3.26 During the course of the study, we found evidence to suggest that there have been difficulties with service delivery, such as delays in rectifying faults, particularly in the first few months of the contract. In response to these early issues, Mapeley STEPS has re-organised itself and appointed a new services director, and considers that service quality and timeliness is now improving. For example, the time taken to complete reactive maintenance and top priority tasks has improved.
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| ■ KPI 1 measures compliance with the required outputs (i.e. service levels). Each service is broken down into products (or sub-products) and scored against the required outputs set out in the contract. Points are set for meeting these levels and eroded if they are not met. Points can also be eroded for not doing maintenance work within the required times. Only top priority jobs feed into this KPI. ■ KPI 2 records performance against planned tasks (e.g. planned preventive maintenance). This is calculated from the numbers of tasks completed against those specified in the Methods Statements and the Facility Output requirement. ■ KPI 3 reflects adherence to response times for reactive tasks. The helpdesk allocates response times for action and completion of reported tasks according to the times specified in the contract. The contractor's performance is measured against a percentage target, which must be achieved. There are three stages to each task: Investigate, Temporary Fix and Permanent Fix. Each stage is worth one point, which can then be won or lost. ■ KPI 4 measures changes in the number of incidents reported. This is measured against the average monthly number of incidents in the previous year (although Mapeley STEPS has now asked to have the incidents taken as an average over three-monthly periods). Increases in the number of incidents incur a score of less than 100 per cent. The contractor is obliged to report any incidents that are not reported by the Departments or other parties. ■ KPI 5 is a customer service measure. This measures any change in monthly customer satisfaction compared to an average calculated from all previous months. Any increase in customer satisfaction gives a score of 100 per cent. At contract signature, the Departments and Mapeley STEPS had not agreed a method for measuring customer satisfaction (This KPI has never been operated). |
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| Source: National Audit Office |
3.27 Managing staff expectations may have played a role in these early difficulties. The deal was not intended to raise service standards across the estate but to ensure a consistent level. However, the Departments have told us that this may not have been effectively communicated to Departmental staff, resulting in poor expectations management.