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Analysis of a Contract Specific Organisation

Extracts from this document...


A Contract specific organisation structure chart and number of staff, primary responsibilities and individual hours of working. Add costs.xls; SEE PAGE 46 - Manhour Allocation Think IWM text for roles - also relevant for training Action MS using the Court Service Submission. 1. Resource Solution 1.1 General The resource solution we advocate for this commission is a matrix solution based where there are * Management Line Resources - management heads who will ultimately own the output, provide the people management function and have the Client relationship * Service Line Managers - functional heads or experts from within the DJ matrix who will define the 'what' and 'how' aspect, providing the service delivery staff with direction, professional discipline knowledge and technical training As all the Greater London Magistrates Court Authority Circuit portfolio is within Greater London, we propose supporting this commission with Service Managers and non site based professional resources from our London (West End) office. The dedicated management team will naturally be based at your Managing Agent offices within the Thomas More Building. The executive management team headed by Mike Young, who will have ultimate responsibility for the services provided The Dedicated Management Team will own the solution and manage the client relationship and customer interface. They will draw on our matrix support of Service Managers and resources for specific tasks whilst retaining overall control and administration. The Service Managers will work for the Dedicated Management Team headed by our Account Manager and Operations Manager The structure diagram included in this method statement (Page No. 15), and the Task Matrix Schedule in 2.2 identifies the key personnel and their area of responsibility - the Dedicated Management Team (Management Line) and the Service Managers responsible for the functional support via the matrix ( Functional Service Line). For each principal service area, the managers will draw on personnel from the matrix who are most appropriately experienced and located. ...read more.


MS to write using the text from the GLMCA ISOP answers to questions CUSTOMER CARE Start by defining the Customer defining the support that the Customer needs to achieve Authorities goals setting out clear Customer Care targets and embodying them in SLA's - UPDATE / flexibility Monitoring performance - see section K + PM text Customer satisfaction surveys can be generated from the helpdesk... (examples included?) DJ's history of Alignment / partnering - Benchmarking Joint Review Forums Continuous Improvement GAINSHARE CUSTOMER COMPLAINTS "A complaint is an opportunity for enhanced customer care..." The Escalation procedure includes: the Helpdesk, the Surveyor, the Account Manager and the Managing Director. We would propose the introduction of performance measurement whereby point are deducted for XX escalations reaching the Account Manager in any YY period. Internal audits are carried out at xxx intervals... Customer complaints are taken seriously and DJ has procedures in place for the management and effective resolution of complaints. We do not consider a complaint closed until our customer is satisfied. ISOP P 22 Drivers Jonas currently operates under a partnering agreement with Employment Services, which has been very successful to date. A copy of our joint partnering charter was enclosed with our original OJEC pre-qualification submission. A further copy of this is enclosed electronically. ADD P CHARTER METHOD P 27 6. Partnering Arrangements Under partnering arrangements all parties use their skills and experience to develop solutions in partnership to mutual benefit. This ensures there is a meeting of minds, that contractors and suppliers can use their experience, so that specifications reflect what the market place can deliver, provide the optimum of information and do not over specify or complicate matters. Partnering is the basis from which incentivised contracts can be let. 6.1 Key principles include: mutual reward / gain share trust and respect playing on each parties strengths, resources and experience to reduce cost all parties add value and not cost freedom to act / empowerment - no duplicated management non adversarial ownership of problems, joint problem solving working together as a single team with common goals. ...read more.


It is evident from our experience that many events or activities involve many different service disciplines. For instance a large maintenance activity (works) may require inputs from both Security and Cleaning, and yet these appear to be managed through separate chains of command. There has obviously been a history of issues as to why you would want to adopt the approach you have decided to take with regard to Soft Service / Hard Service segregation. Be they:- Past poor performance of the FM or soft service providers Limited historical value add of FM's managing soft services Need for closer control by the GLMCA Cost reduction Need to fully deploy GLMCA staff The model you appear to be suggesting is the Independent Managing Agent role, where contracts are managed by the FM, but these contracts are placed and paid for directly by the Authority (GLMCA), with the FM providing support consultancy and procurement as necessary. This our preferred method of engagement, where we act independently of the supply chain. However under such arrangements we still provide a co-ordinated Help Desk function for both Hard & Soft services. In many cases the addition of Soft services to the Help Desk function does not add cost - but adds considerable value by ensuring the same consistent management approach to both Hard & Soft services. It also enables joint use of staff, realisation of economies of scale and the issue of full FM (joint hard and soft ) customer satisfaction surveys, hence providing a consistent uniform approach. J Provide for reference purposes details and contact name of three current similar contracts. Employment Services, Help the Aged, NPS, Amazon, Crown Estate, IWM etc. Our referee at Employment Services is Frank McGreal Sheffield Telephone (direct line) 0114 259 7639 Our referee at The Crown Estate is Elspeth Miller (Head of Central London Estate) or Anthony Bigmore (Director of Urban Estates) (Neil Borrett gone) Switchboard 020 7210 4377 David Reid the National Probation Service (Home Office) 020 7217 0704 07850 760750 david.reid@homeoffice.gsi.gov. ...read more.

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