Cost Reduction – Top Three Areas

We have found recently that buying energy, photocopying and LED replacement programmes have been providing excellent savings for our clients.

How do we work:

  • We will conduct an initial meeting to hear from the client which areas they are most interested in looking into.
  • We then conduct a survey of the data gathered for each specific tariff area and then we report back our findings.
  • From this point we can then assist the client in finding the best solution to take forward.image004
  • If a client likes what we recommend, we implement it. After that we keep an eye on things to ensure that the supplier continues to deliver what was agreed.
  • We never go ahead with implementing a saving until instructed to do so by the client.
  • We never raise a fee until the saving has been delivered and is in the client’s account. Our fee is usually a share of the saving, i.e. we are paid out of our success, and we work hard to keep our rate competitive.

The areas that we look at most often are as follows:

boo11Catering services,  Cleaning services,  Drinks,  Electricity,  Facilities maintenance,  Food,  Funding/Financial,  Furniture,  Gas,  Grounds maintenance,  IT consumables,  Janitorial /Cleaning materials, Laundry, Office supplies /Stationery,  Oil & LPG,  Photocopiers/Printers/MFDs,  Postage & DX, Printing, Security equipment,  Staff/Human Resources,  Telecoms,  Transport,  Utility bill validation. Waste water & sewerage, Water supply.

Most recent examples:

  • For a small independent school in the Midlands we achieved a 20% saving on energy and helped to organise their energy buying into the future
  • We achieved an £80,000 saving for an academy on their photocopying contracts
  • We achieved a 10% reduction on lighting for a school development project using the best unbeatable quality LEDs lamps and fittings

Other areas where we have achieved saving:

  • Utilities: we’ve always beaten in-house broker’s best price for spends over £20,000 per annum
  • Major public school: £650,000 for a range of services over 3 years.
  • Electricity: rebate of £150,000 for an academy.
  • Gas: saving of 13% for a £100,000 one-year contract
  • Heating costs: 25% reduction annually for a prep school.image005

“Using Less Stuff through Innovation”

Support to Azook CIC During 2014

As we approach our first full year of support to Azook Community Interest Company it seems appropriate to report on some of the work we have done with them.


Azook Community Interest Company is an organisation, based out of Pool Innovation Centre, that aims to help people connect with the culture and heritage of Cornwall. It has a number of projects going forward. Azook CIC is a not for profit organisation and relies on funding from bodies such as the Heritage Lottery Fund and also from match funding from individuals, organisation and commercial companies.

PIC logo

Benbole Management was contracted to care-take Azook CIC in January 2014 for the duration of 2014. It has been a busy year during which the Azook CIC project portfolio has thrived and grown. First and foremost among the outputs of 2014 has been the continued development and delivery of the Heritage Lottery Funded re:collect project which has created and is building This is a £330,000 heritage project that aspires to build the go-to online resource for digitised archive material from the 150 years in Cornwall.

cornishmemory-screenshot-600x218 is a free online website which has a vast archive of photographic, audiovisual and audio records held in perpetuity. The project relies on a volunteer force which has done a terrific job of digitising the many archives that have been contributed. Volunteers are also able to access an archive management and digitisation qualification. Whereas much of the work has been achieved at Pool Innovation Centre the team has also got out on the road with its mobile digitisation studio; this has been a key aspect of the project spreading the word and promoting the website in the community and also it has provided the opportunity to gather archive gems held in the community.


Dickie Trant with the Azook Team delivering digitisation training for a Guides Project

Dickie Trant with the Azook Team delivering digitisation training for a Guides Project

Azook CIC also runs the Sense of Place website which is a wonderful resource available to schools in Cornwall. Sense of Place has taken the topics and modules of the National Curriculum and created place-based learning modules to mirror them. These placed-based learning modules give students and teachers a vast resource to tap into and also, because they are orientated to places in the region, make the learning experience accessible, more relevant and engaging. Administration for this has fallen within the remit of the Benbole Management contract.

For sometime Azook CIC has been seeking to initiate a sister project to the website. MemoryFish is the result. It was launched in November and will run for a year; in the run up to the launch significant effort was required to secure funding for the valuable project. Benbole Management has been a the vanguard of this effort during the year.

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Remote Management Systems – Communications

Good communication between the manager and those being managed is key to the success of any business. Without good communication individual effort is just that: the multiplying effect of the whole team working as one is lost. Communicating at a distance brings many complications; broadly if you are not physically in the same work space then side-conversations and office chat is lost. Often these communications are important and should be facilitated somehow. An unevenly split team may isolate one or more other members of a team where ‘asides’ are happening and not captured unless discipline is applied. It is worth highlighting three interrelated problems that can occur in this situation: lack of the human interface i.e. the loss of facial nuance; the possibility of misinterpretation particularly when using email; a danger of duplication of effort unless clear direction is communicated.

Regular ‘meetings’ need to be scheduled. At least one formal team meeting a week where a well understood and repeat agenda is used to lead the discussion must be in place. This ensures everyone present knows what will be covered and by whom. Speakers are ready to contribute the key information they hold, no time is wasted and the maximum amount of information transfer is achieved. This in turn will elicit from the manager the direction and clarification the team needs. For example, the HM editorial team meeting is held on Monday at 0800 hrs GMT and 1600 HK, there is a set agenda and rhythm. This works very well as the Hong Kong have the morning to clear immediate ‘first day of the week issues’ and then are well placed and prepared to inform the weekly meeting at 1600 hrs. The meeting is prompt and succinct. It is also at this meeting where focused work for the week is confirmed and leads are designated.


Beyond the formal weekly meetings it is important to schedule specific discussion group for the whole team or parts of the team to deal with particular detail on an ad hoc basis. These can be called when required, but importantly they must be an open forum to those that have a stake in the particular issue. If everyone concerned is not present at such a discussion group then information to that person must be communicated and any feed back captured. This in turn needs sharing with the group and can be usefully circulated in a short ROD email to all. Informal dialogue / banter is equally important to raising HR issues and staffing concerns; this interaction helps maintain a good working environment.

smartsheet project management tools

Communication using management tools (such as Smartsheet and Basecamp) such as tasking matrices, timelines and milestones, activity monitoring systems and an intuitive filing system which is reflected in emails and messaging all assist with the clarity of communications and adds a point of reference for all team members.


Face to face meetings. It is important to have regular face to face meetings. Clearly not easy when the team is geographically spread. Primarily this is good for passing information but more importantly it is a key moment when relationships are cemented. It is also an opportune moment when difficult issues can be tackled, for example: where the manager needs to deal with specific HR issues.

Communication whether it be spoken or written must be delivered in plain English; when using jargon do consider whether others will understand it. This will keep the business of communication short and clear. We can all get bogged down in the language of our chosen sector and with this there is a possible danger of information becoming unclear.

In essence, none of this is complicated but it is certainly more difficult than it might seem. Concerted effort is required in order to maintain regular, clear and meaningful communications particularity when working across time zones and continents.

The next post will look at the technology available that has facilitated our ability to improve Remote Management for the HM Editorial Team.

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