Contracts Getting the Right Fit and making it work PDFs/Repairs and... · Getting the Right Fit and...

Contracts – Getting the Right

Fit and making it work

CIH repairs and Maintenance

Conference - May 2015

Repairs and Maintenance

“Housing Repairs and Maintenance is a multi-billion pound industry and is consistently rated by tenants and residents as the most important indicator of their landlord’s commitment to them and their neighbourhood.”

CIH Working Together….Feb 2015

CIH Repairs and Maintenance Conference May

Getting the Right Fit and making it work

Repairs and Maintenance • Major cost to business

• Very important to residents

• Asset protection

• Do we leave partner selection

to chance?

• Southern Housing Group

• Repairs

• Procurement

• Contract Model

• Management

• Measures

• Nurture

• Benefits

Samuel Lewis 1837 - 1901

£400,000

Southern Housing Group

• One of southern England's largest housing associations

• Own and manage almost 28,000 homes

• 67,000 residents across London and the south east

• Operations divided across five regions in the south east of the UK

• Includes around 70 local authorities and 150 parliamentary constituencies

• “A business with Social Objectives”

• Samuel Lewis

Samuel Lewis 1837 - 1901

£400,000

1910 Liverpool Road E10

2013 The Vega Building, Hove

Repairs

“Day to day repairs and maintenance”

Repairs

• “Repairs and maintenance are easy!”

Repairs

• High Volume

• Low Value

• Tight profit margins

Call Deploy Repair

Repairs

Repairs – The Perfect Flow • The quickest, most efficient

route from request to completion

• But what about • Recalls? • Non first time fix?

Call Deploy Repair

Repairs – The Perfect Flow

Diagnosis Materials Movement

Tools Skills

Access Language Quality

Vulnerability Diversity

Health & Safety Scheduling Urgency

Productivity Training etc….

Repairs

• Expectations

• Few ‘Delighters’

• Customer Service is key

• Service comparisons

Repairs

Repairs – is it easy?

• Expensive

• Low margins

• Complex

• High expectations

Procurement

“Contractor Selection Process”

Procurement - SHG

• Traditional implementation

• Standard PQQ

• Include strategies in ITT • Calls Direct • Process improvement • Measures

Procurement

• 60/40 - Quality/Price

• Clarity on weighting

• Don’t restrict shortlist

Procurement

• ‘Suicide bid’ clause

• Authorities will be required to

seek explanations from

suppliers that submit a tender

which ‘appears’ to be

abnormally low

Procurement – final stage

• Detailed interviews – on site

• Simple presentations (no score)

• Open questions

• Operational representatives

Procurement – final stage

• Full day site visit

• Cross disciplinary panel • Include specialists visit

• Minimum 1 day review and

appointment process

Procurement – resident participation

• Part of initiation team

• Procurement briefing

• No review of scoring

• Part of selection team

Contract Model

“How we tie things together”

Contract Model

• Agreed maximum price (AMP)

• Based on repair history

• No SOR

• Define works In/Out of scope

Contract Model - AMP

• Budget certainty

• Fluctuation clause

• Quarterly reconciliation

• Predictable cash flow

Contract Model – Calls Direct

• Contractor takes calls 24/7

• Critical interaction – 1st Call

• Manage expectations

• Guarantee appointment

Contract Model – Calls Direct

• QC Check by SHG

• Quarterly review

• Clear SLA

• Contractually binding

Contract Model – IT integration

• Data swapping protocol

• Bespoke interface

• Maintain property lists

• Data visibility in both systems

Contract Model – IT integration

• Remove duplication

• Improved reporting capabilities

• Repair history updated

Management

“Getting the best from our contracts”

Management – Pre-contract

• Clarity on scope

• Efficient lead-in period

• Shared goals

• Mutual appreciation of needs

Management

• Process improvement focus

• Limited and relevant KPI’s

• Efficient contract review

• Co-location

Management

• Ensure solid contract principles are applied and understood

• Not a soft option

Measures

“How are we doing?”

Measures

• Systems thinking

• Process improvement team

• One inch wide one mile deep

• Relevant measures only

Measures – what don’t we do

• No targets

• No traffic lights

• No command and control

• No ‘urgent’ work category

Measures – ‘Traditional’

• Fix first time

• End to end times

• Emergencies

• Direction of travel

Measures

• Output measures as indicators only

• Complaints

• Customer satisfaction

Measures

• Failure demand

• Measure value/non-value

• Pure resident experience

• Direct feedback

Measures

• Failure demand

• Wrap-up codes

• Analyse waste

• Basis for improvement

Measures

• Yield Data

• Inbound contacts • Calls/Orders

• Appointments • Made/missed

Measures

• Yield Data

• Fixed first time • FFT/Orders complete

• Quality • Pass/fail

Measures – yield data

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Measures

• Relevant

• Timely

• Valid

• Be flexible

Nurture

“Getting the best out of your partners, using supportive methods”

Nurture

“…two or more organisations working together to improve performance through agreeing mutual objectives, devising a way of resolving disputes and committing to continuous improvement, measuring progress and sharing the gains”

Sir John Egan, July 1998

Nurture

“…teamwork and long term trust

based relationships with suppliers

are far better than adversarial

relationships”

Dr W. Edwards Deming

Japan 1950

Nurture

• Collaborative solutions

• Using specialist skills appropriately

• Play the long game

• Realistic objectives

Nurture

“Aggregation of marginal gains”

“The 1 percent margin for improvement in

everything you do”

Sir Dave Brailsford, Performance Director, Team Sky Cycling

Nurture

• Coaching

• Share training

• Emphasise one team working

• Push where appropriate

Nurture

• How far do you go?

• Risky strategy

• Contract underwrites everything

Benefits

“What are the positive outcomes?”

Benefits

• Drive best value

• Continuous improvement

• Improved working relations

• Happy customers!

Summary

• Getting the right fit

• Use the procurement process to your advantage

• Invest time and resources early to select the right partner

Summary

• Making it work

• Use your skills and specialisms to support your partners attributes

• Invest for the long term

Contracts – Getting the Right

Fit and making it work

Any questions?

CIH repairs and Maintenance

Conference - May 2015

Contracts Getting the Right Fit and making it work PDFs/Repairs and... · Getting the Right Fit and...

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