1 Cleaning Service Level Document Cleaning Auditing & Monitoring Systems 2007 to 2010
2 Contents 1.1 Introduction 1.2 Key Performance Areas & Indicators 1.3 Penalty & Reward System
3 1.1 Introduction This section forms the agreed level of service between the LSE Estates Division and the Cleaning Contractor, these are the specified areas; Customer satisfaction Service performance Customer Satisfaction & Complaint Handling The LSE staff, student & visitors shall base their satisfaction on the following : The actual cleaning itself, for example, the cleanliness of washroom facilities, the personal presentation of cleaning employees, etc. Communication, for example, the regularity, openness and honesty of dialogue between the contractor and LSE s management. Flexibility, for example, the ability to respond to emergency events in a timely manner such as a flood. Availability, for example, the visual presence of cleaning employees during the specified times of work. Reliability, for example, the reporting to work of the cleaning employees at the specified times. The Handling of Complaints, see below: A complaint in itself is an issue that needs to be avoided, however, where a complaint does occur if it is dealt with swiftly and appropriately the impact of the complaint can be neutralised. If the complaint is not dealt with or not dealt with promptly it can have a negative impact on the perception of the quality of cleaning services overall. A justifiable complaint is deemed as a failure to meet the Cleaning Outcome Criteria. The Contractor shall be notified of any complaints in accordance with the LSE Estates Department Helpdesk Procedure (Appendix B). The response time for dealing with a complaint is a Key Performance Measurement (Appendix A). A monthly report on all pending, closed and overdue complaints is required from the cleaning contractor Service Performance
4 Quality Auditing Systems will be put in place by the Cleaning Contractor. This will enable both the Contractor & the Estates Division to measure the primary (technical) quality, a distinction is made between the everyday checking, i.e. daily checking as part of the quality control process and the monthly measuring as part of final inspections to the standard of the Quality Measuring System EN The Contractor shall be required to use a daily checking system (DCS) which is electronic or manual to carry out cleaning inspections to all buildings that will include randomly selected areas within buildings. The Contractor shall be required to verify that the DCS used complies with the Cleaning Outcome Criteria. Where a corrective measure is necessary, or retraining has been given, this will be recorded. The results of which will be made available to LSE in the Monthly Report. A minimum monthly inspection (quality assurance audit) of buildings will be carried out by the Contractor. This will be done in conjunction with the Estates Cleaning Manager. The reports of the monthly inspections will be provided and where necessary discussed in the Monthly Meeting. Independent quality audits may be carried by an external consultant the at LSE s request. This type of measuring will be compliant with the EN standard for measuring cleaning performance. A complaint log and or help desk will be maintained by the Contractor to ensure they are followed up appropriately and effective communication with LSE is maintained. All LSE staff, students & visitors are requested to : Fill in an Environmental Request Form via the School s internet. The link is as follows mental.htm And/Or Contact the Estates Helpdesk via telephone on extension 2444 (office extensions) or #62444 (Corridor/lobby telephones) between 8.00am to 5.00pm Monday to Friday. Out of hours contact ext The logging of request/queries/complaints via the route specified above will enable the Estates Cleaning Manager to monitor the number of calls & service requests which are non-compliance related. The number of complaints generated on a monthly basis allows the School to penalise the Contractor (if necessary) for poor service delivery (see section 1.2).
5 1.2 Key Performance Area & Indicators The cleaning contract measurements are detailed under 3 Key Performance Areas. These are as follows: (i) (ii) (iii) Contract Management and Performance Human Resources (including training and Health and Safety) Environment & Sustainability The Contractor is responsible for ensuring full compliance at all times to the Key Performance Areas. Where there are failures in meeting any a Rectification Order will be issued by LSE. The Contractor then has a specified amount of time to rectify the issue raised in the Rectification Order. If there is a failure to rectify the issue within the prescribed time frame penalty points will be accrued for each failure as detailed under penalty points value in section 1.3. Monthly meetings are to be held to review contract performance based on this section.
6 Key Performance Indicators (I) CONTRACT MANAGEMENT AND PERFORMANCE Key Performance Indicator Service Level Description Measurement Rectification Time (hours) Penalty Points Justifiable Complaints Any justifiable complaint dealt within the rectification time LSE Estates Helpdesk log of Rectification Notices Invoices are correct as per contract agreement Prices and layout as agreed by both parties Open book invoices are correct and accurate with full supporting documentation & delivered on the agreed monthly date Quality Assurance Audit (QAA) Reports and follow Up Actions Standards as detailed in the Cleaning Outcome Criteria QAA Report submitted, monthly meetings & helpdesk logs Variations to Contract Variation confirmed in writing by signed Variation Order &/or Purchase Order with agreed Price & completion date Work/variation carried out as agreed. Visual inspection by Cleaning and Environmental Manager & Contractor. Invoice matches a purchase order number Demand Services Work confirmed in writing by signed Purchase Order with agreed price & completion date By the agreed delivery date. Invoice matches a purchase order number. Work carried out as agreed. Visual inspection by Cleaning and Environmental Manager & Contractor 48 60
7 (II) HUMAN RESOURCES Key Performance Indicator Service Level Description Measurement CRB Vetting Staffing Levels Management and Supervision Levels Staff Turnover Accidents and Incidents Safe Systems of Work (SSoW) including risk assessments Induction Training Staff Identification and uniform BICSc Foundation Skills BICSc Certificates of Professional Competence All employees will have valid CRB checks 90% of employees are available for their contracted hours of work Available 80% on site 5% or less per calendar month All incidents reported As set out in Specification All new employees inducted by the end of week one Employee uniform and ID complies with Contract The 5 foundation skills per employee 10 relevant skills per employee Employee records confirm valid CRB checks at recruitment stage Time & attendance records confirm this & visual sightings of employees/monthly Report submitted Time & attendance, visual and Visitors book/monthly Report submitted Employee records/monthly Report submitted Monthly report of all RIDDOR reportable accidents/incidents submitted Visual and validated as per the SSoW. Health & Safety files, employee training records. Monthly Report submitted Training records. Monthly Report submitted Rectification Time (hours) Penalty Points Visual inspection BICs Approved Certification. Monthly Report submitted A certificate issued by BICs available for inspection. Monthly Report submitted
8 (III) Environment and Sustainability Key Performance Indicator Service Level Description Measurement Rectification Time (hours) Penalty Points Environmental & Sustainability Policy Live All employees receive & sign for a copy of the policy & are trained on environmental and sustainability issues impacting their work. Personnel file & visual 8 40 Cleaning supplies/ materials Environmentally friendly & natural cleaning supplies are first choice at all times. All Cloths, mop-heads and other cleaning materials are laundered as opposed to disposed of after use. Ensure all chemicals & equipment is disposed of appropriately at the end of their lifecycle. Supplier on site checks & records & visual Waste audit Report Ensuring the waste generated is disposed of in correct manner as set out in Sustainable Waste Management Monthly Record of all waste disposed submitted by agreed date
9 1.3 Penalty & Reward System The Contractor will be penalised if more than 101 point are issued per month because the Rectification Order(s) issued were not completed in the specified time frame. The table below sets out the penalties which can be levied on a poor performing contractor. The Contractor will also receive Performance Bonuses where compliance to the Key Performance Areas are achieved and all Rectification Orders are completed within the stated timeframe on a monthly basis see table below. Points Value Performance Benefits/Deductions: 420 Contract Review Contract at Risk % of Management Fee at Risk % of Management Fee at Risk % of Management Fee at Risk % of Management Fee at Risk % of Management Fee at Risk % of Management Fee at Risk % of Management Fee at Risk % of Management Fee at Risk 150 5% of Management Fee at Risk 120 1% of Management Fee at Risk 100 Threshold Less than 100 Performance Bonus The Key Performance Areas and their respective Key Performance Indicators shall be reviewed annually.
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