Pictured: Kenneth Lawrie, Chief Executive(centre) speaks with Robert Fotheringham, Acting Service Manager - BMD (centre left), Fraser Mcnairney (left) and Kevin Mullen (right), both Building Operations Co-ordinator, in an area of the Inchyra Depot that holds up to 150 crates filled with tenants’ possessions. The goods are mainly held while people await allocation of a new tenancy.
Across the board, the public sector is having to reshape what it does and how it does it, not only to modernise services but also meet increasing demand. It's a tough challenge, and one our Building Maintenance Division (BMD) decided to take up following a review of the service.
Knowing it had to reshape so it could continue to meet the needs of customers and employees, a transformation project was launched that would see the introduction of new digital systems and more flexible working arrangements.
It would also result in downsizing of its bricks and mortar – closing two depots to create one super depot at Inchyra, Grangemouth. With work set to be complete on the depot later this year, Chief Executive Kenneth Lawrie visited BMD to see for himself how the service has changed.
Voice of change
Pictured (left to right): Kenneth speaks with Fraser and Robert in the stores area. Employees had asked for the windows to be replaced rather than bricked up to ensure as much natural light as possible would flood into one of their main work areas.
Since the project started in 2017, around £2m has been invested to create a modern depot that meets the needs of a very busy and in-demand service.
Currently BMD employees 240 tradespeople and apprentices, who carry out general maintenance on council properties and fit up to 950 kitchens and 350 bathrooms each year.
Robert Fotheringham, Acting Service Manager - BMD, believes the success of the transformation project has been staff involvement - from initial ideas generation to carrying out much of the work themselves.
He said: "We knew staff would have some brilliant ideas on how we could improve the building to make it a great place to work. Getting them involved right from the start really helped them take ownership of the project."
Major renovations
One of the most impactful changes has been the modernisation of the stores area.
Robert said. “The old stores had no heating. It was an uncomfortable work environment. Now, it’s always a good temperature as we had heaters installed and that makes a huge difference.”
Fraser Mcnairney, Building Operations Co-ordinator, added: “The design of the stores has reduced manual handling and the layout now ensures it is safer and staff feel protected.”
Pictured: Robert (left) explains to Kenneth (right) how the new racking system and an electric forklift have improved work conditions in the stores.
Work to turn an old shed into a state-of-the-art workshop has been a great success.
Robert said: “The old workshop used to be huge and dark. Now the area is bright and filled with the machines staff asked for.”
A conference suite has also been created that can sit up to 70 people alongside a separate kitchen and food prep area and a smaller meeting room, all of which can be hired by other council services.
Now, the final pieces of the transformation jigsaw is being put into place with the creation of a multi-purpose area for staff. The area is set to be finished later this year, and will offer a new canteen, showers, changing rooms, space to relax, and a drying room.
Robert said: “The transformation of the depot helps make the service a more attractive employer. We may not be able to compete with the private sector in terms of wages, but what you do get is a good pension, flexibility, opportunity to progress. We pride ourselves on listening and responding to employee needs, and we’ll shortly finish building a really attractive place to work.”
Kenneth said:
“The BMD project was not just about safeguarding a key frontline service; it was also about collaboration and teamwork. Although Robert and many of his management team started their careers as tradespeople, they'd not been 'on the job' for many years and understood those on the ground would have a much better idea of what needed to be improved. By listening and asking teams to carry out the work, the service has created a space everyone can feel proud of and enjoy. It is a great example of what we can be achieve when we work together.”