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					Confidential                An Introduction to the
                 Value for Money Assessment Toolkit
                            for Response Repairs

Within the social housing sector there are many different models for the delivery of
repairs and maintenance. Some ALMO's and RSL's deliver all of their maintenance
works "in-house" using their own employees, or via a traditional DLO, whilst many
others have no in-house team or DLO and contract-out all work, and there are some
organisations that operate a combination of both. In addition there are a significant
number of organisations who have transferred some of the traditional "Client" duties
over to their service provider(s), for example the surveying & scheduling of voids or
the provision of a repairs call centre. This makes the traditional methods of cost
comparison likely to be full of inaccuracies.

The concept of this toolkit is to measure actual cost and performance to identify how
economically, efficiently and effectively the service is being delivered.

This is done by measuring cost and performance "top down", so Client costs and the
costs of their supply chains are identified and measured, with the results structured so
that there are various levels of detail to enable 'high-level' or 'drill-down' analysis. The
analysis will be carried out using a bespoke set of performance indicators that have
been created to measure the various facets of 'Value for Money'.

The Value for Money Assessment Toolkit focusses on process, rather than just output
and will measure the actual cost and performance of each Client organisation and the
performance of their "main contractors". For the purposes of this exercise "main
contractors" means private sector organisations, which have a direct contractual
relationship (for the delivery of Response Repairs and / or Void Repairs), or any in-
house maintenance teams or 'Direct Labour Organisations' (DLO's) that undertake
these functions for the ALMO / RSL.

This will enable reports to be created for individual organisations which will include
details of their own performance against that of their peers in terms of;

     1    Overall performance of the Repairs Service
     2    Cost of void repairs and response repairs
     3    The cost of the traditional 'Client' function and the 'Contractor' function
     4    The performance of these functions
     5    The cost of each main contractor
     6    The performance of each contractor


This toolkit uses the Audit Commission's definition of VFM which has been translated
into tangible measures and includes measures of cost, input, output and outcome.




                                                                                Author: HouseMark
                                                                                         10/13/2011
For the purposes of this toolkit the following definitions are to be used.

Day-to-Day repairs             Day to day repairs means all response repairs completed
                               by building trades and it can include the planned delivery
                               of response repairs or the batching of repairs to achieve
                               economies of scale. Day to day repairs includes the
                               repair of domestic electrical installations, but excludes re-
                               wiring and also any repair work to void dwellings (this is
                               measured under Void Repair KPI's). Other more
                               specialised M & E repairs such as the maintenance of
                               lifts, emergency lighting and booster pumps along with
                               cyclical work i.e. the servicing of gas appliances, are also
                               excluded. As are any major planned work (cyclical
                               programmes such as painting or programmes for the
                               replacement of key components to the building structure
                               such as doors, windows and complete roof coverings, or
                               renewal of the building infrastructure or M & E
                               installations i.e. heating replacement programmes.


Void Repairs and / or          Void repairs means all response repairs, as completed
Void Dwelling                  by building or M & E trades (i.e. the replacement of
                               damaged light fittings or the re-commission of gas
                               appliances) that may be required to return the dwelling to
                               a lettable standard, but excludes any cyclical work such
                               as gas servicing and any major planned work.

For data consistency the model splits the various processes contained within the
delivery of day to day repairs and void repairs, in the following manner.

          Client – Element A
          Contractor Management – Element B
          Contractor on-site work delivery – Element C

It is essential that all cost and performance data conform with these definitions.

Where a contractor carries out elements of the traditional "Client" function, then the
cost of this needs to be appropriately apportioned and detailed upon the contractor's
data collection form.

For further information or should you have any questions about completing the
background data sheets, then please contact Lynn Dexter.
   Telephone:         02476303748
   E-mail:         lynn.dexter@housemark.co.uk




                                                                                Author: HouseMark
                                                                                         10/13/2011
                                           VFM Assessment Toolkit



NOTES TO SUPPORT THE COMPLETION OF THE COST & PERFORMANCE DATA SHEETS

1        Day to day repairs means all response repairs completed by building trades and it can include the
         planned delivery of response repairs or the batching of repairs to achieve economies of scale. Day to
         day repairs includes the repair of domestic electrical installations, but excludes re-wiring and also any
         repair work to void dwellings (this is measured under Void Repair KPI's). Other more specialised M &
         E repairs such as the maintenance of lifts, emergency lighting and booster pumps along with cyclical
         work i.e. the servicing of gas appliances, are also excluded. As are any major planned work (cyclical
         programmes such as painting or programmes for the replacement of key components to the building
         structure such as doors, windows and complete roof coverings, or renewal of the building infrastructure
         or M & E installations i.e. heating replacement programmes.
2        Void repairs means all response repairs, as completed by building or M & E trades (i.e. the
         replacement of damaged light fittings or the re-commission of gas appliances) that may be required to
         return the dwelling to a lettable standard, but excludes any cyclical work such as gas servicing and any
         major planned work and properites that fall outside of the BV 212 defintion see note 31.


    3    All costs are to exclude Value Added Tax (VAT).

    4    All employee costs are to include salaries, productivity bonuses (if applicable), Union subscriptions &
         CITB levy (if applicable), overtime payments (where required during normal operational
         circumstances), holiday pay, Employer's National Insurance and Pension Contributions, health care
         provision and travelling expenses.

    5    All vehicle costs are to include annual lease hire costs, depreciation, fuel, insurance, servicing and all
         other running costs.

    6    The cost of car allowance provided for client officers is to include payments received for the
         operational use of private vehicles (including the wear & tear component), whilst undertaking the
         function to which the cost relates. It is appreciated that in some instances it will be difficult to separate
         car allowance payments, so the costs should be apportioned in the same manner as staff costs.


    7    The day to day repairs and void repairs service means the provision of carpentry, plumbing, electrical,
         roofing, bricklaying, floor tiling, ground-working and plastering repair work, but excludes any electrical
         re-wiring and all mechanical and electrical cyclical maintenance such as gas servicing.

    8    Premises means the local office/branch office, site accommodation and/or depot and welfare facility
         utilised for the provision of the day to day and / or void repairs contract(s) for this Client, which
         although a preliminary cost, for the purposes of this model is to be shown separately and not included
         in the total cost of preliminary items. The local premises costs are to include the building rental and
         upkeep including the costs of heating, cooling, lighting and power (or a proportion of these costs if the
         premises is used for any other contracts).

    9    The "Base Costs" means the costs relating to labour, plant, materials, preliminaries and sub-contractor
         costs, prior to the application of any head office overheads or profit under on open book accounting
         arrangement.

    10   Preliminaries means the Repairs Service Support Costs (that are specific to the Contract with this
         Client) and includes;
           w   the provision of service support staff engaged specifically on this contract (i.e. Contracts
               Manager, Supervisor, Foreman, Quantity Surveyor, Cost Surveyor, Administration staff,
               Trainees etc),
           w   the cost of Contract specific training including Health and safety training,
           w   the cost of quality management systems and general (site based) quality control,
           w   the provision of communication equipment for employees on this contract, i.e. Mobile phones,
               two way radio etc,
           w   the cost of operating an appointments/carding system,
           w   the provision of Identification Cards,
           w   the provision of any temporary site accommodation / welfare facilities (portacabins etc),
           w   the provision of small tools,
           w   the cost of providing all necessary PPE,
           w   the hire or purchase of site equipment (including hire cost / purchase, depreciation and
               maintenance costs),
           w   all costs associated with unloading, handling and double handling of materials,
           w   the provision, fuelling and maintenance of vehicles for operatives and site based staff / Contract
               Managers etc.
           w   the cost of temporary services,
           w   the costs for the prevention of trespass; including hoarding/ fencing/ barriers/void security etc,
           w   all advertising costs
           w   the costs for Health & Safety and other Statutory Obligations.

    11   Head office overhead costs means the cost of providing all 'back-office' support functions necessary
         for the running of the business and includes;
           w   the salaries of head office staff i.e. Directors, purchasing and buyers, Accounts Department,
               Estimating Department, Managing/ regional quantity surveyors, PR/ Marketing and advertising,
               Safety department, Human Resources department, Head Office administration and support,

           w    the provision of IT hardware and equipment including servers, laptops and computers and all
               necessary software and licenses,




                                                                                                                         Author: HouseMark
                                                                                                                                 10/13/2011
                                         VFM Assessment Toolkit



         w   the building (Head Office) rental and upkeep including the costs of heating, cooling, lighting and
             power,
         w   the provision, fuelling and maintenance of vehicles for head office staff
         w   the provision of office furniture,
         w   employers and public liability insurances,
         w   trade subscriptions,
         w   legal fees,
         w   the cost of sickness absence,
         w   general training costs,
         w   professional subscriptions and fees,
         w   postage costs,
         w   recruitment costs,
         w   Contract insurances, Bonds & Warranties,
         w   franchises, royalties, licences etc,
         w   Taxes and charges,
         w   and any Corporate overhead costs and charges including contributions to group (if applicable).

 12    Head Office costs are often derived from a tendered percentage and for the purposes of this document
       should be treated a fixed figure i.e. the total sum head office costs paid during the period from 1st April
       2008 to 31st March 2009.

 13    Profit means the total of all fixed (or "guaranteed") profit along with the total amount of any variable /
       performance derived profit. Under an open book accounting arrangement, profit is often derived from
       a fixed tendered percentage, and in many frameworks a portion of the contractor's profit is linked to the
       achievement of Key Performance Indicators. For the purposes of this document profit should be
       treated as a fixed figure i.e. the total sum profit paid during the period from 1st April 2008 to 31st
       March 2009.

 14    The total contract term should include any potential extension periods. Where there is more than one
       contract in place then the average contract term should be used to provide the value for the total
       contract term. For example; if Contract 1 commenced in April 2006 and expires in April 2008, but has
       the potential of an extension of two further years, then the total term for Contract 1 is four years. If
       Contract 2 commenced in April 2002 and expired in April 2006, but was extended by two further years
       to April 2008, then the total term for Contract 2 is six years, and to determine the total term for
       Contracts 1 & 2 the average is taken, so in this example the total term for contracts 1 & 2 is 5-years.

 15    When conducting quality inspections of repair works to void dwellings to identify those that are of a
       satisfactory (or above) standard when judged against the lettable standard, the quality inspection
       carried out by, or on behalf of the Client is to be judged on the whole of the void repairs, not just a part.
        Where void works are inspected more than once due to failure of the original void works, each void
       quality inspection should be counted separately.

 16    The calculation of procurement costs must be an assessment of the total cost of staff time (including
       any agency staff or consultants) involved in the preparation and procurement of the day to day and
       void repairs contract (or an assessment of the total cost of staff time involved in the procurement of all
       of the contracts, where there is more than one response repairs contract). It is accepted that this
       estimate of total procurement time, will be made to reflect the situation "at a point in time" and that as
       the estimate does not relate to an annual cost, some differences may potentially occur due to
       fluctuations in salary costs from year to year. Therefore (for the purposes of uniformity), you should
       factor the assessment of total procurement time by your organisation's salary scales for 2008/09 even
       if the procurement did not occur in this period (for consultant fees incurred in previous years, apply a
       figure of 3% per annum).
       N.B. Procurement includes the preparation of the contract brief and the specification, the assessment
       and shortlisting of prospective contractors, the production and issuing of the ITT and associated work,
       the assessment of the submitted tenders, and all other associated work up to and including the
       contract award and execution (the formulation and signing of the Contract).

 17    As part of the VFM Assessment Model the Client costs are defined as Element A and include functions
       such as procurement, invoicing, surveying and performance management (see A, B, C Definition
       worksheet for further details). In accordance with this definition the true total Client cost will include
       the cost of procurement, invoice processing along with the other duties of quality control, pre-
       inspection and performance management etc, however, for the avoidance of doubt, when entering the
       total annual cost of the 'Client's' contract management function within this Data collection book (item
       4.4), the total Client cost should exclude the procurement, call handling and invoice processing costs
       (as these have already been identified).

 18    Under this VFM Assessment Model the components of a contractors cost are deemed to be;

18.1         Contract management / preliminaries function for the repairs service [element C1]:
             Cost of staff
             Cost of premises
             Costs of IT
             Cost of vehicles
             Profit and Head Office Overheads (as they relate to element C1)

18.2         Service delivery function [element C2];
             Cost of operatives
             Cost of materials and plant
             Cost of sub-contractors
             Costs of IT
             Profit and Head Office Overheads (as they relate to element C2)




                                                                                                                       Author: HouseMark
                                                                                                                               10/13/2011
                                         VFM Assessment Toolkit



18.3         Repairs call handling service:
             Cost of staff
             Cost of premises
             Costs of IT
             Profit and Head Office Overheads (as they relate to the Repairs Call Handling)

       It is also recognised that in some circumstances a contractor will be required by their Client, to carry
       out some of the traditional "Client" function, and in these circumstances the contractor costs will also
       include an element of:
               Cost of staff
               Cost of premises
               Costs of IT
               Profit and Head Office Overheads (as they relate to element A)

 19    Call Centre Costs; as call centres can be provided in a variety of ways, there needs to be a structured
       way of gathering this cost data. The intention is to identify the complete costs of the call centre
       function separately, regardless of whether they are costs on the Client-side, costs on the Contractor-
       side or costs on both sides.
       If, for example, the contractor provides a national repairs call centre for a range of clients, and
       recovers the operating costs of this national call centre as part of his (the contractor's) head office
       costs, then the proportion of call centre cost that relates to this Client, needs to be deducted from the
       main head office costs (element B) claimed from this Client.
       The scenario is simpler if the contractor provides a dedicated repairs call centre function as part of this
       contract, and in this case the complete cost of the call centre, including the overheads and profit
       (although these are shown separately), just needs to be deducted from the total contract income.

 20    The VFM Toolkit for Response Repairs has been constructed to achieve a range of different
       objectives, with one of its key facets being the attempt to quantify the amount of duplicated resource at
       the point where the Client and their Contractors interface.
       In some organisations the duplication will be minimal (although some duplication is inevitable), but in
       others the duplication may be more substantial. This is particularly relevant with the range of different
       delivery solutions being utilised across the social housing sector.
       Ultimately the intention is to comment on the validity of those different delivery models from a value for
       money perspective, but it is probable that the sample size of the pilot will only enable some
       preliminary conclusions to be drawn.
       To enable this data to be gathered correctly it is essential that each organisation completes separate
       spreadsheets for their own “Cost & Performance Data” and “Apportionment Data”. Each organisation
       (Client and also Contractor) needs to identify the time, cost and performance data associated with their
       individual element of service delivery and whether those costs and that performance data relate to the
       delivery of;
         w   Element A (traditional Client duties),
         w   Element B (duties associated with running a contracting business), or
         w   Element C (duties in relation to work on site, the “doing”).

       The only exception to the need for separate forms to be submitted is where an organisation has
       brought elements of service delivery “in-house”, and in this instance all the data should be entered
       upon the same spreadsheets (Client and in-house team performance data and cost information
       combined). Where a mixed economy is in existence, then, in addition to the aforementioned
       combination of Client and in-house team information, each private contractor will need to provide
       separate returns.

       Each individual organisation's separate data collection worksheet, upon which they will have detailed
       the appropriate cost and performance data that equates to their own service delivery, will obviously be
       used to provide details of that organisation's performance and cost etc, but where appropriate, some of
       the data will also be aggregated with other organisation's data, to arrive at a complete set of data for
       each Client. For example;

         w   A Client that has all of its Response Repairs carried out by its own "in-house" maintenance
             team, need only complete a single worksheet.
         w   A Client that has a mixed economy for its Response Repairs Service, with repairs carried out by
             its own "in-house" maintenance team, and a private sector contractor should complete two
             worksheets.
         w   A Client that has all of its Response Repairs carried out by its own "DLO" should complete two
             worksheets (one for the DLO and one for the Client).
         w   A Client that has a mixed economy for its Response Repairs Service, with repairs carried out by
             its own "DLO", and two private sector contractors should complete four worksheets.

 21    The Apportionment worksheets identify the spectrum of roles that play their part in the delivery of
       response repairs, and comprise of "Client" activities (Element A), "Contractor" head office functions
       (Element B) and "Contractor" service delivery activities (Element C). An Apportionment worksheet
       should follow each data collection worksheet, and should be used to identify the roles / functions that
       each organisation performs (whether the organisation is a Client/in-house maintenance team, or a
       DLO, or a private contractor). Once the job roles are identified, then you should determine how much
       staff time (and consequently how much cost) is spent in the following work areas:
 a)      w Day to day repairs
 b)      w Void dwelling repairs
 c)      w Other activities (work that isn't response repairs)




                                                                                                                     Author: HouseMark
                                                                                                                             10/13/2011
                                        VFM Assessment Toolkit



22   If your organisation has a mixed economy delivering the repairs service that comprises of more than 3
     organisations, then you will need to copy the worksheets accordingly.


23   This book of the VFM Assessment Toolkit for Response Repairs is for data collection and is will be
     used to create the following additional information:

        1     A VFM Performance Indicators Report - detailing your organisation’s (and your 1st tier supply
              chain’s) performance against each of the PI’s.

        2     A comprehensive Value for Money Report – providing context and drawing VFM conclusions,
              from across all participants in the project (approximately 12 organisations).



24   The percentage of repairs completed by the contractor at the time of the first visit to the property; this
     indicator is subject to access being granted by the tenant, so if a contractor has attended a property on
     two occassions, and on each occassion left a "calling card", and the contractor returns a third time
     after making another appointment, and on this occassion gains access, then this is counted as the first
     visit, as this is the first opportunity for the contractor to commence the work. The intention is not to
     penalise the contractor if a tenant fails to keep a firm appointment.
     To qualify as a job "completed at the time of the first visit to the property; the contractor shall be
     deemed to have attended the property, identified, diagnosed and remedied the fault (using van stock)
     and carried out any making good before then leaving the property. If the contractor calls to first
     "measure-up" and then leaves and returns to carry out the required repair, then this job has not been
     completed at the time of the first visit. This is also the case with jobs that can not be completed during
     the same working day, although the contractor may often return the next working day to resume the
     repair, the repair has not been completed "at the time of the first visit to the property".

25   For the purposes of this Toolkit the difference between a DLO & an in-house Team is defined in the
     following manner.
              A DLO may work for one or more Client's (although it can only be the DLO of one organisation).
              A DLO will have a formal trading account (retaining a level of surplus/profit) and will normally
              have been appointed to undertake the work after successfully bidding in open competition with
              private sector contractors.
              An in-house team will have been formed following the removal of the "Client:Contractor split" (a
              legacy of Compulsive Competitive Tendering) and will only operate on behalf of it's Client
              organisation. The in-house team will often have a "pseudo" trading account in place (providing
              some cost control) but this will normally operate on a more informal basis than a DLO Trading
              Account.


              The effectiveness of the VFM Assessment Toolkit is dependent upon good quality information
              being provided in a honest, open and transparent manner.

              Above all please remember incorrect data will produce incorrect results.

26   Responsive gas repairs and Void gas works. Selct one of the following approaches
        1 One of your our main contractor/in-house or DLO provides gas servicing and gas responsive
          repairs. Include the responsive repairs element not the servicing element in that contractor/in-
          house or DLO’s details.

            2 A specialist contractor provides the gas servicing, your main contractor/in-house or DLO
              provides the gas responsive repairs, include the responsive gas works element in your
              contractor/in-house or DLO’s details.

            3 A specialist contractor provides Gas servicing and responsive repairs:

          a. Exclude the responsive repairs gas serving details
          b. Include that specialist contractor as an extra contractor tab and provide all of their details
          that relate to responsive repairs not gas servicing.
26a Section 6 Provides details of gas servicing and maintenance.

27   Inspections refer to physical on site inspections not telephone checks.

28   Calculations for the time to complete a repair are calendar days from the resident reporting the repair
     to completion i.e. should pre-inspections be required this is likely to lengthen these times.

29   Non urgent repairs are to include all batched work that was a result of a residents contact, excludes
     work that is then instigated to alleviate further occurrences of a similar problem

30   right first visit definition




                                                                                                                  Author: HouseMark
                                                                                                                          10/13/2011
                                     VFM Assessment Toolkit



     This is defined as the total number of responsive repairs being completed
     right first time divided by the total number of responsive repairs being
     completed multiplied by 100.
     “Right” is normally defined as completed to the satisfaction of the social
     tenant.
     Where there is a dispute between the tenant and the landlord, or its agent,
     on whether a repair has been completed satisfactorily, this should be
     referred to an independent arbitrator, whose decision should be final.
     “First Time” is defined as completed by the repairs operative without the
     need to return a further time because the repair was inaccurately diagnosed
     and / or the operative did not fix the problem to satisfy the definition of
     “right” above.
     Where the job requires multiple trades who may follow on from each other,
     then the work would still be considered completed “right first time”
     according to the definitions above of “right” and “first time”.
     Where the tenant has failed to give access, this will not be counted as a
     first visit.
     Pre-inspections are excluded from this performance indicator.
31




                                                                                   Author: HouseMark
                                                                                           10/13/2011
                                           The Definition of Elements A, B C

           Element A - the strategic management of the repairs service (client costs)

1    Provide 'client' leadership and interaction with Audit Commission / Board / Senior Management Team
2    Identify and deliver strategies for improving the efficiency of the service, undertake Best Value Reviews,
     prepare for Audit Commission inspections etc.
3    Responsive repairs client function, the public face for responsive repairs including the receipt and processing
     of repair requests and provision of appointments (Call Centre function)
4    Line management of personnel carrying out 'Client' duties.
5    Formal complaints about responsive repairs
6    Process disrepair, insurance claims and deal with Statutory Notices
7    Asbestos management
8    Environmental health issues
9    Performance management of overall responsive repairs service, including pre inspection, post inspection, cost
     and quality control
10   Strategic (high-level) contract management
11   Void management including pre inspection, post inspection, cost and quality control and performance
     management (excludes the cost of the allocation and letting of void dwellings)
12   Processing and payment of invoices for 'main' contractors
13   Procurement of repairs contracts
14   Procurement of ad-hoc works not carried out on SOR (quotes)
15   Management of the Out of Hours Repairs Service
16   Central support from Finance, Asset Management, Housing and Corporate Services functions


     Element B - the management of the "contracting" business (head office overheads)

17   Identification of strategies for improving efficiency (profitability) of the business
18   Performance management of the business and reporting of the results (KPI's)
19   Strategic level liason with Client.
20   Preparation and submission of tenders ("bid" team)
21   Line management of personnel working within the Contractor's head office.
22   Materials procurement
23   Plant procurement
24   Labour procurement
25   Specialist sub-contractor procurement
26   Vehicle provision and management
27   Corporate Health and Safety Management
28   Central support from Finance, Asset Management, Housing and Corporate Services functions
29   Payroll, IT, HR functions
30   Preparation and submission of invoices to the 'client'
31   Payment of suppliers and sub-contractors


                    Element C - the delivery of the repairs service (base costs)

32 Preliminaries (the cost of Contracts Managers, Supervisors, operational support staff, premises, uniforms,
   hand tools etc)
33 Day to day "Client" liaison
34 Performance management of operatives and any sub-contractors
35 Appointment making (by contractor / DLO) for recalls or follow-on trades etc.
36 Responding to queries or complaints about a completed repair or repair in progress
37 Quality control of completed repairs                                                                                    C1
38 Line management of personnel involved in the delivery of the repairs service (staff and operatives).
39 Stores management
40 Delivery of plant and materials to site
41 Recording of time spent on jobs
42 Recording of plant and material costs
43 Operative attendance and the completion of the repair (including any non-productive time)
44 Any pre-inspection of voids or repairs to 'measure-up'
45 Labour (workforce) costs
                                                                                                                           C2
46 Material costs
47 Sub-contractor costs
48 Cost of plant if hired



                                                                                                                       Prepared by HouseMark
                                                                                                                                   10/13/2011
                                 VFM Assessment Toolkit for Response Repairs
PART 1: GENERAL INFORMATION ABOUT YOUR ORGANISATION
                                                                                                               Page: 9 of 31
          1    What is the trading name of your company (Client organisation)?

                     Test



          2    What type of 'Client' organisation are you?
                   Registered Social Landlord (RSL)




          3    How many housing units (dwellings) does your organisation maintain?
               (exclude leasehold properties)
                           0

          4    How many garages does your organisation maintain?

                                0


          5    How would you best describe the area(s) that your housing stock is located within?

                   A mix of inner city and urban areas




          6    What type of housing stock do you maintain?
                   A mix of traditional and non-traditional construction




          7    If your housing stock comprises of a mix of traditional and non-traditional construction,
               then what percentage of your stock is of non-traditional (system built) construction?


                   More than 50% (but less than 75%) of the housing stock is of non-traditional construction




          8    How many dwellings do you have within high-rise blocks of flats (blocks greater than 6
               storeys) that you maintain as part of your stock portfolio?

                                0




                                                                                                               Author: HouseMark
206e7151-1971-4085-9c86-6e66e081bab6.xls, General info                                                                 10/13/2011
                                      VFM Assessment Toolkit for Response Repairs
PART 1: GENERAL INFORMATION ABOUT YOUR ORGANISATION
                                                                                                                                                 Page: 10 of 31


           9      What are the budget values for the maintenance work to your housing stock during
                  2008/2009?

                          Response Repairs                                                                                                  £0
                          Void repairs                                                                                                      £0
                          Mechanical & Electrical (repairs and cyclical maintenance)                                                        £0
                          Gas servicing                                                                                                     £0
                          Major Investment and Refurbishment Work                                                                           £0

                                  Total budget for response repairs and major works =                                                       £0


          10      Do you hold Clients Charter membership?

                       Yes




          11      How are your repairs call handling services provided?


        Initial repair call & appointment provided by Client; each main contractor handles calls for subsequent appointments etc.




          12      When works orders are issued for response repairs, how are they arranged?


        Each works order that is issued is "to remedy the fault", but if there is more than one "fault", we raise additional work orders.




          13      How are your repairs call handling services provided outside normal working hours?


         All call handling is provided by the main contractor (24/7) using a regionally/nationally based call centre.




          14      When additional work is identified after an emergency call-out (outside normal working
                  hours), do you raise a new works order?


         No, any additional work that is required is "booked" on the original out of hours "call-out" works order




                                                                                                                                                 Author: HouseMark
206e7151-1971-4085-9c86-6e66e081bab6.xls, General info                                                                                                   10/13/2011
                                VFM Assessment Toolkit for Response Repairs
PART 1: GENERAL INFORMATION ABOUT YOUR ORGANISATION
                                                                                                                    Page: 11 of 31
         15    What arrangements do you (the Client) have in place for the delivery of your response
               repairs service?
                   A mixed economy; some repairs are delivered by the DLO, some by external contractors




        16.1 If applicable, provide details of the value of Response Repair work undertaken in-house
             and the name of the organisation that delivers this work

                   Name of organisation:

                   Annual value of work undertaken                                                        £0

               a) Does this organisation have a trading account?                                  No


               b) Does the in-house contractor do maintenance work for other Clients?                          No


               c) Is there an in-house stores facility?                                  Yes


               d) Is there an in-house joinery shop facility?                            Yes




        16.2 If some response repairs are delivered by external contractors, provide details below.

                   Contractor 1

                   Name of Contractor:

                   Annual value of work undertaken                                                        £0


                   Contractor 2

                   Name of Contractor:

                   Annual value of work undertaken                                                        £0


                   Contractor 3

                   Name of Contractor:

                   Annual value of work undertaken                                                        £0




                                                                                                                    Author: HouseMark
206e7151-1971-4085-9c86-6e66e081bab6.xls, General info                                                                      10/13/2011
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PART 1: GENERAL INFORMATION ABOUT YOUR ORGANISATION
                                                                                                                         Page: 12 of 31
                   Contractor 4

                   Name of Contractor:

                   Annual value of work undertaken                                                        £0


                   Contractor 5

                   Name of Contractor:

                   Annual value of work undertaken                                                        £0


         17    What arrangements do you (the Client) have in place for the delivery of your void repairs
               service?
                   A mixed economy; some repairs are delivered by the DLO, some by external contractors




        17.1 If applicable, provide details of the value of the Void Repair work undertaken in-house
             and the name of the organisation that delivers this work

                   Name of organisation:

                   Annual value of work undertaken                                                        £0

               a) Does this organisation have a trading account?                                               No


               b) Does the in-house contractor do maintenance work for other Clients?                               No




                                                                                                                         Author: HouseMark
206e7151-1971-4085-9c86-6e66e081bab6.xls, General info                                                                           10/13/2011
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PART 1: GENERAL INFORMATION ABOUT YOUR ORGANISATION
                                                                                                  Page: 13 of 31
        17.2 If some void repairs are delivered by external contractors, provide details below.

                   Contractor 1

                   Name of Contractor:

                   Annual value of work undertaken                              £0


                   Contractor 2

                   Name of Contractor:

                   Annual value of work undertaken                              £0


                   Contractor 3

                   Name of Contractor:

                   Annual value of work undertaken                              £0


                   Contractor 4

                   Name of Contractor:

                   Annual value of work undertaken                              £0


                   Contractor 5

                   Name of Contractor:

                   Annual value of work undertaken                              £0




                                                                                                  Author: HouseMark
206e7151-1971-4085-9c86-6e66e081bab6.xls, General info                                                    10/13/2011
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                                                                                                                                                            Page 14 of 31
PART 2: COST AND PERFORMANCE DATA




   Name of                                                                                                    Name of
                   Test
   Client:                                                                                                    Contractor:

                                                       Name of person completing the data collection form:
                                                                                                   E-mail:
                                                                                                   Phone:


                                                                                                                Day to Day   Void Dwelling   Combined Total
   Item         Metric
                                                                                                                 Repairs        Repairs

        1.0     Background Data

        1.1     The total number of dwellings maintained (excludes leasehold properties)                                                           0

        1.2     The total term for the Day to Day Repairs and Void Dwelling repairs Contracts. See                                                 0
                note 14

        1.3     The total number of repair orders that are issued per annum, based on out-turn                       0             0
                figures for period from 1st April 2008 to 31st March 2009.

        1.4     The total number of invoices processed on behalf of the Repairs Service (in relation                                               0
                to orders raised for work, goods or services for the provision of Day to Day Repairs
                and Void Dwelling repairs).

        1.5     The number of undisputed invoices per annum for Repairs Service work, that are                                                     0
                paid within your normal payment terms..

        1.6     The total number of Repairs Service calls received by the Client's call handling                                                   0
                function, per annum, during normal working hours (approximately 08:30 to 18:00hrs).


        1.8     The percentage of tenant satisfaction with the Client's call handling (this must be the                                         100.0%
                out-turn data solely in relation to call handling, recorded by the call centre during
                Repairs Service satisfaction surveys)

        1.9     The percentage of tenants satisfied with the overall service provided by their                                                   0.0%
                landlord, when surveyed (enter details from the most recent STATUS survey as
                outlined in BVPI 74a)




                                                                                                                                                        Author: HouseMark
206e7151-1971-4085-9c86-6e66e081bab6.xls, Data input                                                                                                            10/13/2011
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PART 2: COST AND PERFORMANCE DATA




                                                                                                           Day to Day   Void Dwelling   Combined Total
   Item         Metric
                                                                                                            Repairs        Repairs
       1.9.1    Date status survey                                                                                                         00/01/00
       1.10     The percentage of tenants (who had received a repair) that were satisfied with the                                          0.0%
                Repairs Service provided by their landlord, when surveyed (enter details from the
                most recent STATUS survey)

       1.11     The percentage of tenants satisfied with the Repairs Service provided by their                                              0.0%
                landlord, when surveyed (in accordance with the organisations own survey format i.e.
                telephone, post etc).

       1.12     The number of repairs that were subject to a pre-inspection to assess the                      0
                requirements of the repair (based on out-turn figures for period from 1st April 2008 to
                31st March 2009).

       1.13     Identify the target time (in days) that your organisation specifies for each of the
                following categories of repairs (Emergency and Urgent repairs are those covered by
                the statutory Right to Repair):

                   Priority 1 - Emergency (same-day) works order                                               0

                   Priority 2 - Urgent works order                                                             0

                   Priority 3 - Routine works order                                                            0

                   Other - i.e. Batched or planned work                                                        0


       1.14     The average number of calendar days between the request for a non-urgent repair                0
                and its satisfactory completion (a non-urgent repair being those repairs excluded
                from the Right to Repair Regulations) see note 28

       1.15     The average number of calendar days between the request for a response repair (of              0
                any priority) and its satisfactory completion. See note 28

       1.16     The average time in calendar days taken to re-let a dwelling, from the date the                               0
                tenancy is terminated, up to and including the start of the new tenancy agreement
                (see note 31 definition for BVPI 212 / CPA H8 ).




                                                                                                                                                   Author: HouseMark
206e7151-1971-4085-9c86-6e66e081bab6.xls, Data input                                                                                                       10/13/2011
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PART 2: COST AND PERFORMANCE DATA




                                                                                                           Day to Day   Void Dwelling   Combined Total
   Item         Metric
                                                                                                            Repairs        Repairs
       1.17     The total number of repair post inspections carried out by or on behalf of the                  0             0
                commissioning client to assess the quality of the completed repair (see notes 15 &
                27 )

       1.18     The number of repairs that passed the initial quality (post) inspections(without the           0              0
                need for any additional works) carried out by or on behalf of the commissioning client.


       1.19     The number of recalls arising from repair works not being completed correctly first            0              0
                time, as a result of negligence or failure by the contractor


        2.0     Contractor Performance Data

        2.1     The total number of Repairs Service calls received by the contractor's call handling                                          0
                function, per annum, during normal working hours (approximately 08:30 to 18:00hrs).


        2.2     The percentage of tenant satisfaction with the contractor's call handling (this must be                                      0%
                the out-turn data solely in relation to call handling, recorded during Repairs Service
                satisfaction surveys)

        2.3     The number of responsive (but not emergency) repairs for which the organisation                0
                made an appointment.
                N.B. Any appointment may be considered to be kept by the organisation if it is
                broken by the householder but kept by the organisation. Of the number of
                responsive repairs that need access to the property. The following should be
                excluded:
                ��Emergency repairs, which are normally responded to within 24 hours.
                ��Repairs to common parts.
                ��Repairs to exteriors of dwellings where access to the dwelling is not required.
                ��Repairs to voids.
                ��Planned / programmed / cyclical works.
                ��Any visits to survey work required or to do pre or post inspection (i.e., not the
                repair).




                                                                                                                                                  Author: HouseMark
206e7151-1971-4085-9c86-6e66e081bab6.xls, Data input                                                                                                      10/13/2011
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PART 2: COST AND PERFORMANCE DATA




                                                                                                             Day to Day   Void Dwelling   Combined Total
   Item         Metric
                                                                                                              Repairs        Repairs

        2.4     The number of responsive (but not emergency) repairs for which the organisation                  0
                kept a previously arranged appointment (see definition in 2.3)

        2.5     The number of repairs completed per annum, by the contractor, at the time of the                 0
                first visit to the property (subject to access being granted).
                If the contractor is unable to gain access at the first visit (and a firm appointment had
                been made), then the repair should either be cancelled (in which case this repair
                should be discounted from the total number of repairs completed, as this repair was
                not physically completed), or if the repair is carded and the job kept "live", then the
                "first visit" will be counted at the point access is gained to the property. See note 29


        2.6     The total number of works orders completed per annum, based on out-turn figures                  0              0
                for period from 1st April 2008 to 31st March 2009.

        2.7     The total number of works orders completed per annum for day to day repairs, split
                by repair category, based on out-turn figures for period from 1st April 2008 to 31st
                March 2009.
                   Priority 1 - Emergency (same-day) works order                                                 0
                   Priority 2 - Urgent works order                                                               0
                   Priority 3 - Routine works order                                                              0
                   Other - i.e. Batched or planned work                                                          0

        2.8     The total number of repairs completed within the target time (for each of the following
                categories of repairs).
                   Priority 1 - Emergency (same-day) works order                                                 0
                   Priority 2 - Urgent works order                                                               0
                   Priority 3 - Routine works order                                                              0
                   Other - i.e. Batched or planned work                                                          0




                                                                                                                                                   Author: HouseMark
206e7151-1971-4085-9c86-6e66e081bab6.xls, Data input                                                                                                       10/13/2011
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PART 2: COST AND PERFORMANCE DATA




                                                                                                             Day to Day   Void Dwelling   Combined Total
   Item         Metric
                                                                                                              Repairs        Repairs

        2.9     The total annual number of void dwellings repaired to the lettable standard for this                            0
                client, based on out-turn figures for period from 1st April 2008 to 31st March 2009.


       2.10     The average number of void dwellings repaired to the lettable standard each week,                               0
                for the period from 1st April 2008 to 31st March 2009.

       2.11     The average time taken to survey and complete all necessary void repairs to return                             0.0
                the property to a condition "fit for letting", from keys being issued to the contractor to
                keys being returned by the contractor (using the same definition of what constitutes a
                void property as BVPI 212 see note 31).

       2.12     The number of contractor management staff [element C1] or full-time equivalent                  0.0            0.0
                members of staff FTE) permanently engaged on this contract, but excluding
                management trainees, consultants and agency / sub-contract labour.

       2.13     The number of consultants and agency or sub-contract contractor management staff                0.0            0.0
                [element C1] permanently engaged on this contract for the provision of the repairs
                service.

       2.14     The number of management trainees employed on a full-time basis [element C1] ,                  0.0            0.0
                that are on a recognised training programme (excluding all agency and sub-contract
                staff).

       2.15     The total number of operatives (or full-time equivalent), employed within the overall           0.0            0.0
                workforce [element C2] on the Contract(s) with this Client for Response Repairs, but
                excluding agency or sub-contract labour.

       2.16     The total number of agency operatives, employed within the overall workforce                    0.0            0.0
                [element C2] on the Contract(s) with this Client for Response Repairs.

       2.17     The total number of sub-contractor operatives (or full-time equivalent), employed               0.0            0.0
                within the overall workforce on the Contract(s) with this Client for Response Repairs.




                                                                                                                                                   Author: HouseMark
206e7151-1971-4085-9c86-6e66e081bab6.xls, Data input                                                                                                       10/13/2011
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PART 2: COST AND PERFORMANCE DATA




                                                                                                             Day to Day   Void Dwelling   Combined Total
   Item         Metric
                                                                                                              Repairs        Repairs

       2.18     The number of trainee operatives employed on a full-time basis [element C2], that               0.0            0.0
                are on a recognised apprenticeship or training programme (excluding all agency and
                sub-contract labour).

       2.19     The total number of work days that have been lost due to sickness or ill health by              0.0            0.0
                directly employed contract management and operational support staff (excluding any
                agency staff or consultants used).
                Where staff are managing day to day and void works or other workstreams in
                conjunction with this, then the time lost is to be expressed as a proportion of the total
                time lost, apportioned by the percentage time normally spent on the relative
                workstreams.

       2.20     The total number of work days for directly employed operatives, that have been lost             0.0            0.0
                due to sickness or ill health.

       2.21      The Contractor's Accident Incident Rate (reportable accidents per 100,000                      0.00          0.00
                employees), to include all sub-contract labour and/or agency labour utilised. AIR to
                be reported for the period 1st April 2008 to 31st March 2009.

       2.22     The average annual leave entitlement for contract management and operational                     0              0
                support staff involved in the delivery of the repairs service. Including statutory
                holidays

       2.23     The average annual leave entitlement for operatives carrying out day to day and/or               0              0
                void repairs. Including statutory holidays

       2.24     The standard hours stipulated for operatives per week (for example 37hours).                    0.0            0.0

       2.25     Actual Working Time for all directly employed operatives during the period 1st April            0.0            0.0
                2008 and 31st March 2009; calculated by measuring the total actual time spent on
                site working (carrying out a repair, inclusive of preparatory work and the removal of
                dust sheets etc), which excludes the time taken to collect materials, the time spent
                on breaks, and the time spent travelling to and from the work site.




                                                                                                                                                   Author: HouseMark
206e7151-1971-4085-9c86-6e66e081bab6.xls, Data input                                                                                                       10/13/2011
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PART 2: COST AND PERFORMANCE DATA




                                                                                                                Day to Day       Void Dwelling       Combined Total
   Item         Metric
                                                                                                                 Repairs            Repairs

       2.26     In addition, if the appropriate data is available, then define Actual Working Time by
                priority;
                     The total actual working time spent on site working for priority 1 works -                    0.0
                     Emergency works orders

                     The total actual working time spent on site working for priority 2 works - Urgent             0.0
                     works orders

                     The total actual working time spent on site working for priority 3 works - Non-               0.0
                     urgent works orders (include any batched or planned works)

                   Completion is optional


        3.0     Repairs and Maintenance Cost Data (all costs exclude VAT)

        3.1     The total annual expenditure (by the client) on day to day repairs contracts based          £                -
                on out-turn figures for period from 1st April 2008 to 31st March 2009 . See note 1
                This should equal 5.1 or 5.2 depending on how you deliver your service.


        3.2     The total annual expenditure (by the client) on void repairs contracts based on out-                             £               -
                turn figures for period from 1st April 2008 to 31st March 2009. See note 2 & 31. This
                should equal 5.1 or 5.2 depending on how you deliver your service.

        3.3     The total expenditure on Priority 1 "Emergency" (same-day) repairs (those covered           £                -
                by the statutory Right to Repair),completed during the period from 1st April 2008 to
                31st March 2009.

        3.4     The total expenditure on Priority 2 "Urgent" repairs (those covered by the statutory        £                -
                Right to Repair), completed during the period from 1st April 2008 to 31st March 2009.


        3.5     The total expenditure of Priority 3 "Routine" repairs completed during the period from      £                -
                1st April 2008 to 31st March 2009. Other response repair priorities such as planned
                or batched work should be included as Priority 3 work (Routine).




                                                                                                                                                              Author: HouseMark
206e7151-1971-4085-9c86-6e66e081bab6.xls, Data input                                                                                                                  10/13/2011
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PART 2: COST AND PERFORMANCE DATA




                                                                                                                Day to Day       Void Dwelling   Combined Total
   Item         Metric
                                                                                                                 Repairs            Repairs

        3.6     The value of all response repairs undertaken Outside of Normal Working Hours for            £                -
                the period from 1st April 2008 to 31st March 2009.

                total should equal 3.1                                                                      £                -
        4.0     Client Cost Data (all costs exclude VAT)

        4.1     The total cost of the procurement of all day to day and / or void repairs
                contract(s)

          a)    The total cost of staff (including any agency staff or consultants) involved in the                                              £            -
                procurement of the day to day and void repairs contract(s), which includes the
                preparation of the contract brief and specification, the production and issuing of the
                ITT and associated work, up to and including contract award (see note 4 & 16 for
                further information).

          b)    The total cost of payments made to the 'Client' procurement staff for car allowance,                                             £            -
                incurred during the procurement of the day to day and / or void repairs contract(s).
                (see note 5 &16)

          c)    The total (pro-rata) cost of premises used by the 'Client' procurement function whilst                                           £            -
                procuring the day to day and / or void repairs contract(s), See note 8

          d)    The total costs of IT used by the 'Client' procurement function whilst procuring the                                             £            -
                day to day and / or void repairs contract(s), (if not included in CEC's)

          e)    The total (pro-rata) cost of head office overheads charges for the 'Client'                                                      £            -
                procurement function, incurred whilst procuring the day to day and / or void repairs
                contract(s). See notes 11 & 12.




                                                                                                                                                          Author: HouseMark
206e7151-1971-4085-9c86-6e66e081bab6.xls, Data input                                                                                                              10/13/2011
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PART 2: COST AND PERFORMANCE DATA




                                                                                                            Day to Day   Void Dwelling   Combined Total
   Item         Metric
                                                                                                             Repairs        Repairs

        4.2     The total annual cost of finance support to the Repairs Service (the processing
                and payment of invoices for suppliers and contractors involved in the delivery
                of Day to Day Repairs and Void Dwelling repairs.

          a)    The total cost of staff (including any agency staff or consultants) involved in finance                                  £             -
                support to the Repairs Service. See note 4

          b)    The total cost of payments made to the 'Client' finance function for car allowance,                                      £             -
                incurred whilst providing finance support to the Repairs Service. See note 5

          c)    The total (pro-rata) cost of premises used by the 'Client' finance function whilst                                       £             -
                providing finance support to the Repairs Service. See note 8.

          d)    The total costs of IT used by the 'Client' finance function whilst providing finance                                     £             -
                support to the Repairs Service (if not included in CEC's)

          e)    The total (pro-rata) cost of head office overhead Charges for the 'Client' finance                                       £             -
                function, incurred whilst providing finance support to the Repairs Service. See notes
                11 & 12.

        4.3     The total annual cost of the provision of the Client's repairs call handling
                service for the day to day and void repairs contract(s).

          a)    The total cost of staff (including any agency staff or consultants) involved in the                                      £             -
                provision of the Client's repairs call handling service, operating during normal
                working hours (approximately 08:30 to 18:00hrs). See note 4

          b)    The total number of Repairs Service call handlers employed by the Client (or the Full-                                         0
                Time Equivalent)

          c)    The total cost of payments for car allowance made to the Client's Repairs call-                                          £             -
                handling staff. See note 5.




                                                                                                                                                   Author: HouseMark
206e7151-1971-4085-9c86-6e66e081bab6.xls, Data input                                                                                                       10/13/2011
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PART 2: COST AND PERFORMANCE DATA




                                                                                                                 Day to Day       Void Dwelling       Combined Total
   Item         Metric
                                                                                                                  Repairs            Repairs

          d)    The total (pro-rata) cost of premises used by the 'Client' Repairs call-handling                                                      £            -
                function. See note 8.

          e)    The total costs of IT used by the 'Client' Repairs Call-handling function (if not                                                     £            -
                included in CEC's)

          f)    The total (pro-rata) cost of head office overhead Charges for the 'Client' Repairs Call-                                              £            -
                handling function. (see note 19)

        4.4     The total annual cost of the 'Client's' contract management function for the
                repairs service [element A] including a proportion of the time that the Director
                and Head of Service spend on Client Management, along with the costs of
                surveyors, support staff etc. and any agency staff or consultants used. This
                cost is to exclude any of the staff costs provided for items 4.1, 4.2 or 4.3
                above. See note 17.

          a)    The total annual cost of staff involved in contract management of the repairs service        £                -   £               -
                on behalf of the Client [element A]. See notes 4.
                Where staff are managing both day to day and void works, or other workstreams,
                then the costs should be apportioned on a pro-rata basis (percentage time spent on
                the relative workstreams, see Apportionments tab).

          b)    The total cost of payments for car allowance made to the Client's contract                   £                -   £               -
                management function. See note 5.

          c)    The total (pro-rata) cost of premises used by the Client's contract management               £                -   £               -
                function. See note 8.

          d)    The total costs of IT used by the Client's contract management function (if not              £                -   £               -
                included in CEC's).




                                                                                                                                                               Author: HouseMark
206e7151-1971-4085-9c86-6e66e081bab6.xls, Data input                                                                                                                   10/13/2011
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PART 2: COST AND PERFORMANCE DATA




                                                                                                                Day to Day       Void Dwelling       Combined Total
   Item         Metric
                                                                                                                 Repairs            Repairs

          e)    The total (pro-rata) cost of head office overhead Charges for the Client's contract         £                -   £               -
                management function. See note 12.


        5.0     Contractor Cost Data       (all costs exclude VAT)

      Note 1    If the Contractor is an external provider and operating on a traditional basis
                (Schedule of Rates) then provide data for item 5.1 (ignore items 5.20, 5.21, 5.22 &
                5.23). See note 18

      Note 2    If the Contractor is In- house DLO or an external providers operating on an "open
                book" accounting basis, then provide data for items 5.20, 5.21, 5.22 & 5.23 (ignore
                item 5.10) see note 24 for In- house and DLO definition (see note 18 for contractor
                costs)


        5.1     If the contract(s) are delivered by a private contractor operating on a                     £                -   £               -
                traditional basis (payment determined by a Schedule of Rates) then provide
                the Contractor's total income (in accordance with the following).
                The total income is to be the total annual value of day to day and void repairs
                completed for this client, based on out-turn figures for period from 1st April 2008 to
                31st March 2009.
                The income is to include all building repair work and electrical day to day repairs, but
                is to exclude all electrical re-wiring and all mechanical and electrical cyclical
                maintenance work such as gas servicing. However any repairs call centre operating
                costs for this Client and/or the profit/head office cost recovery on the repairs call
                centre operation for this Client, must be excluded from the total income (as these are
                to be shown separately below).




                                                                                                                                                              Author: HouseMark
206e7151-1971-4085-9c86-6e66e081bab6.xls, Data input                                                                                                                  10/13/2011
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PART 2: COST AND PERFORMANCE DATA




                                                                                                                Day to Day       Void Dwelling       Combined Total
   Item         Metric
                                                                                                                 Repairs            Repairs

        5.2     If the contract(s) are delivered via an in-house team, or on an open book                   £                -   £               -
                partnering arrangement (via a private contractor or a DLO), then provide the
                Contractor's total income (in accordance with the following).
                The total income is to include all base costs including preliminary items and all
                overheads & profit (but excluding VAT) for the period from 1st April 2008 to 31st
                March 2009. However any costs for the operation of a repairs call centre for this
                Client and/or the profit/head office cost recovery on this repairs call centre operation,
                should be excluded from the total income (as these costs are to be shown separately
                below). The income is to include all building repair work and electrical minor repairs,
                but is to exclude all electrical re-wiring and all mechanical and electrical cyclical
                maintenance work such as gas servicing. If the contractor operates both day to day
                and void repairs contracts, then costs are to be apportioned appropriately.



           5.21 The total value of the contract management / preliminaries function for the repairs
                service [element C1] recovered as part of the total income for this contract (as shown
                above), based on the actual costs for period from 1st April 2008to 31st March 2009.
                The costs are to include the proportion of the Director's time spent managing this
                contract, if appropriate (and if the cost is not covered within head office costs), along
                with the proportion of time spent by Senior Contracts Managers, quantity surveyors,
                support staff, supervisors etc. on contract management and the costs of any agency
                staff or consultants used. This cost is to exclude any of the costs to provide the
                contractor's repairs call handling (to be shown separately below) and to also exclude
                the direct costs for the delivery of the works (element C2).



              a) The total annual cost of staff involved in contract management of the repairs service      £                -   £               -
                 on behalf of the Contractor [element C1]. See note 4.
                 Where staff are managing both day to day and void works, or other workstreams,
                 then the costs should be apportioned on a pro-rata basis (percentage time spent on
                 the relative workstreams, see Apportionments tab).




                                                                                                                                                              Author: HouseMark
206e7151-1971-4085-9c86-6e66e081bab6.xls, Data input                                                                                                                  10/13/2011
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PART 2: COST AND PERFORMANCE DATA




                                                                                                                  Day to Day       Void Dwelling       Combined Total
   Item         Metric
                                                                                                                   Repairs            Repairs

             b) The total cost of company cars / payments for car allowance, made to the                      £                -   £               -
                Contractor's contract management function. See note 5

             c) The total (pro-rata) cost of premises (the local office/branch office, site                   £                -   £               -
                accommodation and/or depot and welfare facility) used by the Contractor's contract
                management function. See note 8.

             d) The total costs of IT used by the Contractor's contract management function (if not           £                -   £               -
                included in head office overhead Charges / Head Office costs).

             e) The total (pro-rata) head office overhead Charges / Head Office costs for the                 £                -   £               -
                contract management function of the repairs service [element C1]. See note 12.

              f) The total (pro-rata) profit (include total fixed / guaranteed profit and the total amount    £                -   £               -
                 of any variable / performance derived profit) for the contract management function of
                 the repairs service [element C1]. See note 13.

           5.22 The total value of the repairs service delivery function [element C2] recovered
                as part of the total income for this contract (as shown above), based on the
                actual costs for period from 1st April 2008 to 31st March 2009. The costs are
                to include the operative costs and the costs of any trainee operatives or
                agency staff used, along with the cost of materials, plant and sub-contract
                labour. This cost is to exclude any of the staff costs provided for the contract
                management / preliminaries function [element C1] or the contractor's repairs
                call handling (as shown below).


             a) The cost of premises is to be included above in element C1. See note 8.                               n/a               n/a

             b) The total annual cost of operatives employed in the delivery of the repairs service on        £                -   £               -
                behalf of the Contractor [element C2], for this Client. See note 4.
                Where staff are managing both day to day and void works, or other workstreams,
                then the costs should be apportioned on a pro-rata basis (percentage time spent on
                the relative workstreams, see Apportionments tab).




                                                                                                                                                                Author: HouseMark
206e7151-1971-4085-9c86-6e66e081bab6.xls, Data input                                                                                                                    10/13/2011
                                                                                      VFM Assessment Toolkit
                                                                                                                                                                     Page 27 of 31
PART 2: COST AND PERFORMANCE DATA




                                                                                                                   Day to Day       Void Dwelling       Combined Total
   Item         Metric
                                                                                                                    Repairs            Repairs

             c) The total cost of company vehicles / payments for use of own vehicles made to the              £                -   £               -
                workforce. See note 5.

             d) The total actual material cost paid by the Contractor for the carrying out of day to day       £                -   £               -
                repairs (excluding any overheads or profit) i.e. the total net value of all material
                supplier invoices for day to day works, for this contract (inclusive of any discounts or
                rebates payable).

             e) The total annual cost of plant (hired plant, equipment or machinery including                  £                -   £               -
                scaffolding if hired from an indepent third party)

              f) Total annual value of sub-contracted works                                                    £                -   £               -

             g) The total costs of IT used by the Contractor's contract management function (if not            £                -   £               -
                included in head office overhead Charges / Head Office costs).

             h) The total (pro-rata) head office overhead Charges / Head Office costs for the repairs          £                -   £               -
                service delivery function [element C2]. See note 12

              i) The total (pro-rata) profit (include total fixed / guaranteed profit and the total amount     £                -   £               -
                 of any variable / performance derived profit) for the repairs service delivery function
                 [element C2]. See note13.

           5.23 The total annual cost of the provision of the Contractor's repairs call handling
                service for the day to day and void repairs contract(s).
                If the Contractor provides a repairs call handling service to the Client that is based
                "on-site", then the costs for the operation of the repairs call centre and the
                profit/head office cost recovery on this repairs call centre operation, should be
                entered below and the appropriate deduction made from the "profit" and "head office"
                costs for the provision of the repairs service.
                If the Contractor provides a repairs call handling service to the Client that is based
                "off-site", for example a national or regional call centre facility, then the pro-rata costs
                (the appropriate portion of profit and head office overheads) should be entered below
                and the appropriate deduction made from the "profit" and "head office" costs for the
                provision of the repairs service.




                                                                                                                                                                 Author: HouseMark
206e7151-1971-4085-9c86-6e66e081bab6.xls, Data input                                                                                                                     10/13/2011
                                                                                    VFM Assessment Toolkit
                                                                                                                                                                Page 28 of 31
PART 2: COST AND PERFORMANCE DATA




                                                                                                                 Day to Day       Void Dwelling   Combined Total
   Item           Metric
                                                                                                                  Repairs            Repairs
               a) The total cost of staff , including any agency staff or consultants utilised in the                                             £             -
                  provision of the Contractor's repairs call handling service, operating during normal
                  working hours (approximately 08:30 to 18:00hrs). See note 4.

               b) The total number of Repairs Service call handlers employed by the Contractor's (or                                                    0
                  the Full-Time Equivalent number of staff)

               c) The total cost of payments for company cars made to the Contractor's Repairs call-                                              £             -
                  handling staff. See note 5.

               d) The total (pro-rata) cost of premises used by the Contractor's Repairs call-handling                                            £             -
                  function. See note 8

               e) The total costs of IT and telephony used by the Contractor Repairs Call-handling                                                £             -
                  function (if not included in head office overhead Charges / Head Office Costs)

            f) The total (pro-rata) profit and head office overhead Charges / Head Office costs for                                               £             -
               the Contractors Repairs Call-handling function.(see note 19)
       NOTE 3 5.21 -5.23 should equal 5.2                                                                    £                -
       5.30    The treatment of Value Added Tax.
               Do you (the Contractor) charge the Client VAT @ 17.5% on the aforementioned                          Yes                Yes
               costs for the provision of the repairs service.

        6.0       Gas repairs and servicing

        6.1       How many properties require CP12 certificates

        6.2       How many district /communal heating systems do you have

       6.2.1      How many properties have district heating/communal heating systems

        6.3       Do you have a combined gas servicing and maintenance contract yes/No

       6.3.1      What is the total cost of your combined gas servicing and maintenance. See note 26
                  & 26a




                                                                                                                                                            Author: HouseMark
206e7151-1971-4085-9c86-6e66e081bab6.xls, Data input                                                                                                                10/13/2011
                                                                                 VFM Assessment Toolkit
                                                                                                                                                    Page 29 of 31
PART 2: COST AND PERFORMANCE DATA




                                                                                                          Day to Day   Void Dwelling   Combined Total
   Item         Metric
                                                                                                           Repairs        Repairs
       6.3.2    What is the cost of your gas serving (if answered yes to 6.3 you need to agree a
                proportion of the cost associated with servicing and should be excluded in the
                responsive repairs figures in section 3 & 5 above)

       6.3.3    What is the cost of your gas maintenance (if answered yes to 6.3 you need to agree
                a proportion of the cost associated with maintenance and include it in the
                repairsfigures in section 3 & 5 above)

        6.4     What % of 6.1 have valid CP12 certificates as at 31 March 2009




                                                                                                                                                Author: HouseMark
206e7151-1971-4085-9c86-6e66e081bab6.xls, Data input                                                                                                    10/13/2011
                                                            Time and Cost Apportionment of Repairs Service Staff




   Name of Client:          Test                                                                          Name of Contractor:                0

                                                         NUMBER OF             TOTAL
                                                                                            DAY-TO-DAY APPORTIONMENT                 VOIDS APPORTIONMENT                 "OTHER" APPORTIONMENT
      TEAM / FUNCTION                 POST#             POST-HOLDERS         EMPLOYEE
                                                          (WTE / FTE*)         COSTS
                                                                                            TIME (%)   F.T.E.          COST       TIME (%)   F.T.E.          COST       TIME (%)   F.T.E.       COST

   Client Management      Director of Repairs / Asset                                                         0% £            -                     0% £            -                  0% £            -
   function               Management
   (Element A)            Head of Maintenance                                                                 0%   £          -                     0%   £          -                  0%   £          -
                          Senior Surveyor                                                                     0%   £          -                     0%   £          -                  0%   £          -
                          Surveyor                                                                            0%   £          -                     0%   £          -                  0%   £          -
                          Health & Safety Officer                                                             0%   £          -                     0%   £          -                  0%   £          -
                          Trainee                                                                             0%   £          -                     0%   £          -                  0%   £          -
                          Administration Assistant                                                            0%   £          -                     0%   £          -                  0%   £          -
                          vacant                                                                              0%   £          -                     0%   £          -                  0%   £          -
                          vacant                                                                              0%   £          -                     0%   £          -                  0%   £          -
                          vacant                                                                              0%   £          -                     0%   £          -                  0%   £          -
                                                                                                              0%   £          -                     0%   £          -                  0%   £          -
                                       Total                  0          £              -                     0%   £          -                     0%   £          -                  0%   £          -

                              TOTAL F.T.E. POSTS                                                        0.0                                   0.0




                                                                                                                                                                                                Apportionment
206e7151-1971-4085-9c86-6e66e081bab6.xls                                                                                                                                                           10/13/2011
                                                                     Time and Cost Apportionment of Repairs Service Staff




                                                                 NUMBER OF                 TOTAL
                                                                                                        DAY-TO-DAY APPORTIONMENT              VOIDS APPORTIONMENT                 "OTHER" APPORTIONMENT
      TEAM / FUNCTION                     POST#                 POST-HOLDERS             EMPLOYEE
                                                                  (WTE / FTE*)             COSTS
                                                                                                        TIME (%)      F.T.E.    COST       TIME (%)    F.T.E.    COST           TIME (%)     F.T.E.    COST
   Contractor                Director of Maintenance                                                                       0% £        -                    0% £      -                           0% £      -
   Management
   (Element C1)              Senior Contracts Manager                                                                        0%    £   -                    0%    £         -                     0%   £           -
                             Contracts Manager                                                                               0%    £   -                    0%    £         -                     0%   £           -
                             Quantity Surveyor                                                                               0%    £   -                    0%    £         -                     0%   £           -
                             Health & Safety Officer                                                                         0%    £   -                    0%    £         -                     0%   £           -
                             Operational Support Staff                                                                       0%    £   -                    0%    £         -                     0%   £           -
                             Management Trainee                                                                              0%    £   -                    0%    £         -                     0%   £           -
                             Non-working supervisor                                                                          0%    £   -                    0%    £         -                     0%   £           -
                             Administration Officer                                                                          0%    £   -                    0%    £         -                     0%   £           -
                             vacant                                                                                          0%    £   -                    0%    £         -                     0%   £           -
                             vacant                                                                                          0%    £   -                    0%    £         -                     0%   £           -
                             vacant                                                                                          0%    £   -                    0%    £         -                     0%   £           -
                                                                                                                             0%    £   -                    0%    £         -                     0%   £           -
                                           Total                         0           £              -                        0%    £   -                    0%    £         -                     0%   £           -

                                  TOTAL F.T.E. POSTS                                                                         0.0                            0.0


   Contractor Repairs        Working Supervisor                                                                              0% £      -                    0% £            -                     0% £             -
   Delivery Function
   (Element C2)              Multi-trade Operative                                                                           0%    £   -                    0%    £         -                     0%   £           -
                             General operative                                                                               0%    £   -                    0%    £         -                     0%   £           -
                             Apprentice                                                                                      0%    £   -                    0%    £         -                     0%   £           -
                             vacant                                                                                          0%    £   -                    0%    £         -                     0%   £           -
                             vacant                                                                                          0%    £   -                    0%    £         -                     0%   £           -
                             vacant                                                                                          0%    £   -                    0%    £         -                     0%   £           -
                                                                                                                             0%    £   -                    0%    £         -                     0%   £           -
                                           Total                         0           £              -                        0%    £   -                    0%    £         -                     0%   £           -

                                  TOTAL F.T.E. POSTS                                                                         0.0                            0.0

                             Enter your data only into the "tan" coloured cells

   *The acronyms WTE (Whole Time Equivalent) & FTE (Full Time Equivalent) both relate to the figure calculated from the number of full-time and part-time post holders, when represented as full-time employees.

   #The posts identified are illustrative, and you may amend the names of the posts to suit your organisational structure.




                                                                                                                                                                                                           Apportionment
206e7151-1971-4085-9c86-6e66e081bab6.xls                                                                                                                                                                      10/13/2011

				
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