This chapter discusses the arrangements for service delivery, whether they are provided in-house or delivered by external service providers, so that users receive a satisfactory level of service.
There should be no perceivable difference in quality or performance between services delivered by external service providers and those delivered by an in-house team.
The following points, among many others, are covered in the chapter.
- Facility management provides essential service support for an organization’s core business such that any break or loss of service delivery could impact operations negatively and threaten business continuity.
- The delivery of services, whether in-house or outsourced, should satisfy user requirements and achieve best value – users should observe no perceivable difference in the way services are delivered or in how they are treated.
- Services have to be started up and so a period for mobilization has to be planned and implemented; similarly, services might have to be phased out at some point as a new arrangement for service delivery is phased in.
- Mobilization and demobilization are key components in the transition from one service arrangement to another; if there is to be no loss of service delivery or disruption to operations, the transition must be adequately resourced and controlled.
- All service providers have to be managed – the nature of the relationship between an organization and its service providers is where it varies.
- The informed client function must be developed if contracts are to be managed and finances are to be controlled – this applies irrespective of whether services are provided in-house or outsourced.
- Procedures should be transparent and follow accepted accounting standards.
- Actions must be performed according to the contract and at intervals stipulated to ensure compliance on the part of service providers, with prompt payment for work completed satisfactorily.