APPENDIX A
Objectives
Critical Success Factors
How achieved
HDW
Close internal monitoring
of the budget
Benchmarking against
other organisations.
1.2 To deliver work on time and within
budget
 Clear long term budget
 Clear long term programme
 Establish cost by element and
profile costs against programme
 Monitor output costs and profile
actual v budget
 Method to monitor actual
performance against programme
 Define value for money
 Establish risk register and assign
responsibility for risk mitigation
management
2.

Operatives code of
conduct,
Internal lines of
communication identified
and close linked. Teams
established top facilitate
process flow.
All staff trained in customer
care
Robust mechanism for
tenant involvement
1.
Money
1.1 To achieve and demonstrate value for
money
Quality of Service
To achieve 90% customer satisfaction
with the planned and responsive
service by:

Effective communication

Respecting peoples homes

Providing a flexible service

Understanding the needs of our
customers



Clear service standards, including
a code of conduct
Establish a communication plan
A process to understand and
record tenants needs
Providing clarity of delegated
responsibility for staff and
contractors
External contractor
Competitive tender
Contract with performance
targets
Defined services levels
and performance
indicators
Contractors code of
conduct
Defined responsibilities
between contractor’s staff
and NWBC staff. Working
practices established
between client and
contractor staff
Tenant liaison officer.
Multiskilled workforce
3.
Quality of Product
Quality and effective
responsive repairs service.




Clarity regarding which properties
and elements in properties require
work to meet the bronze standard
Clear long term programme in line
with bronze standard
Monitor outputs against
programme
Efficient and multi-skilled workforce
/1
Multiskilled workforce
Procurement of materials
through partnering with
suppliers
Culture of right first time
principle s
Using tenant feedback to
Procurement of materials
through partnering with
suppliers
Culture of right first time
principle s
Using tenant feedback to
influence changes in the
RRBFS632A
Objectives

4.
How we work
To establish long term relationships
where people:
 Are empowered to deliver
 Have clear roles and
responsibilities
 Our service standards are
developed jointly and understood
by all
5. Performance
To continually monitor and compare
our performance, learn and improve
6.
Added Value
To use methods to support a
sustainable
environment
and
communities, for example:
 Providing local employment and
training opportunities




Critical Success Factors
Value for Money in procurement of
materials
A clear activity schedule to deliver
the objectives and critical success
factors
Assign responsibilities for above
tasks either in house or externally
Reference and ongoing review of
customer feedback
Document service standards which
are clear and communicable
How achieved
HDW
provide a service
responsive to
improvements
In house Quality control
systems
Front line staff empowered
to focus make decisions to
improve the service to the
customer.
Internal reporting against
KPI’s
Benchmarking with other
organisations

HDW based in Atherstone
recruit labour from borough
and surrounding area

/2
Services standards and
incentives to improve the
service detail in contract.
Management focused on
developing service
feedback from staff and
customers.
 Establish KPI’s against objectives
 Identify process for monitoring KPI’s
 Establish benchmarking
opportunities
 Establish a process for collecting
and developing good practice
Understand resource gaps and
long term resources needed to
deliver the services for North
Warwickshire
e.g. multi skilled
operatives, tenant liaison officers,
quantity surveyors etc
Process to collect and monitor data
External contractor
contract specification to
achieve improvements
Internal process feedback
for good practice
Contractor reports on
established KPI’s
Client benchmarking
contractor has internal
process feedback for good
practice established
through partnering
agreement
Set requirement for local
labour to be used where
appropriate and cost
effective
Use of local suppliers
Set up apprenticeships
Promote apprentices
through contract
RRBFS632A

Objectives
Assessing capex vs opex



Critical Success Factors
for costs in use
Build in process for review of
specifications against outputs of
costs in use
Establish carbon neutral targets
Establish required products and
processes to meet above targets
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How achieved
HDW
External contractor
RRBFS632A