Chesterfield Borough Councils

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Case Study
Chesterfield Borough Councils Operational
Services Division Project CHRIS (Chesterfield
Housing Repairs Information System) Selecting
the best IT solutions Planning the cultural
changes Delivering real improvements
NOMAD / J Howe /Nov 06
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Operational Services Division

• In-house contractor- Domestic Housing, Civic
  Industrial
• General Building Construction Maintenance
  (joinery, plumbing, bricklaying, roofing,
  plastering, painting)
• Heating and ventilation/gas fitting
• Electrical installation and repair
• Statistics
• Wide client and skills base
• 17m turnover
• 220 f.t.e employees (160 craft/productive
  employees)
• 34,000 responsive repair jobs 24,000 planned
  works orders p.a.
• 6,000 jobs out of hours emergency repairs.
• Appointments including evening/weekends are
  offered for all internal works and for certain
  external works orders.
• Payroll Bonus scheme
• Depot based stores, Vans with imprest stock
• Purchases from local builders' merchants for
  non-stock items.
• Specialist plant and equipment 130 fleet
  vehicles

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Why change

• Why change?
• New Tender Specification Private Sector
  competitors
• Reduce Cost Base
• Improve Service Customer Satisfaction Levels
• Efficiency Demands (Egan / Gershon)
• What needed to change?
• Identify key improvement opportunities
• Update IT
• Reduce Overhead Structure
• Strive for excellence (ISO / IIP / EMAS)

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How good / bad were we?

• Benchmarks and Best Practice
• Direct Works Forum (DWF)
• Association of Public Service Excellence (APSE)
• Yorkshire and Humberside DLO Managers Group
• Beacon Authorities
• Benchmarking Clubs - PS Net / Checkmate etc

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Understand the business end to end
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Understand the detail
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Look for solutions
GPS ?
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Create the Vision
Manage
Request
Schedule Job
Client
Emergency
Material
Non- Emergency
Do Job
Invoice
Complete
QA
9
Create the Vision
Manage
Request
Planning Software
Schedule Job
Client
Emergency
Material
Non- Emergency
Do Job
Invoice
Complete
QA
Mobile Handhelds Software
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I.S. Requirements Specification
Item
Function
Process reference
Vendor Response
Importance
Mandatory
Do Job
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Implement the vision

• Plan the organisation cultural changes
• New Procedures
• Training in systems AND process
• Marshall resources
• Select System Vendor(s)
• Measure Success
• Modify
• Re-implement
• Roll-out
• Re-measure Broadcast!

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Ownership involvement
CBC Management Team
Steering Group
QITs
IT Specification Team
Communication Team
Procurement Team
Training Development Team
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Benefit Projection
Manage
Request
Schedule Job
Client
Emergency
Material
Non- Emergency

• 3 Planner Supervisors
• Improved flexibility
• More appointments
• Combined visits

Do Job
Invoice
Complete
QA
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Benefit Projection
Manage
Request
Schedule Job
Client
Emergency
Material
Non- Emergency

• Pre-allocated stock to job
• Materials automatically logged to job
• Improved stock management
• Positioned for e-procurement

Do Job
Invoice
Complete
QA
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Benefit Projection
Manage
Request
Schedule Job
Client
Emergency
Material
Non- Emergency
Do Job
Invoice

• Improved Out of Hours Qualification

Complete
QA
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Benefit Projection
Manage
Request
Schedule Job
Client
Emergency
Material

• Improved WIP Control

Non- Emergency
Do Job
Invoice
Complete
QA
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Benefit Projection
Manage

• Home based
• Lone worker
• Reduced administration time
• Reduced aborted calls
• More jobs per day
• 100 Rubbish collections
• Reduced variances
• Lower Fleet Vehicle costs

Request
Schedule Job
Client
Emergency
Material
Non- Emergency
Do Job
Invoice
Complete
QA
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Benefit Projection
Manage
Request
Schedule Job
Client
Emergency

• Reduced manual timecard payroll activity
• Automated material invoice matching
• Reduced invoice to council lag time
• Reduced variance resolution
• Reduced paperwork
• Improved auditing

Material
Non- Emergency
Do Job
Invoice
Complete
QA
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Benefit Projection
Manage
Request
Schedule Job
Client
Emergency
Material
Non- Emergency
Do Job
Invoice
Complete

• Improved Service to Tenant Client
• Driver for further improvements

QA
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Benefit Projection
Manage
Request
Schedule Job
Client
Emergency
Material
Non- Emergency
Do Job

• Reduced firefighting, better decisions
• Opportunity to win external contracts

Invoice
Complete
QA
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80 of ICT improvement projects fail
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Best practice approach
Best
PROCESSES
Current
Worst
Time
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Our new processes were not perfect

• Run the new processes
• Prevent old habits reappearing
• Prevent work-arounds
• Continuous improvement
• Problem solving
• Improvement targets
• Roles and Responsibilities
• Ownership through involvement

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Some of the difficulties

• Persuasion / selling job!
• Leap of Faith - Elected Members and workforce
• ICT integration harder than expected
• Council systems new - interface delays
• Big Bang approach
• People issues
• Implementation ran concurrent with major
  re-structure of service area - morale at a low
  ebb / much re-training needed
• System discipline
• Van Stocks
• Hand-held use (training and repeat training)

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Timetable

• Sept 04 - GPS Introduced
• Operatives working from home and enjoying greater
  flexibility
• Better work life balance
• Coping with out of hours appointments / reduced
  emergency call out costs
• Jan 05 (Phase 1) - 24 Field Operatives with
  Hand-Helds
• Plumbing, Gas Electrical Fitters
• May 05 (Phase 2) - 38 more admitted to system
• Bricklayers Joiners

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System procurement
Prime contractor - Orange GPS - Orange
Fleetlink Main software application (Metrix) -
CSG Prolog Scheduler - CSG Prolog PDA
software application - Pervasic
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Capital Outlay and Running Costs
The capital outlay and running costs for the
first 5 years is New technology (software,
hardware, licensing, GPS etc) 500k Training,
downtime and dual running costs 100k
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GPS Costs

• Project CHRIS total costs for 5 years
  (Net cost inclusive of
  implementation
  and applied discounts)
  600,000
• Hardware software costs
  (following discount
  of 160k) 500,000
• GPS fitted to 125 vehicles
  (GPS Inst and
  5 year running costs before discount)
  198,480
• GPS (5 Year costs following
  proportional discount) 135,000
• GPS
  (Cost per
  vehicle) 1,080/year
  
  (approx 3.00/day)

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Annual Financial Savings
Initial savings have been realised on a phased
basis during the first 2 years of operation -
projected annual savings based on these results
are- Overhead staff savings of
243,400 Fuel Savings
24,100 Transport Savings
14,400 Productivity increases measured at
10.58 221,400 503,000
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CHRIS - Cumulative Savings
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Service improvements achieved (1)

• 96.4 of all responsive repairs completed on
  time against far tighter targets
• Void re-let times reduced by average of 20 days
• Same volume of work produced by fewer employees
• Gas service access problems improved through use
  of integrated systems
• More Appointments offered (up to 95 of all work
  carried out by fixed or loose appointments)
• Customer satisfaction has increased from 80 to
  91
• Single visit completions achieved through
  improved co-ordination of multiple repair
  requests, better work scheduling, improved
  vehicle stocks and increased number of
  appointments

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Service improvements achieved (2)

• Right first time targets improved by on site
  electronic variation request / authorisation
• Improved management control information (real
  time visibility)
• Improved rubbish collection service
• Reduction in fuel and paper use resulting in
  environmental benefits.
• Lone worker safety and security enhanced by
  better control methods

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Is the system sustainable?

• Planned to have a 5 year life to match contract
  duration but has the capability for ongoing
  development especially into other areas of the
  Authority
• Looking to refine and enhance some processes
• Improved PDAs and network coverage by adapting
  to 3G
• Text messaging service linked to appointments
• On site copying of CP12 certificate etc
• Pit stop approach for re-stocking vans
• Electronic ordering of materials from suppliers
• PDAs to be issued to surveyors for instant
  order raising in the field

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Why does CHRIS appear to work when other systems
falter?

• Well researched before embarked - best fit for
  Chesterfield
• External assistance during feasibility and
  implementation stages
• Bespoke specification - complete system
  integration
• Operatives pay linked to correct use of system,
  no outputs no pay
• Involved operatives, T Unions and back office
  staff from the start
• Ownership - (QIT teams, focus groups, steering
  groups etc..)
• Led end to end by senior managers - (needs drive
  and enthusiasm)
• Regular reviews and corrective actions
• Linked to scope of ISO QA Scheme - complete
  re-write of systems procedures
• Data dump/fault logs - griping sessions - Team
  Briefings with regular feedback

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Project CHRIS - Some external achievements to
date.

• Winner - IMBM - The British Building
  Maintenance Awards 2006
• Winner of APSE Best Efficiency Initiative
  2006
• Seen by IDeA as an E -Gov Best Practice Model
• Used by Audit Commission as an example of
  Notable practice and forms a benchmark for UOR
  VFM comparisons
• Has helped to attain and maintain BS EN ISO
  9001 2000 / I.I.P EMAS
• NOMAD case study

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End of Presentation
Thank you for your interest
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Ring-fence our sphere of influence
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Identify current process problems
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Create the Vision
Manage
Request
Planning Software
Schedule Job
Client
Emergency
Material
Non- Emergency
Do Job
Invoice
Complete
QA
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Create the Vision
Manage
Request
Planning Software
Schedule Job
Client
Emergency
Material
Non- Emergency
Do Job
Invoice
Complete
QA
Mobile Handhelds Software
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Create the Vision
Manage
Request
Planning Software
Schedule Job
Client
Emergency
Automatic Scheduling
Material
Non- Emergency
Do Job
Invoice
Complete
QA
Mobile Handhelds Software
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Look for solutions
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Create the Vision
Management Reporting
Manage
Request
Planning Software
Schedule Job
Client
Emergency
Automatic Scheduling
Material
Non- Emergency
Do Job
Invoice
Complete
QA
Mobile Handhelds Software
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Schedule/Planning
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Schedule/Planning Board
These Operatives shown as on Holiday for this
period
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J SMITH
01246 452146
GEORGE
22/8/2006
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THE MOBILE DEVICE
THE MOBILE DEVICE WHICH IS USED BY THE OPERATIVES
TO RECEIVE THEIR WORK
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WHAT THE OPERATIVE SEES
ADDRESS AND JOB DETAILS
APPOINTED JOB FOR MONDAY AT 8.00am
ACCESS NOTES
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WHAT THE OPERATIVE SEES
ACCESS NOTES DETAILS
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WHAT THE OPERATIVE SEES
TENANT DETAILS
ACCESS DETAILS
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WHAT THE OPERATIVE SEES
RELEVANT JOB DETAILS
OPTION TO ORDER MATERIALS IN ADVANCE FROM STORES
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WHAT THE OPERATIVE SEES
Renew double base unit 2/5/2006 Repair
double socket in kitchen
15/6/2006 Replace damaged
sink base unit (TEAK Effect)
5/9/2006
PREVIOUS ASSOCIATED REPAIRS
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WHAT THE OPERATIVE SEES
OPERATIVES OPEN UP THIS SCREEN ONCE ON SITE AND
HAVE THE FOLLOWING OPTIONS AVAILABLE TO THEM
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WHAT THE OPERATIVE SEES
CONFIRMS ON SITE AND STARTS WORK
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WHAT THE OPERATIVE SEES
RECORDS MATERIALS USED ON THE JOB FROM THE VAN
STOCK
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WHAT THE OPERATIVE SEES
CONFIRMS THE JOB HAS BEEN COMPLETED
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WHAT THE OPERATIVE SEES
RECORDS THAT RUBBISH HAS BEEN CREATED AND
REQUIRES REMOVAL
CONFIRMS THE ACTIVITY ON SITE
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WHAT THE OPERATIVE SEES
THE OPERATIVE CONFIRMS THE JOB IS COMPLETED
TENANT SIGNS TO SAY THE JOB IS COMPLETED AND IS
TO THEIR SATISFACTION
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WHAT THE OPERATIVE SEES
JOB COMPLETED OFF THE JOB LIST
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WHAT THE OPERATIVE SEES
RUBBISH JOB HAS NOW BEEN ISSUED TO THE RUBBISH
TEAM ON THE DEVICE FOR COLLECTION
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GPS VEHICLE TRACKER
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GPS VEHICLE TRACKER
LOCATION OF VEHICLE
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Crystal Report