, and deliver better value for money. It was clear that the existing FM team needed additional support and external expertise to identify areas for service improvement and to determine the resources and structure required to meet expectations.
With a large and varied estate of over 6,000 properties spanning all Council services, Cornwall appointed external support to undertake an initial review of the FM model and to develop a comprehensive business case for its implementation.
Our Approach & Delivery
We began by conducting a detailed review of the FM function, which included third-party contracts, staffing, organisational structure, financial performance, compliance processes, and use of technology. This analysis enabled us to identify inefficiencies and opportunities for improvement.
Financial and contract data were analysed to determine where cost savings could be made. Based on this, a new service model was developed that categorised each of the 6,000 properties into one of three tailored service levels (Audit, FM Lite, and Full FM) according to the needs of each property and its occupiers.
We assessed a range of delivery and procurement options, including market analysis, to support strategic decision-making. We worked closely with the internal team to prioritise data collection and preparation for implementation of the new model. In parallel, we consulted widely across the Council to ensure that the proposed FM approach was aligned with the corporate landlord strategy, as well as with HR, finance, and technology requirements.
To gather external feedback, we supported the delivery of a market open day, which enabled engagement with potential suppliers and provided valuable insights to inform the proposed model. We then completed a full business case outlining the financial, social, performance, and non-financial benefits of the new FM model, ready for internal governance and approval.
Outcomes Achieved
A revised service model was developed, categorising the 6,000 properties into one of three levels of FM service tailored to meet the specific needs of each site. Input was provided into the procurement strategy, recommending a bundled service model for both hard and soft FM services. A new organisational model was created to redefine the role of the in-house FM team and establish clear expectations for third-party suppliers.
The financial review identified savings of 16% on staffing, 12% on soft services, 11% on hard services, and 8% on energy, delivering approximately £1.7 million in annual improved value. Beyond financial savings, the work also demonstrated measurable social and environmental benefits, improving service delivery across the estate by shifting the focus from inputs to outcomes and ensuring a more effective, customer-focused FM approach.
