Julie Barker, Director of Accommodation and Hospitality, University of Brighton; Director of The University Caterers Organisation 

Twenty-five years ago ‘facilities management’ (FM) was a term that was not traditionally used in higher education, or in the education sector more broadly; it was more familiar to the big corporate companies. The 1990s saw the emergence of this term within estates departments and in job titles within the higher education sector. 

During the period of the late 1990s–early 2000s a number of studies were commissioned by HEFCE in response to a government review, looking at public spend and value for money within the higher education sector. 

Studies included reports on value for money in both cleaning and catering in higher education. The studies looked at benchmarking, value, efficiency and best practice particularly from within the higher education sector, but also externally. This scrutiny, together with growing interest from private-sector providers, became the catalyst for change within the sector. 

Government review and the subsequent HEFCE reports led to the creation of the British Association of Cleaning in Higher Education (BACHE). During this period of government and HEFCE scrutiny TUCO (The University Caterers Organisation), established in 1963, was recognised as the lead professional organisation for catering procurement in higher education.

At the time of writing, in 2017, their framework agreements are utilised by NHS trusts, schools and the wider public sector. This additional spend brings greater benefit to higher education members through more efficient procurement, enabling subsidised training, research and study tours. Both organisations thrive today as professional industry networks that are highly valued by their members for offering professional insight, good practice and networking opportunities. 

Historically the directors of FM services came from a ‘hard’ estates background, as universities were concerned that leaders required technical expertise to manage large capital projects and estates infrastructure. However, the HE sector began to look to the hospitality industry for leaders, with a focus on customer service, managing people, business operations and profit and loss. At this time we began to see the merging and co-location of such services as catering, cleaning, accommodation and conferencing support with car parking, security and other soft services. This marked a change of direction to a more commercial and customer-focused facility. 

More and more directors were appointed from a hospitality background, as they were able to demonstrate a breadth of skills including great leadership abilities. It was realised that leadership ability was more important than technical proficiency. Great people, delivering great service, ensured the delivery of high-quality FM services, as opposed to technical skills on their own. Important as they are, technical skills do not always translate into good customer service and commercial acumen. 

Co-locating soft FM services has also allowed economies of scale and the provision of seamless services to students, making services more efficient and effective. This is important as students are now more demanding and expect services more of the type they are used to on the ‘high street’. 

They expect quality services that are targeted and focused on the age demographic of a traditional undergraduate student, i.e. quick, responsive to-demand, high-quality provision and services that offer value for money. For our staff this co-location of services has also created more job opportunities and career progression as integration has allowed more horizontal movement of staff across different job disciplines. 

Student experience is now key to the success of universities, as student expectations differ enormously from those of twenty-five years ago. Expectations are higher, with students wanting progressive services and responsive provision. They want value for money and they want it now. 

Fleet of foot and engaged is what FM professionals need to be; but can our organisational structures respond to that need? If they cannot, then the internal service provider will be left behind. As professional FM leaders, we need to be at the top of our game and at the forefront of our industry to keep up with generation Z. 

If the goal is to be great at what we do, the path to success for most universities does not lie in a struggle for incremental improvements in opaque rating systems. Rather, it lies in embracing with enthusiasm our colleagues, our community and, most importantly, our customers in the search for service excellence.

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Article taken from the book ‘AUDE: The First 25 Years’. Digital and hard copies available to buy.

Content for the book was drafted during 2016 and 2017 and was correct at the time of writing.