D The Contractor shall provide details of training, including National recognised courses, to be given to staff employees.
Action AJ find text from the following and tailor to suit the application
GLMCA ISOP questions/ answers. ADD THE BIT MARKED GOOD ABOVE
Supreme Court Circuit (Court Service) ADD IWM TEXT
DEFRA Bid etc.
TRAINING policy from Intranet; IiP;
Text IWM’s point 90
DEFRA QNS. SN 6
E Details of off-site personnel who will have direct responsibilities in connection with this Contract, definition of Services, estimated time application, qualifications, experience, company status, etc., office address from which off-site personnel will operate. The contractor is to specifically advise of any resource that is not directly employed by them.
Action AJ.
All staff will be Drivers Jonas full time employed staff either from our matrix, moved in from other accounts or transferred in from current providers. Text available in Court Service and DEFRA tenders
DEFRA SN B
F General method statement including methodology for dealing with out of normal working hours emergencies, including communications.
Action MS to write tender documentation using previous bids
PUT IN THEIR PROPERTIES!!
DEFRA SN D
RISK MANAGEMENT – PUT IN SOME PME RA STUFF
METHOD P 6
- Specific Functions - Methodology and Resources
- Identification of Works Requirements
Sources of information
We envisage that there will be numerous sources of information on the condition of the buildings:
- Condition Surveys
- Quadrennial Inspections
- Interim Inspections
- Specialist Inspections
- DJFM routine inspections
- DJFM visits on other business
- Term Contractors as a result of Helpdesk calls
- Term Contractors as a result of PPM visits
Efficient and effective means are necessary to process the information in order that it may aid decision making. We understand that MANIFEST is compatible with MS Access. In our experience suitable MS Access applications may be developed which will considerably aid the various processes associated with the management of this information, eg:
- Data capture
- Inputting
- Categorising
- Sorting
- Storing
- Filtering / identifying / querying
- Updating
- Retrieval
- Reporting
Subject to detailed discussion and agreement with the Authority, we would seek to use MS Access to devise suitable standard tables, forms and reports to assist in managing and maximising the use and accessibility of the information gathered.
METHOD SN 11
- Meetings – Suggested Agenda and Frequencies
We concur from our experience that routine meetings are scheduled monthly with the Authority’s representatives. The monthly / quarterly data feeding into the 6 monthly and annual performance reports, which again is reviewed with the Authority’s team on an annual basis. We aim to work as part of and as an extension of your client team.
We note the suggested agenda for the monthly meeting between the Circuit Accommodation Manager (CAM) is defined in the tender specification in 4.4 Programming and Budgetary Control. Initially we see these initial meetings being attended by our Executive Management Team comprising Mike Young, Yusuf Pandor and Peter Rumbelow. After the first 3 months Mike Young will attend by exception and Yusuf Pandor will continue to support Peter Rumbelow during the first 12 months by attending these meetings. After the first 12 months when the communication systems and processes are well defined, bedded in and running effectively Yusuf will attend only at the quarterly meetings. Both Mike Young and Yusuf Pandor will continue to receive copies of all meetings throughout the term of the commission to ensure that actions have been executed correctly. They will attend specific meetings if requested to do so, but not as a matter of course.
All three members of the DJ executive team will attend the twice yearly review, when the contents of our 6 monthly summary progress reports and Building Review will be discussed, reviewed jointly and actions apportioned on an ongoing basis.
We agree that the twice yearly local liaison meetings (maximum to be agreed) should be held at different locations as this gives the local building occupiers a forum to voice their views, whilst allowing us to update them on forthcoming activities. These meetings will be attended by our Account Manager Peter Rumbelow, with a technical representatives of his site team. Minutes will be taken and ongoing actions apportioned
ISOP P 23+4
3.5 Please provide a brief description of your understanding of the risks involved in this project and how you would allocate and manage those risks. As a minimum you should comment on Services, Resources and Commercial risks.
Instructions: Attach this sheet to the front of a maximum of 2 clearly cross referenced A4 sheets of text.
We will openly work with you at the professional level to generate a performance or output regime and build up a workable solution with you. In discussing and negotiating a solution both parties will be aware of the risks being transferred and will appraise them, evaluate the implications, likely scenarios and actions necessary to mitigate them, to ensure there is continued added value and the solution remains affordable. In analysing the risks the size of any contingency elements can also be evaluated from a position of knowledge and strength. Dividing these risks into the categories you have outlined we see the main issues as:-
Services Risks
- Service Continuity
- Keeping the buildings open for business
- Health & Safety – compliance with Legislation
- Good / sound/ proven business processes
- Working around occupied buildings – health & safety
- Budgetary constraints – pressures
- Poor communication – conflicting priorities
- Lack of management control
- Less haste equals more progress
Resources Risks
Output quality is direct result of resources (people & money) and processes
- Quality of resources, training, motivation, career development
- Innovation / investment in processes, IT / New technology
- Health & Safety
- Financial capability / financial standing
- Loss of service continuity due to employee churn
- Technical capability, available matrix / infrastructure
- Supply Chain Capability
Commercial Risks
- Ageing Buildings – escalating costs
- Maintenance Backlog / Dilapidation
- Health & Safety
- Size of Company / Suppliers – Horses for Courses
- Let the experts decide / Know your own limitations
- Methods of engagement of contractors / model forms of contracts
- Commercial procedures / thresholds of financial approval
We would mitigate any or all of the above exposures by ensuring that we only let work to bonafide companies with the appropriate PI cover. Also we would again mitigate any risk by ensuring works are adequately specified and clearly understood by the works contractors, with a written confirmation of this. Where ever possible we would let works on a lump sum basis to minimise the possibility of claims for additional cost.
Wherever possible we prefer the use of fixed price, incentivised contracts for fixed defined work loads. This can applied to both our own role providing MA / FM services, as well as works contractors and suppliers / consultants where we can fully specify the works and seek competitive tenders. For certain types of work within that lump sum we would include the provision of a retention fee, which we would use as a last resort to fund any omissions / errors made by the works contractor.
For urgent or unplanned work wherever possible we would set up call of arrangements with a number of local contractors based on a deliverable output (measured term MTC) using Spon’s or PSA schedule of rates. Where urgent or unplanned work involves a degree of fault diagnosis, then we would engage contractors as a last resort on day work rates for the ‘call out, diagnosis and making safe element only’. Where the remedial work is extensive and required immediately we would then revert to the MTC schedule. If the remedial work is above £5,000 and capable of being planned then we would opt wherever possible for the specify and competitive tender.
Every job carried out will be personally supervised by DJ to ensure compliance with legislation (CDM Regulations), which includes routine and final inspections to verify compliance with the technical specification. Any adjustments to specification, changes, deletions and /or additions will be negotiated with the relevant contractor using one of the professional QS’s assigned to the concession in accordance with the recognised best commercial building practice. These individuals will be supported by the building cost consultancy side of the DJ practice based in London.
At the lower blue collar level, individual service line providers, often do not have the same level of intelligence / knowledge base and hence are unable to evaluate and price risk accurately. Often these contractors are incapable of defining work and simply can only do what they are told in a fully prescribed specification and react accordingly. – although the larger ones who invest heavily in developing their product range and service offering, can see the merits in evaluation of risk and being proactive in their approach. Many maintenance contractors as a result of the PFI experience are now able to accurately price risk, adequately specify effective routine maintenance tasking and predict life cycle costs.
For any long contract to be viable there has to be a win win scenario. Contractors need to make their return or the contract will not be given the level of importance it deserves. Management time and involvement within an organisation has a bearing on the success of the contract. DJ has the advantage that we understand the detail we will ensure that contracts are not underbid - that they remain viable in the longer term
G Methodology for Customer Care and handling of complaints.
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
- 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.
- 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.
We currently operate under a partnering agreement with Employment Services, a copy of our jointly signed Partnering Charter is also enclosed as part of Appendix G.
We see a partnership arrangement working thus:
We see this commission as much more than a mechanistic delivery of MA / Estate Services, Maintenance and Capital works. To achieve full success we, if appointed as Managing Agent, Property Management & Estate Management Consultant for the service provision contracts, we would expect to work closely with the yourselves, other consultants and all stakeholder interests in addressing the above issues.
A key part of the structure is likely to be a central help desk and works ordering system, designed to ensure that all works – reactive, planned, capital – are orchestrated in a planned and co-ordinated way, with accurate budgeting and forecasting.
With our experience of public projects we believe that we can offer you the blend of conceptual, technical, financial and facilitating skills that will be needed in addition to traditional service delivery management skills.
Our account manager will be a key figure in ensuring that;
- all works are realistic, viable and will fully satisfy funding criteria;
- select and appoint team members with the appropriate blend of skills and experience, which will meet your objectives;
- recommend solutions which will:
- properly deliver and enhance the County’s functions and image;
- provide for future flexibility;
- provide effective environmental conditions but cost-effectively;
- achieve a satisfying experience for end-users of all types including people with disabilities.
- ensure users, other stakeholders and opinion-formers are involved in and committed to the solutions;
- organise adequate resources are available to support and deliver the commission, whether part of the fixed fee or call off / ad valorem; and
- establish appropriate progress and reporting procedures.
We envisage providing wide-ranging and strategic advice as an experienced client advisor who can not only look ahead to the challenges of maintenance and construction, but also assist in analysis of options, business issues and structuring of the wider initiatives which will be needed to support project delivery (such as satisfying any funding conditions and public accountability ).
Our objectives will be to:
- share your “corporate” vision and objectives;
- who is experienced in dealing with a range of properties and projects;
- can establish and maintain effective working practices;
- manage contractors to delivery the right quality on programme and budget;
- report and communicate convincingly; and
- give confidence to users and stakeholders.
We would suggest that continuous improvement is driven by adopting the principles of partnering also i.e. identifying mutual objectives, discussing problem resolution and then identifying improvements. Underpinning this framework would be;
- feedback from end users
- feedback from contractors
- feedback from senior management
- agreeing a performance measurement plan for DJ
- agreeing key performance indicators with contractors
- regular contract review meetings up and down the supply chain.
We trust that we have interpreted your requirements correctly and that this method statement demonstrates our experience and capability.
METHOD SN 8
- Relationships
- Relationsips with the Greater London Magistrates Court Authority Circuit Authority
The Client / Authority relationship will be managed by our Account manager Peter Rumbelow on a day to day basis, with help and support from our Operations Manager Yusuf Pandor on a weekly / monthly basis. We would expect for instance Yusuf Pandor will attend all the pre commission meetings and routine review meeting in the first 12 months of the commission. Beyond that his attendance will be by exception. Yusuf will also provide the first level of escalation in the event that an issue cannot be resolved at the Account Manager level.
- Relationship with the Greater London Magistrates Court Authority Circuit Customers
We define the customers as the occupants of the building and hence the receivers of the service or the users of the accommodation. The customer relationship or interface and the contractor interface will be managed using our established help desk, which will provide the focal point for all communication with customers and contractors. It will be the shop window for all the services we provide. The help desk will record the time of the call made and the actual response and resolution times by the various parties. This will then be compared to the agreed responses times, for the type of fault, asset criticality and importance. The help desk will also be supported by the contract dedicated team.
There always needs to be meeting of minds is where customers expectations are not in keeping with available funds / resources. The role of the Managing Agent we see will be to represent the Client’s service strategy to the customers, to be an extension of the Authority’s team. We will ensure customers understand that they receive the service that the Authority can afford. With service levels adequately and appropriately specified to suit the Authority’s available funds and well publicising these to customers either as SLA’s or customer service charters, will ensure these are well understood by the customers and minimise any misunderstandings. We will work closely with your ALO’s and AM’s to promote the services on offer to your customers representing the best interests of all concerned.
All DJ staff and supporting contractors will receive specialised customer care training, at their point of induction and on a regular ongoing basis.
Although our situation will be managed through the ALO / AM’s, we imagine you will want individual accommodation officers to be able to raise queries and liaise on performance reviews as appropriate. Certainly, from our point of view, feedback on contractor performance from the "customer" on site is useful. As part of our measurement process we will solicit that feedback by routinely issuing random customer satisfaction surveys. The information received will be very useful in establishing a continuous improvement programme, both in terms of our own performance and those of the contractors we manage.
We will foster good relationships by ensuring that the annual interim inspections include time for consultation with local staff and that at the outset they are fully briefed on our role and introduced to key staff. We will also provide a series of regular meetings and briefing during our programme of routine inspections. We propose issuing a periodic "newsletter" summarising any changes in our respective staff and that of contractors and to include other matters - e.g. energy consumption
feedback - to be agreed with the ALO/ AM.
In this way we would hope to make the service more personal and user-friendly to all involved, and go beyond the contracted liaison meetings. Working in partnership with you and looking after your best interests at all times we hope to develop a high level of mutual trust with your ALO / AM’s whereby we can remove the burden of their day to day activity, proactively assist them in delivering the required output to their customers and thus allowing them to concentrate on the strategic issues, making their roles more satisfying and rewarding.
ISOP P 17 / 19
Relationships with the Supreme Court Circuit Authority
The Client / Authority relationship will be managed by our Account manager on a day to day basis, with help and support from our Operations Manager on a weekly / monthly basis. We would expect for instance our Operations Manager would attend all the pre commission meetings and routine review meeting in the first 12 months of the commission. Beyond that his attendance will be by exception. Yusuf will also provide the first level of escalation in the event that an issue cannot be resolved at the Account Manager level.
Relationship with the Magistrates Court Customers
We define the customers as the occupants of the building and hence the receivers of the service or the users of the accommodation. The customer relationship or interface and the contractor interface will be managed using our established help desk, which will provide the focal point for all communication with customers and contractors. It will be the shop window for all the services we provide. The help desk will record the time of the call made and the actual response and resolution times by the various parties. This will then be compared to the agreed responses times, for the type of fault, asset criticality and importance. The help desk will also be supported by the contract dedicated team.
There always needs to be meeting of minds is where customers expectations are not in keeping with available funds / resources. We see the role of the Managing Agent / FM to represent the Client’s service strategy to the customers, to be an extension of the Authority’s team. We will ensure customers understand that they receive the service that the Authority can afford. With service levels adequately and appropriately specified to suit the Authority’s available funds and well publicising these to customers either as SLA’s or customer service charters, will ensure these are well understood by the customers and minimise any misunderstandings. We will work closely with your ALO’s and AM’s to promote the services on offer to your customers representing the best interests of all concerned.
All DJ staff and supporting contractors will receive specialised customer care training, at their point of induction and on a regular ongoing basis.
Although our situation will be managed through the ALO / AM’s, we imagine you will want individual accommodation officers to be able to raise queries and liaise on performance reviews as appropriate. Certainly, from our point of view, feedback on contractor performance from the "customer" on site is useful. As part of our measurement process we will solicit that feedback by routinely issuing random customer satisfaction surveys. The information received will be very useful in establishing a continuous improvement programme, both in terms of our own performance and those of the contractors we manage.
We will foster good relationships by ensuring that the annual interim inspections include time for consultation with local staff and that at the outset they are fully briefed on our role and introduced to key staff. We will also provide a series of regular meetings and briefing during our programme of routine inspections. We propose issuing a periodic "newsletter" summarising any changes in our respective staff and that of contractors and to include other matters - e.g. energy consumption
feedback - to be agreed with the ALO/ AM.
In this way we would hope to make the service more personal and user-friendly to all involved, and go beyond the contracted liaison meetings. Working in partnership with you and looking after your best interests at all times we hope to develop a high level of mutual trust with your ALO / AM’s whereby we can remove the burden of their day to day activity, proactively assist them in delivering the required output to their customers and thus allowing them to concentrate on the strategic issues, making their roles more satisfying and rewarding.
H The Contractor shall provide details of all furniture and equipment including computer hardware and software they propose to install on-site.
Action AJ to prepare using the text from previous bids
METHOD SN 9
- Communication
We regard this as an essential tool in our business. All of our staff are equipped with the following:
Desktop networked PC
E-mail address, eg [email protected]
Incoming faxes routed direct to each PC, and PC-generated outgoing faxes
A direct telephone line.
Voice-mail - all staff are required to change the message daily so as to advise when calls can be returned. If individuals are out of the office a range of divert options are advised (mobile phones, other desks -offices, home).
Most of our professional staff have a dedicated mobile phone.
Remote working is supported by laptop PCs and portable modems.
All staff have open access to each other's diaries (Outlook Calendar schedule).
- Other IT and Systems
IT and telecommunications strategy, budgeting and management is under the control of the Director of Information Systems and involves a team of professional IT staff providing support, training, etc. IT strategy is kept under constant review
Hardware maintenance is outsourced as are parts of network and software support. Contracts are managed by the Director of IS.
Predominantly we use package software but do develop databases and web sites in house where appropriate.
Package software includes Microsoft Office, Sun Accounts & SharpOwl for financials, APB for Property Accounting, General PC/laptop operation - Microsoft products
Word processing - our standard system is "Word", supported by Excel and Quattro-pro applications. But we do also have other software packages such as Ami Pro and Adobe allowing us to open and work on most documents not based on Word.
Estate management - TRAMPS supplied by Trace computer.
Plan Lookout TM – an online system allowing us to receive and filter the latest statutory changes, case studies, planning applications and developments. This is a very powerful search software system
Our remote Help Desk is based on Qfm
Time management – Sharp Owl
We also operate many data bases based on Microsoft Access
A full list can be provided at the negotiation stage
Additionally DJ has developed its Groundbreaker.Net, Website which provides affordable online professional property advice to subscribers of the system, via our extranet. DJ has won several NACORE awards for this leading edge / market leading development. If awarded this commission it would be our privilege to provide Kent CC with several complementary licences to this information portal, in order for you to benefit from the best practice and current topics discussed
We envisage easily transferring information to you by disk or electronically via the internet, which is our preferred method of approach.
We have established interlinks with a number of clients. These include telephone connections enabling our staff to access client systems and clients to access our systems and using secure systems across the Internet.
Where systems are accessed over direct links we use PCs that are separate from the office network. Where systems have been accessed across the Internet these have relied on SSL (Secure Socket Layer).
DEFRA E6
- What is your company’s view of knowledge management and how does your organisation transfer knowledge through all parts of the company.
We regard knowledge management as an essential prerequisite in our business and the tools and processes that we use to manage it are mainly IT based. Summarising these as follows:
All of our staff are equipped with Desktop networked PC or Lap Top and are contactable / networked using the company Intranet and / or the external web / internet. We naturally all have E-mail address, eg [email protected]. Incoming faxes routed direct to each PC, and PC-generated outgoing faxes
All staff have direct telephone line with voice-mail - all staff are required to change the message daily so as to advise when calls can be returned. If individuals are out of the office a range of divert options are advised (mobile phones, other desks -offices, home). Most of our professional staff have a dedicated mobile phone.
Remote working is supported by laptop PCs and portable modems. All staff have open access to each other's diaries (Outlook Calendar schedule). THINK H HERE
IT and telecommunications strategy, budgeting and management is under the control of the Director of Information Systems and involves a team of professional IT staff providing support, training, etc. IT strategy is kept under constant review. Hardware maintenance is outsourced as are parts of network and software support. Contracts are managed by the Director of IS. Predominantly we use package software but do develop databases and web sites in house where appropriate. Package software includes Microsoft Office, Sun Accounts & SharpOwl for financials, APB for Property Accounting, General PC/laptop operation - Microsoft products. Word processing - our standard system is "Word", supported by Excel and Quattro-pro applications. But we do also have other software packages such as Ami Pro and Adobe allowing us to open and work on most documents not based on Word.
On the Estate management side we use TRAMPS supplied by Trace computer.
Plan Lookout TM – an online system allowing us to receive and filter the latest statutory changes, case studies, planning applications and developments. This is a very powerful search software system
Our remote Help Desk is based on Qfm. Our time management – Sharp Owl. We also operate many data bases based on Microsoft Access
Additionally DJ has developed its Groundbreaker.Net, information portal and also an extranet based document management system called Property Workspace via our extranet, which ensures all documentation associated with our client sites and contracts are managed properly and always kept up to date.
We envisage easily transferring information to you by disk or electronically via the internet, which is our preferred method of approach. On some client accounts we have established interlinks with a number of clients. These include telephone connections enabling our staff to access client systems and clients to access our systems and using secure systems across the Internet.
Where systems are accessed over direct links we use PCs that are separate from the office network. Where systems have been accessed across the Internet these have relied on SSL (Secure Socket Layer).
I: The Bidder is invited to make constructive proposals that would add value to the Service
Action MS to describe Re – engineering of the supply chain
DEFRA SN B#6
DEFRA SN E#6???? CHECK THIS
APJ - (think continuous improvement, Plan-Do-Check-Act reviews, kaizan)
Text below has some good bits but may be too woolly
Because the key to success in today’s business environment is to focus on your core competencies, Drivers Jonas is committed to the idea of outsourcing. When our customers outsource we take on the responsibility for a number of supporting services of their organisation.
The Drivers Jonas offering takes two forms: the Managing Agent and Prime Contractor models. Our operating model is built around incentivisation agreements that encourage innovation and quantifiable outputs. The three slides overleaf illustrate these pictorially.
Drivers Jonas and Drivers Jonas Facility Management formulate solutions together, and in providing the resource solution to this commission we would rely on the following:
- Management Line Resources - management heads who will ultimately own the output, provide the people management function and have the Client relationship.
- Service Line Experts - 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.
Within the DJ organisation is the expertise required to achieve your strategic objectives. To illustrate the resources that we would bring to bear on this commission, we have included overleaf a provisional allocation of task matrix which outlines the key personnel that we propose to use.
SERVICE DELIVERY
In order to provide a complete service, DJ believes that we must understand and meet the strategic, physical and service support requirements of the user. We see our job as not only supporting the GLMCA, but also acting as part of the GLMCA team and working 'for the GLMCA’. Our objective is to provide the GLMCA and its Customers with a first class Property and Facilities Management Service.
Our approach can be summarised as:
- Understand the needs of the GLMCA and its Customers
- Maximise the value that the business gets from its support services
- Understand the characteristics of the tasks
- Agree procedures and keep these under review
- Effective commission planning and implementation
- Appropriate systems for bespoke solutions
- Effective use of ICT
- The use of multi-skilled technical staff to enhance teamwork
Our methodology
- Identify all requirements
- Agree procedures in detail
- Modify IT systems to suit
- Keep systems under constant review
- Retain the flexibility to modify procedures and systems, to meet evolving requirements
- Follow through to completion
APJ Text – The process of generating a relevant PMS
I: What is the organisation's strategy and therefore what should it be measuring?
Stages that DJ undertakes in producing Performance Measurement Systems
- clarifying objectives
- communicating them to people
- influencing behaviour to be consistent with them
- checking whether or not objectives are being delivered
- challenging theories about how the business works
II: Drivers Jonas believes the main challenges in design and implementation of performance measurement systems are:
- measurement system design
- implementation
- managing through measurement
- 'refreshing' the measurement system
They all pose different challenges.
Design - choosing the right measures. The current challenge is not necessarily identifying what you could measure, it is identifying what you need to measure so as to concentrate on what is absolutely vital.
Implementation contains two challenges:
- The need to get access to the right data, and use the right metrics
- Communication to overcome people's fear of measurement and consequent manipulation of target-setting to ensure targets are achievable and no blame can be attributed. To combat this people inside organisations need to be educated to understand the purpose and use of the measurement system.
Managing through measures requires the focus to be firmly on targets. Raw performance data is not enough to draw conclusions from. The focus should be on the current situation, what can be learned from it and, more importantly, how targets can be achieved. Education is required in how to present data to encourage such discussion.
Refreshing the measurement system - To ensure that as the organisation changes the measurement system keeps pace, targets must be updated. These will then reflect the problems that have been solved, and those that are relevant to the latest challenges facing the organisation. It may be necessary to introduce a named performance manager whose role it is to manage the measurement system.
III: The impact of performance measurement systems
There are a number of things that are valuable about performance measurement:
Clarity of direction. The act of deciding what to measure forces people to clarify what is important in their organisations. If a key goal is happy customers, the management team will need to determine what it means by happy customers and how to measure whether or not customers are happy. This forces the management team to be more articulate about their goals, and define also who the customers are. Measurement encourages senior management teams to be clear about real objectives, to air differing opinions, and to use precise language to define how they want to assess performance towards these goals.
Understandable routes to success. When appropriate measures are in place the organisation will have an invaluable means of communicating to their people a clear framework for working towards the organisation's targets. This provides a means of influencing behaviour, ensuring the right things are being done.
Clear success criteria. When the appropriate measures are in place and the management team has established the right targets, it can check whether or not objectives are being achieved. The organisation knows where it wants to go and has the data to tell it whether it is moving in the right direction.
Strategic Choice. A measurement system is more than individual measures - the links between these measures allow the value-add to be quantified through each stage of the process. If a goal is to increase efficacy, the components of this improvement are efficiency and effectiveness gains. To achieve this, a series of smaller steps need to be taken which can all be quality controlled and measured. Performance data identifies where problems lie and allows action to be taken that enhances the overall strategic direction.
START UP AND IMPLEMENTATION
We note that there will be a mobilisation period following contract award, from 1 April to 30 June 2002. Our approach during this period will include the implementation of a full communication and quality plan before the start date, when Drivers Jonas assumes full responsibility. The communication plan is produced from the initial review and discussion. It defines roles and responsibilities, reporting lines, meeting frequencies and formats, escalation procedures, operation processes, which systems are to be used and what is expected of each person within the team.
It is our intention following meetings with yourselves to identify the factors pertinent to this development, in order to formulate a proprietary solution.
PROPERTY STRATEGY
At Drivers Jonas we believe that the property life cycle has to support the business mission strategy, unlike the core business activity, which has to be dynamic and proactive to change, irrespective of the shape, make up and flexibility of the estate. The property cycle normally represents a "lock in" for the business of duration far in excess of the business plan. It can be difficult and laborious to assemble, tying up valuable capital, and potentially even more difficult to divest. The strategic thinking has to be right in terms of location, need, quality and of course cost.
Drivers Jonas advises property and landowners on the formulation of strategies for their estates. These can cover both short-term issues and the evaluation of long-term plans to meet the client’s requirements for their holdings. Our advice tends to be at the “macro” or strategic level, but to provide such advice one needs to understand both: the client’s investment strategy and its implications on their investment/property requirements; and the details of the client’s property holdings.
DJ Facility Management and the wider support of the parent company is not a standard service package; it is a tailor-made approach to service management based on a close development process with our customers.
This process is extremely important. Through an analysis of the organisation and the existing service set-up, we first find the most cost-effective alternative to the services provided. Then we find the synergies in the service delivery system and optimise the execution of the tasks identified.
Taking over the responsibilities for your facilities and people logistics requires close co-operation between you as the customer and DJ. Together we set targets for both customer and employee satisfaction regarding the services that we provide.
At Drivers Jonas we have the people, the processes and the systems to take responsibility for servicing your facilities. We will always do this in the most cost-effective way with focus on continuos and transparent quality improvements.
Our aspiration is to allow you to become better at what you do and let us care about providing Integrated Service Solutions for your facilities, your customers and your employees.
DEFRA SN F
OFEC P. 25
- Continuous Improvement
On our Employment Services contract we have operated a Continuous Improvement Programme, which has seen a number of improvement introduced which have a directly impact on the quality of the service delivered. These include:-
- Improvements in productivity, resulting in reductions in head count and lower cost
- Broadening the DJ service offering at no extra cost
- Encouraging multi-skilling in the works delivery contracts
- Re-bundling the way the subcontracted services are procured
- Driving out inefficiency and maximising productivity by ensuring that each element in the service delivery chain adds value and not just cost
ISOP P 20
Please provide details on how you will ensure that value for money is provided in this contract, including ongoing improvement and efficiency of services over the term of the contract, including the relationship with the Authority’s obligations under the Best Value legislation.
Instructions: Attach this sheet to the front of a maximum of 2 clearly cross referenced A4 sheets of text.
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.
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.
We see this commission as much more than a mechanistic delivery of MA / FM Services, Maintenance and Capital works. To achieve full success we, if appointed as Managing Agent or Facilities Manager for the management only or integrated delivery of service provision contracts, we would expect to work closely with the yourselves, other consultants and all stakeholder interests in addressing the above issues.
A key part of the structure is likely to be a central help desk and works ordering system, designed to ensure that all works – reactive, planned, capital – are orchestrated in a planned and co-ordinated way, with accurate budgeting and forecasting.
With our experience of public projects we believe that we can offer you the blend of conceptual, technical, financial and facilitation skills that will be needed in addition to traditional service delivery management skills.
Our account manager will be a key figure in ensuring that;
- all works are realistic, viable and will fully satisfy funding criteria;
- select and appoint team members with the appropriate blend of skills and experience, which will meet your objectives;
- recommend solutions which will:
- properly deliver and enhance the County’s functions and image;
- provide for future flexibility;
- provide effective environmental conditions but cost-effectively;
- achieve a satisfying experience for end-users of all types including people with disabilities.
- ensure users, other stakeholders and opinion-formers are involved in and committed to the solutions;
- organise adequate resources are available to support and deliver the commission, whether part of the fixed fee or call off / ad valorem; and
- establish appropriate progress and reporting procedures.
We envisage providing wide-ranging and strategic advice as an experienced client advisor who can not only look ahead to the challenges of maintenance and construction, but also assist in analysis of options, business issues and structuring of the wider initiatives which will be needed to support project delivery (such as satisfying any funding conditions and public accountability ).
Our objectives will be to:
- share your “corporate” vision and objectives;
- who is experienced in dealing with a range of properties and projects;
- can establish and maintain effective working practices;
- manage contractors to delivery the right quality on programme and budget;
- report and communicate convincingly; and
- give confidence to users and stakeholders.
We would suggest that continuous improvement is driven by adopting the principles of partnering also i.e. identifying mutual objectives, discussing problem resolution and then identifying improvements. Underpinning this framework would be;
- feedback from end users
- feedback from contractors
- feedback from senior management
- agreeing a performance measurement plan for DJ
- agreeing key performance indicators with contractors
- regular contract review meetings up and down the supply chain.
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.
ISOP P 30
We cannot understand why you would wish to continue with two different FM delivery mechanisms for the Inner London & Outer London estates, to the point where you have duplicated service functions (eg. Help desk) and also wish to continue with segregation of Hard and Soft Services. We can understand how and why these have evolved as they were throw backs to the estates being separate – however now is a perfect opportunity to deliver real change and realise considerable economies of scale.
It is not clear from your process charts as to how cleaning and security will be co-odinated, particularly as there is no suggestion of the ongoing use of the LA help desks.
Drivers Jonas has considerable experience of managing both hard, soft services, and corporate support services required in buildings, using its established help desk to co-ordinate and track the progress of a multiplicity of suppliers.
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.
METHOD SN 5.12 +
- (NO!!! SN 5.12)Term Contract Procurement and Renewals
Our objectives in the procurement of Term Contracts will be to:
- Meet the requirements of the Authority
- Obtain competitive tenders on a common basis
- Obtain the appropriate balance between quality and price (VFM)
Our methodology to meet these objectives will be to:
- At the outset to set a procurement programme to meet the Authority’s requirements and EU/GATT Directives
- Hold discussions with the Authority to agree requirements
- Incorporate our extensive experience in the procurement and operation of Term Contracts
- Review and incorporate experiences gained from the operation of the existing Contracts
- Ensure appropriate Asset Registers are up to date
- Identify, quantify or eliminate any areas of risk such that the contractors do not price excessive elements of such risk into their tenders
- Prepare Draft Tender Documents for discussion and agreement with the Authority
- M&E Term Maintenance Contract:
We envisage that the essential features of the contracts will include the provision of:
- A proactive approach to maintenance, fault identification and resolution
- PPM to HVCA or equivalent standards and specific items identified in the tender document
- Absorption of repair costs under £500 per job
- Helpdesk call-outs and Reactive Maintenance to specified Priorities and Response Times
- For all Reactive Repairs over £2000 Works Cost proposed to be sub-contracted, provide three competitive quotations.
- A 24-hours answering and Call response service
- Contractor to provide a PPM programme meeting the Authority requirements
- Contractor to:
- Verify Asset Register
- Undertake Dilapidation Survey
- Contractor to take a pro-active approach to:
- Energy Management
- Health and Safety Site-Specific Risk Assessments
- Attendance on Specialist and Statutory Inspections
Other contracts will follow a similar theme
- Manhour Allocation
Please refer to our Resource Man hours estimation chart. Based on the information provided we have assumed that there will be
2 x M&E tender over the next 3 years ( DJ man hour allocation = 180 hours p.a
1 x Buildings and Civils tender of the 3 years = 36 hours p.a
1 x Scaffolding tender over the next 3 years = 36 hours p.a
1 x grounds maintenance contract tender over the 3 years = 36 hours p.a.
Procurement will be undertaken by our account manager and his /her site team and with the support of the M&E manager, Fabric Expert and Listed Buildings Expert.
- Energy Management and Utility Monitoring
The procedure and requirements in the context of this contract are set out in the specification. The collation and interpretation of information is a joint exercise between the Authority, the Local Accommodation Manager and the MA, but also, we suggest the M&E Maintenance Contractor.
We envisage that the weekly and monthly and six monthly M&T will be recorded through a spreadsheet with consequential interpretation and benchmarking via linked graphs and pie-charts. In this way previous months consumption can be compared for both the building and the mean average for the whole estate/level, eg all level/buildings can be compared with each other in an easily understood format.
If possible, we will compare trends and consumption with other properties we manage and industry established "norms".
These functions will be the responsibility of the Operations Manager.
- Information Database / File.
At the outset of this commission, we will prepare a file on each building to include all details relating to both Maintenance Services, Operational Management, and Estate Surveying, together with Health & Safety.
We will collate the following details in a single place
- Maintenance
Asset Schedules, Forward Maintenance Plans, Current Contracts, Work Order Lists, Service Levels, Labour Rates, Condition Surveys, Previous Interim Inspection Reports, Annual Review Reports, Floor plans and drawings. Asbestos Registers, Health & Safety Reviews, Risk Assessments, COSHH Inventories, VDE assesments
A copy of Drivers Jonas Partnering Charter with Employment Services
ISOP P 30
We cannot understand why you would wish to continue with two different FM delivery mechanisms for the Inner London & Outer London estates, to the point where you have duplicated service functions (eg. Help desk) and also wish to continue with segregation of Hard and Soft Services. We can understand how and why these have evolved as they were throw backs to the estates being separate – however now is a perfect opportunity to deliver real change and realise considerable economies of scale.
It is not clear from your process charts as to how cleaning and security will be co-odinated, particularly as there is no suggestion of the ongoing use of the LA help desks.
Drivers Jonas has considerable experience of managing both hard, soft services, and corporate support services required in buildings, using its established help desk to co-ordinate and track the progress of a multiplicity of suppliers.
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
Peter Wilson, Director of Buildings & Estates at the Tate Gallery
0207 887 8786
Simon Greenish at the RAF Museum Hendon
0208 205 2266
Gus Heathfield Director of Finance & Corporate Governance, NHS South London & Maudsley Trust
0207 919 2424
Richard Munro, Head of Suppport Services, Imperial War Museum, Duxford
01223 837267
K Provide details of Bidder proposed alternative Performance Monitoring system to be used with this contract.
SEE MS COMMENTS IN COST SCHEDULE
Action AJ to reproduce the NPS system and modify this to reflect the requirements of the GLMCA
DJ has developed reporting systems tailored to the specific needs of the client, that goes from simple analysis of the strengths and weaknesses of a project up to sophisticated analysis of cash flows.
Text here relating to the strategic thinking behind Performance Measurement development
OJEC P 22
- Monitoring & Measurement Systems
Monitoring and contract measurement is now almost a given and can largely be carried out using exception reports from data bases and information sources, using standard software packages and doesn’t necessarily need to be labour intensive. We are used to using such systems to monitor and measure our own performance and the performance of our service providers. Below we highlight our standard approach and process, which we can offer and tailor to suit this application. In consultation with yourselves we would wish to identify each others role at the outset in any future arrangement and then define these within the quality and communications plan, because we would not wish to have duplicate systems running in parallel.
Normally our clients wish to adopt a hands off management style, where we are entrusted to monitor contracts, managed by us, using our established systems, and where all our information is available to the client on a continuous on line real time audit basis, where information can be viewed in a read only non edit function. These proven systems include:-
- Regular Progress meetings with Service Providers. These meetings normally occur on a monthly basis and include a review of the measurements taken during the preceding period, together with any health & safety incidents, upcoming works that need careful planning and consideration, financial performance, customer satisfaction surveys and other issues. Meetings will be minuted and future actions identified against target deadlines.
- Regular Client Meetings. These meeting will mirror the individual service providers meetings and will review performance over the preceding period, future workloads, customer satisfaction and other issues. Meetings minuted and actions apportioned against deadlines
- Quarterly Report. Highlights the ongoing status and performance of services, together with the need for revisions to processes to deliver ongoing improvement.
- Annual Review & Report. A summation of the Quarterly reports and appraisal of the last 12 months of performance measurements and customer satisfaction surveys. Provides the baseline to move forward into the next financial year, by reviewing criticality of services and re prioritisation of issues
- Action Plans. Corrective action plans and teams will be assigned to critical remedial actions
- Forward Maintenance Register. The formation of a FMR will ensure that unresolved elements carry forward to a future plan, when they can be resolved in the longer term using the capital funding route
-
Service Level Agreements ADD NPS SLA’S
DJ’s measurement / monitoring processes are normally underpinned by the development of Service Level Agreements (SLA’s). We will suggest SLA’s for all the individual service lines comprising the services and publicise these to all our clients and customers so they understand the process by which our performance will be measured, and by which we will measure any specialist works contractors. They are developed for all our professional FM services as well as works services. In the case of the professional services each service can have its own developed package of SLA’s under the following generic headings. e.g. General Management…..Property Management…..Maintenance Management…..Energy Management …..Projects….Help Desk ….Security….Cleaning…..Moves Management etc. Within each of these services one or a number of KPI’s will be assigned that contribute to the overall service level. Typical KPI’s would include functionality measurements (compliance with specification / brief) or compliance with the scheduled maintenance programme as well as cost & cost certainty, time and timeliness, quality including faults / rectification periods health & safety compliance and environmental sustainability.
For each of the KPI’s we would agree a certain pass criterion, against which the current months performance would be judged. Failure to achieve this criteria would result in negative or lower scores. The whole measurement process can then be integrated into an overall score by weighting the importance of each KPI score.
Data for the measurements will be provided by a computerised works management system, Help desk and scheduling system (PPM). We can provide our own systems if necessary based at our Slough offices, which can be networked to the local team.
Although we measure ourselves, the data used within the objective measurement will be openly available to the ‘informed client’ or for scrutiny by the clients’ auditors. Historic buildings & specialist conservation auditors, legislative compliance and general financial audit..
- Typical KPI’s
These will include, but not limited to:-
- Help Desk Response to queries, audit trail to works contractors, calls answered within 6 rings, time of call logged, response time logged, remedial work completion time logged
- Admin – completion / issue of reports to agreed deadlines
- Maintenance Management – Development / Review of Planned Work Schedules by deadline
- Maintenance Management – Execution of 95% of Planned work to schedule
- Maintenance Management – Execution of 5% of planned work to revised schedule
- Project Management – Develop Forward Plan for Projects / Small works by Deadline.
- Project Management – Execution of Projects, within budget to plan
- Accounting – Issue of invoices, payment of accounts by agreed deadlines.
- Accounting – Managing the WCC property accounts to RICS practices, providing a full audit trail
- Accounting – Delivery of Works and Services within budgetary constraints
- Management – Programming of Performance Review meetings by deadline.
- Management – Execution of Review meetings to schedule
- Management – 100% completion of monthly service level measurement process to all services, including issue of customer satisfaction surveys to a random sample selection of customers.
- Procurement – Selection of services providers to OJEC principles. Development of procurement plan
- Health & Safety – Induction Training executed to plan for new recruits / contractors
- Health & Safety – 100% completion of risk assessments for known risks
- Health & Safety – 100% of all accidents and unsafe incidents reported.
- Health & Safety – 100% compliance with Legislation, re. HSAWA, COSHH, etc.
The above indicates that most activities can be measured to objective criteria. We have incorporated these systems on our large FM contracts including Employment Services, where we manage the delivery of a multiplicity of services to over 300 properties. In particular we have developed our Qfm Help Desk system to analyse many of these measurements on a real time basis. A copy of the performance reports that we are currently producing is enclosed as an Appendix H.
- Publicising Results & Data
Publicising results and measurements helps to build teamwork spirit and instils a sense of belonging, ownership and common purpose. It enables staff to readily understand where they currently are and where they have to get to. Continuously sharing data with clients, customers and competitors via forums (eg.benchmarking forums) provides for the sharing and development of best practice. This best practice might include the following:-
Cost, productivity, operational information, contract re-structuring, process re-engineering, functionality, awareness and compliance with legislative changes, market place awareness, benchmarking, procurement techniques, risk transfer.
METHOD SN 12
- Performance Management
- Overview
We believe it is impossible to manage something unless you measure it. The data you collect enables you to make informed decisions and take corrective actions, when necessary, from a position of knowledge. This information enables the setting of standards and targets, and provides the platform for continuous improvement. Management best practice has evolved in line with the development and capability of information technology currently available in the market place.
We regard our role to include regular proactive liaison with the appointed contractors to discuss their performance in a constructive way, as well as regular monitoring of the environment at each location. Subject to the terms of their appointments a more formal monitoring system may be appropriate.
To monitor performance our technical mobile team comprising M&E Engineer(s) and B&CE Surveyor (s) will regularly inspect buildings (monthly for RCJ Buildings, 2 monthly for the others) and monitor log books and maintenance records in addition to formal annual inspections and completion of annual reports by the senior staff, and completion of any condition surveys defined in Annex 13. This should also help ensure that the Authority is meeting its required condition levels as set out in Annex 9 (condition of building and services) and the energy improvement targets as defined in Annex 7.
Monitoring and contract measurement is now almost a given and can largely be carried out using exception reports from data bases and information sources, using standard software packages and doesn’t necessarily need to be labour intensive. We are not sure at this stage of the capability of the Manifest system in terms of measurement and statistical reporting, however we are used to using such systems to monitor and measure our own performance and the performance of service contractors. We note that our own performance is to monitored by a number of consultant providing technical and general audit functions, including Historic buildings, specialist conservation, legislative compliance and general financial audit – but we are not sure what form that monitoring will take. Below we highlight our standard approach and process, which we can offer and tailor to suit this application. In consultation with yourselves we would wish to identify each others role at the outset in any future arrangement and then define these within the quality and communications plan, because we would not wish to have duplicate systems running in parallel.
Normally our clients wish to adopt a hands off management style, where we are entrusted to monitor contracts, managed by us, using our established systems, and where all our information is available to the client on a continuous on line real time audit basis, where information can be viewed in a read only non edit function.
- Service Level Agreements & Measurements
DJ’s measurement / monitoring processes are normally underpinned by the development of Service Level Agreements (SLA’s). Where these exist in the current term contracts( M&E, grounds, Statutory Inspections, B&CE MTC, Scaffolding MTC ) we would be happy to review these for appropriateness. We will also introduce these where they currently do not exist for the term contracts when they come up for renewal. We will also be happy to suggest SLA’s for our own measurement and publicise these to all our clients and customers so they understand the process by which our performance will be measured, and by which we will measure the works contractors. They can developed for all our professional MA services as well as works services. In the case of the professional services each service can have its own developed package of SLA’s under the following generic headings. e.g. General Management…..Estate Management…..Maintenance Management…..Energy Management …..Projects….Help Desk etc. Within each of these services we see activities or subsets being ascribed their own performance level (KPI) that contribute to the overall service level. Typical KPI’s would include functionality measurements (compliance with specification / brief) or compliance with the scheduled maintenance programme as well as cost & cost certainty, time and timeliness, quality including faults / rectification periods health & safety compliance and environmental sustainability.
For each of the KPI’s we would agree a certain pass criterion, against which the current months performance would be judged. Failure to achieve this criteria would result in negative or lower scores. The whole measurement process can then be integrated into an overall score by weighting the importance of each KPI score.
We would develop the same system with the contractors involved, so that wherever possible the subjectivity is removed and replaced with objective measurements. Data for the measurements hopefully can be collected using your computerised works management system, Help desk and scheduling system (PPM) – but we would need to discuss this with you further in order to establish that the Manifest system has the requisite functionality.
Although we will measure ourselves, the data used within the objective measurement will be openly available to the ‘informed client’ or for scrutiny by the Historic buildings & specialist conservation auditors, legislative compliance and general financial audit..
- Service Level Agreements / KPI’s
These will include, but not limited to:-
- Help Desk Response to queries, audit trail to works contractors, calls answered within 6 rings, time of call logged, response time logged, remedial work completion time logged
- Admin – completion / issue of reports to agreed deadlines
- Maintenance Management – Development / Review of Planned Work Schedules by deadline
- Maintenance Management – Execution of 95% of Planned work to schedule
- Maintenance Management – Execution of 5% of planned work to revised schedule
- Project Management – Develop Forward Plan for Projects / Small works by Deadline.
- Project Management – Execution of Projects, within budget to plan
- Accounting – Issue of invoices, payment of accounts by agreed deadlines.
- Accounting – Managing the WCC property accounts to RICS practices, providing a full audit trail
- Accounting – Delivery of Works and Services within budgetary constriants
- Management – Programming of Performance Review meetings by deadline.
- Management – Execution of Review meetings to schedule
- Management – 100% completion of monthly service level measurement process to all services, including issue of customer satisfaction surveys to a random sample selection of customers.
- Procurement – Selection of services providers to OJEC principles. Development of procurement plan
- Health & Safety – Induction Training executed to plan for new recruits / contractors
- Health & Safety – 100% completion of risk assessments for known risks
- Health & Safety – 100% of all accidents and unsafe incidents reported.
- Health & Safety – 100% compliance with Legislation, re. HSAWA, COSHH, etc.
The above is fairly generic but indicates that most activities can be measured to objective criteria. We have incorporated these systems on our large FM contracts including Employment Services, where we manage the delivery of a multiplicity of services to over 300 properties. In particular we have developed our Qfm Help Desk system to analyse many of these measurements on a real time basis. A copy of the performance reports that we are currently producing is enclosed as an Appendix G.
- Publicising Results & Data
Publicising results and measurements helps to build teamwork spirit and instils a sense of belonging, ownership and common purpose. It enables staff to readily understand where they currently are and where they have to get to. Continuously sharing data with clients, customers and competitors via forums (eg.benchmarking forums) provides for the sharing and development of best practice. This best practice might include the following:-
Cost, productivity, operational information, contract re-structuring, process re-engineering, functionality, awareness and compliance with legislative changes, market place awareness, benchmarking, procurement techniques, risk transfer.
DEFRA SN C
Payment Mechanism SUGGESTIONS
Assumptions:
Performance Monitoring systems for the FMA and the Service Provider will be back-to-backed. The required differences between the two will arise from the different responsibilities inherent in the roles – for example the FMA KPI’s will reflect the management content of the role and the SP KPI’s will reflect the technical success of the tasks.
THINK NHSLA PERF MEAS BULLETS – KISS
1. Suggestions are below for the GLMCA FMA contract to examine ways of strengthening the mechanism in the following areas:
- ensuring that there is a high standard of service across the estate and that all Sites, regardless of size are serviced equally
- ensuring that the service provider is incentivised to improve performance year on year
- provide incentives to the service provider to correct previous incidents of poor performance
2. The following paragraphs set out possible changes to be made to the proposed payment mechanism to provide additional incentives to the eventual service provider(s).
3. In order to incentivise the service provider to deliver a high quality of services across the estate and to remove the possibility of a sustained level of poor performance occurring at an individual site the payment mechanism has been refined such that:
- the service provider, in order to received 100% payment for the services be required to meet 95% of the Key Performance Indicators, in aggregate across the estate; in addition
- the service provider will be required to attain a minimum of 90% of the KPI's at all Sites
- a failure to achieve 95% of the KPI's in aggregate, or to achieve 90% of the KPI's at any one individual Site will result in a 2.5% deduction from the payment made for the services
- if the service provider achieves between 90% and 94.9% of the KPI's in aggregate, or fails to achieve 90% of the KPI's at an individual Site, 2.5% of the payment will be deducted for poor performance
- if the provider achieves below 90% of the KPI's in aggregate then a 12.5% deduction from the payment will be made.
4. In order to ensure that the service provider seeks to achieve continuous service improvement the level of KPI's required to be achieved in any one year has been ratcheted up in each year of the contract period, such that the contractor will be required:
- to attain 95% of the KPI's in aggregate and 90% for all Sites individually in order to receive 100% of the payment for services in the first year of the contract
- to attain 96% of the KPI's in aggregate and 91% for all Sites individually in order to receive 100% of the payment for services in the second year of the contract
- to attain 98% of the KPI's in aggregate and 93% for all Sites individually in order to receive 100% of the payment for services in the third year of the contract
- should the contract be extended into the fourth or fifth year the year three standards of performance will be required to be achieved
5. In order to incentivise the provider to correct any previous occurrences of poor performance and incentive mechanism has been derived by which if the service provider successfully achieves 95% of the KPI's in aggregate or 90% for all Sites individually for a period of three consecutive months, in addition to receiving 100% payment, they will be entitled to recoup two thirds of any deductions incurred in the previous three months. For example if the provider receives deductions of £20,000 in each of the months January to March, but receives no deductions in the months April to June, in the June payment they will be entitled to be paid an additional £40,000 on top of the normal monthly payment. £40,000 being two thirds of the deductions made from January to March.
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