Systems Thinking & Efficiency Briefings from the Pilots September 2005
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Systems Thinking & Efficiency
Briefings from the Pilots
September 2005
About this session. Why did Preston City Council get Involved.
Preston City Council Income Collection Intervention.
What we Discovered.
What Improvements did we make to the Service.
Conclusion.
Questions Welcome at the End.
Rent Collection and Debt Recovery BVPI’s in bottom quartile. July 2003 - Account Management
Team formed. Major improvements i.e. rent
arrears reduced by £600k. New methods of payment
introduced. High turnover over staff/ staff
morale. Recovery process too procedural.
Why Get Involved? After restructure performance improved
(including BVPIs) but grey areas/silos. Tried EFQM, IIP, Performance Management
Framework, Benchmarking, BVR etc. Stock Transfer- “new culture” needed to
deliver and meet customer expectations Expected “issues” but not sure how it
would develop
What we Discovered in 6 Weeks. Too much Concentration on BVPIs and Targets – Sub
Optimisation of Performance. Followed Policy come what may. Made the Customer Fit the System. So Many People Involved in the System. Waste (Value and Failure) – Monday Mornings. ”Setting up Customers to Fail.” Expertise in the Wrong Place. I.T. is a Driving Force.
We could prove it!
Defacto Purpose – Meet KPIs for rent arrears.Revised Purpose – “Right amount, right time.”
Work Flow. Gas and Electricity Meter.
What are the management assumptions?Focus on performance and perception of the department. I come to work to have fun.
What do management focus on?AMT Targets. Monthly Reporting to DMT. Fire-fight to find out why “payments haven’t hit accounts”. Monitor performance of team and adherence to policy and procedure, have meetings monthly to discuss. Work to the rules to reduce rent arrears. Go to meetings. Meet legal and regulatory requirements. Develop Saffron to assist in pursuing arrears (streamline, try to reduce the number of checking steps required).
What are the front line doing? Lettings/sign up, not really bothered about giving out information because my individual performance is measured on different target(s). AMT; ‘getting out’ arrears letters, serve NOSP, eviction. Measured on % debit target. Chasing debt and knocking on doors. Printing letters. Filling in forms, phoning HB (up to 35 mins delay), chasing HB claims.
What is the typical customer experience?‘Fill in’ a form, go on list, view a house / arrange appointment (Sign up). Bombarded by information at sign up. Unclear information given as to what to pay and how to pay it, may or may not have help filling In HB form. Electric/gas may or may not be on. House may or may not be habitable. May or may not get a redec voucher. 2 weeks after first rent due, get first letter, Wk4 – NOSP/Second letter/ ‘visits’/ telephoned, Wk7 – SO3 – have ‘visits’ / are telephoned again, Wk9 – get a Pre court letter issued saying “The council are going to take me to court”
Logic Picture Thinking
System
Performance
Service Improvements
Looked at New and Existing Customers (right first time).
More Information to Applicants and New Sign Up Procedure.
Only do the Value Work & Work flows 100% clean
Expertise Developed and in the Right Place.
Improved Predictability of Income Flows
Introduced Measures
Void Turn Around Times Increased
Customer Focus
Beware!!!!
Redesign results new customers
Barriers? Full Support of Interim Director/ Chief Executive.
Suspicion/Protectionism/Disinterest Departmental Management Team/managers Housing Benefits IT - systems to other departments’ needs Corporate barriers - Standing Orders Targets / Silos Resources/ Day job 3D & 2D Waiting to Transfer
Now Success on New Customers
Established Working Method. Average Time for Payments to Hit Accounts Reduced
from 39 days to 20 Days. Less New tenants Fall into Arrears. We do not Sign up People Unless they want to be a
Tenant. Sign up Takes an Hour Did not Complete Work on Existing Customers – but we
have Reduced waste and know what needs to be done. What’s next?
Community Gateway – New Structure It’s not going Away!
Staff
They did the work plus the day job
They came up with the “best” service improvements
Staff Development All expectations not met
Quotes I was so confused about what I had to pay and I was told I would get full HB but
now I have rent arrears. I’m not well and this is making me worse”
“Account balance is never right on a Monday. It’s normally right on a Tuesday”
“My sister talks to her mates (in the USA), over the internet, why can’t you guys talk to each other in the same set of buildings?”
Quote from Interim Director after Check Presentation “……………….”
“There is only one decision that you can make!”
“All this theory does not make sense until you actually do it.”
“Everyone is working hard for their department but not for the benefit of the customer.”
“We are doing all of that anyway, it’s just BusinessProcess Mapping.”
Conclusion It worked for new tenants
Customer focussed
Better use of staff skills
BVPIs
Gateway!
Another step taken to a new organisational culture
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