33 -131 CANTERBURY PLACE SE17 CLIENT: London Borough of Southwark
CONTRACT: Back up Contractor to the Main Contractor for the Estate Communal Lighting and Responsive Repairs
In 2009 BCS were appointed the position of becoming the backup electrical contractor to the main termed electrical that held the position for many years. We are still the backup contractor to date and have successful completed many jobs out of hours in all conditions to strive to deliver a competitive service with a high success rate of achieving the requirement in the first visit without recalls. BCS relocated their offices to Bermondsey in order to carry out this role.
Not only was our services recognised for the Out of Hours Estate Lighting Service and Responsive Repairs contract. In March 2012 we was also nominated and appointed the role of back up contractor to the Repair and Maintenance (R&M) Dept of Southwark Council.
QUALITY CONTROL
BCS is fully accredited to ISO 9001, EXOR, CHAS, NICEIC and Construction Line and staff are constantly monitored on an ongoing basis and their training reviewed to ensure competence. All of these accreditation required independent auditing. Management structures to ensure suitable quality control measures are in place. This required the implementation of applicable key performance indicators to ensure quality control targets have been met. Prior to work commencing, the works site was be subjected to a comprehensive survey identifying all work aspects, risks and hazards.
Our contract supervisors are registered with the Joint Industry Board (JIB) and NICEIC to ensure competent in their chosen discipline. During the initial mobilisation period BCS employees are made aware of the exact requirement and the expectation of all stakeholders. Supervisors and Project Managers are instructed to carry out random spot checks on all work in progress to quickly identify poor standards and make immediate improvements. Throughout the duration of this contract and on completion of all work, testing of the installation is carried out to ensure good workmanship and a fully compliant installation to BS 5266 and BS 7671 was achieved.
BCS ensured housekeeping was of the highest standard throughout this contact; records were always kept up to date, paperwork was readily available for the client. Invoicing was carried out in line with the request of the client and information was always up to date and available for the client.
EXAMPLES OF COLLABORATIVE WORKING WITH CLIENT AND RESIDENTS
The initial contract meeting was used as an introduction to all parties so that all key stakeholders could engage effectively.
We ensured a relationship was formed from the offset, utilising our Resident Liaison Officer to make us aware of any vulnerable residents that would require special assistance if we called out to the premises out of hours. Our Resident Liaison Officer was given the duty of identify and assessing all the residents special needs this allowed BCS to tailor their working programme to minimise disruption and inconvenience to tenants. Our RLO identified a multi-lingual resident base and ensured the relevant communication channels were covered; this resulted in notices and signage throughout the block drafted in several languages.
Communication was essential in order for this project to run effectively. As we would be working Out of Hours and Unsociable times a structured process has to be established from the off set to plan for the unexpected. We achieved this by arranging frequent site meetings and tenant and residents meetings.
To plan for the unexpected a meeting was scheduled when we first was awarded this contract. This was to enable us to run through and agree how BCS would undertake the process, causing minimum disruption but also attending the site in a timely manner, assuring we cater for the residents needs and also achieve Southwark Councils goal of a one site visit. As we work in partnership with Southwark Council and to achieve this goal we relocated our offices and business to Bermondsey.
Once we have undertaken an Out of Hours job we communicate back to Southwark via I-World. We also feed back any lessons learned to Southwark and suggest improvements so that we can continuously improve our processes working collaboratively with LBS.
DETAILS OF DAY TO DAY MANAGEMENT AND SUPERVISION
For the duration of this contract planning for unforeseen circumstances was required. Processes were set up so that Out of Hours call outs ran to a structured process. The contract manager reviewed the processes after each Call Out to carry out the following:
Review BCS’s bespoke computer software that tracks all works and orders raised.
Replace any materials that have been used to replenish stock for further Out of Hour Works.
Collate the customer satisfaction sheets that the resident has signed for the works carried out to offer us as a company feedback on our operative’s performance.
Updates of I World for feedback to the client to assure them work have been completed to a high standard.
Ensures Southwark Council requirements for a one visit rectification of the work has been achieved.
Provide the adequate supervision for employees and contractors when they were called out for this contract.
Oversaw Waste Management on Site and that Waste Transfer Notes were obtained where required.
Ensured materials and chemicals are suitably identified and stored
Ensured materials had been procured in line with the programme of works.
Requested COSHH/E information if this was not provided and ensured advice was followed.
Coordinate Planned Arrangements for any Emergency Situations that occurred.
Reported instances of non-conformance and any near misses identified during the operation of this contract.
Site Attendance Records were carried out on a daily basis to audit safe access and egress to and from site.
The site manager also carried out checks to ensure the programme of works had been adhered too.
RESOURCE STRUCTURE
For this contract the management team had been set up to manage, supervise and co-ordinate staff as follows:
Directors
Endorse implementation of Quality Management Systems through application of the quality policy statement and routine involvement.
Ensure adequate resources are made available.
Contract Manager
The contract manager ensured the adequate supervision of both employees and contractors. Their major role was to make sure the project ran to schedule, and met the required standard. The contract manager was also heavily involved in the Health and Safety Management of the site. Ensures the standard of vehicles are road worthy and maintained, fully equipped with Out of Hours plant and tools are fit for purpose.
Resident Liaison Officer
The RLO was the communication hub between residents, housing officers and contractor. Follow up call / visit to the tenant to verify satisfaction has been achieved with minimum disruption.
Site Supervisor
Monitored the labour workforce, and ensured the programme was met within the deadline set. A major role of the site supervisor was also to ensure safe working practices at all times.
Electricians
The electricians maintained the installation to the client specification. They were fully aware of the requirement and stakeholders before they entered the site. They were also aware of how to contact the relevant site staff if they had any problems or issues that needed to be addressed.
Health and Safety Officer
Monitored on site activity and ensured compliance with health and safety legislation. Ran tool box talk’s to contractors before they were allowed on site. Carried our regular site reviews and inspections from a H&S perspective.
Administrative / Co-ordinator
Collate all on-site documentation generated throughout the duration of the project. Ensured communication and continuity channels were maintained to deliver a successful service.
QUALITY CONTROL PROCEDURES
For this contract the following procedures were implemented to ensure quality was to the highest of standards:
Quality is assessed at three levels Good / Satisfactory / Defect. We have developed a computer system to enable us to input this data and use it to identify trends and patterns throughout the duration of this project.
For example, a particular operative may be completing on all work time but BCS also ensured customer service was also to the highest standard.
Firstly we carried out pre-start meetings with the London Borough of Southwark. This was to ensure we were aware of the exact requirement and standard expected of us in terms of deliverables and quality.
Risks were identified from the outset; details taken and used review and modify our working procedures.
Key Performance Indicators were addressed and incorporated within our working procedures to ensure the highest level of workmanship was achieved.
A delivery plan with a detailed timeline had been constructed and followed through to the completion of this project. This was done with the use of a GANT Chart forming part of our ISO9001 accredited management system.
Inspection processors were followed and achievements of requirement performance and workmanship monitored. Key milestones were agreed with LBS enabling BCS to deliver in line with client expectations.
BCS recorded and reported customer satisfaction survey results to the client. BCS made residents aware of the complaints procedure and contacts from the offset so they could deal with any issues promptly and professionally keeping the client informed throughout.
BCS carry out a formal handover of the completed project, defects reported by the client were assessed and scheduled for rectification. In the future BCS will have a daily blog and update site staff and residents of all procedures and timescales so that all stakeholders are informed at all times.
As this work is carried out of hours all of our electricians carry ID and where the BCS uniform when attending any sites.
Job are issued via PDQ in line with our job tracker software system. We also have 24 hour call out systems in place with Directors contactable in the event of miss call to their engineers. BCS also now store materials in their Bermondsey offices for any Out of Office Call outs.
An example of how BCS minimised disruption and had a implementation plan in place to prepare for the unexpected was during the festive period of 2010 BCS was called upon to attend a block located within Southwark that had a electrical fire within the Ryefield Board supplying Canterbury Place Flats 33-133 without power. On site attendants by our electricians that this fire was due to a loose connection within the distribution unit. Due to us being fully prepared through our detailed planning and stock control of materials we was able to access the parts needed at our Bermondsey Stores and quickly restore supplies to the flats on Christmas Day.
On attendance to site tenants were issued with bottles of water and foil blankets to keep them warm. Power was resumed within three hours and a follow up inspection was carried out on Boxing Day to monitor the corrective works.
Feedback from residents was collated via customer survey forms. All of these forms were highly complementary to BCS.
Health and Safety Provisions
BCS ensured that they undertook all steps as were reasonably practicable including:
Ensuring staff attending Out of Office Call outs are fully aware of H&S Regulations and lone working is not permitted due to the sensitivity and nature of the residents.
BCS provided a safe place for employees to work, and conditions which take account of all appropriate statutory requirements, codes of practice whether statutory or advisory and guidance together with safe means of entry and exit and to protect all employees, residents and visitors in so far as they come into contact with foreseeable hazards;
We provided and maintained a safe and healthy working environment for all employees and residents with adequate facilities and arrangements for their welfare; in the form of signage, roping off areas of work etc.
Supervision, training and instructions were given before anyone was allowed on site, this ensured work activities were carried out in a healthy and safe manner. All employees were given Health and Safety training which was appropriate to their duties and responsibilities;
BCS developed safety awareness amongst all employees and as a result of this, created individual responsibility for Health and Safety at all levels;
BCS ensured safe arrangements for the handling, storage and transport of material and substances, necessary safety and protective equipment and clothing together with all the necessary guidance, instruction and supervision were issued.
Arrangements of review systems to the Risk Assessment were carried out to allow the prompt identifications of potential hazards;
BCS carried out an assessment of the premises before any BCS contractors could attend the site. The Directors noted that due to the age of the building and the environment all contractors should attend a refresher course of asbestos awareness.
The Health and Safety officer collated all accident and incident information, and carried out investigations;
Throughout the duration of this contract BCS ensured that all defects in the premises, its plant, equipment or facilities that related to the Health and Safety of staff, residents and visitors were made safe without delay;
BCS utilised an external consultant to encourage full and effective two-way consultation on Health and Safety matters by using our management structure.
BCS carried out pre–site talks to ensure that their H&S Policy was used as a practical working document and that its contents were communicated fully.