12/10/2017. echelon Conference Innovarium 2. Sponsored by: Session A2. DLO Transformation. Sponsored by

Transcription

1 echelon Conference 2017 Innovarium 2 Sponsored by: Session A2 DLO Transformation Sponsored by 1

2 Transforming DLOs Introduction Review Process intro by Aaron John Examples: Trafford Housing Trust Repairs Haringey Repairs Service Questions airs Transformation Project Aaron John - echelon 2

3 Introduction to Trafford Housing Trust Profit for Purpose organisation 8,800 quality affordable homes in Trafford (Manchester) Aim - Striving for a society transformed, free from poverty, inequality and injustice In 2015/16 completed >33,000 repairs, 47m social value generated and 11.8m invested Repairs delivered by in-house Repairs Service Also provide a chargeable Handyfix service Repairs Transformation Objectives Review of staff Terms & Conditions Price & Product differentiation Implementation of digital strategy Efficiency drive, lean core processes Growing volume and value of revenue streams Review of current policies and offer to customers Engagement of third party to lead review Review Process Echelon appointed in July 2016 Two-stage review process Stage 1 Review of current delivery & identify objectives Stage 2 Options appraisal and recommendations Inclusive process all operatives engaged as well as key stakeholders 3

4 Stage 1 Capture current delivery model Review current delivery team (Client/Contractor function) Review current Repairs Policy Review Terms and Conditions Productivity and Value Benchmarking and peer reviews Workshops Operational & Internal Stakeholders Resident engagement outcomes Stakeholder 1:1s ICT review Stage 1 Resident Engagement Extensive 1:1 phone surveys undertaken Tenants with recent repair (<3 months) Tenants who have not accessed service (<12 months) Tenant who have complained <12 months Strengths flexibility in appointments and online, trust reliable workforce & quality Weaknesses lack of freephone, appointment slots and no weekend/evenings, first time fix and followons Improvements 51 areas for consideration identified by Residents Stage 1 Stakeholder Engagement Three workshops am/pm with all operative and one with internal stakeholders Focus on current strengths & weaknesses Consideration of delivery options Identification of objectives (42 at Operational and 30 at Internal) 1:1s between echelon and Exec Team Detail reports generated at each stage and feed into final report 4

5 Stage 1 Key Findings (1/2) Repairs Policy needed rewrite T&Cs broadly comparable with benchmark data (Planners little high) Operative productivity slightly lower than expected Supervisory levels within the Repairs Service lower than expected Materials prices comparable KPI performance is generally good, areas for improvement - Customer Satisfaction, Right First Time and Void End to End Times Generally costs benchmark favourably Stage 1 Key Findings (2/2) Currently 1% of all of the properties generate 8% of repairs Stakeholder engagement generated the following main strengths and weaknesses: Report signed off prior to Stage 2 Stage 2 Options Appraisal The following delivery models considered: Outsourcing Franchising Joint Venture Company Retaining a Direct Labour Organisation (Repairs Service) Shared services with another provider Partnerships with other Repairs Services (VAT sharing vehicles) Self-employed model Project management service (100% subcontracted) 5

6 Stage 2 Detailed Options Appraisal Following Stage 1 Review 3 Primary options considered: Option 1 Outsourced Model Option 2 Retain Repairs Service (selected) Option 3 Create Wholly Owned Subsidiary (WOS) Each option had delivery impact analysis, cost benefit analysis, procurement costs/savings, ongoing costs, pros/cons of model and detailed case studies to provide context Stage 2 Delivery Recommendations (1/2) 21 Recommendations in all: 1. Introduce Area Based Delivery Model 2. Introduction of Complete Property Service 3. Adopt Multi-Skilled Approach 4. Development of ICT Solution 5. Develop Commercial Model 6. Develop Incentivised Delivery Model 7. Reclassification of Repairs Priorities 8. Redefine Appointment Times 9. Extend Operating Hours 10. Focus on Right First Time Stage 2 Delivery Recommendations (2/2) 11. Amend KPIs 12. Material Provision Intervention 13. Develop Contract Between Repairs Delivery Team &THT 14. Redraft Repairs Policy 15. Detailed Review of Handyfix Service 16. Deliver Additional Works Through Repairs Service 17. Standardisation of Materials 18. Void Review 19. Update Terms and Conditions 20. Create Term Briefs 21. Define Social Value Offer 6

7 Progress and Outcomes Board approved Report in December 2016 Interim Project Manager appointed to lead Detailed Implementation Plan developed Progress and Outcomes 4 work-streams- ICT development option appraisal of best solution HR changes new structure incorporating assets and repairs team including multi-skilling Process re-engineering developed all processes and offer to customer Materials Provision echelon assisted with current supplier performance. New procurement commenced. Contact Details Mathew Baxter (echelon) mathew@echelonconsultancy.co.uk (07989)

8 Haringey Repairs service DLO Review Journey Haringey Repairs service -2012/13 15,700 Tenanted, 4,890 Leasehold, 3,200 households in TA 77 Support staff 60 Contractors 60,000 Jobs 50 Suppliers 800 voids Budget 17.8m 178 Operatives Actual Spend 19.9m Haringey Repairs service -2012/13 Ref Repairs Q1 Q2 Q3 Q4 YTD % of Emergency (& OOH) repairs completed GNPI 18 within timescale % of All repairs completed by HRS within RP 10 timescale (Includes programmed works) % of non-emergency repairs where ex BV 185 appointment made and kept % of urgent (RTR) repairs completed within ex BV 72 Government time limits % of communal repairs completed within RP 03 timescales % of all repairs first time fixed (HRS only) not HMPI 100 including programmed works # 98.9% 98.5% 98.60% 98.4% # 92.4% 92.1% 97.3% 90.9% # 97.2% 97.4% 96.6% 96.7% # 97.0% 97.2% 95.8% 96.8% # 93.7% 94.6% 94.9% 93.2% # 88.2% 87.6% 81.6% 82.7% 8

9 echelon DLO review 2012/13 Commissioned by HFH Review of data Interviews with staff Best practice comparisons 18 Recommendations 4 key themes Business planning Increasing productivity Key Performance indicators Commercial management Fast forward 4 Years on Review meeting held between HRS and echelon June Two stage review proposed: Stage 1 incorporate a detailed review to ascertain how well the recommendations from 2012 review have been implemented. Stage 2 focus on the future delivery of the repairs service. Performance 2015/16 Ref Repairs Q1 Q2 Q3 Q4 YTD % of Emergency (& OOH) repairs completed GNPI 18 within timescale % of All repairs completed by HRS within RP 10 timescale (Includes programmed works) % of non-emergency repairs where ex BV 185 appointment made and kept % of urgent (RTR) repairs completed within ex BV 72 Government time limits % of communal repairs completed within RP 03 timescales % of all repairs first time fixed (HRS only) not HMPI 100 including programmed works 98.4% 97.3% 98.9% 99.1% 98.6% 98.7% 98.2% 98.2% 97.9% 98.3% 99.0% 98.9% 98.3% 99.0% 98.4% 98.1% 99.5% 99.8% 99.5% 99.3% 98.4% 98.4% 97.6% 97.7% 98.0% 82.8% 81.7% 84.4% 83.4% 84.7% 9

10 Performance 2015/16 Good Performance DoT Difference Higher is Better 0.2% Higher is Better 7.4% Higher is Better 1.7% Higher is Better 2.5% Higher is Better 4.8% Higher is Better 2.0% Stage 1 Scoping from initial information gathering and review actions from the 15 point action plan 2012/13. Review Performance and benchmark. Key stake holder interviews. service review workshops. Review of the ICT systems in place and the new system that is being mobilised. Recommendations stage Recommendations. Review number of KPI s. Review risks raised and add to risk register. Review/refresh void process. Review Bonus Scheme. Pilot HRS delivering Planned works and engage with Asset Management Team. Review/brief process maps on a regular basis. Engage with Contact Centre. 10

11 Service Improvement Plan Sept 2017 SIP implemented. 16 key areas identified with business leads identified with target dates set against priority. Wip, voids, RR, Planned works, Cost Control, Customer Sat, Service Connects, Finance, Contact Centre, Structure, DLO, H&S, OOH and succession Planning. Stage 2-Future Delivery Capital works delivery options. Gas contract delivery options. Void process. Material supply. Stage 2 is work in progress in relation to options for HRS. Haringey Repairs service -2016/17 15,700 Tenanted, 4,890 Leasehold, 3,200 households in TA 60,000 Jobs 723 voids 130 Operatives including 5 Apprentices 42 Support staff 12 Contractors 22 Suppliers Budget 14.6m 11

12 Challenges Implementing change Getting managers managing Driving performance management Driving a commercial culture Continually looking at ways to improve the service Questions? 12