SLAs - How we monitor and measure our performance

Performance against appropriate and agreed targets will be monitored and reported to residents through the RCC and Barbican Residential Committee (BRC) at the scheduled meetings. 

The Barbican Estate Office (BEO) will measure the Customer care, supervision and management SLAs performance through the following categories:

House Officers responsibilities

• Close monitoring by House Officers of achievement against a series of Key Performance Indicators
• Joint inspections with House Group representatives by House Officers
• House Officers issuing service delivery monitoring reports with actions and timescales to managers, officers and contractors
• House Officers monitoring deficiencies in service levels which have been identified by residents or their representatives

City Corporation responsibilities

• Compliance with City Corporation standards and procedures
• Compliance with the performance standards indicated in our Customer Care Charter
• Regular reviews by the SLAs and Leaseholder Service Charge Working Parties

Management responsibilities

• Consistency of staffing cover for Estate based services
• Levels of staff turnover and vacancies/temporary cover
• Levels of staff sickness
• Regular spot checking by line managers for Estate based services
• Telephone call charges overall and as an average per call (by landline and by mobile)
• The analysis of resident satisfaction surveys
• The analysis of complaints
• Management of Major Works programmes to time and cost targets
• Management of buildings as set out in the SLAs for Estate Management, Property Maintenance, Major Works and Open Spaces

Service Charge team responsibilities

• Comparison of estimated to actual service charges (annual report)
• Budget comparison of actual against forecast income and expenditure

The Estate Management SLAs performance is measured through:

• Regular reviews by the SLAs Working Party
• Close monitoring by House Officers of achievement against a series of Key Performance Indicators
• Compliance with City of London Corporation's standards and procedures
• Accurate parking bay allocation records
• Defects and incident reporting records
• Complaints monitoring records
• Records of cleaning frequency and adherence to publicised cleaning schedules
• Exception reports
• Consistency of staffing cover*

* In cases of absences of staff due to agreed leave or sickness absence a variation from the agreed performance standard may be implemented on a temporary basis by the line manager.

• Regular spot checking by line managers
• Adherence to published window cleaning schedules
• The use of annual Resident satisfaction surveys
• Joint inspections with House Group representatives by House Officers
• House Officers issuing service delivery monitoring reports with actions and timescales to managers, officers and contractors
• House Officers monitoring deficiencies in service levels which have been identified by residents or their representatives

The Property maintenance SLAs performance is measured by:

• Regular reviews by the SLAs, Asset Maintenance and Background Underfloor Working Parties
• Close monitoring by House Officers of achievement against a series of Key Performance Indicators
• Compliance with City Corporation's standards and procedures
• Post-inspection of a minimum of 10% of repairs and maintenance work carried out by contractors
• The monitoring of lift performance and contractors’ onsite attendance through the EMS system
• The monitoring of Background Heating system performance
• The use of annual Resident satisfaction surveys
• Joint inspections with House Group representatives by House Officers
• House Officers issuing service delivery monitoring reports with actions and timescales to managers, officers and contractors
• House Officers monitoring deficiencies in service levels which have been identified by residents or their representatives

The Major works SLA's performance is measured by:

Formal monitoring procedures

• Regular reviews by the SLAs and Asset Maintenance Working Parties
• Close monitoring by House Officers of achievement against a series of Key Performance Indicators
• Compliance with City Corporation's standards and procedures
• Monitoring meetings with contractors
• Post-inspection of completed works
• Performance review of contract operations
• Monitoring of contract expenditure

Other inputs

• The use of resident satisfaction surveys
• Joint inspections with House Group representatives by House Officers
• House Officers issuing service delivery monitoring reports with actions and timescales to managers, officers and contractors
• House Officers monitoring deficiencies in service levels which have been identified by residents or their representatives

The Open spaces SLAs performance is measured by:

• Regular reviews by the SLAs Working party and the Gardens Advisory Group
• Regular monitoring by House Officers of achievement against a series of Key Performance Indicators
• Compliance with City Corporation's standards and procedures
• Monitoring meetings with contractors
• Daily inspection by Open Spaces officers
• Random spot checks carried out by Open Spaces managers
• The use of Resident satisfaction surveys
• Joint inspections with House Group representatives by House Officers
• House Officers issuing service delivery monitoring reports with actions and timescales to managers, officers and contractors
• House Officers monitoring deficiencies in service levels which have been identified by residents or their representatives