You said, we did

We received a substantial volume of feedback encompassing over 100 issues and ideas, spanning themes such as training, data, service information, timelines, and responsibilities.

Below is a summary of the actions we’ve taken and the improvements underway, all driven by your input. 

What we have achieved so far

• Building disruption updates: new process implemented to support with developing and sharing updates to customers within managed buildings, with an agreed sign-off process before messages are sent out through building mailing lists.
• Recruitment transparency: Service Level Agreements (SLAs) added to Estates Services internal recruitment pages, to clarify the average time taken for Estates internal approvals across different role types.
• Science Area safety improvements: new vehicle restriction signage installed.  
• Helpdesk access: new implemented measures to improve responsiveness, including enhancements to the messaging system such as a 15-minute call back on voicemails and guidance on alternative contact routes when all agents are busy.
• FM support: agreement in place for FM to provide ad hoc support and an appropriate charging model. 
• Response delays: new policy implemented to improve responsiveness and status updates on jobs raised with Estates. 
• Bike Doctor information: automated reminders are now sent to building managers.
• Helpdesk SLAs: updated to provide clearer and realistic timeframes.

Projects in progress or planned 

• Helpdesk customer service: new Customer Portal to raise requests with teams in Estates Services, with automated workflows to route tasks to relevant teams, automated status updates until jobs are complete, and staff upskilling and workload management. 
• Security Services: implement a defined process for accessing staff details in the case of emergencies and for the management of lost cards.  
• Contract management: management of fire extinguisher contracts, including reviewing the supply chain and progressing towards asset rationalisation.
• Embedded space management: enhancing clarity and transparency around contractual obligations, space allocations, and relationship coordination across the Collegiate University.
• Finance: strengthening visibility into how estates budgets are developed, while working to refine and simplify associated processes.
• Safety: improvements to the IRIS reporting process, and the safety communication and availability of documents for University facilities.
• AV and hybrid meeting technology: standard hybrid meeting and seminar facilities installed across the University.
• Accessibility: ensure high-quality hearing loops are installed and available across the University.

Long-term ambitions 

• One Helpdesk: a centralised service creating a single route for customers, improved communication on status updates, unified metrics and an approach to knowledge sharing and management. 
• University distribution centre: centralised consumables storage and delivery – improve standards of housekeeping, improve efficiency related to bulk storage and reduce environmental impact of single trip deliveries. Optimising the management of deliveries to individual sites.
• Estates Digital Journey: embedding digital culture and smart campus vision. Using data insights to inform decision making – increased efficiency through streamlined processes underpinned by technology, people and data.  
• Business Relationship Manager role: support with maintaining effective customer relationships, supporting daily interactions, and ensuring consistent engagement.  

For more information or to share new ideas, please contact the Continuous Improvement Hub at estates.cihub@admin.ox.ac.uk