Service Review Checklist
A printable structure for the periodic vendor review — evidence gathered beforehand, both sides examined, specific actions agreed.
On This Page
- 3. Scoring
- 4. Trend
- 5. Agreed Actions
- 6. Review Record
- Conducting It Well
- What the Patterns Mean
This checklist supports a twice-yearly service review. Its purpose is to make the review evidence-based rather than impressionistic, and to examine both sides of the relationship rather than only the vendor.
Gather section 1 before the meeting. A review conducted from recollection over-weights whatever happened most recently.
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1. Evidence to Gather Before the Meeting
- Acceptance records and punch item counts for the period
- Schedule record — windows committed versus met
- Documentation received, and whether it had to be requested
- Condition observations reported from site
- Non-routine work requested and turnaround achieved
- Any incidents, and how they were handled
- Reactive work in the period and whether it was preventable
- Prior review actions and whether they were completed
2. Property-Side Findings — Examine These Too
- Areas cleared as agreed before each visit
- Tenant notification sent on time and with adequate specificity
- Substrate and site information provided in writing
- Reported conditions acted on, or explained if not
- Non-routine approvals turned around promptly
- Access, water, and lighting available as committed
- Payment terms met
3. Scoring
Score against the evidence gathered in section 1. Use the same criteria and weights each period, or the review measures nothing over time.
Service dimensions
| Criterion | Weight | Score 1–5 | Weighted | Notes |
|---|---|---|---|---|
| Execution quality against the agreed standard | ||||
| Reliability — windows met, work completed as scheduled | ||||
| Documentation arriving without prompting | ||||
| Communication — notice of issues, responsiveness, escalation | ||||
| Contribution — condition reporting, sequencing advice, problems flagged |
4. Trend
A single review is a snapshot. Recording prior scores alongside is what makes drift visible.
| Dimension | Two periods ago | Last period | This period | Direction |
|---|---|---|---|---|
| Execution | ||||
| Reliability | ||||
| Documentation | ||||
| Communication | ||||
| Contribution |
5. Agreed Actions
Two or three specific changes rather than a general improvement expectation. Include property-side actions.
| Action | Owner (property / vendor) | By when | Verified at next review? |
|---|---|---|---|
6. Review Record
| Field | Entry |
|---|---|
| Period reviewed | |
| Attendees | |
| Date | |
| Overall assessment | |
| Next review date |
Conducting It Well
Open with the scoring method and what scored well, specifically. A review that opens with problems gets a defensive counterparty; one that establishes it is a measurement exercise rather than a complaint materially affects what happens next.
Raise property-side findings in the same session. It changes the character from assessment to joint problem-solving, and several common vendor performance problems have property-side causes.
What the Patterns Mean
- Strong execution, weak contribution — usually a scope problem. Specify condition reporting as a deliverable.
- Declining across periods — drift. Address specifically before it becomes a change decision.
- Weak on one dimension — fixable. Agree a change and re-measure.
- Weak across dimensions after a raised concern — structural. Begin the change conversation.
See vendor performance reviews.
Part of the Decision Support Center
This resource is part of the Power Wash NorCal Commercial Decision Support Center — planning worksheets, scoring tools, and review structures.
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What evidence should be gathered before a vendor review?
Acceptance records and punch item counts, the schedule record of windows committed versus met, documentation received and whether it had to be requested, condition observations reported, non-routine turnaround, incidents and their handling, and whether prior review actions were completed.
Should the property's own performance be reviewed?
Yes, in the same session. Several common vendor problems have property-side causes — areas not cleared, late notification, substrate information not provided, reported conditions not acted on, approval friction. Raising them together changes assessment into joint problem-solving.
How should a review conversation open?
With the scoring method and what scored well, specifically rather than politely. A review opening with problems produces a defensive counterparty; one establishing that this is a measurement exercise rather than a complaint materially affects how quickly agreed actions get done.
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