Latchmere
School
This submission is about the difference.
Local Presence
Honest Pricing
Generalist scale. Specialist care.
Sixty years of combined experience across the Home Counties, London & Greater London. Four hundred sites under management. A client list that runs from logistics groups to private boards — and within that footprint, a quiet specialism for sites where the standards are higher and the margin for error narrower than anywhere else we work.
We approach every contract as a true One-Stop Shop — comprehensive Facilities Management with a full range of ad-hoc services, focused on long-term partnerships and customer satisfaction.
The Full Service Range
Industry Experience
Diverse Industries
DSV · Expeditors
Currently Trusting Us
London & Greater London
Footprint
The Latchmere submission.
| Annual Projected Cost | Year 1 | Year 2 | Year 3 |
|---|---|---|---|
| Labour | £126,583.98 | £131,353 | £136,288 |
| Materials | £9,280.44 | £9,512 | £9,750 |
| Equipment | £4,005.95 | £4,006 | £4,006 |
| Management & Fees | £14,072 | £14,072 | £14,072 |
| Total Overheads | £153,942 | £158,943 | £164,116 |
| Hourly Rate | £23.32 | £24.08 | £24.86 |
Nelson School. For transparency.
A comparable contract we already deliver — shared so the panel can see how this submission was constructed, and benchmarked.
| Annual Projected Cost | Year 1 | Year 2 | Year 3 |
|---|---|---|---|
| Labour | £43,966 | £45,685 | £47,464 |
| Materials | £6,179 | £6,333 | £6,492 |
| Equipment | £1,400 | £1,400 | £1,400 |
| Management & Fees | £9,868 | £9,868 | £9,868 |
| Total Overheads | £61,413 | £63,286 | £65,224 |
| Hourly Rate | £21.40 | £22.05 | £22.73 |
Pricing built to be delivered, not to be won.
Every cleaning contract that fails in month three is a contract that should have been priced honestly in month one. Ours are.
A Fully Resourced Model
Labour. Supervision. Materials. Equipment. Management support. Each line costed, none assumed, none trimmed to win and lost in delivery. The model you sign is the model we run.
Built From Reality
Pricing developed from the size of the school, the agreed cleaning frequencies and realistic productivity rates — not from spreadsheet assumptions made hundreds of miles from the building.
Proven Across 500+ Contracts
Drawn from our experience of successfully delivering cleaning services and mobilising more than five hundred contracts. Pricing that consistently holds up in operation, not just on paper.
"This ensures that the hours, resources and costs we have included are realistic, achievable, and capable of delivering consistent high standards throughout the contract."
How time becomes price.
Every cost on this submission can be traced back to a square metre on your floor plan.
The Walkaround
Experience and industry knowledge applied to your actual building, with the floor plans you provided as the working surface.
Time, Per Space, Calculated
An approximate time required per classroom, per toilet, per office — building to a logical total for the contract.
Cross-Checked Against TUPE
That total verified against TUPE workforce data — to ensure adequate time exists to meet the spec each day, with a small operational margin.
Resources Allocated & Costed
The model broken down by number of cleaners on site and number of hours contracted each week — accurate, transparent, costed.
"We are confident that the hours and costing allocated to the contract support a high standard of cleaning."
No padding. No surprises. A model designed to deliver consistently — not one that wins on paper and unravels in week three.
Monitoring,
visualised.
A live snapshot of our Uattend clocking system. Every member of staff visible. Every status accountable. No hiding, no curating.
56.25% IN. 43.75% OUT. 0% missed clocking.
Real-time visibility means absence is identified within minutes, not days — the difference between a managed contract and one that finds out by accident.
The handover that respects
the people on the other side of it.
TUPE is, on paper, a legal mechanism. In practice, it is the most fragile moment in any cleaning contract — people are anxious, routines disrupt. We have learnt to handle it with calm.
From signature to steady state, in five movements.
Pre-Mobilisation
- Initial planning meeting with the school & Facilities Team
- Full site survey & review of cleaning requirements
- TUPE consultation: roles, pay, contracts
- Enhanced DBS checks completed for all staff
- Tailored cleaning schedules developed
- Key KPIs agreed (≥95% audit, <24hr resolution)
- Mobilisation plan, roles, communications & risk assessment
Week 1
- Cleaning service begins, aligned with school hours
- TUPE staff formally transferred & onboarded
- Area Manager on-site daily to support
- Staff induction: safeguarding, site rules, expected standards
- Equipment, materials & clocking-in system live
- Daily quality checks & prompt issue resolution (<24hr)
Settling In
- Staff shadowing & support across all areas
- Continued support for transferring TUPE staff
- Review & adjustment of cleaning schedules
- Monitoring performance against agreed KPIs
- Additional training where needed
- First review meeting with the school
Embedded
- Day-to-day management transitions to on-site Supervisor
- Weekly audits carried out by the Area Manager
- Regular check-ins with the school
- Ongoing KPI monitoring
- TUPE transition fully embedded
- Final mobilisation review & sign-off
Steady State
- Monthly audits, target ≥95% quality score
- KPI reporting & review with the school
- Ongoing staff training, including safeguarding
- Issues resolved within agreed timeframes (<24hr)
- Deep cleaning scheduled during school holidays
- Continuous service improvement
The team behind the team on site.
An on-site team is only as good as the operational backbone behind it. Ours has four working clusters.
Quietly raising the standard
- Monthly audits — issues identified, resolved, and folded back into improvement
- Continuous improvement programme — never standing still
- Deep cleaning capability available across the contract
What's happening, right now
- Uattend clocking-in monitoring for every staff member
- Unannounced weekly visits — verification, not theatre
- Real-time visibility for management decisions
A school knows where it stands
- Direct line into school leadership and the site agent
- Active care for how the site looks and feels
- WhatsApp groups for live communication, with cover updates for the site agent
Depth of bench, breadth of skill
- Daily operations meetings — never a day uncoordinated
- Recruitment from a large local pool of trained cleaners
- Cleaning guidance and continuous training across the team
The single biggest cause of failed school cleaning contracts
is staff who don't turn up.
Recruit Locally
Local recruitment improves reliability and reduces travel-related absence — people show up because the journey is easy.
Real-Time Monitoring
Live clocking-in tracks attendance daily; patterns are identified early; absence is immediately visible to management.
Transparent Reporting
Attendance data reviewed regularly, forming part of management reporting and review meetings with the school.
Trained Cover Teams
Trained relief staff and mobile support teams deployed quickly to cover any absence, with on-site management support where required.
The Supervisor is the contract.
Every contract has a paper version and a lived version. The on-site Supervisor is what makes them the same.
Day-to-day delivery, daily checks
- Day-to-day management of the cleaning team — including allocation of tasks, monitoring of performance, ensuring all schedules are completed to the required standard.
- Daily checks across the site, focusing on classrooms, washrooms and high-traffic spaces — providing immediate feedback and support to the team where required.
- Visible presence at handover times, on hand for the Site Agent, on hand for emerging issues before they become operational ones.
A clear path from issue to resolution
- Main point of contact for the Supervising Officer — regular day-to-day communication, issues identified early and resolved quickly.
- Site communication book or digital reporting system, where tasks, issues and actions are recorded and tracked transparently.
- Regular review meetings with the Supervising Officer — performance discussed, concerns addressed, improvements agreed.
- A clear escalation process: any issue that cannot be resolved on site is referred to senior management for action.
Safeguarding is the floor, not the ceiling.
Every individual entering Latchmere School under our contract is fully vetted, fully trained, fully accountable. Below the line, this is what "fully" means in practice.
Numbers we'll hold ourselves to.
Tender promises matter only if they appear in monthly reports. These are ours.
Audit Score
Completed
Resolution
Attendance
Satisfaction
Daily supervision. Regular inspections. Formal management audits. Results shared through structured reporting and review meetings — never held back, never curated.
Performance fully transparent and consistently measured. Issues identified quickly and resolved within agreed timescales — preventing them from impacting the school environment. Trends tracked, areas for improvement identified, service continuously enhanced.
The visible team is one quarter of the team.
Behind every Site Supervisor stands an Operations Manager, four central functions, and a mobile reserve. This is the architecture that turns "someone is on site" into "something is being managed".
The DNA Effect.
Six reasons schools choose us. Six reasons schools stay.
Local to the school
Investing time, presence and genuine care — not parachuting in from a regional office. Real local knowledge, real local commitment.
Invested in the school
Supportive of school projects, communities and rhythms. Present at the moments that matter — not just at the audit.
Hands-on senior team
Including a vested Managing Director. The person whose name is on the contract is the person who answers the phone.
The right size
Big enough to handle anything. Small enough to handle it with care. The largest contractors forget you; the smallest can't cope. We're built for the middle.
Continuous improvement
Always searching — chemicals, methods, results. Service that's better in year two than in year one, better in year three than in year two.
Solution-led management
The best value for money — the British understanding of "value", not the American one. Quality first; price honest; the maths still adds up.
Questions
We expect them. We welcome them. Pricing, mobilisation, references, contract structure — please ask the difficult ones.
Factor 8. Nelson School, modelled at eight staff.
For full transparency: the same Nelson contract, costed at an alternative staffing level. The panel can see how a single additional head shifts the model — and reassure itself that our pricing scales honestly.
| Annual Projected Cost | Year 1 | Year 2 | Year 3 |
|---|---|---|---|
| Labour | £50,248 | £52,211 | £54,241 |
| Materials | £6,979 | £7,153 | £7,332 |
| Equipment | £1,400 | £1,400 | £1,400 |
| Management & Fees | £11,002 | £11,040 | £11,078 |
| Total Overheads | £69,629 | £71,804 | £74,051 |
| Hourly Rate | £24.26 | £25.02 | £25.80 |