Springs and roundaboutsSocial landlords can use IT to jump off the repairs merry-go-round. Paula Rohan reports on one leading scheme |
|
Broomleigh
Housing Association had a problem. With more than 14,000 homes and around 35,000
day-to-day repairs to manage every year, it struggled with a lengthy and arduous
process. Its repairs department would take details over the phone, complete
the relevant forms and contact the contractor to carry out the work. Often,
defects would be inaccurately reported, workers would arrive ill equipped to
do the job, and the 12-stage 'schedule of rates' merry-go-round would continue.
This will be a familiar story for any social landlord. The channel of communication
between tenants, landlords, and the contractor, can easily turn into an administrative
nightmare.
But Broomleigh Housing Association - one of London's largest registered social
landlords - decided to take a fresh look at the issue. With private contractor
Geoffrey Osborne, it began to pilot a streamlined repairs service. A key element
was introducing a joint IT system designed to 'strip out as much bureaucracy
and double handling as possible,' Broomleigh asset manager John Shortt says.
Broomleigh's old system operated around a complicated 'ring menu', with staff
in-putting codes from a book that covered a range of repairs, but which were
often not specific enough to cover the work needed. The system did not log any
history of repairs, so they would have to start again from scratch every time
a new repair was reported.
The new IT regime - known only as 'the system' - is Windows-based, operating
on PCs. Staff input basic information like the caller's name and address into
fields (rectangular boxes) on the screen, with larger fields for descriptions
of repairs. This means that repairers have enough information to arrive properly
equipped to do the job. 'Before, a caller might ring and say that their toilet
needed repairing, when what they actually needed was a new toilet,' Osborne
account manager Matthew Sturmer explains.
'The worker would have to come back and report all this, but now they can just
go ahead and install it.'
Staff are also able to enter appointment times and specifics about client access,
for example that they are disabled or will not be home at a certain time. Separate
windows can be used to record details about costs, invoicing, repairs progress,
and to make miscellaneous notes. Previous repairs are now logged so that call
centre staff can inform the repairer if they are relevant, and all the information
can be accessed from other Broomleigh and Osborne offices via an ISDN link.
Osborne can now be contacted directly by residents, deal with the repairs without
reporting back to the association, and still provide the necessary administrative
data, such as invoicing, without the unnecessary hassle.
The success of the project has been measured by three performance indicators:
customer satisfaction; response times; and voids. Broomleigh says it has improved
on all three criteria. Voids are turned around on average within 6.5 days; 95
per cent of repairs are done in the time promised; and 96 per cent of customers
surveyed say that they are satisfied with the service.
The scheme is popular with staff because information is easy to input and accessible
in seconds, and because there is no dispute over different sets of figures and
information. 'It's a lot better,' call centre staff member Kate Roberts says.
'It's easier to use, to make notes on, and to train people on.'
The scheme has now been adopted by the Housing Corporation as a model for 'best
value', and by the Housing Forum as a leading demonstration project.
'It eliminates waste from the process', the forum's project manager Marcus Keys
says. 'The advantage is that there is a single point of contact, with no other
link in the chain. Although the system was developed in-house, we would like
to see it replicated by other landlords.'
Try the new online services...