Responsive Repairs Key Performance Indicator Handbook 5... · Key Performance Indicator Handbook...

Version 5.0 Page 1 of 67 22nd

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Key Performance Indicator Handbook

Lambeth Living, Cartel, Alphatrack, OCO, T Brown, EPS, Precision & Apex Partnership

2011/2012


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1. Contents

1. Contents ..................................................................................................................2 2. Purpose ...................................................................................................................3 3. Definitions ...............................................................................................................3

3.1 Key Performance Indicator (KPI) ..............................................................................3 3.2 Key Performance Indicator (KPI) ..............................................................................3

4. Key Performance Indicator Review ....................................................................................3 5. Amendment Procedure........................................................................................................3 6. Management Reporting .......................................................................................................4 7. Responsibilities ....................................................................................................................4 8. KPI Definitions & Guidelines...............................................................................................4 9.0 Performance Profit .............................................................................................................5 9.1 Calculation for the Release of Performance Profit .........................................................6 10. Summary Sheet ..................................................................................................................7 11. Door Entry Systems Responsive Repairs .......................................................................9

11.1 Resident Satisfaction ..............................................................................................10 11.2 Percentage of Appointments Made and Kept .........................................................11 11.3 Quality of Work completed......................................................................................13 11.4 Percentage of Orders Completed within Priority.....................................................15 11.5 Door Entry System Responsive Repairs Sustainability ..........................................16

12. Door Entry Systems and CCTV Planned Maintenance.................................................20 12.1 Resident Satisfaction ..............................................................................................21 12.2 Post Inspection – Quality of Work...........................................................................23 12.3 Servicing completed to Schedule............................................................................24 12.4 Sustainability ...........................................................................................................25

13. Installation of Door entry systems .................................................................................26 14. Heating Responsive Repairs...........................................................................................27

14.1 Resident Satisfaction ..............................................................................................28 14.2 Percentage of Appointments Made and Kept .........................................................29 14.3 Quality of Work completed......................................................................................30 14.4 Percentage of Orders Completed within Priority.....................................................32 14.5 Heating Responsive Repairs Sustainability ............................................................33

15. Gas Planned Maintenance (Servicing & Certification) .................................................36 15.1 Resident Satisfaction ..............................................................................................37 15.2 Post Inspection – Quality of Work...........................................................................39 15.3 Gas Safety Certification completed to schedule .....................................................40 15.4 Servicing completed to Schedule............................................................................41 15.5 Sustainability ...........................................................................................................42

16. Installation of Gas Boilers and heating systems ..........................................................43 17. Lift Responsive Repairs definitions ...............................................................................44

17.1 Resident Satisfaction ..............................................................................................45 17.2 Percentage of Appointments Made and Kept .........................................................46 17.3 Percentage of Orders Completed within Priority.....................................................48 17.4 Quality of Work completed......................................................................................49 17.5 Sustainability ...........................................................................................................51

18. Lifts Planned Maintenance Key Performance Indicator Definitions ...........................54 18.1 Resident Satisfaction ..............................................................................................55 18.2 Post Inspection – Quality of Work...........................................................................57 18.3 Servicing completed to Schedule............................................................................58 18.4 Sustainability ...........................................................................................................59

19. Installation of Lifts............................................................................................................60 20. Appendices .......................................................................................................................61 Appendix 1 - Responsive Repairs Survey Questionnaire .................................................62 Appendix 2 – Apprentices data collection sheet ................................................................63 Appendix 3 – LPC Sustainability Report..............................................................................64 Appendix 4 – Local Labour data collection sheet...............................................................65 Appendix 5 Local Supply Chain Monthly Return Table...................................................66 Appendix 6 - Estate Services Survey Questionnaire.........................................................67


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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 Key Performance Indicator (KPI)

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.

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 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.

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


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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 Source – where the target has been derived from Owner – defines who is responsible for collecting score/data

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.

8. KPI Definitions & Guidelines

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).


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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

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

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

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

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

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

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

47%

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 Sheet

The Key Performance Indicator (KPI) summary table on pages 7 and 8 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.

Works area KPI

Reference Method Target

Range Contract Weighting

Door entry systems responsive repairs

Resident Satisfaction DES RR KPI 1 Telephone surveys

85-95% 30%

Appointments made / kept

DES RR KPI 2 Monitor Schedule 96-99% 20%

Quality DES RR KPI 3 Post inspections 88-98% 15%

Time DES RR KPI 4 Completed within priority coding

90-95% 15%

Sustainability DES RR KPI 5 Delivery against Lambeth Councils priorities

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

20%

Door entry systems Planned Maintenance

Resident Satisfaction DES PM KPI 1 Telephone surveys

75-85% 30%

Quality DES PM KPI 2 Post inspections 90-95% 25%

Time DES PM KPI 3 Completion against schedule

90-95% 25%

Sustainability DES PM KPI 4 Delivery against Lambeth Councils priorities

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

20%

Door entry installation

To measured on a project by project basis

TBA TBA TBA TBA

Gas Responsive Repairs

Resident Satisfaction GAS RR KPI 1 Telephone Surveys

85-95% 30%

Appointments made / kept

GAS RR KPI 2 Monitor schedule 96-99% 20%

Quality GAS RR KPI 3 Post work inspections and telephone calls

90-95% 15%

Time GAS RR KPI 4 Completed within priority coding

90-95% 15%

Sustainability GAS RR KPI 5 Delivery against Lambeth Councils priorities

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

20%


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Gas Planned Maintenance

Resident Satisfaction GAS PM KPI 1 Telephone Surveys

75-85% 15%

Quality GAS PM KPI 2 Inspection Regime

90-95% 20%

Time (Compliance) GAS PM KPI 3 Individual Property Compliance

99.7 – 100%

30%

Time (Communal Heating Systems)

GAS PM KPI 4 Completion against schedule

90% - 100% 15%

Sustainability GAS PM KPI 5 Delivery against Lambeth Councils priorities

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

20%

Gas Installation

To be measured on a project by project basis

TBA TBA TBA TBA

Lifts Responsive Repairs

Resident Satisfaction LIFTS RR KPI 1 Telephone Surveys

85-95% 30%

Appointments made and kept

LIFTS RR KPI 2 Manual Schedules

96-99% 20%

Quality LIFTS RR KPI 3 Post work inspections

90-95% 15%

Time LIFTS RR KPI 4 Completed within priority coding

94-99% 15%

Sustainability LIFTS RR KPI 5 Delivery against Lambeth Councils priorities

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

20%

Lifts Planned Maintenance

Resident Satisfaction LIFTS PM KPI 1 Telephone Surveys

75-85% 30%

Quality LIFTS PM KPI 2 Post work inspections

90-95% 25%

Time LIFTS PM KPI 3 Monitor inspection schedule

90-95% 25%

Sustainability LIFTS PM KPI 4 Delivery against Lambeth Councils priorities

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

20%

Lifts Installation

To be measured on a project by project basis

TBA TBA TBA TBA


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11. Door Entry Systems Responsive Repairs Key Performance Indicator Definitions The Technical Services Manager is responsible for the delivery of the Door Entry, Access Control and CCTV service across all the strategic areas in the borough. The work is split into three distinctive work areas. These are Responsive Repairs, Planned Maintenance and Installations. There are two Firms delivering this service; Cartel in the North area and Alphatrack Systems Ltd in the Central and South area.


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11.1 Resident Satisfaction with the Door Entry Systems Responsive Repairs Service

DES RR KPI 1 Resident Satisfaction with the Door Entry Systems Responsive Repairs Service

Introduction Resident satisfaction is a key performance measure for Lambeth Living (LL) and its client Lambeth Council. LL measures satisfaction to assess how well our residents think its contractors are performing and to help drive changes when they aren’t satisfied. LL raise around 750 Door entry system orders every year resulting in a spend of approximately £300k. Residents will be asked a series of questions relating specifically to the way in which the contractor has undertaken their repair job. A copy of the Residents survey is included as Appendix 20.1.

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 conducted by telephone or post to provide an aggregate score.

Weighting The weighting of this KPI is 30%.

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 Lambeth Council Equalities & Consultation / SX 3

Owner External provider / Technical Services Manager


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11.2 Percentage of Appointments Made and Kept

DES RR KPI 2 Percentage of Appointments Made and Kept

Introduction Residents expect a Repairs 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 can be made. When appointments are made, residents quite rightly expect appointments to be kept.

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 by the LSC. Contractors will be required to submit a schedule of all appointments made in the previous month. This will be sent to the Technical Services Manager and Performance Management Team. The schedule will detail what appointments have been made and whether or not the appointment was kept. This information will then be verified through the Resident Satisfaction Surveys by the Performance Management Team. The Performance Management Team 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.

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.


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Target Range 96% - 99%

Source Contractors Records

Owner Technical Services Manager / LLIT


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11.3 Quality of Work completed

DES 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 Living’s (LL’s) ability to manage 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 out by its contractors using the process set out in the Methodology part of this document. This KPI will be measured as: “The number of post-inspections completed during the financial year, which have passed first time, expressed as a percentage of all post-inspections.”

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 10% random sample of completed works to be post inspected. The inspections will be a combination of physical inspections on site and telephone calls. LL inspectors will carry out these post-inspections, and record the result of each post-inspection 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 passing a post inspection B = Number of 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


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completion in the preceding month and in the case of the Year to Date figures, the preceding months in that fiscal year.

Target Range 90-95%

Source SX3



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11.4 Percentage of Orders Completed within Priority

DES 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 Living and its residents.

Purpose To determine the responsiveness of service delivery.

Definitions This KPI will measure the time it takes the contractor 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 into SX3 by the Lambeth Service Centre to the time the repair is completed.


Method LL staff raise repair requests to Contractors using SX 3. The member of staff raising the ‘job’ selects an appropriate priority coding. Contractors receive the repair requests through the SX 3 interface and react accordingly. On completion of the repair the Contractor will update SX 3. SX 3 will be used to generate all repairs set to completion in the reporting period. LL will run a report to generate the repairs completed by priority code and detail which repairs were completed within the allocated Priority ranking. Monthly 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 the target due date and the actual completion date.

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.

Target Range 90-95%

Source SX3



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11.5 Door Entry System Responsive Repairs Sustainability

DES RR KPI 5 Sustainability

Introduction Lambeth Living have a responsibility to carry out their 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 & 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. This data is then transferred by the Performance Management Team, to the LPC KPI Sustainability Report (Appendix 3). Scoring will be based on the number of apprentices in place at each month end. 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


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4. Green Agenda: The contractor will be required to send LL waste transfer notices with certified documentation showing the % of 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.


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

Source LL Performance Management Team

Owner Contractors / LL Performance Management Team


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12. Door Entry Systems and CCTV Planned Maintenance Key Performance Indicator Definitions The Technical Services Manager is responsible for the delivery of the Door Entry, Access Control and CCTV service across all the strategic areas in the borough. The work is split into three distinctive work areas. These are Responsive Repairs, Planned Maintenance and Installations. There are two Firms delivering this service; Cartel in the North area and Alphatrack Systems Ltd in the Central and South area.


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12.1 Resident Satisfaction

DES PM KPI 1 Resident Satisfaction

Introduction Residents satisfaction is a key performance measure for Lambeth Living (LL) and its client Lambeth Council. LL measures satisfaction to assess how well our residents think our contractors are performing and to help drive changes when they aren’t satisfied. Access control, door entry systems and CCTV contribute to the general life and well being of LL residents living on its estates. If these systems are poorly maintained and continuously break down 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 about the quality of these systems, but also other services delivered to their estate. A copy of the Survey and those questions particular to Estate services is included as Appendix 20.2.

Purpose To determine the overall level of resident satisfaction with the Door entry and CCTV systems.

Definitions How satisfied the residents living in the block are with the door entry and CCTV services provided to their block. Data sources to be Resident Satisfaction Surveys to provide an aggregate score.


Method LL will survey 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. Residents will be informed that surveys are being issued through LL’s regular estate newsletter, TRA meetings and Leaseholder media. 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 Estate Surveys will be separated by work stream and reported to the Performance Management team who will in turn monitor progress, results and then support the Contract Manager. For the purpose of performance measurement the result will be expressed as a percentage.


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Example % of Resident Satisfaction = (A ÷ B) x 100 where A = Number of positive responses to question 6 (in the survey) B = Number of satisfaction surveys completed (sample size).


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


Source External provider

Owner External provider / LL performance Management Team


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12.2 Post Inspection – Quality of Work

DES PM KPI 2 Post Inspection – Quality of Work

Introduction The quality of work carried out during planned maintenance will inevitably contribute to the life span of access control, door entry and CCTV systems. The more time these systems spend out of service the less satisfied our residents will be and life on their estate will be poorer too. Poor maintenance often leads to higher running costs, more complaints and lower satisfaction. LL’s repairs and maintenance staff will inspect maintenance work carried out by its contractors using the process set out in the methodology. This KPI will measure the quality of the planned maintenance regime (servicing).

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 Contractor will provide a schedule of planned maintenance (inspection and servicing) as part of the task order process. The inspection regime will be recorded in SX3. Each month, Lambeth Living will randomly select and post inspect 10% of the schedule. Lambeth Living will record the results of the inspections on SX3. Monthly 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.

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




Source SX3



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12.3 Servicing completed to Schedule

DES PM KPI 3 Servicing completed to Schedule

Introduction The contract that Lambeth Living (LL) has entered into for the planned maintenance of access control, door entry and CCTV systems 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 understand how often and when a servicing activity is going to take place. Not only does this assist LL with monitoring performance, it also assists with handling resident’s queries, complaints and supporting service charges.

Purpose To monitor the adherence to pre agreed servicing schedules.

Definitions To identify the % adherence to pre agreed servicing schedules for Door entry systems and CCTV equipment.


Method Prior to a task order being raised the Contractor will be asked to submit a schedule of inspections and servicing activities. This schedule will include – but not be limited to – a programme of when activities will take place. The schedule of inspections will be loaded into SX3 recording all inspection dates. When the contractor has completed their inspection, they will update SX3. Lambeth Living will monitor progress against inspection dates. Monthly 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.

Example % of services completed in time = A ÷ B x 100 where A = Number of services completed B = Number of services 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 inspections 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 90-95%

Source SX3



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12.4 Sustainability

DES PM KPI 4 Sustainability

Introduction There is one combined sustainability measure that contributes to all performance profit calculations. This is set out in detail at 11.5. The resulting % outcome will be applied to this KPI (DES PM KPI 4).


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13. Installation of Door entry systems The Technical Services Manager is responsible for the delivery of the Door Entry, Access Control and CCTV service across all the strategic areas in the borough. The work is split into three distinctive work areas. These are Responsive Repairs, Planned Maintenance and Installations. There are two Firms delivering this service; Cartel in the North area and Alphatrack Systems Ltd in the Central and South area. KPI methods to follow.


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14. Heating Responsive Repairs The Technical Services Manager is responsible for the delivery of Gas servicing, repairs and installations. The services are delivered across the borough and there are three firms delivering services to the three strategic areas in the borough. The three Firms are OCO in the North area, T Brown in the Central area and EPS in the South area.


December 2011


GAS RR KPI 1 Resident Satisfaction

Introduction Resident satisfaction is a key performance measure for Lambeth Living (LL) and its client Lambeth Council. LL measures satisfaction to assess how well our residents think its contractors are performing and to help drive changes when they aren’t satisfied. LL raises around 40,000 orders every year resulting in a spend of approximately £3.3m. Residents will be asked a series of questions relating specifically to the way in which the contractor has undertaken their repair job. A copy of the Residents survey is included as Appendix 20.1.

Purpose To determine the overall level of resident satisfaction with the completed work.

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


Method For the purpose of performance measurement the result will be expressed as a percentage. A sample size that is appropriate and reflects the volume of orders will be used to determine resident satisfaction.





Source External provider / SX 3



December 2011


GAS RR KPI 2 Percentage of Appointments Made and Kept

Introduction Residents expect a Repairs 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 can be made. When appointments are made, residents quite rightly expect appointments to be kept.




Method Appointments are made with residents by the Lambeth Service Centre. Contractors will be required to submit a schedule of all appointments made in the previous month. This will be sent to the Technical Services Manager and detail what appointments have been made and whether or not the appointment was kept. This information will then be verified through the Resident Satisfaction Surveys. 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. (The above will be replaced by OptiTime in due course). NB. If no access to the property has been possible, the contractor’s operative is required to take a picture (date 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.

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.


Source Contractor Records



December 2011


GAS 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 our resident’s satisfaction and Lambeth Living’s (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 out by its contractors using the process set out in the Methodology part of this document. This KPI will be measured as the number of post-inspections completed during the period, which have passed, expressed as a percentage of all passed and failed post-inspections.

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).



Method LL Inspection Staff will use Sx3 to automatically generate a 10% random sample of completed works to be post inspected. The inspections will be a combination of physical inspections on site and telephone calls to check that repairs have been completed. LL inspectors will carry out these post-inspections, and record the result of each post-inspection 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 passing a post inspection 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


December 2011

inspected in the preceding month and in the case of the Year to Date figures, the preceding months in that fiscal year.

Target Range 90-95%

Source SX3



December 2011


GAS RR KPI 4 Percentage of Orders Completed within Priority



Definitions This KPI will measure the time it takes the contractors to complete all priority P1, P2, P3 and P4 responsive repair orders for Heating systems and boilers. This KPI is expressed as the % of all responsive repairs completed within target completion times, measured from the time the repair is authorised by Lambeth Living to the time the repair is completed. The measure is cumulative stable, measuring the total number of responsive repairs completed year-to-date within their target time.


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 the target due date and the actual completion.




Target Range 90-95%

Source SX3



December 2011

14.5 Heating Responsive Repairs Sustainability

GAS RR KPI 5 Sustainability

Introduction Lambeth Living have a responsibility to carry out their 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.


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 (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. The monthly returns are to be emailed by the contractor to


December 2011

the LL’s 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, along with Local Labour and Local Supply Chain information to the map at Appendix 3. Scoring will be based on the number of apprentices in place at each month end. 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


December 2011

notices with certified documentation showing the % of waste recycled as a proportion of the total waste disposed that month. This data will be sent direct to the Performance Management team who will record the data and monitor performance.

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 Apprentiship 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



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



December 2011


15. Gas Planned Maintenance (Servicing & Certification) Key Performance Indicator Definitions The Technical Services Manager is responsible for the delivery of Gas servicing, repairs and installations. The services are delivered across the borough and there are three firms delivering services to the three strategic areas in the borough, OCO in the North area, T Brown in the Central area and EPS Mitie in the South area.


December 2011


GAS PM KPI 1 Resident Satisfaction

Introduction Residents satisfaction is a key performance measure for Lambeth Living (LL) and its client Lambeth Council. LL measures satisfaction to assess how well our residents think our contractors are performing and to help drive changes when they aren’t satisfied. Communal Heating systems contribute to the well being of LL residents living on its estates. If these systems are poorly maintained and continuously break down then the life of residents will suffer and their view of life being a Lambeth resident will be poor. LL residents will be telephoned with a survey that not only asks questions about the quality of these systems, but also other services delivered to their estate. A copy of the Survey and those questions particular to Estate services is included as Appendix 20.2.

Purpose To determine the overall level of resident satisfaction with Communal heating systems.

Definitions How satisfied the residents living in the block are with the Communal heating system. Data sources to be Resident Satisfaction Surveys to provide an aggregate score.


Method LL will survey 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. Residents will be informed that surveys are being issued through LL’s regular estate newsletter, TRA meetings and Leaseholder media. 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 six monthly basis by Lambeth Living IT (LLIT) and the answers to Estate Surveys will be separated by work stream and reported to the Performance Management team who will in turn monitor progress, results and then support the Contract Manager. For the purpose of performance measurement the result will be expressed as a percentage.


December 2011

Example % of Resident Satisfaction = (A ÷ B) x 100 where A = Number of positive responses to question 6 (in the survey) B = Number of satisfaction surveys completed (sample size).


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





December 2011


GAS PM KPI 2 Post Inspection – Quality of Work

Introduction The quality of work carried out during planned maintenance will inevitably contribute to the life span of both Domestic and Communal Heating systems and to there ability to perform well. The more time a heating system spends out of service the less satisfied our residents will be and their quality of life will be poorer too. Poor maintenance often leads to higher running costs, more complaints and lower satisfaction. LL’s repairs and maintenance staff will inspect maintenance work carried out by its contractors using the process set out in the methodology.




Method The Contractor will provide a schedule of planned maintenance (inspection and servicing) as part of the task order process. The inspection regime will be recorded in SX3. Each month, Lambeth Living will randomly select and post inspect 10% of the schedule. Lambeth Living will record the results of the inspections on SX3. Monthly 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.

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




Source SX3



December 2011

15.3 Gas Safety Certification completed to schedule

GAS PM KPI 3 Gas Safety Certification completed to schedule

Introduction Lambeth Living has a legal responsibility to ensure that every tenanted domestic property has a Landlords Gas Safety Certificate. This certification is renewed every year, and Contractors will be required – through the Task Order process – to produce a programme of inspections for the whole year. It is important that LL understand how often and when a servicing / certification 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.

Purpose To monitor the compliance to gas safety regulations.

Definitions To identify the % compliance to gas safety regulations.

Weighting The weighting of this KPI is 30%

Method Prior to a task order being raised the Contractor will be asked to submit a schedule of inspections. This schedule will include – but not be limited to – a programme of when inspections will take place. The schedule of inspections/services will be loaded into SX3 recording all inspection dates. When the contractor has completed their inspections/service and issued a Landlords Gas Safety Certificate, they will update SX3. Lambeth Living will monitor progress against compliance. Monthly 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.

Example % of certificates completed in time = A ÷ B x 100 where A = Number of certificates completed B = Number of certificates 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 Landlords Gas Safety Certificates due for renewal up to the last day of in the preceding month.

Target Range 99.7 – 100%

Source SX3



December 2011


GAS PM KPI 4 Communal Heating Servicing completed to Schedule

Introduction The contract that Lambeth Living (LL) has entered into for the planned maintenance of communal heating systems 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 understand how often and when a servicing activity is going to take place. Not only does this assist LL with monitoring performance, it also assists with handling resident’s queries, complaints and supporting service charges.

Purpose To monitor the adherence to pre agreed servicing schedules.

Definitions To identify the % adherence to pre agreed servicing schedules for Communal Heating systems.


Method Prior to a task order being raised the Contractor will be asked to submit a schedule of inspections and servicing activities. This schedule will include – but not be limited to – a programme of when activities will take place. The schedule of inspections will be loaded into SX3 recording all inspection dates. When the contractor has completed their inspection, they will update SX3. Lambeth Living will monitor progress against inspection dates. Monthly 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.

Example % of services completed in time = A ÷ B x 100 where A = Number of services completed B = Number of services due for completion



Target Range 90 – 100%

Source SX3



December 2011

15.5 Sustainability

GAS PM KPI 5 Sustainability

Introduction There is one combined sustainability measure that contributes to all performance profit calculations. This is set out in detail at 14.5. The resulting % outcome will be applied to this KPI (GAS PM KPI 5).


December 2011

16. Installation of Gas Boilers and heating systems The Technical Services Manager is responsible for the delivery of Gas servicing, repairs and installations. The services are delivered across the borough and there are three firms delivering services to the three strategic areas in the borough, OCO in the North area, T Brown in the Central area and EPS in the South area. KPI documents to follow.


December 2011

17. Lift Responsive Repairs definitions The Technical Services Manager is responsible for the delivery of Lift servicing, repairs and installations. The services are delivered across the borough and there are two firms delivering services to the three strategic areas in the borough, Precision in the North area, and Apex in the Central and South areas.


December 2011


LIFTS RR KPI 1 Resident Satisfaction

Introduction Residents satisfaction with service for their personal stair lifts and hoists is a key performance measure for Lambeth Living (LL) and its client Lambeth Council. LL measures satisfaction to assess how well our residents think our contractors are performing and to help drive changes when they aren’t satisfied. Residents will be asked a series of questions relating specifically to the way in which the contractor has undertaken the repair of their stair lift or hoist. A copy of the Residents survey is included as Appendix 20.1.

Purpose To determine the overall level of resident satisfaction with the completed work.

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


Method The surveys will only target residents that have had repairs to lifts and hoists in their homes.





Source External provider / SX3



December 2011


LIFTS RR KPI 2 Percentage of Appointments Made and Kept

Introduction Residents expect a Repairs 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 can be made. When appointments are made, residents quite rightly expect appointments to be kept. This KPI will measure the number of appointments made and kept for repairs to stair lifts and hoists in residents homes.




Method Appointments are made with residents by the Lambeth Service Centre. Contractors will be required to submit a schedule of all appointments made in the previous month. This will be sent to the Planned Maintenance Manager and detail what appointments have been made and whether or not the appointment was kept. This information will then be verified through the Resident Satisfaction Surveys. Lambeth Living IT (LLIT) staff will report monthly on the % of appointments made and kept at the appointed time. This data will be presented to the Performance Management team as part of their monthly reports. LL’s Performance Management team will monitor progress and support the Contract Manager. (The above will be replaced by OptiTime in due course). NB. If no access to the property has been possible, the contractor’s operative is required to take a picture (date 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.

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


December 2011

Year to Date figures, the preceding months in that fiscal year.


Source Contractor Records



December 2011


LIFTS RR KPI 3 Percentage of Orders Completed within Priority



Definitions This KPI will measure the % of work completed on time by recording completion times on SX 3. For the purpose of this KPI only orders raised against priority code P1 will be measured.


Method LL staffs raise repair requests to Contractors using SX3. The member of staff raising the ‘job’ selects an appropriate priority coding. Contractors receive the repair requests through the SX 3 interface and react accordingly. On completion of the repair the Contractor will update SX 3. For a priority 1 repair, contractors will be required to attend:

� Lift trappings within one hour � Other lift repairs within two hours

The Technical Services Manager team will review the log, cross referencing with SX3 records and send the approved log to the Performance Management team. The Performance Management team will then produce a monthly report, monitor progress and assist Contract Managers with any issues arising.




Target Range 94 - 99%

Source SX3



December 2011


LIFTS RR KPI 4 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 LL’s ability to manage 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 out by its contractors using the process set out in the Methodology part of this document. This KPI will be measured as: “The number of post-inspections completed during the period, which have passed first time, expressed as a percentage of all post-inspections”.




Method LL Inspection Staff will use Sx3 to automatically generate a 10% random sample of completed works to be post inspected. The inspections will be a combination of physical inspections on site and telephone calls to check that repairs have been completed. LL inspectors will carry out these post-inspections, and record the result of each post-inspection 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 monitor progress and assist Contract Managers with any issues arising.



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


December 2011

inspected in the preceding month and in the case of the Year to Date figures, the preceding months in that fiscal year.

Target Range 90-95%

Source SX3



December 2011

17.5 Sustainability

LIFTS RR KPI 5 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.


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 (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. The monthly returns are to be emailed by the contractor to


December 2011

the LL’s 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, along with Local Labour and Local Supply Chain information to the map at Appendix 3. Scoring will be based on the number of apprentices in place at each month end. 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


December 2011

waste recycled as a proportion of the total waste disposed that month. This data will be sent direct to the Performance Management team who will record the data and monitor performance.

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 Apprentiship 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



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



December 2011


18. Lifts Planned Maintenance Key Performance Indicator Definitions The Technical Services Manager is responsible for the delivery of Lift servicing, repairs and installations. The services are delivered across the borough and there are two firms delivering services to the three strategic areas in the borough, Precision in the North area, and Apex in the Central and South areas.


December 2011


LIFTS PM KPI 1 Resident Satisfaction

Introduction Residents satisfaction is a key performance measure for Lambeth Living (LL) and its client Lambeth Council. LL measures satisfaction to assess how well our residents think our contractors are performing and to help drive changes when they aren’t satisfied. Lifts contribute to the general life and well being of LL residents living on its estates. If lifts are poorly kept and continuously break down 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 about the quality of their lifts, but also other services delivered to their estate.

Purpose To determine the overall level of resident satisfaction with the Lift systems.

Definitions How satisfied the residents living in the block are with the Lift services provided to their block. Data sources to be Resident Satisfaction Surveys to provide an aggregate score.


Method LL will survey 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. Residents will be informed that surveys are being issued through LL’s regular estate newsletter, TRA meetings and Leaseholder media. 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 Estate Surveys will be separated by work stream and reported to the Performance Management team who will in turn monitor progress, and support the Contract Manager. For the purpose of performance measurement the result will be expressed as a percentage.



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


December 2011

Year to Date figures, the preceding months in that fiscal year.





December 2011


LIFTS PM KPI 2 Post Inspection – Quality of Work

Introduction The quality of work carried out during planned maintenance will inevitably contribute to the life span of a Lift and to its ability to perform well. The more time a Lift spends out of service the less satisfied our residents will be and life on their estate will be poorer too. Poor maintenance often leads to higher running costs, more complaints and lower satisfaction. LL’s repairs and maintenance staff will inspect maintenance work carried out by its contractors using the process set out in the methodology.




Method Contractor will provide a schedule of planned maintenance (inspection and servicing) as part of the task order process. The inspection regime will be recorded on SX3. Each month, Lambeth Living will randomly select and post inspect 10% of the schedule. Lambeth Living will record the results of the inspections on SX3. Monthly 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 monitor progress and assist Contract Managers with any issues arising.



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



December 2011


LIFTS PM KPI 3 Servicing completed to Schedule

Introduction The contract that Lambeth Living (LL) has entered into for the planned maintenance of lifts 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 understand how often and when a servicing activity is going to take place. Not only does this assist LL with monitoring performance, it also assists with handling resident’s queries, complaints and supports service charges.

Purpose To monitor the adherence to pre-agreed servicing schedules.

Definitions To identify the % adherence to pre-agreed servicing schedules for Lifts.


Method Prior to a task order being raised the Contractor will be asked to submit a schedule of inspections and servicing activities. This schedule will include – but not be limited to – a programme of when activities will take place. The schedule of inspections will be loaded into SX3 recording all inspection dates. When the contractor has completed their inspection, they will update SX3. Lambeth Living will monitor progress against inspection dates. Monthly 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 monitor progress and assist Contract Managers with any issues arising.

Example % of services completed in time = A ÷ B x 100 where A = Number of services completed B = Number of services due for completion.



Target Range 90-95%

Source SX3



December 2011

18.4 Sustainability

LIFTS PM KPI 4 Sustainability

Introduction There is one combined sustainability measure that contributes to all performance profit calculations. This is set out in detail at 17.5. The resulting % outcome will be applied to this KPI (LIFTS PM KPI 4).


December 2011

19. Installation of Lifts The Technical Services Manager is responsible for the delivery of Lift servicing, repairs and installations. The services are delivered across the borough and there are two firms delivering services to the three strategic areas in the borough, Precision in the North area, and Apex in the Central and South areas. KPI definitions to follow


December 2011

20. 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 Target Range 90-100%

Contractor Target

Number

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

Mears 9

Morrison 8

Apollo 6

OCO 3

T Brown 2

EPS - Mitie 2

Apex 1

Precision 1

Alphatrack 1

Cartel 0

Local labour Target Range 60-70%

Local suppliers Target Range 60-70%

Recycled Waste Target Range 70-90%

Cartel

Alphatrack

Precision

Apex

EPS - Mitie

T Brown

OCO

Apollo

Morrison

Mears

December January February MarchContractor June July August September October November

Cartel

Alphatrack

Precision

Apex

EPS - Mitie

T Brown

OCO

Apollo

Morrison

January February March

Mears

September October November DecemberContractor June July August

MarchFebruaryNovember December JanuaryOctoberJuly August September

Apex

Precision

Alphatrack

Cartel

Apollo

OCO

T Brown

EPS - Mitie

JuneContractor

Mears

Morrison

JulyJune December January February MarchAugust September October 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

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