London Borough – Repairs Operating Model

Approach

We utilised the following methodology to deliver the options appraisal: 

• Analysis of a range of documentation, including budgets and management accounts, contracts and contract registers, staffing structures, strategies and performance information. 
• Benchmarking of actual costs and performance against comparable organisations where possible. 
• One-to-one interviews and team meetings with key staff and stakeholders. 
• A ‘Challenge Workshop’ with key managers to test our initial findings in relation to the service and views on the different options. 
• Financial modelling of each of the options. 
• Final report, incorporating feedback from the Challenge Workshop. 

The scope of the work undertaken by us included: 

• An assessment of the current position, including relative cost and performance. 
• Identifying alternative delivery models and contracting options that are existing within the market. 
• Identifying the key objectives that the organisation seeks to achieve through any new delivery model and hence the criteria for appraising options. 
• An assessment of the different options against these criteria. 
• An outline of the next steps involved in the delivery of the preferred option, including any interim or temporary measures. 

Outcome

• Recommendation of a new repairs operating model focussed on delivering excellent service outcomes for customers and VFM for the London Borough. 
• Guidance provided on how to improve: 
  • Service quality and experience of the services and works delivered. 
  • Development of appropriate processes and systems to provide the controls and infrastructure needed to deliver effective outcomes (efficiency/performance). 
  • The strength of the client-side function in specific areas. 
  • The contract management framework and approach to ensure the supply chain is managed effectively. 
  • Strategic asset management, investment planning and intelligent commissioning practices, to inform programmes of work, the order book and future procurement. 
• Finally, a comprehensive implementation plan was established, with associated timescales.