Best Practice and Performance Improvement

Implementation and Dissemination of Best Practice and Performance Improvement

Development of the Best Practice Suite of Contract Documents

Using the Best Practice principles developed in the convergence stage, the Group took the next logical step and developed a suite of contracts. These are embedded with current best practice, guidance and templates for use by the members. They are the basis on which the HMEP standard contract was written (same authors).

The suite contains a single contract for external procurement with simple conversions for adaption into a Service Level Agreement for in- house delivery and a framework contract. These have been successfully used by members.

Performance Management & Benchmarking

Following a number of workshops involving key term maintenance leads, a series of Key Performance Indicators (KPI) for term maintenance were agreed. The intention is that these indicators are all able to be measured in the same way – irrespective of the type of contract in place and as such, they are  comparable. These KPI have since been amended to keep pace with changing performance requirements.

They are embedded in any new members’ term maintenance contract and introduced into those existing.

The KPI are gathered monthly, collated and the directly comparable results presented to the group. The KPI currently recorded are:


KPI 1: Response times

KPI 3: Customer satisfaction

KPI 6: Actual cost within & target

KPI 7: Health & Safety operating

KPI 11: Value for money

KPI 12: Culture Team Effectiveness

Email completed templates and/or KPI to:

Cultural and Collaborative Improvement & Benchmarking

Successful delivery depends on people, however good your contract and processes – it is people who deliver them. Two toolkits have been developed to support a collaborative culture.

The Term Partnership Charter is not just a statement signed by all partners but a measurable document with the measures of success and lessons to be learnt reviewed on a quarterly basis.

The Collaborative Framework is essentially a questionnaire that is carried out by all members on an annual basis. This reports their scores on the predetermined elements of collaboration.

Individual authority results will indicate the movement of collaboration from the initial benchmark survey undertaken.

Performance, Continuous Improvement & Dissemination

Continuous Improvement and efficiency savings through collaboration, adoption of best practice key principles and constant process reviews is an underlining tenet of the Group.

The diagram on the right is a pictorial representation of the key principles that lead to improvement and the processes and toolkits that currently exist that can be used by our members to achieve these.  The Group supports the HMEP lean toolkit and has included it in their toolbox.

The Term Working Group took the decision to support the members by using their efficiency advisors to undertake lean improvement interventions for individual members and to disseminate the successful outcomes through robust and detailed case studies.

Interventions carried out to date include: 

  • Managing change in the programmed work
  • Improving Reactive works
  • Improving the target cost process
  • Incentivising Reactive Works
  • Identifying savings and innovation through benchmarking
  • Focused forums undertaken by members and specialists at the bi-monthly workshops