Responsive Repairs Key Performance Indicator Handbook 4... · Key Performance Indicator Handbook...

Version 5.0 Page 1 of 55 22nd

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Key Performance Indicator Handbook

Lambeth Living, Apollo, Mears & Morrison

Partnership

2011/2012


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1. Contents

1. Contents ....................................................................................................2 3. Definitions ..................................................................................................3 3.1 Key Performance Indicator (KPI) .........................................................3 3.2 Definitions..........................................................................................3

4. Key Performance Indicator Review............................................................3 5. Amendment Procedure ..............................................................................3 6. Management Reporting .............................................................................4 7. Responsibilities..........................................................................................4 8. KPI Definitions & Guidelines ......................................................................5 9.0 Performance Profit ...................................................................................5 9.1 Calculation for the Release of Performance Profit ...................................6 10. Summary Table Commentary ..................................................................7 10.1 Summary Table ....................................................................................7

11. Responsive Repairs.................................................................................9 11.1 Residents satisfaction with the responsive repairs service ..............10 11.2 Responsive repairs percentage of appointments made and kept ....11 11.3 Responsive repairs quality of work completed.................................13 11.4 Responsive repairs percentage of orders completed within priority.15 11.5 Responsive repairs average variation of cost of repair job ..............17 11.6 Responsive Repairs Sustainability ..................................................18

12. Voids .....................................................................................................22 12.1 Average time taken to complete short cycle void orders..................23 12.2 Voids post inspection – quality of work ............................................25 12.3 Average time taken to complete a long cycle void order..................27 12.4 Short cycle voids average cost per unit ...........................................29 12.5 Void Repairs Sustainability ..............................................................31

13. Estate cleaning ......................................................................................32 13.1 Estate cleaning resident satisfaction................................................33 13.2 Quality of Estate Cleaning ...............................................................35 13.3 Estate cleaning delivery of service on time......................................37 13.4 Estate Cleaning Sustainability .........................................................38

14. Grounds Maintenance............................................................................39 14.1 Grounds maintenance resident satisfaction.....................................40 14.2 Quality of Grounds Maintenance service provided ..........................42 14.3 Grounds maintenance delivery of service on time ...........................44 14.4 Grounds Maintenance Sustainability ...............................................45

15. Major Works, Planned and Cyclical Maintenance..................................46 16. Appendices ............................................................................................47 Appendix 1 Responsive Repairs Survey Questionnaire............................48 Appendix 2 Apprentices data collection sheet ..........................................49 Appendix 3 LPC Sustainability Report ......................................................50 Appendix 4 Local Labour data collection sheet.........................................51 Appendix 5 Local Supply Chain Monthly Return Table.............................52 Appendix 6 Estate Services Survey Questionnaire...................................53 Appendix 7 Estate Care Monthly Performance Form................................54


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2. Purpose

The purpose of this document is to:-

a) Define the key performance indicators (KPIs) that shall be used by Lambeth Living (LL), its Contractors (‘The service providers’) as a minimum requirement in the fulfillment of services to the London Borough of Lambeth.

b) Serve as a guide to everyone involved in the processing and reporting of performance data with the prime intention of promoting consistency of approach and preventing ambiguity.

c) Provide the basis for driving continuous improvements in performance and customer satisfaction.

3. Definitions 3.1 Key Performance Indicator (KPI)

A Key Performance Indicator is the measure of performance of a process that is critical to the success of an organisation. In this handbook it shall include:-

• Measuring performance against current business plan objectives.

• Measures of operational efficiency and effectiveness.

• Measuring performance against current contractual requirements.

3.2 Definitions

Each Key Performance Indicator (KPI) contains a definition of the KPI in narrative format to ensure consistency of application. Each KPI has a Target Range. The Target range is the level expected from the service provider as a matter of course and relates to the weighting applied to the KPI.

4. Key Performance Indicator Review

KPI review meetings shall be held by LL on a regular basis (typically monthly) with all partners to review performance and where appropriate agree actions.

KPI trends shall also be formally reported to LL and the three service providers Senior Management each month.

5. Amendment Procedure

It is recognised that over time KPIs may need to be amended, either in the way they are collected or defined. There may also be a time where an indicator loses its usefulness and needs to be removed or modified.


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Any amendments shall be made at the Strategic Core Group and the Handbook annotated accordingly. At the Strategic Core Group Meeting(s) the minutes will record amendment to the KPI and the reasons for the change. Notwithstanding the above, all KPIs will be reviewed annually.

The KPI Handbook will be amended accordingly and re-issued to all parties, with a new Issue number and date. The previous Handbook should be deleted by all Parties to avoid any potential confusion.

It is imperative that when an amended KPI Handbook is issued that all staff are made aware of this and there is duty on all Partners to cascade the information within their organisation.

6. Management Reporting LL will issue KPI reports based on the data collected using the criteria specified in this document in a reporting format to suit the requirements of the respective senior management. Following the outcome of the KPI development process the Handbook has been formulated to replicate industry best practice.

Each KPI is defined under the following headings:

Introduction – provides an overview of the service being delivered Purpose – identifies why the KPI is being measured Definition – defines the measurement Weighting – weighting of KPI as a % of the performance profit Method – clearly demonstrates how the KPI is measured Example – a worked example, using data, to demonstrate method of measurement Measurement – measurement intervals and the reporting format Target Range – the agreed target score(s) for the KPI Target Source – where the target has been derived from Owner – defines who is responsible for collecting score/data For each KPI where a standard format for data collection is required these have been prepared and are given in the appendices to the Handbook.

7. Responsibilities It is the responsibility of LL and the service providers to comply with the requirements of this document and issue the relevant KPI reports to LL within the timescales agreed.


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8. KPI Definitions & Guidelines

In all cases, unless stated, the repair completion dates will be counted when the order is shown in SX3.

In all cases where an extension of time (EOT) has been approved by LL the revised completion date shall be used to make the KPI calculation.

In all cases where No Access has been reported and the job ticket closed that job shall not be counted as a pass or fail and therefore not included in any of the KPI calculations (except the no access percentage figure).

9.0 Performance Profit

On submission of their tender bids each Contractor had to offer a performance percentage which is deducted against their monthly invoice. This sum is held by Lambeth Living and released at the end of the year following a performance review. This review only takes in to account their performance against the Key Performance Indicators set out in this document.

The Calculation sheet at 9.1 (page 6) sets out an example based on a Contractor’s hypothetical performance at the end of the financial year for the Responsive Repairs Service.


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9.1 Calculation for the Release of Performance Profit Task Order for: Responsive Repairs

1. Base Data

Final Value based on Schedule of Rates and prices agreed during year SAY A £3,272,000.00 Target Cost

Actual Cost SAY B £3,200,000.00 Actual Cost less than Target

Tendered Performance Profit Percentage SAY C 2.5%

Value of Performance Profit Total (percentage of Final Value or Actual Cost whichever is lower) D 80,000.00£ C% of Defined Cost (B)

(Note this value is retained during the course of the year)

2. Key Performance Indicators

Lower Target Upper Target Actual Score Proportionate

Score

Weighting Weighted

Score

Max Poss

Score

Weighted

max Poss

Score

1 Resident Satisfaction 85% 95% 90% 50% 25% 13% 100% 25%

2 Quality 88% 98% 91% 30% 15% 5% 100% 15%

3 Time 95% 99% 96% 25% 15% 4% 100% 15%

4 Cost 15% 20% 18% 60% 10% 6% 100% 10%

5 Sustainability 70% 90% 80% 50% 20% 10% 100% 20%

6 Appointments made and kept 96% 99% 98% 67% 15% 10% 100% 15%

47% 100%

3. Calculation of amount to be released and paid to the Contractor

% Release = 47% = 47%

100%

Retained Amount from D above 80,000.00£

Release of Performance Profit = 80,000.00£ x 47% = 37,400.00£


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10. Summary Table Commentary

The Key Performance Indicator (KPI) summary table on pages 6 and 7 provides an overview of the definitions, method of collection, target range and contract weighting of each individual KPI. This table should be used as a quick reference guide, detailed definitions are included in the relevant sections of this handbook.

10.1 Summary Table

Work Area KPI

Reference Method Target

Range Contract Weighting

Responsive Repairs

Resident Satisfaction

RR KPI 1 Telephone Surveys 85-95% 25%

Appointments made and kept

RR KPI 2 OptiTime Reports 96-99% 15%

Quality RR KPI 3 Post work inspection regime

88-98% 15%

Time RR KPI 4 Completed within priority coding

95-99% 15%

Cost RR KPI 5 Average variation % 15-20% 10%

Sustainability RR KPI 6 Delivery against Lambeth Councils priorities

1. 90-100% 2. 60-70% 3. 60-70% 4. 70-90%

20%

Voids

Short Cycle void turn round time

V KPI 1 Average turn around time

10 – 13 working days

40%

Quality V KPI 2 Defects at handover 90-98% 15%

Long Cycle void turn round time

V KPI 3 Average turn around time

20-30 working days

15%

Short Cycle Cost V KPI 4 Average cost per void

TBC 10%

Sustainability V KPI 5 Delivery against Lambeth Councils priorities

1. 90-100% 2. 60-70% 3. 60-70% 4. 70-90%

20%

Estate Cleaning


EC KPI 1 Postal / Telephone surveys

70-85% 30%

Quality EC KPI 2 10% random inspection regime

85-95% 25%

Time EC KPI 3 Completion against programme

90-95% 25%

Sustainability EC KPI 4 Delivery against Lambeth Councils priorities

1. 90-100% 2. 60-70% 3. 60-70% 4. 70-90%

20%


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Grounds Maintenance


GM KPI 1 Postal / Telephone surveys

70-85% 30%

Quality GM KPI 2 10% random inspection regime

85-95% 25%

Time GM KPI 3 Completion against programme

90-95% 25%

Sustainability GM KPI 4 Delivery against Lambeth Councils priorities

1. 90-100% 2. 60-70% 3. 60-70% 4. 70-90%

20%

Major Works


TBC Telephone Surveys Programme by programme

40%

Quality TBC Post work inspections

Programme by programme

30%

Time TBC Performance against programme

Programme by programme

10%

Sustainability TBC Delivery against Lambeth Councils priorities

1. 90-100% 2. 60-70% 3. 60-70% 4. 70-90%

20%


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11. Responsive Repair Key Performance Indicator Definitions The Area Asset Manager is responsible for the delivery of the responsive repairs service in his / her strategic area. The service is delivered in three areas known as the South, Central and North areas. Apollo are responsible for delivery in the South area, Morrison’s in the Central area and Mears in the North area.


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11.1 Residents satisfaction with the responsive repairs service

RR KPI 1 Residents Satisfaction with the Responsive Repairs Service

Introduction Residents satisfaction is a key performance measure for Lambeth Living (LL) and its client Lambeth Council. LL measure satisfaction to assess how well our residents think our contractors are performing and to help drive changes when they aren’t satisfied. Our responsive repair service issues around 50,000 repair jobs a year and spends approximately £12m on this service annually, some of which is capitalised. Residents will be asked a series of questions relating specifically to the way in which the contractor has undertaken their repair job.

Purpose To determine how satisfied residents were with the service a contractor provided during a responsive repair visit.

Definitions How satisfied the resident was with the actual repairs work undertaken. Data sources to be Tenant Satisfaction Survey cards and telephone surveys to provide an aggregate score.

Weighting The weighting of this KPI is 25%.

Method Approximately 10% of residents will be selected at random and telephoned. The survey that will be used is included as Appendix 1 and will ask residents a series of questions relating to the service they have received. The surveys will be carried out by an external provider, results will be analysed and then sent to the Lambeth Living Performance Management team.

Example % of Resident Satisfaction = (A ÷ B) x 100 where A = Number of positive Resident satisfaction surveys B = Number of satisfaction surveys completed (sample size).

Measurement / format

Only the answer to question 7 will be used as the measure of satisfaction and a minimum answer of satisfied is required for the contractor’s performance to be recorded as satisfactory. Data to be run monthly to enable statistics to be circulated by the 5th working day of the month to all stakeholders including Contractors.

Target Range 85% – 95%

Source External Provider / SX3

Owner External provider / Performance Management Team


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11.2 Responsive repairs percentage of appointments made and kept

RR KPI 2 Percentage of Appointments Made and Kept

Introduction Residents expect a Repairs and Maintenance service that is not only cost effective but also puts the resident first. One of the key ways to improve resident satisfaction is to provide a service where appointments for repair visits are made. When appointments are made, residents quite rightly expect appointments to be kept. Lambeth Living (LL) are currently in the process of introducing OptiTime. This software will enable LL and their Contractors to better schedule appointments, reduce costs and improve productivity. The resident should benefit from better punctuality and an improved range of appointment times. All appointments for Responsive Repairs will be raised through OptiTime. This KPI will measure the number of appointments made and kept, a kept appointment is one where the Contractor has arrived within the agreed time band and gained access to the property.

Purpose To determine the effectiveness of keeping appointments.

Definitions Based on the number of appointments scheduled for attending; the number of appointments that were actually attended within the time band prescribed shall be divided by the total number of applicable appointments due for attending in each month.


Method Appointments are made with residents using OptiTime by either staff at the Lambeth Service Centre or planners who are employed by Contractors. These appointments are recorded in OptiTime. When contractor staff arrive on site they will record on hand held PDA devices that they have arrived and this data will be transmitted to the OptiTime software and SX3. Lambeth Living IT (LLIT) staff will report monthly on the % of appointments made and kept at the appointed time. This data will then be presented to the Performance Management team as part of their monthly reports. LL’s Performance Management team will then monitor progress and support the Contract Manager. NB. If no access to the property has been possible, the contractor’s operative is required to take a picture (date and time stamped) of the door of the property they have visited. These appointments will be removed from the calculation.

Example % attended on time = (A ÷ B) x 100 where A = Number of appointments attended on time B = Number of appointments required to be attended


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Measurement / format Data to be run monthly to enable delivery to LL on the 5th working day of the month. Data to include all orders due for completion in the preceding month and in the case of the Year to Date figures, the preceding months in that fiscal year.

Target Range 96% - 99%

Source OptiTime

Owner Area Asset Manager / LLIT


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11.3 Responsive repairs quality of work completed

RR KPI 3 Post Inspection – Quality of Work

Introduction The quality of work carried out during a repair visit is critical to the success of any repairs and maintenance contract. The quality of repair has a direct link to resident’s satisfaction and Lambeth Livings (LL) ability to manager its costs and residents expectations. A poor repair often leads to higher overall costs, repeat visits and resident complaints. LL’s repairs and maintenance staff will inspect repairs that are carried by its contractors using the process set out in the methodology part of this document. This KPI will be measured by % of completed and inspected work that does not fail a post inspection check.

Purpose To identify the level of non compliance of work completed as a result of incomplete work and/or work completed not in accordance with the required standard (materials and/or workmanship).

Definitions Based on the results of post inspections undertaken by LL Officers, to identify the average level of conformity with the quality requirements of the contract.


Method LL Inspection Staff will use Sx3 to automatically generate a random sample of completed works orders to be post inspected. The overall inspection regime will not be less than 10% of all responsive repair works orders in the fiscal year. LL inspectors will then carry out these post-inspections within 10 working days, and record the result of each post-inspection visit on Sx3. In some cases more than one visit will be required, but if the inspector fails any inspection visit, the works order will be recorded as having failed its post inspection for the purposes of this KPI. Monthly reports will be run from Sx3 data by Lambeth Living IT staff who will report as part of their monthly return to the Performance Management team. The Performance Management team will then monitor progress and assist Contract Managers with any issues arising.

Example % of orders completed in accordance with the quality standards of the contract = (A ÷ B) x 100 where A = Number of orders correctly completed B = Number of all orders inspected.


Data to be run monthly to enable delivery to LL on the 5th working day of the month. Data to include all orders due for completion in the preceding month and in the case of the Year to Date figures, the preceding months in that fiscal


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year.


Source SX3



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11.4 Responsive repairs percentage of orders completed within priority

RR KPI 4 Percentage of Orders Completed within Priority

Introduction Every repair order that is raised by Lambeth Living (LL) will have a priority code set against it. The ability of a Contractor to attend repairs and carry out the required works in the allocated time frame is of paramount importance to Lambeth Livings and its residents.

Purpose To determine the responsiveness of service delivery.

Definitions This KPI will measure the time it takes the contractors to complete all priority P1, P2, P3 and P4 responsive repairs. This KPI is expressed as the % of all responsive repairs completed within target completion times, measured from the time the repair is entered in SX3 by the Lambeth Service Centre to the time the repair is completed. This KPI will measure the % of work completed on time by recording completion times on SX 3.


Method Lambeth Living staff raise repair requests to Contractors using SX3. The member of staff raising the ‘job’ will select the appropriate priority coding for the work. The contractors receive the repair requests through the SX3 interface and react accordingly, recording the repair completion date on SX3. Monthly completion on time reports will be compiled by Lambeth Living IT staff who will report as part of their monthly return to the Performance Management team. The Performance Management team will then monitor progress and assist Contract Managers with any issues arising. NB. Where an approved Extension of time is in place the revised date should be taken into account for both a revised due date and the actual completion date. NB. Lambeth Living will also produce reports specifically for Right to Repair works for internal purposes only.

Example % completed on time = (A ÷ B) x 100 where A = Orders completed on time B = Orders due for completion


Data to be run monthly to enable delivery to LL on the 5th working day of the month. Data to include all orders due for completion in the preceding month and in the case of the Year to Date figures, the preceding months in that fiscal year.



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Source SX3



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11.5 Responsive repairs average variation of cost of repair job

RR KPI 5 The average variation of the actual cost of a Repair job

Introduction Lambeth Living (LL) spend around £12m a year on repairs and maintenance. Controlling cost is a key objective for any organisation and even more in the public sector. LL is using the NEC 3 suite of contracts for their repairs and maintenance service. The contract uses schedule 8 with Target Cost. This incentivises the Contractor to keep costs low and below the target cost assigned when the repair is raised. KPI 5 will measure the average % variation per repair job.

Purpose To identify the average variation in cost of a responsive repair job.

Definitions To identify the average job cost of repairs orders against the Target cost prescribed.


Method LL staff raise repair requests to Contractors using SX 3. When a repair is raised and priority code selected a Schedule of Rate target cost is applied. LLIT will run reports from SX 3 detailing variations in the month, and what the average % variation was for that geographic area (North, Central or South). This report will form part of the monthly suite of reports that are sent to the Performance Management Team and Strategic Contract Manager.

Example Average Cost variation % = (A / B -1) x 100 A = Total Invoiced value for all jobs in the period B = Original price of all jobs


Data to be run monthly to enable delivery to LL on the 5th working day of the month. Data will only include orders that have been completed two months prior to the report date (i.e. this KPI will be one month in arrears of most others).

Target The target range is 15-20%

Source SX3

Owner Strategic Contract Manager / LLIT


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11.6 Responsive Repairs Sustainability

RR KPI 6 Sustainability

Introduction Lambeth Living have a responsibility to carry out their Repairs and Maintenance business in not only a cost effective way but also with regard to the environment and how the money they spend is distributed and used. A sustainable society needs the public sector to lead the way by consuming differently, and by planning effectively and efficiently in order to integrate sustainable practices in the services it provides to residents. Residents and local businesses rely on the public sector for job opportunities and trade, therefore local authorities need to consider how their tier 1 suppliers go about their business and how they spend the money Lambeth pays them. This KPI focuses on how LL’s Contractors contribute to sustainability through the services that they provide.

Purpose To measure Contractors contribution to the Lambeth Living and Lambeth Council’s sustainability agenda.

Definitions There are four specific measures. 1. The number of Apprentices (either direct employees

or through sub-contractors) in post at each month end with the target number as set out in the Contractors bid promises and based on increasing numbers from the 1st October each year.

2. The number of employees (or sub-contractors) that live in the borough (Type 1) or our neighbouring boroughs Wandsworth, Bromley, Croydon, Westminster, Merton, Southwark and Lewisham (Type 2) as a % of all employee’s working on the Lambeth Contracts.

3. The total spend through local suppliers as a % of the total spend with all suppliers in the supply chain on materials, sub-contractors and equipment used in delivering the Lambeth Living Contracts

4. The Contractors contribution to the green agenda by measuring the % of waste recycled through the Responsive repair process.

Weighting The total weighting of this KPI is 20% and the weighting is split as follows:

1. 5% Apprentices 2. 5% Local Labour 3. 5% Local Suppliers 4. 5% Waste

Method 1. Apprentices: The contractor submits a monthly return (Appendix 2) indicating the number of Modern Apprentices employed on Lambeth Living’s Contracts.


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The monthly returns are to be emailed by the contractor to the LL’s Performance Management Team within the first 5 working days of the month following the reported month. Scoring will be based on the number of apprentices in place at each month end. This data is then transferred by the Performance Management Team, to the LPC KPI Sustainability Report (Appendix 3). 2. Local Labour: The contractor submits a monthly return (Appendix 4) indicating the number of local people (Type 1 live in Lambeth, Type 2 in the surrounding boroughs and Type 3 other) employed on Lambeth Living Contracts. The monthly returns are to be emailed by the contractor to the LL Performance Management Team within the first 5 working days of the month following the reported month. This data is then transferred by the Performance Management Team, to the LPC KPI Sustainability Report (Appendix 3). Scoring will be based on the following formula: A + (B x 0.5) = % Score Where: A = % Type 1 employees B = % Type 2 employees 3. Local Supply Chain: The contractor submits a monthly return (Appendix 5) indicating the number of local suppliers (Type 1 are based or have depots in Lambeth, Type 2 in the surrounding boroughs) used to supply materials, sub-contracting or supplying equipment for Lambeth Living contracts. The monthly returns are to be emailed by the contractor to LL Performance Management Team within the first 5 working days of the month following the reported month. This data is then transferred by the Performance Management Team, to the LPC KPI Sustainability Report (Appendix 3). Scoring will be based on the following formula: A + (B x 0.5) = % Score Where: A = % Type 1 suppliers B = % Type 2 suppliers 4. Green Agenda: The contractor will be required to send LL waste transfer notices with certified documentation showing the % of


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waste recycled as a proportion of the total waste disposed that month. This data is then transferred by the Performance Management Team, to the LPC KPI Sustainability Report (Appendix 3).

Example 1. Apprentices Contractor bid promises 1 Apprentice per £1m spend, contract value is £12m for the fiscal year. Therefore target is 12 Apprentices. The number of Apprentices is measured over the life of the Modern Apprenticeship Scheme. Therefore, 4 Apprentices in place every September (the start of the academic year). (A / B) x 100 A = Actual number of apprentices B = Target number of apprentices (based on bid promises) 2. Local Labour: A Contractors monthly employment record based on site operatives and sub-contractors indicates the following: 50% Lambeth Postcodes 20% Surrounding Borough % Type 1: 50% % Type 2: 20% 50% + (20% x 0.5) = 50% + 10% Local Labour Score = 60% 3. Local Supply Chain: A contractors monthly expenditure record based on materials, equipment and sub-contractors indicates the following: Lambeth suppliers: 50% Suppliers from surrounding boroughs: 20% 50% + (20% x 0.5) = 50% + 10% Local supplier Score = 60% 4.Green Agenda: % waste recycled = (A ÷ B) x 100 where A = weight of waste recycled B = weight of all waste taken to waste station


Data to be submitted by Contractors to LL Performance Management Team by the 5th working day of the month.

Target Range 1. 90-100%, 2. 60-70%, 3. 60-70% 4. 70-90%


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Source LL Performance Management Team

Owner Contractors / LL Performance Management Team


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12. Voids key performance indicator definitions

The Area Asset Manager is responsible for the delivery of the repair element of the re-letting of void properties in his / her strategic area. There are two types of Void, Short Cycle and Long Cycle. These can be differentiated by the value of the repair order. Short Cycle Voids are those where the initial estimate of cost is no more than £5000; and Long Cycle Voids where initial estimate of cost is more than £5000. The service is delivered in three areas known as the South, Central and North areas. Apollo are responsible for delivery in the South area, Morrison’s in the Central area and Mears in the North area.


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12.1 Average time taken to complete short cycle void orders

V KPI 1 Average Time taken to complete Short Cycle Void orders

Introduction Lambeth Living (LL) are closely monitored in how they deal with the turn around of void properties. The part that the Contractors play is very important to this and impacts how quickly LL can re-let properties. The ability of a Contractor to attend and carry out the required works in good time is of paramount importance to LL and its client Lambeth Council. This KPI will measure the average number of days to complete a short cycle void order.

Purpose To determine the average time taken to complete short cycle void orders.

Definitions To measure the actual average time scale of completing void orders of all orders issued and completed.


Method The process starts when Lambeth Living staff raise void property repair requests to the Contractors using SX3. The Customer Services Team notify the contractor that the keys are available for collection and Contractor will collect the keys from the designated LL office and attend the property. For this KPI the ‘clock starts ticking’ on the day that the Contractor is notified that the keys are ready for collection not when the property becomes void. On the assumption that the Contractor goes ahead with the works, they will complete the void works and return the keys to the Customer Services Team in the designated Lambeth Living office. The Customer Services Team will record the date the keys are received on SX3, using the Estates Module. SX3 will then be used to generate a report that calculates the average end to end time between notification to the Contractor that the keys are ready for collection and keys returned by the Contractor. Days when the contractor is not able to access properties will not be counted in the turnaround time figure (these will be limited but will for example include disinfestation or asbestos removal). This data will then be turned into a KPI report that shows the average for that month and the cumulative average for the year. The KPI report will then be sent to the Performance Management Team for monitoring and they will support the Contract Manager as necessary.


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Example Average completion time = A ÷ B where A = The sum of all the days taken to complete short cycle orders B = The number of all short cycle orders completed


Data to be run monthly to enable delivery to LL on the 5th working day of the month. Data to include all orders completed in the preceding month and in the case of the Year to Date figures, the preceding months in that fiscal year.

Target 10 days – 13 days

Source SX3



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12.2 Voids post inspection – quality of work

V KPI 2 Post Inspection – Quality of Work

Introduction The quality of work carried out on a void property is an extremely important part of the re-letting process. If work is poor quality then extra time is added into the re-letting process and rent lost. Poor quality work often leads to higher overall costs and resident complaints. Lambeth Living’s void staff will inspect works that are carried out by its contractors using the process set out in the Methodology part of this document. This KPI will be measured by % of completed work that does not fail a post inspection check.

Purpose To identify the level of non compliance of work completed as a result of incomplete work and/or work completed not in accordance with the required standard (materials and/or workmanship).

Definitions Based on the results of post inspections undertaken by LL Officers, to identify the level of conformity with the quality requirements of the contract.


Method At the start of the financial year LL staff will raise a Task Order that will contain a notional number of voids to be completed during the period. The notional number will be based on historic volumes within that particular area. An order to carry out work on a void property will be raised using Sx3. When raising the order LL staff will make the keys to the property available for collection at a single collection point. The Contractor will attend the property and write the specification of works that are required and submit this to LL. Assuming the order is accepted the schedule of rate target cost is applied. The Contractor will telephone the officer responsible for the Void and let them know when the property will be ready for inspection. The officer will attend the property and carry out their inspection. The result will be recorded on SX3 and the inspection will be either a pass or fail. Every month LL IT will run a report in SX3 which will show the number of passes and fails in the reporting period. This information will be sent to the Performance Management team as part of their monthly update. The Performance Management team will then monitor progress and assist Contract Managers with any issues arising.


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Example % of orders completed in accordance with the quality standards of the contract = (A ÷ B) x 100 where A = Number of orders correctly completed in the month B = Number of all orders that have been inspected in the month


Data to be run monthly to enable delivery to LL on the 5th working day of the month. Data to include all orders inspected in the preceding month and in the case of the Year to Date figures, the preceding months in that fiscal year.


Source SX3



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12.3 Average time taken to complete a long cycle void order

V KPI 3 Average Time taken to complete a Long Cycle Void order

Introduction Lambeth Living (LL) are closely monitored on how they deal with the turn around of void properties. The part that the Contractors play is very important to this and impacts how quickly LL can re-let properties. The ability of a Contractor to attend and carry out the required works in good time is of paramount importance to LL and its client Lambeth Council. This KPI will measure the average number of days to complete a long cycle void order.

Purpose To determine the average time taken to complete long cycle void orders.

Definitions To measure the actual average time scale of completing void orders of all orders issued and completed.


Method The process starts when Lambeth Living staff raise void property repair requests to the Contractors using SX3. The Customer Services Team notify the contractor that the keys are available for collection and the Contractor will collect the keys from the designated LL office and attend the property. For this KPI the ‘clock starts ticking’ on the day that the Contractor is notified that the keys are ready for collection not when the property becomes void. On the assumption that the Contractor goes ahead with the works, they will complete the void works and return the keys to the Customer Services Team in the designated Lambeth Living office. The Customer Services Team will record the date the keys are received on SX3, using the Estates Module. SX3 will then be used to generate a report that calculates the average end to end time between notification to the Contractor that the keys are ready for collection and keys returned by the Contractor. Days when the contractor is not able to access properties will not be counted in the turnaround time figure (these will be limited but will for example include disinfestation or asbestos removal). This data will then be turned into a KPI report that shows the average for that month and the cumulative average for the year. The KPI report will then be sent to the Performance Management Team for monitoring and they will support the Contract Manager as necessary.


December 2011

Example Average completion time = A ÷ B where A = The sum of all the days taken to complete long cycle orders B = The number of all long cycle orders completed.


Data to be run monthly to enable delivery to LL on the 5th working day of the month. Data to include all orders completed in the preceding month and in the case of the Year to Date figures, the preceding months in that fiscal year.

Target Range 20 to 30 working days

Source SX3



December 2011

12.4 Short cycle voids average cost per unit

V KPI 4 Void Costs – per short cycle unit

Introduction Lambeth Living (LL) spend £2m to £3m a year on short cycle voids. Controlling cost is a key objective for LL, especially in this area where better value means more voids can be re-let. LL is using the NEC 3 suite of contracts for their voids service. The contract uses schedule 8 with Target Cost. This incentivises the Contractor to keep costs low and below the target cost assigned when the work is ordered. KPI 5 will measure how well the Contractor is performing against their target costs.

Purpose To identify the average short cycle void repair cost to achieve the lettable standard.

Definitions To identify the average cost of void repairs which may include a multiple number of orders per unit. The cost is calculated per unit for short cycle void orders.

Weighting The weighting of this KPI is 10%

Method At the start of the financial year LL staff will raise a Task Order that will contain a notional number of voids to be completed during the period. The notional number will be based on historic volumes within that particular area. An order to carry out work on a void property will be raised using SX 3. The Contractor will attend the property and write the specification of works that are required and submit this to LL. Assuming the order is accepted the schedule of rate target cost is applied. Every month the target cost is calculated through SX 3 and downloaded by the contractor, the Contractor then submits their actual costs to LL. The target cost and actual costs are then compared and a reconciliation of the financial information takes place. LL IT team will run a report in SX3 to determine the total amount spent on short cycle voids in the reporting period and then divide this by the number of void repair orders completed. This will then give the average cost of a short cycle void repair. LL IT will issue a report to the Performance Management team who will monitor progress and performance. The Performance Management team will then monitor progress and assist Contract Managers with any issues arising.


December 2011

Example Average cost of repairs per short cycle void = A ÷ B where A = The value of all short cycle void repairs orders completed in the period B = The number of short cycle voids completed in the period


Data to be run monthly to enable delivery to LL on the 5th working day of the month. Data will only include orders that have been completed two months prior to the report date (i.e. this KPI will be one month in arrears of others).

Target Target Range £2250 - £2750

Source SX3



December 2011

12.5 Void Repairs Sustainability

V KPI 5 Sustainability

Introduction There is one combined sustainability measure that contributes to all performance profit calculations. This is set out in detail at 11.6. The resulting % outcome will be applied to this KPI (V KPI 5).


December 2011

13. Estate cleaning definitions Estate Cleaning will be delivered by Apollo in the South area, Morrison in the Central Area and Mears in the North area. The contract specifies that the work carried out is in accordance with Cleanliness National Indicator 195 (NI 195). Estate Cleaning services are only provided on estates that Lambeth Living manage. Street properties do not benefit from this service and therefore these properties are not included when measuring KPI outputs for this service. The Strategic Area Housing Manager is responsible for the delivery of this service.


December 2011

13.1 Estate cleaning resident satisfaction

EC KPI 1 Resident Satisfaction

Introduction Residents satisfaction is a key performance measure for Lambeth Living (LL) and its client Lambeth Council. LL measure satisfaction to assess how well our residents think our contractors are performing and to help drive changes when they aren’t satisfied. Estate Cleaning contributes to the general life and well being of being of LL residents living on our estates. If estates are dirty and poorly kept then the life of residents will suffer and their view of life being a Lambeth resident will be poor. LL residents will be issued with a survey that not only asks questions on the quality of estate cleaning, but also other services delivered to their estate. A copy of the Survey is included as Appendix 6.

Purpose To determine how satisfied residents were with the estate cleaning services that the contractor is providing.

Definitions How satisfied the resident was with the actual cleaning service provided. Data sources to be Tenant Satisfaction Surveys to provide an aggregate score.


Method LL will select a sample of 5% of their approximate 33,000 residents every year. Addresses will be selected at random to ensure a fair representation of those living on LL estates. ‘Street’ properties will be excluded from the sample as they do not benefit from estate cleaning services. A log of issued and returned surveys will be kept, and a data base of results will be created which will include resident addresses. Results will be compiled on a monthly basis by Lambeth Living IT (LLIT) and the answers to the Estate Cleaning question will be separated and reported to the Performance Management team. These results will be split into the three geographic areas; North, South and Central. LL is planning to make surveys available on line. The Estate survey is included as Appendix 6.


December 2011

Example % of Resident Satisfaction = ((A ÷ 2) ÷ B) x 100 where A = Number of positive Resident satisfaction surveys B = Number of satisfaction surveys completed (sample size).

Measurement / format Only the answers to questions 1 and 2 will be used as the measure of satisfaction and a minimum answer of satisfied (3 out of 5 on five point scale) is required for the contractor’s performance to be recorded as satisfactory. Data to be run monthly to enable statistics to be circulated by the 5th working day of the month to all stakeholders including Contractors.

Target Range 75% – 85%

Source External provider

Owner External provider / Strategic Area Housing Manager


December 2011

13.2 Quality of Estate Cleaning

EC KPI 2 Quality of cleaning completed on estates

Introduction The quality of Estate Cleaning is of paramount importance to Lambeth Living (LL) and its residents. The contracts that LL has entered into with its Contractors are output based and the standard of cleaning is defined by the Cleanliness National Indicator 195 (NI 195). This KPI will monitor the performance of the Contractor against the definitions and standards contained in NI 195. The process by which this is monitored must be a considered rational and reasonable one which looks at actual performance of the Contractor and not pre-determined assumptions. The KPI will be measured by % of quality based on the tasks successfully completed in accordance with the NI 195 specification and standards.

Purpose To determine the quality of cleaning services provided to estates.

Definitions To measure how well the contractor is meeting the cleaning standards as set out in the contract specification.


Method At the beginning of every month the Estate Services Manager in each geographic location (North, South and Central) will select 10% of their estates to be inspected. This 10% will be randomly selected from the area they manage and details will be sent to the Estate Housing Officer responsible for the estates selected. The Estate Housing Officer will complete the inspection template included as Appendix 7. There are three specific areas that will be assessed for Estate Cleaning. These are external estate cleaning, internal estate cleaning and window cleaning. The cleaning standard that shall be achieved is the NI 195 National Indicator for Cleanliness. Further detailed information on this standard can be obtained from the defra website or Keep Britain Tidy website. Levels A and B of the NI 195 standard shall be considered passes while levels C and D shall be considered failures. The Services should be provided in a way which ensures full statutory compliance at all times. Following the inspection the completed form will be sent to the Estate Services Manager responsible for that area to


December 2011

verify the accuracy of the inspection record. The Estate Services Manager will then email the inspection form to the Lambeth Living Performance Management Team who will compile the performance report as part of their monthly reporting suite. The Performance Management team will monitor results and support the Contract Manager where necessary.

Example % of orders completed in accordance with the quality standards of the contract = ((A ÷ 3) ÷ B) x 100 where A = Number of inspections achieving a pass B = Number of all orders inspected.


Data to be produced monthly to enable delivery to LL on the 5th working day of the month and to include all inspections in the preceding month.

Target Range 85 – 95%

Source Estate Services Managers / Performance Management Team

Owner Strategic Area Housing Manager


December 2011

13.3 Estate cleaning delivery of service on time

EC KPI 3 Delivery of service on Time

Introduction The contract that Lambeth Living (LL) has entered into for Estate Cleaning is output based. However, Contractors will be required – through the Task Order process – to produce a schedule of activities broken down into weekly or monthly activities as appropriate. It is important that LL and residents understand how often and when a cleaning activity is going to take place. Not only does this assist LL with monitoring performance, it also assists with handling resident’s queries and complaints, and supports service charges.

Purpose To ensure that contractors are performing the tasks set out in their cleaning schedules at the appropriate times and intervals.

Definitions To measure contractors adherence to their proposed schedule.


Method Prior to a task order being raised the Contractor will be asked to submit a schedule of estate cleaning activities. This schedule will include – but not be limited to – a programme of when activities such as communal window cleaning will take place, an external cleaning regime and also an internal cleaning regime. If this schedule is agreed LL will put into place a system for monitoring these activities. Each Estate Officer will ultimately be responsible for monitoring activities as part of their day to day routine. At the end of each month Contractors are required to submit a schedule of what work has been completed against the agreed plan. Estate Officers will then reconcile this information with their own and report progress on a monthly basis to their Estate Services Manager who compile said data and pass this on to the Performance Management team.

Example % of works completed in time and in accordance with the schedule agreed with LL = (A ÷ B) x 100 where A = Number of works orders completed in identified time slot B = Number of works orders identified on schedule


Data to be monthly to enable delivery to LL on the 5th working day of the month.



Owner Strategic Area Housing Manager / LL Performance Management Team


December 2011

13.4 Estate Cleaning Sustainability

EC KPI 4 Sustainability

Introduction There is one combined sustainability measure that contributes to all performance profit calculations. This is set out in detail at 11.6. The resulting % outcome will be applied to this KPI (EC KPI 4).


December 2011

14. Grounds Maintenance Grounds maintenance will be delivered by Apollo in the South area, Morrison in the Central Area and Mears in the North area. The Services includes the maintenance and improvement of the communal areas such grassed areas, shrub beds, rose and flower beds and hedges. Grounds maintenance services are only provided on estates that Lambeth Living manage. Street properties do not benefit form this service and therefore these properties are not included when measuring KPI outputs for this service. The Strategic Area Housing Manager is responsible for the delivery of this service.


December 2011

14.1 Grounds maintenance resident satisfaction

GM KPI 1 Resident Satisfaction

Introduction Residents satisfaction is a key performance measure for Lambeth Living (LL) and its client Lambeth Council. LL measure satisfaction to assess how well our residents think our contractors are performing and to help drive changes when they aren’t satisfied. Grounds Maintenance contributes to the general life and well being of LL residents living on our estates. If shrub beds are poorly kept and grass areas uninviting then the life of residents will suffer and their view of life being a Lambeth resident will be poor. Leaseholders are also required to contribute to these costs through their service charge regime. Grounds maintenance is a service that leaseholders can easily recognise and is ‘tangible’. Therefore their views on the performance of our contractors when delivering this service is important. LL residents will be issued with a survey that not only asks questions on the quality of grounds maintenance, but also other services delivered to their estates.

Purpose To determine how satisfied residents were with the grounds maintenance services that the contractor is providing on their estate.

Definitions How satisfied the resident was with the actual maintenance of grass, flower beds and hedges etc. Data sources to be Resident Satisfaction Surveys to provide an aggregate score.


Method LL will select a sample of 5% of their approximate 33,000 residents every year. Addresses will be selected at random to ensure a fair representation of those living on LL estates. ‘Street’ properties will be excluded from the sample as they do not benefit from estate cleaning services. A log of issued and returned surveys will be kept, and a data base of results will be created which will include resident addresses. Results will be compiled on a monthly basis by Lambeth Living IT (LLIT) and the answers to the Grounds Maintenance question will be separated and reported to the Performance Management team. These results will be split into the three geographic areas; North, South and Central.


December 2011

Example % of Resident Satisfaction = (A ÷ B) x 100 where A = Number of positive Resident satisfaction answers B = Number of satisfaction surveys completed (sample size).


Only the answers to question 3 will be used as the measure of satisfaction and a minimum answer of satisfied (3 out of 5 on five point scale) is required for the contractor’s performance to be recorded as satisfactory. Data to be run monthly to enable statistics to be circulated by the 5th working day of the month to all stakeholders including Contractors.

Target 75% – 85%

Source External Provider

Owner External Provider / Strategic Area Housing Manager


December 2011

14.2 Quality of Grounds Maintenance service provided

GM KPI 2 Quality of grounds maintenance on estates

Introduction The quality of Grounds Maintenance is very important to Lambeth Living (LL) and its residents. The contracts that LL has entered into with its Contractors are output based and the standard of grounds maintenance is clearly defined in the contract. This KPI will monitor the performance of the Contractor against the definitions and standards contained in the contract. The process by which this is monitored must be a considered rational and reasonable one which looks at actual performance of the Contractor and not pre-determined assumptions. The KPI will be measured by % of quality based on the tasks successfully completed in accordance with the specification in the contract.

Purpose To determine the quality of grounds maintenance services provided to estates.

Definitions To measure how well the contractor is meeting the grounds maintenance standards as set out in the contract specification.


Method At the beginning of every month the Estate Services Manager will select 10% of the estates in their geographic area (North, South, Central) to be inspected. This 10% will be randomly selected from the area they manage and details will be sent to the Estate Housing Officer responsible for the estates selected. The Estate Housing Officer will complete the inspection template included as Appendix 7. There are two specific areas that will be assessed for Grounds Maintenance. These are maintenance of grassed areas and the maintenance of shrub buds. The Ground Maintenance Service shall be carried out during core hours of work to achieve the standards set out below. The Grounds Maintenance and Horticultural Service shall include open spaces and communal areas, together with areas around flats and sheltered housing. The Services includes the maintenance and improvement of the following communal horticultural areas:

• Maintain grassed areas;

• Maintain shrub beds;


December 2011

• Maintain rose/flower beds;

• Maintain hedges;

• Maintain sedum roofs; and

• Proposed improvements to these areas

The Contractor shall comply with the Standards set out in: BS 7370 Part 3 1991 Category 1 for maintenance of turfs and grassed areas; and BS 7370 Part 4 1993 for pruning, and maintenance of shrubs and rose/flower beds; and BS 4428 for all general operations. Following the inspection the completed form will be sent to the Estate Services Manager responsible for that area to verify the accuracy of the inspection record. The Estate Services Manager will then email the inspection form to the Lambeth Living Performance Management Team who will compile the performance report as part of their monthly reporting suite. The Performance Management team will monitor results and support the Contract Manager where necessary.

Example % of works completed in accordance with the quality standards of the contract = ((A ÷ 2) ÷ B) x 100 where A = Number of inspections achieving a pass (A or B grade) B = Number of relevant inspections


On the ‘estate care – monthly performance form’ there are two relevant questions: ‘grounds maintenance – grassed areas’ and ‘grounds maintenance – shrub beds etc’. One or both of these questions will contribute to the number of inspections being used to calculate the percentage quality outcome. Data to be produced monthly to enable delivery to LL on the 5th working day of the month and to include all orders completed in the preceding month.



Owner Strategic Area Housing Manager


December 2011

14.3 Grounds maintenance delivery of service on time

GM KPI 3 Delivery of service on time

Introduction The contract that Lambeth Living (LL) has entered into for Grounds Maintenance is output based. However, Contractors will be required – through the Task Order process – to produce a schedule of activities broken down into weekly or monthly activities as appropriate. It is important that LL and residents understand how often and when an activity is going to take place. Not only does this assist LL with monitoring performance, it also assists with handling resident’s queries and complaints, and supports service charges.

Purpose To ensure that contractors are performing the tasks set out in their grounds maintenance schedules at the appropriate times and intervals.

Definitions To measure contractors adherence to their proposed schedule.


Method Prior to a task order being raised the Contractor will be asked to submit a schedule of grounds maintenance activities. This schedule will include – but not be limited to – a programme of when activities such as grass cutting and hedge trimming will take place. If this schedule is agreed LL will put into place a system for monitoring these activities. Each Estate Officer will ultimately be responsible for monitoring activities as part of their day to day routine. At the end of each month Contractors are required to submit a schedule of what work has been completed against the agreed plan. Estate Officers will then reconcile this information with their own and report progress on a monthly basis to the Performance Management team.

Example % of works completed in time and in accordance with the schedule agreed with Lambeth Living = (A ÷ B) x 100 where A = Number of works orders completed in identified time slot B = Number of works orders identified on schedule


Data to be monthly to enable delivery to LL on the 5th working day of the month.



Owner Strategic Are Housing Manager / LL Performance Management Team


December 2011

14.4 Grounds Maintenance Sustainability

GM KPI 4 Sustainability

Introduction There is one combined sustainability measure that contributes to all performance profit calculations. This is set out in detail at 11.6. The resulting % outcome will be applied to this KPI (GM KPI 4).


December 2011

15. Major Works, Planned and Cyclical Maintenance The Key Performance Indicators will be agreed on a project by project basis and be agreed as the task order is being raised. Some standardisation is expected as the contractual arrangements mature. It is therefore anticipated that templates for regularly used KPIs will be developed during the first year of the contract.


December 2011

16. Appendices

Included in this section are templates and surveys that will be used as part of the Key performance indicator data collection regime.


December 2011

Appendix 1 - Responsive Repairs Survey Questionnaire

1.Did the repairs staff show you identification?

Yes / No 2. Were the repairs staff polite and helpful? Yes / No 3. Were you happy with the quality of the work completed by the repairs staff? Yes / No 4. Did the repairs staff leave your property clean and tidy after they had completed their work? Yes / No 5a. Were you given an appointment for the work? No □ Please go to question 6. Yes □ 5b Did the repairs staff keep to the appointment you were given? Yes / No 6. Was the repair completed at the first visit? Yes / No 7. Overall, how satisfied where you with the service you received from the repairs staff? Very Dissatisfied Dissatisfied Neither Satisfied Very Satisfied 8a. Would you be interested in becoming involved in improving services (e.g. membership of a working group or the selection of Contractors)? Yes / No 8b. If yes, is the telephone number we have the most convenient one to contact you on? If not, please provide an alternative……………….. Do you have an e-mail address that we could use to contact you? If yes ……………………………. 9. Which of the following is your preferred method of communication? Telephone / E-mail / Post

10. Do you have any further comments relating to the service you have received?

…………………………………………………………………………………………


December 2011

Appendix 2 – Apprentices data collection sheet Sustainability KPI apprenticeships data collection sheet

Ref Name of employee Stage Qualification Educational

establishment

Structure Funded Contractor Direct or

Sub

Location of home

address

Work area Home post

code1

2

3

4

5

6

7

8

9

Location codes Glossary & Guidance

1 Lambeth Current stage or year of apprenticeship

2 Wandsworth Title of the qualification that will be achiveved at the end of the apprenticeship

3 Southwark Name of educational establishment attended

4 Bromley The structure of apprenticeship (i.e. day release, block release etc)

5 Croydon Yes or No (Please enter yes if the contractor is financially contributing to the apprenticeship)

6 Merton 'Direct' if an employee of the contractor or 'Sub' if a sub contractor or supplier

7 Westminster Name of the village, town or area of the city where the apprentice resides

8 Lewisham As per the following programme codes:

9 All other Void = Short and long cycle voids

MW = Major works

RR = Responsive repairs

EC = Estate cleaning

GM = Grounds maintenance

DED = Door entry systems / CCTV

LFT = Lifts

GAS = Central heating systems including gas, water and electrical maintenance

Funded:

Direct or Sub:

Location of home address:

Work area:

Stage:

Qualification:

Educational Establishment:

Structure:

Lambeth Property ContractsMonth ending

Contractor:


December 2011

Appendix 3 – LPC Sustainability Report Apprentices Targ et Range 90- 100%

Contrac to r Ta rg e t

Number

No. % No. % No . % No. % No . % No . % No. % No . % No . % No. %

M ears 9

M orr is on 8

Apo llo 6

O C O 3

T Br ow n 2

EPS - M itie 2

Apex 1

Pre c is ion 1

Alpha track 1

C arte l 0

Local labou r Targ et Range 60- 70%

Local suppl iers Targ et Range 60- 70%

Recycled Was te Targ et Range 70- 90%

C arte l

A lpha track

Pre c is ion

Apex

EPS - M itie

T Br ow n

O C O

Apo llo

M orr is on

M ears

December January F eb ru ary M archContrac to r June July August Sep tember O c tober November

C arte l

A lpha track

Pre c is ion

Apex

EPS - M itie

T Br ow n

O C O

Apo llo

M orr is on

January F eb ru ary M arch

M ears

Sep tember O c tober November DecemberContrac to r June July August

M archFeb ru aryNovember December JanuaryO c toberJuly August Sep tember

Apex

Pre c is ion

Alpha track

C arte l

Apo llo

O C O

T Br ow n

EPS - M itie

JuneContrac to r

M ears

M orr is on

JulyJune December January F eb ru ary M archAugust Sep tember O c tober November


December 2011

Appendix 4 – Local Labour data collection sheet Sustainability KPI local labour data collection sheet

Ref Name of Employee Job title Direct or Sub Location of home address Work area Home post code Location code

1

2

3

4

5

6

7

8

9

10

Location codes Glossary & Guidance

1 Lambeth

2 Wandsworth

3 Southwark Description of employee's role

4 Bromley 'Direct' if an employee of the contractor or 'Sub' if a sub contractor or supplier

5 Croydon Name of the village, town or area of the city where the apprentice resides

6 Merton As per the following programme codes:

7 Westminster Void = Short and long cycle voids

8 Lewisham MW = Major works

9 All other RR = Responsive repairs

EC = Estate cleaning

GM = Grounds maintenance

DED = Door entry systems / CCTV

LFT = Lifts

GAS = Central heating systems including gas, water and

electrical maintenance

The above list should include the details of all employees, both office based and operational

employed in the delivery the Lambeth Property Contract.

Direct or Sub:

Location of home address:

Work area:

General:

Job title:

Lambeth Property Contracts

Contractor:

Month ending


December 2011

Appendix 5 Local Supply Chain Monthly Return Table

Month ending:Contractor:

Supply Type (Materials, Sub

Contractor or Equipment)

Supplier Name Post Code Location

Code

Spend (£)

Total Lambeth Spend £0.00

Total Surrounding Borough Spend £0.00

Total Supplier Spend in Month £0.00

#DIV/0!

Sustainability KPI local supply chain data collection sheet

Lambeth Property Contracts

Weighted % Score Location Code

Lambeth 1

Surrounding Boroughs (Wandsworth,

Southwark, Bromley, Croydon, Merton,

Westminster & Lewisham) 2

Other areas Other


December 2011

Appendix 6 - Estate Services Survey Questionnaire At Lambeth Living we believe in providing all of our residents with an excellent service and we are always looking for ways to improve. By filling in this form you can give us your views on the services we provide to your estate and your feedback will help us to make things better. Please score each of the following questions by ticking one box rated 1 – 5 (with 1 being the lowest mark and 5 being the highest mark): How satisfied are you with the:

1. Cleanliness of your internal communal areas (e.g. staircase, landings, Lifts)?

1□ 2□ 3□ 4□ 5□

2. Cleanliness of your external communal areas (e.g. pathways, roads,

dustbin stores)?

1□ 2□ 3□ 4□ 5□

3. Grounds maintenance on your estate (e.g. grass cutting, maintenance

of flower beds)?

1□ 2□ 3□ 4□ 5□

4. General condition of your estate?

1□ 2□ 3□ 4□ 5□

5. Do you have a communal Lift in your block?

No □ Please go to question 6.

Yes □

How satisfied are you with the reliability of the Lifts in your block?

1□ 2□ 3□ 4□ 5□


December 2011

6. Does your home have communal heating?


Yes □

How satisfied are you with the performance of the communal heating?

1□ 2□ 3□ 4□ 5□

7. Does your block have a communal door entry system or CCTV?


Yes □ How satisfied are you with the performance of the door entry and CCTV?

1□ 2□ 3□ 4□ 5□

8. Are there any areas that you think need to be improved? If Yes, please provide comments below:-

…………………………………………………………………………………...... ……………………………………………………………………………………..

9. Would you be interested in:

a) Taking part in the quarterly estate walkabouts

Yes / No

b) Becoming a block representative Yes / No

c) Becoming involved in improving services (e.g. membership of

a working group or the selection of Contractors) Yes / No

If yes, is the telephone number we have the most convenient one to contact you on? If not, please provide an alternative………………..

Do you have an e-mail address that we could use to contact you? If yes …………………………….

Which of the following is your preferred method of communication? Telephone / E-mail / Post


December 2011

Appendix 7 – Estate Care Monthly Performance Form

Estate / Block

/

Please complete this form and email to your Estate Housing Manager within 24hrs of inspection

Month and Year ContractorA

Pass

B

Pass

C

Fail

D

FailE N/A

1 2 3 4 5

Is the quality of Grounds Maintenance of grassed areas

Is the quality of Grounds Maintenance of shrub beds etc

Is the quality of external cleaning in relation to NI 195 standard

Is the quality of internal communal cleaning in relation to NI 195 standard

Is the Quality of communal window cleaning up to the 4th floor

Is the quality of Pressurised water cleaning

Is the quality of bulk refuse collection

GROUNDS MAINTENANCE - Grassed Areas

GROUNDS MAINTENANCE - Shrub Beds etc

EXTERNAL ESTATE CLEANING

INTERNAL ESTATE CLEANING

WINDOW CLEANING

PRESSURISED WATER CLEANING

GRAFFITI

Is the quality of graffiti removal

If there is a 'fail' rating in any measure, please give brief details in the box below and make specific recommendations for remedial action.

E represents a situation such as no access where scaffold has been erected or heavy snow fall in the winter and details should also be

included in the box below.

BULK REFUSE COLLECTION

Title:

Date:

Completed by (Lambeth Living member of staff):

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