Client  KHT/Fusion21

Dates  April 2006 to September 2007

Period  72 weeks

Value  £4,618,000

Contract  NEC Option C Target Cost

Scope of works

Full replacement of Kitchens and Bathrooms to 1200 properties, comprising floor coverings, plastering, wall tiling, minor structural alterations (demolishing pantry walls etc), partial electric re-wiring of the kitchen ring, installing kitchen units and bathroom fittings procured via the Fusion21 /Value Works electronic trading platform.
 

Key performance indicators

In addition to the Respect for people KPI’s we also prepared KPI’s based upon Resident satisfaction. The results for these represented the highest results presented to the Client from several major refurbishment schemes carried out throughout the Borough.
The Respect for People KPI’s included;
Staff Turnover
Sickness absence
Working hours
Number of females employed
Breakdown of employees by age profile
Number of BME employees
We were consistently amongst the better performing contractors working on Fusion21 projects.
In addition the Client monitored our level of performance on site and we again consistently produced scores in the high 90’s for communication, resident satisfaction, speed of operations and cleanliness throughout the works.

Innovations

This scheme was part of a framework contract with Fusion21, we became the preferred contractor for KHT for the Kirkby area, firstly installing windows and doors to over 3000 homes and the work-stream was then switched to kitchen and bathrooms. In year 1 (2005/6) we installed 1050 dwellings and the contract was extended with a follow in 1200 properties. The final phase of Mop-Up dwellings is taking place currently with approximately 200 houses in progress.

By working in partnership with Fusion21 we were able to offer genuine jobs for workless people who had been given a basic training programme by Fusion21 Skills. During this particular contract we were able to offer full-time employment to 8 local traijnees, the majority of whom are still employed by Kinetics.

By investing in a local factory unit we were able to have a major local establishment where residents or Clients representatives could meet, the Clients preferred kitchen supplier (Rixonway) was able to deliver full week’s delivery in one trip (25 dwellings on average) and we were able to hold sufficient stocks and emergency packs to minimise any disruption to tenants.

Our 2 full-time RLO’s ensured a smooth running contract, with a minimum number of no-access properties.

By working on the NEC target cost contract we were able to improve efficiencies due to the scale of the operation, the ramping up of our programme from a target 20 to 25 dwellings per week meant that a corresponding saving was accrued against preliminary costs per property which was shared at the contract completion. We were also able to improve daily operational efficiencies and towards the end of the programme most dwellings were completed in 10/11 or 12 days and not the 15 as indicated originally.