-5- - North Lanarkshire Council - Committee … · 0 Performance Management and Monitoring ... Crossing Patrol Service is delivered at 242 patrol sites during school term time under

AGENDAfEMNe _ - -5-

NORTH LANARKSHIRE COUNCIL

To: COMMUNITY SERVICES COMMITTEE Subject: BEST VALUE SERVICE REVIEW - BUILDING CLEANING

From: DIRECTOR OF COMMUNITY SERVICES

Date: 2 1 FEBRUARY 200 1 Ref: KW/GP/AWR

REPORT

1 INTRODUCTION

1.1 In July 1997 the government announced that Compulsory Competitive Tendering (CCT) would be replaced with a duty of Best Value and a twelve point statement was issued on the principles of Best Value for consultation with Local Authorities.

1.2 Best Value is a process of service measurement development and review, based on customer requirements. The customer must be consulted and services designed and delivered to meet their needs. The general principles are - accountability, transparency, continuous improvement and ownership.

1.3 Best Value requires compliance with the four essential elements:

Sound Governance 0 Performance Management and Monitoring 0 Continuous Improvement 0 Long Term Planning and Budgeting

1.4 North Lanarkshire Council’s Best Value submisssion and Action Plan were approved by the Scottish Office in December 1997. In order to ensure that the objectives of the Plan in relation to both cost and the quality of services are fulfilled, a programme of continuous improvement through the Service Review process was approved.

1.5 The Council has agreed to undertake a full range of Service Reviews covering all relevant services across the Council’s departments over a 5 year period. A rota for the review of services was devised in order to organise the services/functions of the Council into yearly tranches. The Building Cleaning Service was identified for Service Review in year three of the Review Rota.

1.6 The Service Review process involves examination of what the service is and how it can best be provided. It aims to achieve continuously improving services in terms of quality, user satisfaction and cost. Specifically a review for Best Value investigates:

0

whether or not a service meets its objectives if its standards and costs are consistent with wider policy objectives and compare favourably or not with those of other authorities the extent of customer satisfaction with the services received

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0

0

if adequate management information exists to allow informed decisions to be made how a start can be made to tackling aspects of the service which could be improved

1.7 The Building Cleaning Service has functional responsibilities for:

0 Building Cleaning Services to Schools, Offices, Libraries, Community Education Centres, Workshops and Adult Training Centres Janitorial Services and Janitorial Supplies to Schools Domestic Services to Social Work Establishments Centre Supervisors and Janitorial Supplies to Community Education Centres Management and Cleaning of Public Conveniences School Crossing Patrol Service Cleaning and Janitorial Services to Strathclyde Police Cleaning of Sheltered Housing Units Management of Window Cleaning Services

1.8 Cleaning and Janitorial Services are provided to approximately 430 premises within North Lanarkshire. They are managed by seven Area Managers with responsibility for distinct , geographical areas and a Management Assistant with responsibility for special projects. I The Crossing Patrol Service is delivered at 242 patrol sites during school term time under the control of the Crossing Patrol Co-ordinator and two assistants. A workforce of 1860 Cleaners and Cleaning Supervisors, Janitors, CEC Supervisors, Toilet Attendants, Social Work Domestics and School Crossing Patrollers are employed to deliver these essential services.

The Window Cleaning of schools is managed on behalf of the Education Department. This service is currently being expanded to other Departments.

1.9 The services are delivered within a budget of 514.5 million for the financial year 2000/2001. They comprise four contracts from Strathclyde Regional Council, Motherwell District Council, Monklands District Council and Cumbernauld and Kilsyth District Council amounting to 55.8 million which fall within the Compulsory Competitive Tendering legislation, the Local Government (Scotland) Act 1998. The remaining services are defined as non-statutory activities under the legislation.

2 BACKGROUND

2.1 The formation of the Unitary Local Authorities in April 1996 from Regional Councils and District Councils created significant disruption to the management of Council Services. North Lanarkshire Council’s Building Cleaning Service was created from the dissaggregation of Strathclyde Regional Council’s Cleaning and Related Services Department and the integration of the Direct Service Organisations of:

0 Motherwell District Council 0 Monklands District Council 0

0 Strathkelvin District Council (part) Cumbernauld and Kilsyth District Council

2.2 Each Council DSO provided Cleaning Services to different specifications and costing systems. The restrictions imposed by CCT meant that each contract continued to be reported separately in financial terms. However, the decision was taken to integrate operational management and working practices and this has resulted in the adoption of two specifications:

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Cleaning specification for schools Cleaning specification for all non-educational properties

2.3 A number of services were dissagreggated from Strathclyde Regional Council which were not within the remit of the CCT legislation. These continued to be provided to the relevant customer departments. However, the decision was again taken that for operational efficiency service management would be integrated with cleaning services.

2.4 The Building CIeaning Service has made significant progress from April 1996 to commencement of the Best Value Review. A major decision taken in the first year of the Unitary Authority was to commission an integrated IT Management Information System. This has provided an organisational framework for the monitoring and control of a range of cleaning and janitorial services delivered to approximately 430 properties throughout North Lanarkshire.

The system consists of

Contract Management System Personnel Information Management System Cleaning Labour Allocation System Order Processing System Recharge and Accounting System

This has assisted the control and monitoring of business processes and produced many benefits for service delivery including:

Budgetary control

Stakeholder reporting on financial information at cost centre level Development of a payroll feeder with improved accuracy

2.5 The service inherited a number of pay m s with different payment frequencies from predecessor Councils which have been rationalised to:

Payrun 15: fortnightly payrun for cleaning staf f 0 Payrun 3: weekly payrun for all other staf f

This has included the development of new documentation to assist in the translation of payroll information and to help the monitoring of budgetary hours by managers.

2.6 Service management has been restructured with additional responsibility being taken for the operational management and service delivery for the School Crossing Patrol Service and the Building Cleaning client function. Bringing management responsibility for these two areas into Building Cleaning has provided benefits in terms of integrated working practices.

2.7 Responsibility for the service support hc t ions of payroll, administration and frnance has also moved from a central departmental function to operational management. This has also allowed a more integrated approach.

2.8 The range of services which Building Cleaning are responsible for have been delivered since the inception of the Unitary Local Authority in April 1996 against a background of Budget reductions.

2.9 Efficiency initiatives were undertaken in a number of service areas to enable the implementation of budget savings while minimising the impact on the level of service provision.

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2.9.1 The management and supervision of the school cleaning contract was restructured to enable costs to be reduced while minimising any increase in the cleaning productivity expected from front-line cleaning staff. This measure was adopted in recognition of the above average productivity levels demanded in secondary schools which was inherited from the contract dissaggregated from Strathclyde Regional Council.

2.9.2 Areas of duplication in service provision were examined and where rationalisation was possible the opportunity was taken. This allowed the school Easter and Summer deep cleans to be amalgamated into one annual deep clean which permitted substantial cost savings to the Education Department while maintaining the effectiveness of the cleaning operation.

2.9.3 The provision of the day cleaning service in secondary schools again presented an area of duplication where substantial savings were made. However, through customer feedback a revised service is being piloted and this forms a planned improvement action.

2.9.4 Elimination of the scheduled annual deep clean for Social Work and Community Education Centres and offices presented efficiency benefits. Additional cleaning requests for tasks outwith the daily specification are now handled through a demand-led jobbing system.

2.9.5 Staffing levels in Homes for the Elderly are monitored on behalf of the Social Work Department to enable the provision of the daily cleaning and laundry services while maintaining a tight control of costs.

2.9.6 An operational and financial review of the management and cleaning of public conveniences has resulted in the consolidation of three ex-district council services and the closure of three unmanned and four manned public conveniences.

2.9.7 The Building Cleaning Service budget has been reduced by a total of &746,000 since April 1996. Through efficiency and rationalisation the impact on manpower has been minimised. Almost all employees effected by these measures have been redeployed within the Council's services. The impact of budget savings on manpower is detailed in Table One.

These figures do not take account of redeployment and retraining of personnel resulting from the closure of Social Work Homes for the Elderly and Children's Homes, Schools and Construction Services DLO facilities.

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Table One: ImDact Of Budget Savings On ManDower

1997198

1998199

200010 1

Total

&260,000 25

&150,000 &58,000 4

&79,000 &199,000 27

&489,000 558,000 &199,000 56

3 SERVICES SELECTED FOR REVIEW

3.1 The Service Review was led by the Building Cleaning Services Manager. The review was implemented in accordance with the Department of Community Services’ Best Value Strategy and North Lanarkshire Council’s Best Value Service Review Guidelines. These are the documents which set out the framework for the review process.

A Service Review Team was assigned to set the direction for the review and to ensure co- ordination for the completion of the key tasks identified. The Review Team members were:

0 Building Cleaning Services Manager 0 Building Cleaning Operations Manager

School Crossing Patrol Co-ordinator 0 Civic And Leisure Manager (Catering) 0 QualityManager

Individuals or groups would be responsible for the completion of SMART tasks delegated by the Review Team and progress monitored to ensure that the Project Plan was achieved.

A Project Proposal was submitted to the Corporate Policy and Performance Section of the Chief Executive’s Department in April 2000 detailing the scope of the project in accordance with the Council guidelines (Appendix 1). A Project Plan was drawn up to ensure that this was implemented (Appendix 2).

3.2 All Building Cleaning Services were selected for review:

3.2.1 Cleaning Services

Building Cleaning Services to Schools, Offices, Libraries, Community Education Centres, Workshops and Adult Training Centres Cleaning of Sheltered Housing Units Cleaning Services to Strathclyde Police

3.2.2

Domestic Service to Social Work Establishments which includes cleaning, laundry and bedmaking

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3.2.3 Janitorial Services

Janitorial Services to Schools Centre Supervisors to Community Education Centres

3.2.4 Janitorial Supplies

3.2.5

0 Janitorial supplies to Schools

0

Janitorial supplies to Community Education Centres Janitorial supplies to a limited number of Council Offices

School Crossing; Patrol Services

0 Manning of 242 patrol sites across North Lanarkshire

3.2.6 Window Cleaning Services

Management of Window Cleaning Services

3.2.7 Public Conveniences

0

Management of 9 Automatic Public Conveniences Provision of 6 Manned Public Conveniences

3.3 While all activities would have some form of review resources would be focused on those areas most in need of scrutiny.

4. REVIEW TECHNIOUES SELECTED

4.1 The review techniques selected were consistent with the Department of Community Services’ Best Value Strategy. The Department’s strategy adopted the European Foundation Quality Model Approach and this involves:

0

0

Carrying out employee surveys 0

0

Producing a service quality information system, including the use of SERVQUAL Using the Quality Function Deployment and Balanced Scorecard Tools

Implementing FACE self-assessment, using the facilitated workshop approach Carrying out data benchmarking, internally and with other Councils and process mapping Implementing other quality systems, such as IS09000, IIP, Quest, as appropriate within divisions Producing long and short-term plans and three year budgets

The methodologies relevant to the Building Cleaning Service were selected.

4.2 The main objectives set for the Building Cleaning Service Review were:

0

0

0

To establish what is important to the customer and to meet their needs where possible To establish the level of satisfaction, trends and areas that require improvement To collect information at a cost centre level which can form the basis for Public Performance Reporting

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It was recognised that Service Review objectives must be qualified by the Councils objectives and the direction set for services through budget allocation. The key driver of service provision will continue to be budget allocation.

4.3 In recognition of the balance that needs to be made between the resources allocated to the service review and the desire to achieve a full Best Value Improvement Action Plan at completion key issues were identified for examination:

e

e

Provision of a cleaning fimction to secondary schools during the day against a background of continuing budget reductions for the school cleaning service Provision of a janitorial service to schools including the provision of janitorial supplies to meet budget constraints To work towards self-sufficiency in the provision of the school crossing patrol service Development of IT systems and a Service Information Portfolio to work towards Public Performance Reporting Determine the gap between customer expectations and perceptions of the service and review existing customer satisfaction survey methods

Where time and resources permitted further issues would be identified and addressed.

4.4 Building Cleaning participated in the APSE/Accounts Commission Pilot “Getting to Know You”. This has provided a useful platform to identify information gaps which require to be addressed to enable Public Performance Reporting. The gaps identified are equally valid for the purpose of the Best Value Service Review.

The most important areas identified are:

e Customer consultation e Staff consultation e Data to compare services

4.5 Building Cleaning delivers a range of support services to internal departments, external customers and the public. The decision was taken by the Service Review Team to recognise that these different services and customers meant that while a common approach could be useful it would not be helpful to use the identical tools for each service. Therefore, while similar techniques were employed across the range of services the statements used in, for example, SERVQUAL questionnaires were not the same for all services reviewed. It was also decided to target the different customer sectors to allow a customer focused approach to the analysis of the data.

4.6 The methodologies used to address the information gaps identified were:

e

e

e

Process mapping and benchmarking the provision of janitorial supplies to schools with Stirling Council Identification of Best Practice in the provision of janitorial service in Scottish Local Authorities Cost benchmarking of cleaning services through APSE Performance Network for Building Cleaning Cost benchmarking of domestic services with Scottish Local Authorities EFQM self assessment Customer Survey using SERVQUAL Staff survey Benchmarking of School Crossing Patrol provision in Scottish Local Authorities Survey of parents and school children on School Crossing Patrol provision

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0 Participation in the British Toilet Association's ' Loo of the Year ' Awards

The data obtained provides a sound platform for the provision of customer focused services through the development of a Best Value Improvement Action Plan.

4.7 Customer Survev for Cleaning and Janitorial Services

The customer is the most important stakeholder in our service. To enable the delivery of customer focused services we need to understand their expectations.

The customers of all internal Departments, excluding Construction and Roads, were consulted on the quality of the service provided for Cleaning, Janitorial and Community Education Centre Supervisor services where applicable. A quality measurement technique called SERVQUAL was employed to analyse the gap between customer expectations and perceptions of the service provided. Th~s gap score would then be used to give a starting point to assist in the prioritisation of service improvement activities.

The objectives of the customer survey were to:

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0

0

0

0

0

Determine customers' perceptions and expectations of service quality to give a picture of current performance levels Determine resultant service quality gaps Assess how important each of the service quality dimensions are to the customer which will assist in resource allocation and action planning priorities Develop an understanding of customer perceptions and expectations over time allowing hrther analysis Manage customer expectations with regard to service planning design and delivery Analyse the differences between the results of the three different survey instruments Determine if customers overall response differs from their individual statement results

The SERVQUAL gap analysis questionnaire was distributed to:

0

0

209 Schools and Community Education Centres for janitorial services 40 1 Schools, Community Education Centres, Libraries, Sheltered Housing Units, Police Stations, Homes for the Elderly and Children, and Offices for cleaning services

4.8 Customer Survev For School Crossin9 Patrol Service

A questionnaire was distributed with the assistance of the headteachers of 12 schools to the parents of children to assess the level of satisfaction with the crossing service. Focus groups were then held in 4 schools with children and teaching staff

The objectives of the school crossing patrol survey were to:

0

0

0

Determine parent/guardian perception of the school crossing patrol service Determine suggestions and comments for improving the service Determine perceptions, comments, and criticisms in relation to the following:

U Time of crossing U Location of crossing U Safety of crossing area U Reliability of patrol

Staff fiiendliness/efficiency/appearance

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0 Determine suggestions for improving the following:

a Time of crossing a Location of crossing cl Safety of crossing area Q Reliability of patrol Q Staff l?iendliness/efficiency/appearance

4.9 Customer Survev For Public Toilets

The British Toilet Association, who are the organisation responsible for conducting the annual ‘Loo of the Year’ competition in which Building Cleaning have been successful participants, were again asked to report on the service delivery at the 6 attended toilet facilities. The competition has a simple objective, namely, to encourage the hghest possible standards in all types of public toilets. The summsl~y report details:

0 First impressions 0 Specific comments 0 Opportunities for improvement

A recommendation is made on the category of award based on the independent inspection report.

4.10 StaffSurvev

The employees of Building Cleaning are imp.ortant stakeholders in our service. Customer focused service delivery requires a trained and motivated workforce. Staffwere invited to participate in a survey to put fonvard their views of the services they deliver and help identify areas for improvement.

The objectives of the staff survey were to:

0

0

Determine employees’ perception of the service they provide Determine employee’s comments for improving the service Determine employees’ perceptions, comments and criticisms in relation to the following

Q Job satisfaction o Leadership / Supervision o Training and Personal Development

Determine employees suggestions for improving the following

o Job Satisfaction D Leadership I Supervision

Training and Personal Development

A self completion questionnaire was distributed to obtain the views of all staff currently employed within the service. A total of 1900 questionnaires were issued to all front line staff, management and administration support personnel. Again the approach to target each staff group was adopted. This was made possible through identification of post types on the returns. The reason for th is approach is that building cleaning staff are mainly employed in the premises of other departments delivering a range of services and when the results were analysed a closer fit would be made possible with the results of the customer survey.

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4.11

4.12

4.13

4.14

4.15

4.16

Cost Benchmarking of Cleaning Services

The U S E Performance Network for Building Cleaning offers the opportunity to compare the cost of cleaning services with other authorities throughout Scotland, England and Wales. The range of performance indicators and the grouping of authorities within similar family groups should produce like-for-like comparisons once initial teething problems are resolved. Building Cleaning has participated in this annual benchmarking exercise since its inception. The data obtained helps inform the Best Value Preview Process.

Cost Benchmarking of Domestic Services

An internal exercise to compare the costs of the domestic service for Homes for the Elderly within North Lanarkshire has been completed during the review. The data obtained has also been benchmarked against North Ayrshire, East Ayrshire and South Ayrshire Council service providers.

Process Benchmarking

The provision of janitorial supplies was selected for a process benchmarking exercise and the mapping of the component parts have been benchmarked with Stirling District Council.

School Crossing Patrol Benchmarking

A questionnaire was distributed to all Scottish Local Authorities with a school crossing patroI service. The data obtained will help provide a starting point for future decision making for this service in conjunction with the customer survey.

School Janitorial Service Benchmarking

A survey of all Scottish Local Authorities has been undertaken initially to determine areas of best practice.

European Foundation Oualitv Model (EFOM)

4.16.1

4.16.2

4.16.3

4.16.4

4.16.5

The corporate approach to continuous improvement is to initiate self-assessment which is a structured approach to the pursuit of excellence based on a framework known as the EFQM Excellence Model.

'This would enable the Department to objectively assess its performance under the nine criteria which make up the EFQM model, identify strengths and areas for improvement, put improvement plans in place and repeat the process.

Whilst is it achowledged that implementation of the EFQM model alone will not achieve Best Value, it will provide a framework for a consistent and rigorous review, which will ensure a culture of continuous improvement that is owned by the staff of the Department.

The Department have opted to use the self-assessment framework for a number of reasons, it embraces the Sound Governance element of Best Value, by consulting involving and empowering employees to make decisions for themselves, over the nine criteria of the Excellence Model. It also enables comparisons to be made between departments of the Council, and between private sector companies. Thus benchmarking against best practice becomes possible, considerably enhancing the value of the process.

The use of a self-assessment approach will ensure that the Department maintain control of the process and its timing. This is a recognised way of approaching improvement and responding to both internal and external pressures.

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4.16.6 The Department’s Management Team hold the belief that the employees of the department should be involved in making judgements regarding performance and service improvements. To ensure service improvements are embraced employees must be empowered to make decisions and given the delegated responsibility to ensure their successful implementation.

4.16.7 The Department are using the 1999 revised model, which gives increased importance to issues like partnerships, knowledge and management, and is fully applicable to the public sector and a regime of Best Value.

4.16.8 An EFQM self-assessment workshop took place in March to raise awareness within the Building Cleaning Management Team. The full self-assessment tool was utilised in November 2000, when the customer and staf f surveys returns were available. The exercise sought to identify the strengths and weaknesses of the service and the Improvement Action Plan prioritises the issues to be addressed.

5. SUMMARY OF REVIEW FINDINGS

5.1 The formation of the Unitary Local Authority in April 1996 created significant disruption to the management of Council services. The Building Cleaning Service has made significant progress from this period up to the start of the review year.

The Best Value Service Review process has enabled a customer focused approach to be taken to review progress to date to confirm where change has led to service improvements and to allow planned improvement actions where changes have not provided the benefits expected.

A summary of the review findings are detailed below.

5.2 Customer Survev For Cleaning and Janitorial Services

5.2.1 The survey report entitled “The Assessment of Service Quality in North Lanarkshire Council’s Cleaning, Janitorial and Community Education Supervisor Services Using The SERVQUAL Approach” is available from the Department of Community Services.

5.2.2 The Cleaning and Janitorial services customer survey was targeted at users of

0 Cleaning Services 0 Janitorial Services 0 Community Education Supervisor Services

The quality statements on the three questionnaires distributed were targeted to reflect each service. Twenty two statements were used on each questionnaire.

5.2.3 Customers were asked to rate their perception of the service received against their expectations for each statement. The SERVQUAL technique considers five dimensions of service quality:

Tangibles Appearance of physical facilities, equipment, personnel and Communication materials

0 Reliability Ability to perform the promised service dependably and accurately

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0 Responsiveness Willingness to help customers and provide a prompt service Assurance Knowledge and courtesy of employees and their ability to

convey trust and confidence 0 Empathy Caring individualised attention the service provides to its

customers

U---- - -- Reliability Responsiveness Assurance Empathy

Customers were asked to rate out of 100 how important each of the 5 dimensions were to them in the provision of service quality.

4.85 6.27 -1.42 22% -0.3 1 4.96 6.33 -1.37 19% -0.25 5.58 6.36 -0.78 17% -0.12 5.05 6.55 -1.50 17% -0.25

The statements used can be catagorised into each of the five dimensions. A small number of supplementary statements were used on each questionnaire.

5.2.4 The SERVQUAL questionnaire was sent to each of the appropriate premises managers as the person most likely to have the knowledge to assess the service provided by Building Cleaning:

0

0

0

0

0

0

0

Education Department - Head Teacher Social Work Homes for the Elderly - Officer In Charge Social Work Training Centres - Officer In Charge Sheltered Housing Units - Warden Community Education Centres - Community Education Area Officer Other Offices - Building / Admin Manager Police Station - Chief Inspector

5.2.5 The cleaning services customer questionnaire was distributed to 401 external and internal customers and 255 useable questionnaires were returned which resulted in a 64% response rate.

The overall results for the five dimensions are detailed in Table Two:

Table Two : Cleaning Service Customer Survev Results

5.2.6 The janitorial services customer questionnaire was distributed to 193 internal customers and 127 useable questionnaires were returned which resulted in a 66% response rate.

The overall results for the five dimensions are detailed in Table Three:

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Table Three : Janitorial Service Customer Survey Results

5.2.7 The community education supervisors service customer questionnaire was distributed to 16 internal customers and 1 1 useable questionnaires were returned which resulted in a 69% response rate.

The overall results of the five dimensions are detailed in Table Four:

Table Four : Communitv Education Centre Supervisor Customer Survey Results

5.2.8

5.2.9

5.2.10

The concept of measuring the difference between expectations and perceptions which represents the quality gap score is very useful for assessing current levels of service quality. The resultant quality gaps forms the basis of future service developments and assists the prioritisation process, The five dimensions which were originally identified by customers as being the most important have proved critical to the delivery of a total quality service and very useful for a Local Authority Service pursuing customer focused services.

The weighted score takes into account the relative importance of the five dimensions to the customer from the score they have allocated to each of the five dimensions on the questionnaire. The service areas which have been highlighted as of greatest concern to our customer have been prioritised and are addressed in the Improvement Action Plan. (Appendix 3).

As a result of this first SERVQUAL survey it is recommended that the following areas are targeted for service development and review:

Develop training provision

Expand quality system IS09002

To provide information which gives a clear understanding of the service Develop communication mechanisms between Building Cleaning and customer Review staffing levels and improve continuity of service provision

Review secondary school cleaning specification

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5.2.11 It is recommended that to fully appreciate the benefits of using SERVQUAL that future surveys should be conducted:

0

0

0

to allow comparisons over time to determine how service improvements have affected the customers perceptions and expectations of the service over time to determine the effectiveness of service development and improvement initiatives

5.3 Customer Survev For School Crossing: Patrol Service

5.3.1 A questionnaire was distributed via 12 schools to parents requesting comments on the provision of the school crossing service at their children's school. Replies were receied from 1,365 parents from a total of 3,759 questionnaires distributed which represents a 36% response rate.

This report is available from the Department of Community Services. A summary of the returns is detailed in Table Five.

Table Five : Summarv of Customer Survey Returns For School Crossinp Patrol Service

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5.3.2 A summary of findings is detailed below:

Q. How often does your child use the crossing patrol service?

Morning Lunchtime Afternoon Never

How often does your child use the school crossing patrol?

796 58.3 206 15.1 794 58.2 321 23.5

No reply Never 0.4% 28.9

Everyday 1 - 3 t i m 56.6%

14.1%

772 (56.6%) stated they used the school crossing patrol everyday, 193 (14.1%) use the service 1 - times a week and 394 (28.9%) stated they never use the service. 6 respondents did not reply.

Q. What time of day does your child use the school crossing patrol service?

What t i m e o f the d a y d o e s your child u s e the s c h o o l c r o s s i n g patrol serv ice?

I 800 600 400 200

0

I

Morning Lunchtime Af te rnoon Never

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Table Six: Summary of Customer Comment on School CrossinP Patrol Service

patrol are suitable

9.7 5

dependable Changes to the service are 1 17.2 I 10.5 1 17.7 Dublicked

10.3 21.6 23.5

5.2 8.4 15.8

4.5 5.9 34.5

5.3 5.5 35.6

4.9 10.3 16.7

8.5 1 18.6 1 27.6 1 5.3.3 The recommendations arising from this report are:

Expand mobile patrol pilot Revise operating procedures to improve continuity of service

Improve monitoring of absence and staffturnover Improve communication of patrol time and changes to schools and parents

The findings and recommendations are addressed in the Service Review Improvement Action Plan.

5.4 Independent Survev For Public Toilets

5.4.1

5.4.2

5.4.3

5.4.4

The management and cleaning of North Lanarkshire Council’s public conveniences was subject to an operational and financial review which resulted in the closure of seven facilities and reduced operating hours in the remaining six manned toilets in April 2000.

There has been feedback from the public as a result of this review and this has been taken into account in the Improvement Action Plan.

The British Toilet Association were requested to conduct an independent audit of the manned facilities. This survey is carried out each year and forms part of the assessment process for the ‘Loo of the Year’ Awards.

The result of this audit is available from the Department of Community Services. The summary recommendations are:

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0

Review opening hours

Improved action on minor repair and maintenance problems Develop range of facilities eg. Baby change

Brandon Parade East Commendation I Brandon Parade South Commendation North Road, Bellshill Commendation

Mossend Shopping Centre Commendation Station Road, Shotts Commendation 1 commendation

A summary of the results for the manned toilets is detailed in Table Seven:

Table Seven : Summarv Result of “Loo Of The Year” Award 2001

5.4.5 This is a lower result than that awarded in previous years and planned improvements art detailed in the Improvement Action Plan(Appendix 3).

5 . 5 Staff Survey

5.5.1 Prior to the questionnaire being distributed there was consultation with the Trade Unions through the Department’s Joint Consultative Committee. All respondents were guaranteed the confidentiality of returns. A letter was sent out with the questionnaire, advising why the survey was being carried out and detailing the arrangements for the return of the questionnaire.

5.5.2 The survey was targeted at employee groups due to the range of services that Building Cleaning deliver. This allows a close fit with other survey techniques employed. A total of 701 returns were received from 1,900 distributed representing a response rate of 37%.

The full report is available from the Department of Community Services.

A summary of highlights of the overall responses are detailed in Table Eight:

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Table EiPht : Summarv Staff Survev Returns

How satisfied are you with the way Building Cleaning communicates with you?

t

16 37 20 6 5 16

(Doyouthink I I I I I I I you-have had adequate 8 training to do

I 72 5 3 1

How do you rate the standard of 28 11 1 service on your 1 I I I I I I

5.5.3 The summary recommendations are:

Develop training provision Develop communication mechanisms Review staffing levels and improve continuity of service provision Improved action on minor repair and maintenance problems in public toilets Review toilet operating hours Review office accommodation Review equipment Review laundry chemical delivery system Review school crossing patrollers conditions of service

5.5.4 Staff comments have been prioritised and addressed in the Improvement Action Plan (Appendix 3). It is intended to form staff focus groups to consult fiuther with front-line employees and promote ownership of the improvement process.

5.6 Cost Benchmarking; of Cleaning; Services

5.6.1 Building Cleaning participate in the APSE Performance Network which enables comparison to be made with authorities in Scotland, England and Wales over a range of performance indicators which provides analysis of the cleaning service.

The first year allowed a starting point to be established. Difficulties were identified in making like-for-like comparisons which a family group meeting in June 2000 resolved for the main part. In cost benchmarking comparisons can be problematic. However, the results for year two took account of previous discussions and can be described as providing a meaningful comparison between the cleaning sentices of the participating authorities.

5.6.2

I:\COMMI?TEE\COMSERV \C&RSY28 MARCH 0 1D3EST VALUE 119

5.6.3 North Lanarkshire Council is placed in a family group consisting of the following authorities

BradfordMDC 0 Clackmannanshire Council 0 East Dunbartonshire Council

East Renfrewshire Council 0 Edinburgh City Council

Hartlepool Burgh Council 0 Leeds City Council

Nottingham City Council 0 Renfrewshire Council 0 Sheffield City Council 0 St Helens MBC 0 Stoke-on-Trent Council

Sunderland City Council

5.6.4 A copy of the report is available from the Department of Community Services. A summary of important points from the report are detailed in Table Nine. Areas of concern are addressed in the Improvement Action Plan (Appendix 3).

5.6.5 The summary recommendations are:

0 Consolidate 4 DSO contracts 0

0

0 Improve absence management process 0

0 Develop performance indicator measures

Rationalise and improve cleaning productivity for offices and libraries Review secondary school cleaning specification

Review staffing levels and improve continuity of service provision

I:\COMMITTEE\COMSERV \C&RS\28 MARCH 0 1BEST VALUE 120

Table Nine: Summarv of APSE Performance Network ResuIts for Building Cleaning

Square Metres Cleaned Per FTE Front Line Employee

Materials Cost As A % Of Total Expenditure

Equipment Costs As A % Of Total Expenditure

Labour Costs As A % Of Total Expenditure

1440.73 1’394.40 5

1.72% 3.13% 2

2.74% 2.23% 12

91.85% 88.17% 2

5.7 Cost Benchmarking; Of Domestic Services

5.7.1 The internal exercise for benchmarking the cost of the domestic service for Homes for the Elderly within North Lanarkshire has been completed. This has highlighted variable costs per resident for the provision of cleaning and laundry services across the Council’s facilities.

5.7.2 An external benchmarking exercise has taken place with data obtained from:

0 North Ayrshire Council South Ayrshire Council East Ayrshire Council

The result of this benchmarking exercise is detailed in Table Ten.

I:\COMMITTEE\COMSERV \C&RS\28 MARCH OlBEST VALUE 121

Table Ten: Cleaninp and Laundry Cost per Resident

SA3 NAI NL6 NA6 NL7 SA2 NA3

NLIO

SA1

3 EA2 $ NL8 E NA4 ' NA5

n13

N L9 NA2 N L2 NA7 N L5 EA1 NLI

I h NL4

0

P

f0.00 f 5.00 f 10.00 Cost per Day

I:\COMMITTEE\COMSERV \C&RS\28 MARCH OlU3EST VALUE 122

5.7.3 Further discussion is required with the customer department to determine the factors that cause this variation and to assess what requirements may exist to reconfigure the service. This forms a planned improvement in the Improvement Action Plan (Appendix 3).

5.8 Process Benchmarking

5.8.1 The provision of janitorial supplies to schools was the subject of a process mapping exercise. This was carried out by the Department’s Quality Manager.

5.8.2 Stirling Council’s janitorial supplies ordering process has been reviewed to allow us to benchmark the way we operate our business with a comparable Local Authority Service.

5.8.3 Analysing business processes will ensure that we are doing the right things in the right way. This will produce improvements in the efficiency of the service.

5.8.4 The results of this exercise shows areas of overlap between the ordering process for janitorial supplies by the Education Department and the deliveryhpply arrangements in place within Building Cleaning to provide the service to the customer. This overlap does not appear to exist in Stirling Council’s ordering process. There are also additional steps at the end of the janitorial supply process in North Lanarkshire to enable a recharge to be made.

5.8.5 The report is available from the Department of Community Services. It is recommended that the Education Department is consulted regarding this matter and that a revised ordering process is agreed.

5.8.6 This forms a planned improvement in the Service Review Improvement Action Plan.

5.9 School Crossing; Patrol Service Benchmarking

5.9.1 A questionnaire was distributed to all 32 Scottish Local Authorities. A total of 11 returns were made representing a 34% response rate.

5.9.2 The number of patrol locations provided range from 32 sites in Clackmannanshire to the 242 sites in North Lanarkshire Council.

5.9.3 The arrangements for reserve cover for vacancies and absence ranged from 0% reserves to 43% reserves. North Lanarkshire’s reserve pool is 5.4%.

5.9.4 The average direct cost per hour per site (including the cost of the reserve pool, uniforms and equipment) was 26.92. North Lanarkshire Council’s costs were 27.15 slightly above the average figure.

5.9.5 The average weekly basic hours worked by a patroller is 14.4 hours. The figure inNorth Lanarkshire Council’s service is 12.79.

5.9.6 The staffturnover for permanent part-time patrollers ranged from 7.45% to 18.75% with an average of 11.82%. North Lanarkshire Council’s service has a turnover rate of 11.42%.

5.9.7 Turnover of the reserve pool ranges from 7.14% to 80% with an average of 35%. North Lanarkshire Council’s service has a turnover rate of 43%.

I\COMMMTEE\COMSERV \C&RS\28 MARCH OIBEST VALUE 123

5.9.8 The recommendations arising from this benchmarking exercise are:

0 Expand mobile patrol pilot 0 Review conditions of service from school crossing patrollers

This forms a planned improvement in the Service Review Improvement Action Plan (Appendix 3).

5.10 School Janitorial Service Benchmarking

5.10.1 All 32 Scottish Local Authorities were invited to participate in a survey to establish how janitorial services to schools were provided in each authority. This would assist in the identification of Best Practice.

5.10.2 Of the 32 Authorities, 23 indicated a willingness to participate with 19 returning completed questionnaires. This represented a response rate of 54.3%.

5.10.3 The questionnaire was prepared to establish:

0 The responsibilities of the service 0 Number of premises serviced 0 Number and grade of staff 0 Changes to the service since April 1996

5.10.4 The full report is available from the Department of Community Services. The main highlights of the report are detailed below.

The Education Service provider manages the janitorial services in 5 authorities. A “support” department manages the service in the other 18 authorities responding.

5.10.5

5.10.6 The janitorial service specification has been subject to change in 7 authorities.

5.10.7 The survey findings indicate that there is no one model that is best for janitorial service delivery. Authorities have adopted different solutions to address service issues.

5.10.8 The recommendations arising from this survey are:

0

0

0

There is a need for change in janitorial service delivery methods The remit and responsibilities require further consultation with the Education Department and Trade UnionEmployees. An option appraisal exercise is required to determine the Best model for service delivery in North Lanarkshire Council.

5.10.9 The recommendations arising from the survey form a planned improvement action in the Service Review Improvement Action Plan (Appendix 3).

5.1 1 Eurouean Foundation Oualitv Model (EFOM)

5.1 1.1 To assist in complying with the continuous improvement element of Best Value, the Department of Community Services is using the EFQM Excellence Model as a framework for continuous improvement.

I:\COMMI’ITEE\COMSERV \C&RSU8 MARCH OIBEST VALUE 124

5.11.2

5.11.3

5.11.4

5.11.5

5.11.6

5.11.7

5.11.8

5.11.9

5.11.10

5.11.11

The EFQM Excellence model is a powerful and comprehensive assessment tool suitable for use in both the public and private sector, of any size or type, to identify strengths, areas for improvement and to deliver tangible performance improvements.

The following staff formed the self-assessment team:

Building Cleaning Services Manager Civic & Leisure ( Catering ) Manager Building Cleaning Operations Manager Building Cleaning Area Managers School Crossing Patrol Co-ordinator

The self-assessment took the form of a Facilitator Led Workshop Approach, led by the Quality Manager from the Policy and Development Section of the Department, who is an EFQM trained facilitator and assessor.

The process involved training the self-assessment participants in the EFQM Excellence Model Principles, which consisted of a one day introductory course.

Customised self-completion EFQM workbooks were distributed to the team and a timescale of two weeks was allocated for the completion of the workbooks.

The resulting workshop took two days, and resulted in the production of a list of SMART actions for the Building Cleaning Service:

Specific Measurable Attainable Realistic

0 Timebound

The self-assessment methodology used was a mix very different approaches, the Award Style approach and the Facilitator Led Workshop approach. The Award Style Approach was used primarily for its evidential nature, to prepare services of the Department for the award in forthcoming years and to provide an audit trail for external governing bodies. The formal EFQM nine criteria, definitions and prompts were used, with a customised evidential section and an action planning table, which was designed to encompass the SMART criteria.

The self-assessment process was very successful, a list of strengths and areas for improvement have been identified and a SMART action plan has been agreed.

The self-assessment team were responsive to the exercise, and they have taken ownership of the SMART actions, which will ensure their successful implementation.

The summary recommendations are:

Develop communication mechanisms 0 Develop training provision 0 Improve planning process for change 0 Review materials and equipment 0 Review secondary school cleaning specification 0 Review conditions for service for school crossing patrollers

Expand IS09002 quality system

I:\COMMI'ITEE\COMSERV \C&RS\28 MARCH OlBEST VALUE 125

6

Improve IT Absence Reporting Improve continuity of service provision Invest in IT hardware and e-mail Review janitorial remitlresponsibilities Provide information which gives a clear understanding of the service Revise operating procedure for school crossing patrol service Review administration process Review order processing system

The recommendations have been prioritised and addressed in the Improvement Action Plan (Appendix 3).

CONCLUSIONS

6.1

6.2

6.3

6.4

6.5

Improvements have been made in the Building Cleaning service delivery since April 1996 and the Best Value Service Review provides a continuation of this process and a customer focused approach for hrther planned improvements.

The research techniques employed to inform the Building Cleaning Best Value Service Review have produced a wealth of information from customers and staff Comparison with other organisations has similarly yielded data across a range of performance indicators. Analysis of this information has been undertaken within the limitations of the timescales and resources allowed for the Best Value Service Review. The Review Team has taken the recommendations arising from each source and consolidated and prioritised action points into the Service Review Improvement Action Plan. Further consultation is required with both customers and staff to promote our stakeholders' ownership of the planned improvements and to enable the delivery of customer focused services.

As a result of the consolidation process undertaken to form the Improvement Action Plan there are a number of action points from eg the EFQM self-assessment that do not appear on the plan. This is a necessary outcome of prioritisation to permit the tasks to be completed within timescales and using the available resources.

It has not been surprising to find that the level of satisfaction on customer returns would appear to reflect budget cuts in services in previous years. Budget reductions will continue to be a key driver of service provision and the balance with Best Value may prove difficult in the face of short term decision making to satisfl Council budgets. It is to be hoped that long term planning and budgeting as part of Best Value will aid the process of delivering services that are customer focused and configured to meet their requirements.

The relevant performance information and customer survey feedback suggests that an option appraisal exercise is not the right course of action at this stage. This is supported by the following:

The review results from benchmarking and SERVQUAL indicate that the Building Cleaning Service is performing successfidly Improvements are planned for the service as a result of the review The improvements can be financed internally The ' Value for Money ' statement in the SERVQUAL analysis produced a low gap Score which shows that customers are reasonably satisfied with the service being provided The PFI initiative currently being investigated for North Lanarkshire schools may have an impact on the support services delivered by Building Cleaning to the

1 26 I:\COMMITTEE\COMSERV \C&RS\28 MARCH OIBEST VALUE

7

Education Department

RECOMMENDATIONS

7.1 That the Committee notes the contents of this report and approves the implementation of the Best Value Service Review Improvement Action Plan (Appendix 3).

I:\COMMITTEE\COMSERV \C&RS\28 MARCH OIUBEST VALUE 127

APPENDIX 1

Service Review - Project Proposal

Department undertaking review Community Services

Service review start date Targeted completion date

PROJECT DETAILS

December /I Scope of project (enter brief details)

Service Review: Cleaning and Janitorial Services

Key issues to be examined (list no more than 5 )

'

continuing budget reductions for the school cleaning service

constraints

Reporting

customer satisfaction survey methods

Provision of a cleaning function to secondary schools during the school day against a background of

Provision of a janitorial service to schools including the provision of janitorial supplies to meet budget

To work towards self-sufficiency in the provision of the school crossing patrol service Development of IT systems and Service Information Portfolio to work towards Public Performance

Determine gap between customers expectations and perceptions of the service and review existing

Methodologies to be used: (tick those that apply)

benchmarking: - process benchmarking - quality benchmarking - cost benchmarking - other - please explain

( Provision of janitorial supplies to schools )

E.F.Q.M IJI Customer Survey (JI

Staffsurvey IJJ Other (please detail briefly)

~

Justification for conducting the Semce Review (enter brief details of anticipated service improvements to be identified) '

'

To establish what is important to the customer and tailor the service to meet their needs where possible To establish the level of satisfaction, trends and areas that require improvement To collect information at a cost centre level whch can form the basis for Public Performance Reporting

Signed Date SERVICE REVIEW PROJECT MANAGER

128 IIIOPAW'R l 8 4 W

APPENDIX 2 North Lanarkshire Council

Department of Community Services

Building Cleaning Services Best Value Service Review

1 129

Contents

1. Introduction

2. The Service Review Team

3. Scope of the Project

3.1 Activities to be reviewed 3.2 Objectives for the review 3 .3 Key issues to be examined 3.4 Identify information gaps 3 . 5 Methodologies

4. Project Implementation Plan

4.1 Actions 4.2 Responsibility 4.3 Timescale

5 . Reporting Progress

Appendices

Best Value Project Proposal Building Cleaning Key Task Table

Page No.

3

5

5

9

10

1 1 12

2 130

1. Introduction

North Lanarkshire Council became operative on 1 st April 1996, serving a population of 326,750 people and encompassing an area of 184 square miles. The Council provides a wide range of services to its communities residing within the main towns of Motherwell, Wishaw, Bellshill, Shotts, Cumbernauld, Kilsyth, Muirhead, Airdrie, Coatbridge and their surrounding villages.

The Department of Community Services is an integrated operation, with approximately 5,500 employees and a net revenue budget of approximately E60 million.

Building Cleaning Services has hnctional responsibilities for the services listed below:-

e Building Cleaning Services to Schools, Offices, Libraries, Community Education Centres, Workshops, and Adult Training Centres Janitorial Services and Janitorial Supplies to Schools Domestic Service to Social Work establishments Centre Supervisors and Janitorial supplies to Community Education Centres Management and Cleaning of Public Conveniences School Crossing Patrol Service Cleaning and Janitorial Services to Strathclyde Police Cleaning of Sheltered Housing Units Management of Window Cleaning Services

Services are provided to approximately 450 premises within North Lanarkshire. They are managed by eight area managers with responsibility for distinct geographical areas and a management assistant with responsibility for special projects. A workforce of 1860 Cleaners and Cleaning Supervisors, Janitors, CEC Supervisors, Toilet Attendants, Social Work Domestics and School Crossing Patrollers are employed to deliver these essential services.

The Window Cleaning of schools is managed on behalf of the Education Department.

Building Cleaning services have been delivered since the inception of the Unitary Local Authorities in April 1996 against a background of Budget reductions mainly fiom the Education Department.

The savings programme has targeted the - e

e

e

e

elimination of the day cleaning service in secondary schools removal of the Easter periodic clean in all schools reduction in site supervisory levels in secondary schools reduction in the frequency of Window Cleaning

131 3

The annual periodic clean has also been eliminated in Social Work offices and Adult Training Centres as part of Social Work savings programme. As a result of budget savings a reduced level of holiday and sick absence cover was agreed with Social Work. This is constantly monitored in Homes for the Elderly.

It is expected that this trend of budget reductions will continue in future years.

The Building Cleaning Services Mission Statement is as follows:

Building Cleaning will deliver a value for money service which meets the expectations of our customers.

Through training and quality initiatives we will encourage our work$orce to enhance their skills to improve service delivery and secure best value.

Strategic Aims

Summary of Aims

The overall purpose of the Building Cleaning Service is to: -

0 Deliver service as laid down in specifications.

0 Achieve the statutory financial target.

0 Improve viability of existing contracts.

0 Provide a Best Value Service and achieve the optimum balance between cost and quality in the services delivered.

Provide an excellent, customer focused quality service.

The strategic aims of the Building Cleaning Service are: -

1. To consult with our stakeholders to work towards delivering a service which meets their expectations within the parameters of the budgetary and management arrangements in place for the service.

2. To encourage communication with the stakeholders of our service in order to identifjr, discuss and implement suggestions which may lead to fbrther improvements in service delivery and enhance existing good relationships.

3. To operate a policy of continual appraisal of our service delivery in order to reinforce a best practice approach and help deliver best value for our customers.

4 132

4. To develop training initiatives, in consultation with our workforce and customers, which encourage personal and team development, safe working practises that comply with Health and Safety Legislation and enhance service delivery .

5 . To provide opportunities for locally recruited unskilled employees to acquire relevant skills for the benefit of the individual, the authority and the customer.

6 . To help maintain a clean and safe working environment within North Lanarkshire Council buildings thereby encouraging its occupants and visitors to respect and value Council property and services.

The alignment of these objectives have been prepared in compliance with Council and Departmental objectives for which the key tasks have been set out in tabular form, as in appendix 2 for ease of reference.

2. The Service Review Team

A Service Review Team was assigned to set the direction for the review and to ensure co-ordination for the completion of the key tasks identified.

*Graham Patrick - Building Cleaning Services Manager Jim Brown - Building Cleaning Operations Manager Finlay Bruce - School Crossing Patrol Co-ordinator Andrew McKenzie - Civic And Leisure Manager (Catering) Sandra Brysland - Quality Manager

"Service Review Project Manager

Individuals or groups would be given SMART tasks by the Review Team and progress monitored.

3. ScoDe of the Proiect

A project proposal (Appendix 1) was submitted to the Corporate Policy and Performance Section of the Chief Executive's Department in April 2000 detailing the scope of the project in accordance with the Council guidelines. The service review for Cleaning and Janitorial Services was due to commence January 2000 and to be completed in December 2000. It is the opinion of this Service Review Team that the Council should amend the review year to April to March in line with the Council financial year.

It makes sense to consult with service users after the Budget is agreed and savings initiatives are implemented. There is no value in conducting customer or staff consultation exercises until mid year when the service users will have a better picture of what service is to be provided.

Benchmarking exercises are based on the financial results for the year 1999/2000 and final accounts are not available until the end of June. Therefore it is only after this becomes available that comparisons can be made.

133 5

The review year is now compressed into a very short time period from May to October. A full review in this period would have a tremendous drain on resources particularly when the Education Department, our main service user for cleaning and janitorial services is on annual leave from 1 July to 18 August. A consequence of this would be a rushed review and a Best Value Action Plan based on a questionable foundation.

The Service Review Team therefore took the view that benchmarking and surveys of customers and staff should be completed in September and October and that the timescales for the analysis of the results may extend beyond the October deadline for the submission of the draft review report.

3 . 1 Activities to be reviewed

Building Cleaning Services has responsibility for:-

Cleaning Services

0

0

Building Cleaning Services to Schools, Offices, Libraries, Community Education Centres, Workshops and Adult Training Centres. Cleaning of Sheltered Housing Units. Cleaning Services to Strathclyde Police.

Domestic Services

Domestic Service to Social Work Establishments which includes cleaning, laundry and bedmaking.

Janitorial Services

Janitorial Services to schools. Centre Supervisors to Community Education Centres.

Janitorial Supplies

Janitonal supplies to schools. Janitonal supplies to Community Education Centres. Janitorial supplies to a limited number of Council offices.

School Crossing Patrol Services

0 Manning of 242 patrol sites across North Lanarkshire.

Window Cleaning Services

Management of Window Cleaning Services for the Education Department.

134 6

Public Conveniences

\

‘i

0 Management of Automatic Public Conveniences. Provision of 6 manned Public Conveniences.

The activities listed above are controlled within a budget for 2000/2001 of E14.5m. While all activities would have some form of review resources would be focused in those areas most in need of scrutiny.

3.2 Objectives for the Review

The main objectives set for the building cleaning service review were:-

0

0

0

To establish what is important to the customer and to meet their needs where possible. To establish the level of satisfaction, trends and areas that require improvement. To collect information at a cost centre level which can form the basis for Public Performance Reporting.

It was recognised that service review objectives must be qualified by the Councils objectives and the direction set for services through budget allocation, The key driver of service provision will continue to be budget allocation.

3 . 3 Key Issues to be Examined

In recognition of the balance that needs to be made between the resources allocated to the service review and the desire to achieve a full best value action plan at completion key issues were identified for examination.

0 Provision of a cleaning fbnction to secondary schools during the day against a background of continuing budget reductions for the school cleaning service.

0 Provision of a janitorial service to schools including the provision of janitorial supplies to meet budget constraints.

0 To work towards self-sufficiency in the provision of the school crossing patrol service.

0 Development of IT systems and a Service Information Portfolio to work towards Public Performance Reporting.

0 Determine the gap between customer expectations and perceptions of the service and review existing customer satisfaction survey methods.

Where time and resources permitted krther issues would be identified and addressed.

135 7

3.4 Identify Information Gaps

Building Cleaning is participating in the ADLO/Accounts Commission Pilot “Getting to Know You”. This has provided a usefbl platform to identify information gaps which require to be addressed to enable public performance reporting. The gaps identified are equally valid for the purpose of the best value service review.

The most important areas identified are:-

Customer consultation Staff consultation Data to compare services

3.5 Methodologies

The methodologies to be used to address the information gaps identified are: -

Process mapping and benchmarking the provision of j anitorial supplies to schools with Stirling Council and West of Scotland Water. Identification of Best Practice in the provision of janitorial service in Scottish Local Authorities Cost benchmarking of cleaning services through ADLO Performance Network for Building Cleaning. Cost benchmarking of domestic services with Scottish Local Authorities. EFQM self assessment. Customer Survey using sewqual Staff survey

136 8

4. Best Value Proiect Imdementation Plan

1. Consult to determine the gap between customers expectations and perceptions using servqual

2. Conduct a Service self- assessment using EFQM Excellence Model

3 . Conduct a staff survey

4. Participate in the ADLO/ Account s Commission “Getting to know you” pilot to determine Stakeholders and develop Public Performance Reporting to meet their needs.

5 . Continue to develop the Building Cleaning Management System to deliver accurate, meaningful and timeous management information reports to help monitor and measure performance.

6. Conduct Service Focus Groups

7. Implement a complaint logging system.

8. Review Service Delivery Questionnaire.

9. Benchmark building cleaning service performance against that of other Council’s through the ADLO Performance Network.

Building Cleaning Services Manager




~ ~

BuiIding Cleaning Services Manager

~~ ~


Admin Manager

Quality Projects Manager

~~


. . . . . . . . . . . . . . . . . . . .

Oct 2000

Dec 2000

Dec 2000

Ongoing

Ongoing

Dec 2000

Dec 2000

Aug 2000 I

Dec 2000

137 9

10. Pilot daytime cleaning service in high schools

Admin Manager

Quality Manager

~~

11. Benchmark Domestic Service for Social Work

Dec 2000

12. Conduct a Janitorial Survey of Scottish Authorities

School Crossing Patrol Co- ordinator

13. Process mapping and benchmarking Janitorial supplies provision to schools.

Dec 2000 14. Conduct a School Crossing Patrol Service survey of Scottish Authorities

15. Award Window Cleaning Contract

16. Review Public Convenience Provision

17. Participate in the “Loo of the year” award

18. Development of Improvement Action Plan

Cleaning Operations Manager


Dec 2000


Dec 2000


Apr 2000


Apr 2000


Oct 2000


Feb 2001

~~ ~

5 . ReDortinp Progress

The mechanism in place to report back on the progress of the building cleaning service review are:-

April 2000 - Best Value Service Review Project Proposal October 2000 - Draft Best Value Report December 2000 - Final Best Value Report

138 10

SERVICE REVIEW - IMPROVEMENT ACTION PLAN

' To improve the provision of the School Crossing Patrol Service by implementing measures to help achieve self-sufficiency

APPENDIX 3

DESCRIPTION OF THE PLANNED IMPROVEMENT I Review the cleaning specification for secondary schools to provide a service that meets needs of the Establishment

t

WHY HAS THIS IMPROVEMENT BEEN CHOSEN AND WHICH PMP CRITERIA DOES IT RELATE TO?

Reason For Planned Improvement

Stakeholder Comment Benchmarking Results Parental Survey Comment

Relevant PMP Criteria

1,2,3,4,5,6,7,9,10


Stakeholder Comment

0 EFQM Self- Assessment


1,2,3,4,5,6,7,8,9,10

WHAT IS THIS IMPROVEMENT INTENDED TO ACHIEVE? THIS SHOULD BE BOTH SPECIFIC AND MEASURABLE

0 Reduction in Police Assistance Absence and vacancy cover by a team of Mobile Patrollers

. Reconfigured cleaning service for Secondary Schools to meet customer expectations within budget constraints

WHAT ARE THE KEY PROJECT MILESTONES FOR THIS IMPROVEMENT THESE SHOULD DETAIL BOTH RELEVANT ACTIONS / TIMESCALES

ACTIONS 0 Pilot Mobile

Patrol 0 Reviewand

expand pilot 0 Full

implementation

Conduct pilot in one school

0 Roll out pilot to a further 4 schools Evaluate revised service provision

specification in all Secondaries

0 Agree

TIMESCALES June 2001

March 2002

August 2002

Completed

April 2001

October 2001

August 2003

HOW WILL IT BE KNOWN THE IMPROVEMENT HAS ACHIEVED WHAT IT WAS MEANT TO?

Reduced requests to Strathclyde Police for assistance

0 Provision of agreed service level

0 Implementation of day cleaning service

0 Improved returns on Quality Surveys

0 Revised specification in place

IN WHICH OF YOUR PLANS (E.G. SERVICE PLANS) IS THIS IMPROVEMENT DETAILED

Service Plan

Business Plan

SERVICE REVIE1

0 Reviewed service levels

0 Improved comment on implemented

Quality Survey

THE PLANNED IMPROVEMENT

I Service Plan Implement revised Janitorid/ Cleaning Service for Early Years Educational Establishments

Expansion of IS0 9002 to selected Primary Schools

- IMPROVEMENT ACTION PLAN


Reason For Planned Imm-ovement

0 Stakeholder Comment



1,2,3,4,5,6,7,8,9,10 Reason for Planned Improvement


0 Benchmarking Results



0 Implementation of revised service for stand alone Nursery Centres Introduction of new cleaning service for Nursery Classes

0 Improved monitoring of

0 Raised standards processes

WHAT ARE THE KEY PROJECT MILESTONES FOR THIS IMPROVEMENT THESE SHOULD DETAIL BOTH RELEVANT ACTIONS f TIMESCALES

ACTIONS Focus Group Pilot agreed service improvements

0 Realign budgets

0 Selection of schools Work Allocation Schedules

0 Training

TIMESCALES April 2001 August 200 1

March 2002

Completed

Completed

June 2001


IN WHICH OF YOUR PLANS {E.G. SERVICE PLANS} IS THIS IMPROVEMENT DETAILED

0 Completion of Training Records

Business Plan


I


Implement Absence I Management IT reporting system

Review arrangements for ordering Janitorial Supplies for schools

Review arrangements for ordering Janitorial Supplies for schools



Stakeholder Comment EFQM Self- Assessment Benchmarking results


1,2,3,4,5,6,7,8,9,10

Reason for Planned Improvement

Process Mapping Results Stakeholder Comment


5,6,7,8,9,10


Improved control of the Absence Management process

Review of current method of Janitorial supplies provision to schools


ACTIONS Implement revised Absence Management reporting system Issue reports at agreed intervals Absence Management interviews to timetable

Consultation with service user Agree revised ordering process

TIMESCALES March 2001

June 200 1

December 200 1

June 2001

August 200 1


Reports issued to Management Team

Generation of absence statistics

Improved trend in absence levels

Reviewed ordering process agreed between Education I Community Services

I N WHICH OF YOUR PLANS {E.G. SERVICE PLANS} IS THIS IMPROVERlENT DETAILED

Service Plan

Service Plan


DESCRIPTION OF THE PLANNED IMPROVEMENT

Conduct an option appraisal for Janitorial Service provision in

Establish a Focus Group to review current domestic service arrangements for ‘Homes for the Elderly’

I






0 Cullen Report 0 McCrone Report


1,2,3,4,5,6,7,8,9,10


0 Benchmarking Results Stakeholder Comment


1,2,3,4,5,6,7,8,9,10


0 Revised model for Janitorial provision in schools

Forum to discuss essential information with stakeholders Reconfigured service to meet customer expectations within budget constraints


ACTIONS Consultwith service user Consultwith Employees / Trade Unions

0 Conduct option appraisal

0 Implement agreed model

FocusGroup b Agreeservice

Requirements Consultwith stafhnions Realign Budgets

TIMESCALES October 2001

October 2001

March 2002

August 2003

August 200 1 December 200 1

March 2002

March 2003


0 Implementation of revised Janitorial service model

0 Service Level Agreement

IN WHICH OP YOUR PLANS {E.G. SERVICE PLANS) IS THIS IMPROVEMENT DETAILED

Service plan



0 Communication strategy


I N WHICH OF YOUR PLANS (E.G. SERVICE PLANS} IS THIS IMPROVEMENT DETAILED

Service Plan

I Review staff retention


1,2,3,4,5,6,7,8,9,10 Reason for Planned Improvement

Stakeholder Comment



1,2,3,4,5,6,7,8,9,10

levels in schools 0 Improved retention

levels






0 Improved communication of relevant information to staff


ACTIONS Staf€focus groups Identi& improvement areas

communication strategy and implement

0 Design

Stafffocus Groups

0 Pilot identified improvement actions Review staff retention levels Roll out successes

TIMESCALES December 200 1

March 2002

June 2002

December 200 1

March 2002

June 2002

August 2002

developed and implemented

0 Increased Staff Retention Service Plan Business Plan

_I



Review existing I provision for staff training

Review cleaning materials and equipment

WHY HAS THIS IMPROVEMENT BEEN CHOSEN AND WHICH PlMP CRITERIA DOES IT RELATE TO?


Stakeholder Comment EFQM Self- Assessment



1,2,3,4,5,6,7,8,9,10 Reason For Planned Improvement

Stakeholder Comment EFQM Self- Assessment


1,2,3,4,5,6,7,8,9,10


0 TrainingPlan

0 Evaluation of environmentally friendly cleaning materials

Assessment of available cleaning equipment required to meet demands of service


ACTIONS 0 Appointment

of an Area Manager (Training)

0 Evaluation of existing provision

0 Training Plan

0 Influence tender design for cleaning materials through ABC

0 Influence tender design for equipment through ABC

TIMESCALES January 2001

March 2002

June 2002

June 2001

December 2002


0 Development of Training Database

0 Improvement trend in accident statistics

0 Reduction in claims for compensation

0 Implementation of new tender documents

IN WHICH OF YOUR PLANS {E.G. SERVICE

IMPROVEMENT DETAILED

PLANS} IS THIS

Service Plan Business Plan

Business Plan

d d 7


’ 0 Stakeholder reporting


ACTIONS TIMESCALES Agree PPR in March 2003


0 Stakeholder reporting Service Plan


Apply knowledge gained from ‘Getting To Know You’ pilot to reporling to stakeholders in line with Council / Departmental guidance

Review productivity rates and charging mechanism for Office and Library cleaning to enable the consolidation of 4 DSO Contracts




8,10 Reason for Planned Improvement

0 Benchmarking

0 Rationalisation Results

0 Consolidated DSO Contract

0 Increased productivity rate for Office and Library cleaning

Benefit


1,2,3,4,7,8,9



~

IN WHICH OF YOUR PLANS (E.G. SERVICE PLANS) IS THIS IMPROVEMENT DETAILED

line in Departmental / Council Guidance

Adopt common specification for all properties

0 Review charge out rates

0 Review productivities for Office and Libraries and implement new rates

DSO Contracts 0 Consolidate 4

March 2002

March 2003

March 2003

0 Review Report

0 Review Report

0 Consolidated DSO Budget

..,



Review customer consultation mechanisms

Establish a Focus Group for Primary School Headteachers to provide feedback on the cleaning service review process



EFQM Self- Assessment Stakeholder Comment


1,2,3,4,6,9,10 Reason for Planned Improvement

Stakeholder Comment


1,9,10


0 Customer care strategy

0 Consultation forum for Stakeholders

0 Assess requirement for service reconfiguration


ACTIONS 0 Consultwith

customer groups Agree customer consultation mechanisms

Focusgroup meeting

8 Assess requirements


December 2001

June 2002


Improved comment on Quality Survey returns regarding customer contact

8 Discussion paper from Focus Group Meeting

I N WHICH OF YOUR PLANS {E.G. SERVICE PLANS} IS THIS IMPROVEMENT DETAILED

Service Plan

Business Plan



Improvement of Public Convenience Provision


Reason For Planned Imtxovement


0 Staf€Survey Comment

0 Independent Survey ' Comment



0 Increase in provision in Airdrie

0 Extension of opening hours at 6 manned facilities

0 Improve minor repair service

0 Reduced cost of access for disabled and elderly


ACTIONS 0 Indicative costs

for Airdrie refurbishment

0 Management team approval

0 Committee Report

0 Tender 0 Committee

0 Implementation Approval


October 200 1

December 200 1

June 2002 August 2002

June 2003


Additional facility at Airdrie Extension in opening hours Availability of radar keys to relevant groups Improved reaction time to minor repairs

IN WHICH OF YOUR PLANS {E.G. SERVICE PLANS} IS THIS IMPROVEMENT DETAILED

Service Plan

Documents

-5- - North Lanarkshire Council - Committee … · 0 Performance Management and Monitoring ... Crossing Patrol Service is delivered at 242 patrol sites during school term time under