insight & demand led housing management tower hamlets: context
Post on 18-Dec-2015
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Insight & Demand Led Housing Management
TOWER HAMLETS: CONTEXT
22,000 Properties
27 Neighbourhoods
45% Leasehold
77% Satisfactio
n
if Tower Hamlets Homes was 100 residents
41 would be Bangladeshi39 would be other Black and Minority ethnic groups20 would be White British
1 The THH Context
SLA with parent Council
Working with an Outsourced Provider
Initiate Design Build & Test
Deploy & Review
In-House Development Methodology following ITIL Best-
Practice
Shared systems requiring PSN compliance
1 ICT in THH
Core Housing Management System
EDRMS, Contact Management
Asset Management
Self-Service Portal
1 ICT in THH
Systems Thinking Review: Rents
10
2 Rents
Introduction to Systems Thinking – Vanguard
Resourced in-house
Pre-welfare reform
Service improvement driven
Approach:
Customer satisfaction surveyDemand analysisData analysis and insight
11
2 Demand Analysis
Based on 956 inbound calls over a ten day period
79%
21%
ValueFailure
Inbound demand
12
2 Demand Analysis
47%
25%
15%
8%
5%
Account balanceMake a PaymentAdviceReplacement cardOther
Breakdown of Value Demand
13
2
-1650-1550-1450-1350-1250-1150-1050
-950-850-750-650-550-450-350-250-150
-5050
150250350450550650750
New lettings during a 6 month period
£
BALANC
= Weekly Rent
= Zero Rent
New rent accounts balances
14
2 Response
Rent account sign-up as close to tenancy sign-up
Benefits and repayment calculator (Excel)
Promotion of enrolments to SeeMyData
Migration of general rent enquiries to call centre
Changes to Northgate Sx3 arrears escalation policies
Understanding of customer payment patterns and not just arrears level
Big Lottery Fund: Getting on with Money - Project
Improving Asset Management
3 Old, bespoke IT systems
Heavy reliance on manual processing
2013-16: Decent Homes Programme
Organisation Wide Approach
Approach:
Requirements CaptureProcurementBusiness-led Implementation
Asset Management
3 First major system procurement and implementation with
Agilisys
Keystone selected as preferred supplier:
Asset Management (KAM)Planned Maintenance (KPM)Asbestos Register (KAR)Servicing & Inspection (KSI)
Agile implementation:
KPM live within two months to support Decent HomesKAM & KAR took longer – data!Service-led review of servicing and inspection
Asset Management
Efficiency and accuracy gains in Decent Homes delivery
Improved Customer Communications
Kiosk Deployed to All StaffIntegrated with Public Interactive Map
Flexible working opportunities
Savings opportunities: Type of Benefit Estimated Saving
Cost Avoidance £580,000
Reduced Wastage £300,000
Revenue Management £100,000
Productivity Gains £10,000
Total £990,000
3 Asset Management
3 Asset Management Ensuring integration with existing infrastructure
Asset Management3 Improved management of Planned Maintenance, including
Decent Homes
Clearer and more widely-accessible asbestos survey information
Further opportunities:
Rollout of mobile surveying solutionsIncreasing assurance of servicing and inspection compliance to BoardMore accurate long-term investment planning
Improved Ways of Working
Insight-led4There are different levels of risk in each neighbourhood and these affect satisfaction
Insight-led4Variation in patch size but no correlation between patch size and activity
Insight-led4
50%
55%
60%
65%
70%
75%
80%
85%
90%
95%
100%
Globe Tow
n
Chicksa
nd
Collingw
ood
Ocean
South
St Dunsta
n's
Roman Road
Poplar H
igh St
reet
Appro
achSid
ney
Malmesb
ury
Limeh
ouse
Hollybush
Berner & Roya
l Mint
Old Fo
rd Road
Lock
sley
Bethnal Green
Road
Boundary
Barley
Mow
Cranbro
ok
Ocean
North
Linco
ln
Shad
well
East
India Dock
Road
St Ste
phens
Wap
ping
Dorset
Avebury
satisfied(+ve) neutral Dissatisfied (-ve) Sat Ave Dissat Ave
Large variation in satisfaction with caretaking service across our Neighbourhoods
Insight-led4There is no correlation between hours spent on a block and the rate of satisfaction
Insight-led4Different levels of risk in each neighbourhood affect satisfaction
Low riskHigh demand
Medium Satisfaction
Low riskLow demand
High Satisfaction
High riskHigh demand
Low Satisfaction
Demand-led4 Allocation of resources will depend on need, not geography
From generic roles to specialist teams
Removing ‘Single Points of Failure’
Continuous service improvement
Insight-led
Performance driven
Planned, not reactive
I © MYHOUSINGOFFICER
Summary
Summary5
Continuous improvement rather than transformation led
Focus on leveraging existing applications rather than new applications
There are limits and constraints to Insight-Led Housing Management
Best results where ICT development and some business process change introduced concurrently
Questions?
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