UK Housing Awards 2011

Transcription

1 UK Housing Awards 2011 Delivering Effective Repairs and Maintenance: Finalist Brent Housing Partnership: Opti Time for BHP Summary Brent Housing Partnership (BHP) launched a groundbreaking Opti-Time system for their Responsive Repairs Service with a primary goal of improving services for residents. This was in response to some noticeable problems with the repairs system and need for improving efficiency. A Systems Thinking review was carried out to see where improvements could be made. One of the failures identified by the review has been the traditional method of the repairs appointment system, which created a high volume of missed appointments, and also jobs which were incomplete, and lost in the system. The Service Review showed that we would be able to deliver a better service, by issuing one appointment, at a time, to operatives. Opti-Time is an automated workforce scheduling system, providing a comprehensive solution to the challenge of delivering appointment-led services across all areas of local government and housing

2 There are several benefits of the Opti-Time system, including: Tenants offered fixed appointments during first call OPTI Time schedules appointments Orders still issued one at a time to operatives Orders passed electronically to operatives PDA Operative updates PDA thus cutting out phone calls and duplication Savings in resources required to run repairs service approx 230k ( 7 posts) Actual cost of order established in real time Opti time may lead to 10% savings in operatives cost ( approx 150k). What did you set out to achieve? The number of complaints and telephone calls being received by the Repairs Team was very high. We needed to cut costs and make the service more efficient in order to reduce complaints. We wanted to provide residents with a better service. We looked at ways to reduce the need for paperwork, getting minor jobs completed first time, ensuring that operatives were fully equipped, and that we were working in real time and giving jobs to operatives one by one. Residents had also indicated that they wanted improvements in the service. How were these aims and objectives met? BHP looked into various ways to make improvements by undergoing a Lean Fundamental Service Review of the Responsive Repairs system, this focused on the way works orders are issued to repairs contractors, Linbrook Services. The Lean Review began in 2008, and it is this in-depth analysis of how responsive repairs operated that has allowed BHP to make substantial improvements to the system overall. It was a result of this Lean Review that BHP decided to implement the Opti Time system. One of the failures identified by the review has been the traditional method of the repairs appointment system, which created a high volume of missed appointments, and also jobs which were incomplete, and lost in the system. The Service Review showed that we would be able to deliver a better service, by issuing one appointment, at a time, to operatives. The Opti-Time system enables Responsive Repairs to give appointments to operatives, one job at time and matches operatives with appropriate skills for the job. They only receive the job, once they have completed the previous job. This ensures that operatives are working in current time and are kept up-todate with any changes, therefore enabling them to work more efficiently.

3 What challenges did the project face, and what lessons were learned? The key challenges to of this project were: Resistance to new ways of working Reducing the need for paper work Getting staff on board with the changes Getting the system rolled out across all teams very quickly. We held many sessions with staff so they could see the benefits of implementing the system. After these, they could see for themselves how beneficial it would be. How was the success of the project measured? Some of the headline efficiencies which have been achieved, to date, since the implementation of the Lean Fundamental service review of the BHP Responsive Repairs Service, which includes improved technology, and more stream-lined processes: Performance Area Before Lean Fundamental After Lean Fundamental Telephone calls per 7500 (average) 5500 (average) month BHP call centre staff BHP surveyors 5 3 Contractor admin staff Contractor operatives Weekly cost of 58,500 41,625 contractor operatives Contractor subcontractors 53% 7% Repairs finished on first 92% 95% visit Days to complete a 100 days (average) 14 days (average) repair (end-to-end time) Post-inspections n/a 98% passed Stage 1 repairs formal complaints received What were the key positive outcomes? This project is very easily implemented by others. BHP, as an ALMO and Social Housing Provider has got a system in place of how we used the Opti- Time System. It has worked for us and we can show others how they can also benefit.

4 Other housing providers can also benefit from reduced complaints, reduced calls to the call centre, kept appointments by operatives and happier residents. How has your approach resulted in an improved service to residents? The service has improved immensely. Pre Lean, BHP used to receive approximately 7500 telephone calls per month from residents reporting repairs or making complaints over repairs. After Lean and at the beginning of Opti-Time, BHP currently receive approximately 5500 telephone calls per month, this is a massive reduction and is only the beginning. Other improvements have been: Failure Demand (residents calling back after an unsuccessful repair) has been reduced Missed appointments by Linbrook is approx 6 per month Repairs End-To-End Times to complete repairs is 14 days Works undertaken by sub-contractor fallen from 53% to 7% Repairs finished first visit has increased BHP staff feel working relationship with Linbrook is better BHP staff felt standard of service for plumbing, carpentry and electrical was better Invoicing process improved. How do you know that your approach is meeting the needs or priorities of your residents? Residents have let us know through surveys, resident meetings, through complaints, resident compacts and local offers that they were unhappy with the repairs surveys. Therefore, we acted on what residents had brought to our attention and through our desire to improve services. How does your project help address either a current challenge, faced by many providers, or meet a current priority in your part of the UK? Many housing providers face the same issues with their repairs service. This is often a result with a very high demand and lack of resources. This is especially true since the recession has hit the UK. Efficiency savings have been the priority of all housing providers in recent years. Therefore, BHP s implementation of Opti-Time sets a good example and best practice for others.

5 Is your project influencing the way other providers work, will it help deliver improvements beyond those immediately involved? Over the next few months, to compliment the Opti-Time system, BHP will also be introducing PDA devices for Linbrook operatives(bhp s Repairs Contractors), so that they receive jobs onto their PDAs, one job at a time. They can update their jobs via the PDA and keep in communication with the office at all times. They also have reduced paperwork as they can complete their work status online and send it back to the office at the click of a button. Linbrook s vehicles also now have a Tracker system, and carry all the essential equipment and parts that may be required on jobs. BHP is in the process of carrying out improvements to the integration of IT systems between BHP and Linbrook systems, thus speeding up processes and making further efficiency savings. BHP has therefore impacted the way Linbrook operates, we are also publicising the work we have done to show other housing providers that they can do the same.