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SCS have carried out a lot of its IRS systems locally in the North West, but as Brighton & Hove City Council are based away from our centrally based head office location, it was deemed that this would be a more appropriate study to demonstrate that SCS can deliver and manage projects that are not just local. This took into consideration challenges in respect of engineering, supply chain management and auditing – all of which have been successfully met.
Volume of contract
Link Housing had circa 4000 properties that required to be completed for the digital upgrade in 52 weeks. SCS employed two teams to complete this process and through diligent Project Management were able to deliver on target and to budget.
Nature of work undertaken
The Nature of the work was Integrated Reception System installations for multi dwelling units in the area that covers the Mid Scotland area mainly in the Falkirk, Edinburgh and Glasgow areas. Link Housing had chosen a 5 wire integrated system, externally cabled to one surface mounted face plate in each lounge.
Additionally to the main lounge point SCS were requested to install a second UHF point within the tenant’s bedroom at the point of commissioning the system.
SCS planned and designed each system to meet with the current CAI standards utilising Fraccaro equipment, on completion of each site, system designs and signal levels were issued.
SCS now undertake ongoing maintenance for the above properties.
Cost model used
The cost model used was based upon a schedule of rates provided initially by the client at the tender stage and revisited with the client during the first two months of the contract at which time additions were made.
Terms and Conditions used
SCS worked to the JCT contract “Minor Works Building Contract with Contractor’s Design” for use in Scotland. With agreed dates for valuations and payment schedules
Details of Key Performance Indicators and levels of performance achieved
The key performance indicators used were as follows:
Internal - Absenteeism /attendance, Staff turnover, Training completed, Total hours worked, and Overtime used, No work days % of installs Audited for quality. – Figures reported to the project manager and engineering manager.
External - Accidents/incidents, Equality/diversity (employment), Points completed Customer satisfaction.
SCS have met all the criteria set in these KPIs.
Examples of customer involvement in delivering service
At the commencement of the project the SCS Management team had several meetings with the Project Management Officer, David Newton; this was to ensure what the expectations were to be for the project, and to ensure that it was delivered on time and to budget.
Scotland, initially, because of the distances involved and the extreme weather conditions made it a challenge particularly in the winter months, both for installation run rate and health & safety. At the beginning of the project this was identified and work was scheduled within the winter months on buildings at a low level reducing the need to work at heights. On days where the weather was not practical to work outside then the engineers would look to undertake face plating or any minor snagging at low level.
The systems of works were as follows:-
a) From the clients address list a site survey was produced detailing equipment locations and approximate cable runs. This was issued with both photographs and AutoCAD/PDF schematics.
b) These were electronically issued to both the client and the Consultant for approval.
c) On receipt of approval the system equipment was ordered and the survey issued to the assigned engineer.
d) An initial contact letter was sent to each of the residents explaining the installation process and services to be provided.
e) On completion of the “first fix” installation the residents were again contacted with appointment details for the installation of the socket outlet.
f) On completion of the face plate installations O&M manuals were issued to the Consultant containing Test Certificates, Signal Readings, System Schematics, Equipment Schedules and Data Sheets.
g) Once the manuals had been approved by the client an application for payment was issued to the Consultant, on receipt of the payment certificate an invoice was sent to Link Housing and payment was made within 21days.
Details of IT
IT systems used included an electronic data collection system to micro manage the project, and a standard data base for more general macro managing of the system.
All engineers were issued with a lap top that was WiFi enabled and a mobile phone that accepts email. All work instructions were given electronically and updating of the work was also carried out electronically.
Use of specialist equipment
The specialist equipment used on this project:-
• Safety equipment for working at heights.
• “Promax” Spectrum Analysers.
• Specialist access equipment brought in when required.
Additionally, SCS used nail guns to increase the number of points that we were able achieve per two man team per day.
Innovation and added value that SCS brought to the project
SCS brought added value to the project by offering regional meetings with both the clients housing officers and tenant meetings, to discuss the installations and the analogue switch process and what SCS could do to help each resident.
We offered Saturday appointments as standard for the face plate installations.
We had special equipment produced by suppliers to suit the customer’s requirements ranging from cable colour and type to remote powered equipment.
Due to the strong winds in the area, we developed “stronger” brackets for the rig installations with increased welding at no extra cost.
Problem solving
Should any problems occur during the project they would be reported initially to the Project Manager, both verbally and on an electronic report form. They would then be relayed to the client. If required a visit from either the Senior Engineer or if required the Project/Engineering Manager would be arranged.
SCS strongly believe that transparency is the key to a good working partnership between employer, supplier and resident.
A fully auditable customer complaint system was in operation so that if a problem could not be resolved on a local basis, then this process could be followed and would ultimately resolve the problem.
Customer engagement strategy
The strategy employed by SCS to ensure that the customer (employer and resident) had full transparency of work to be completed. This included working with the employer and the end user resident/warden/matron being involved in the scope of works, the time scales involved and the final positioning of the equipment.
This was achieved by utilising the following methods:
• Regular update meetings with employer and SCS project managers
• SCS provided the customer with a free phone contact number for arranging appointments as well as a Lo-Call number at £0.03p/minute for those residents using mobiles.
• Area meetings were offered for both residents and Housing Staff.
• A Dedicated Tenant Liaison Officer was appointed to deal with all resident queries and appointments.
• Locally employed engineers were able to respond at short notice enabling familiarity and recognition of the area and requirements. |
