The document analyzes issues of contractor competence in home improvement projects funded by Disabled Facilities Grants. It examines 27 complaints made to the Local Government Ombudsman where contractor competence was a stated reason. The data showed that complaints more commonly involved district councils and certain types of common adaptations like stairlifts. Issues tended not to be solely about competence but also approval and completion times. Recommendations included keeping contractors engaged, monitoring projects, exploring contractor registration, and improving data systems.
Moving from requirements order taker to business enablerDavid Marsh
This is a presentation I delivered during a webinar to two PMI communities of practice: Government and Requirements. The problems and potential solutions are common to just about any software solution delivery effort.
BackgroundYou have recently been promoted to Senior Consultant f.docxwilcockiris
Background
You have recently been promoted to Senior Consultant for the professional service firm, BUSI 2083 LLP thanks in part to the hard work in leading the engagement for your client Perfect Stitch. Your firm specializes in providing a wide variety of internal business solutions for different clients. After a weekend of celebrations from your promotion, a Senior Manager calls you into her office first thing Monday morning to help with a technology client who is making a tough decision about closing a plant.
Additional Information
Tiny Bits Digital (TBD) produces high end audio and television equipment. One of the company's most popular products is a high-definition personal video recorder (PVR) for use with cable and satellite television systems. Demand has increased rapidly for the PVR over the past three years, given the appeal to customers of being able to easily record programs while they watch live television, watch recorded programs while they record a different program, and save dozens of programs for future viewing on the unit's large internal hard drive.
A complex production process is utilized for the PVR involving both laser and imaging equipment. TBD has a monthly production capacity of 4,000 hours on its laser machine and 1,000 hours on its image machine. However, given the recent increase in demand for the PVR, both machines are currently operating at 90% of capacity every month, based on existing orders from customers. Direct labour costs are $15 and $20 per hour to operate, respectively, the laser and image machines.
The revenue and costs on a per unit basis for the PVR are as follows:
Selling price
$320.00
Cost to manufacture:
Direct materials
$50.00
Direct labour—laser process
60.00
Direct labour—image process
20.00
Variable overhead
40.00
Fixed overhead
50.00
Variable selling costs
20.00
240.00
Operating profit
$80.00
On December 1, Daniel Norris, vice-president of Sales and Marketing at ECD, received a special order request from a prospective customer, Fitch Limited, which has offered to buy 250 PVRs at $280 per unit if the product can be delivered by December 31. Fitch Limited is a large retailer with outlets that specialize in audio and video equipment. This special order from Fitch Limited is in addition to orders from existing customers that are utilizing 90% of the production capacity each month. Variable selling costs would not be incurred on this special order. Fitch Limited is not willing to accept anything less than the 250 PVRs requested (i.e., TBD cannot partially fill the order).
Before responding to the customer, Daniel Norris decided to meet with Diane Gadrick, the product manager for the PVR, to discuss whether to accept the offer from Fitch Limited. Excerpts from their conversation follow:
Daniel: “I'm not sure we should accept the offer. This customer is really playing hardball with its terms and conditions.”
Diane: “I know, but it is a reputable company and I suspect this is the way it typic.
Moving from requirements order taker to business enablerDavid Marsh
This is a presentation I delivered during a webinar to two PMI communities of practice: Government and Requirements. The problems and potential solutions are common to just about any software solution delivery effort.
BackgroundYou have recently been promoted to Senior Consultant f.docxwilcockiris
Background
You have recently been promoted to Senior Consultant for the professional service firm, BUSI 2083 LLP thanks in part to the hard work in leading the engagement for your client Perfect Stitch. Your firm specializes in providing a wide variety of internal business solutions for different clients. After a weekend of celebrations from your promotion, a Senior Manager calls you into her office first thing Monday morning to help with a technology client who is making a tough decision about closing a plant.
Additional Information
Tiny Bits Digital (TBD) produces high end audio and television equipment. One of the company's most popular products is a high-definition personal video recorder (PVR) for use with cable and satellite television systems. Demand has increased rapidly for the PVR over the past three years, given the appeal to customers of being able to easily record programs while they watch live television, watch recorded programs while they record a different program, and save dozens of programs for future viewing on the unit's large internal hard drive.
A complex production process is utilized for the PVR involving both laser and imaging equipment. TBD has a monthly production capacity of 4,000 hours on its laser machine and 1,000 hours on its image machine. However, given the recent increase in demand for the PVR, both machines are currently operating at 90% of capacity every month, based on existing orders from customers. Direct labour costs are $15 and $20 per hour to operate, respectively, the laser and image machines.
The revenue and costs on a per unit basis for the PVR are as follows:
Selling price
$320.00
Cost to manufacture:
Direct materials
$50.00
Direct labour—laser process
60.00
Direct labour—image process
20.00
Variable overhead
40.00
Fixed overhead
50.00
Variable selling costs
20.00
240.00
Operating profit
$80.00
On December 1, Daniel Norris, vice-president of Sales and Marketing at ECD, received a special order request from a prospective customer, Fitch Limited, which has offered to buy 250 PVRs at $280 per unit if the product can be delivered by December 31. Fitch Limited is a large retailer with outlets that specialize in audio and video equipment. This special order from Fitch Limited is in addition to orders from existing customers that are utilizing 90% of the production capacity each month. Variable selling costs would not be incurred on this special order. Fitch Limited is not willing to accept anything less than the 250 PVRs requested (i.e., TBD cannot partially fill the order).
Before responding to the customer, Daniel Norris decided to meet with Diane Gadrick, the product manager for the PVR, to discuss whether to accept the offer from Fitch Limited. Excerpts from their conversation follow:
Daniel: “I'm not sure we should accept the offer. This customer is really playing hardball with its terms and conditions.”
Diane: “I know, but it is a reputable company and I suspect this is the way it typic.
on August 11th, 2015, Dave Carey and Matthew Brown from Harcourt Brown & Carey presented to representatives from New York's largest IOU's on on bill repayment and on bill finance
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Complex organizations, those with more than one product or service offering, require advanced indirect rates to align related costs with their appropriate drivers. Creating advanced indirect rates requires a significant amount of planning and implementation. In this webinar we’ll discuss the common reasons for, and the mechanics of, creating multiple rates. A basic understanding of indirect rates either from work experience or by watching our previous webinar, Fundamentals of Indirect Rates, is recommended before joining this session.
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Are you a non-technical founder with a great software idea? Ready to take the plunge but want the “secret” to successfully managing software development? Well, it's not a "secret" at all - it's a disciplined methodology we are going to share with you. This presentation is designed to provide entrepreneurs with a blueprint for successful software development and technology implementation.
The unfortunate reality is that quality software development and technology implementation is not readily available to most startups and small business entrepreneurs. Great entrepreneurs are met with small thinkers when searching for a development team via online freelancer sites, or the recommendation of a friend’s cousin who may code on weekends. Or they are faced with development companies that impose business models that do not align with the entrepreneurial spirit.
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Maximizing Efficiency with Integrated Water Management Systems
Analysis of Contractor Issues
1. National Body for Home Improvement Agencies
Improving Delivery of the Disabled Facilities Grant
Analysis of
Contractor Issues
February 2021
2. What did we want to examine,
and why?
• What are the issues surrounding
“Contractor Competence”?
• Can we define what “Contractor
Competence is”?
• Are there any trends or probability
factors?
• Can we foresee problems before
the occur?
3. What we haven’t done?
• Engage with local authorities themselves
• Engaged with contractors
• Considered this as an end-point in itself – more a starting
point for further investigation.
4. Competence: Is defined as the contractor possessing the necessary skills and ability to
perform a task so that a desired, prescribed function occurs as a result of their work.
Defects: Are considered in terms of two distinct categories: a) Defects in which a
manufactured part or material is itself defective or faulty, and b) defects related to the
incompetent fitting/use of a part or material. Defect can have the effect of preventing
the adaptation being used in the way it was desired / prescribed. Whilst it is possible
that both categories of defect can be present at the same time, no incidences of
category ‘a’ occurred in the sample studied.
Snagging: Is defined as a minor issues that have occurred as a result of sub-standard
workmanship, or simple oversight on behalf of the contractor. For example “The
contractor forgot to put silicon sealant around the hand-basin”. Snagging issues are
generally unlikely to prevent the adaptation being used, but if a number of snagging
issues are present, they can have a cumulative impact, and be very frustrating to the
client.
5. Where did we get the data?
• It was difficult! We could ask local authorities….but…
• They may not report on detail such defect issues and their
context…?
• …and It’s not part of routine DELTA returns
• So, we looked at complaints, and specifically complaints
that have gone to the Local Government Ombudsman
(LGO)
• Specifically those complaints in which contractor
competence was a stated reason for complaint.
6. How did we do it?
• We extracted LGO cases from a 24 month period – 27 cases
• Analysed each narrative in detail, plotting stated issues into
an “issue matrix”
• This allowed us to derive some quantitative date from the
findings in addition to the qualitative narrative
7.
8. What did the data tell us?
• It told us things we might have expected….
• But also threw up some surprises….
9. Housing Authority Type
45%
55%
NATIONAL DISTRIBUTION OF DFG
COMPLETED BY COUNCIL TYPE
DFG Completed by District Councils
DFG Completed by Unitary Councils
26%
74%
SAMPLE DISTRIBUTION OF DFG
COMPLETED BY COUNCIL TYPE
DFG Completed by District Councils
DFG Completed by Unitary Councils
10. Situational Probability Factors
0% 10% 20% 30% 40% 50% 60% 70%
Stairlifts (straight and curved)
Level Access Showers
Extensions
Distribution of Common Adaptation Types
Sample Distribution National Distribution
Extension
11. Operational Probability Factors
• Complaints concerning
contractor competence are
rarely the sole reason for the
complaint. In the cases
studied 0% of cases had
contractor competence as the
sole reason for complaint.
13. Recommendations
• Keep your contractors engaged
• Support the contractor with regular monitoring
• Explore registering contractors with a TrustMark Hub
• Utilise better data systems
• Explore Customer Journey Mapping