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This particular project was chosen as it demonstrates not only that SCS can deliver and manage projects nationally, but also the extremely tight time frames that were adhered to and ultimately improved upon.
The contract was brought to SCS at very short notice and within 3 weeks of SCS submitting pricing and getting agreement we had started to survey site’s ready for system installations scheduled over a 15 week period.
The project had to be fast tracked with very tight time scales for implementation due to Cable and Wireless switching off the analogue TV service within the Stevenage area with very limited notice to the council.
Volume of contract
There were circa 2500 dwellings that would be affected, around 50% of these were in high rise blocks (13 &17 storey’s tower blocks), the remaining properties were mixed types.
Nature of work undertaken
Stevenage Council required a 5 wire integrated system externally cabled to one surface mounted face plate in each lounge.
SCS planned and designed each system to meet with the current CAI standards utilising Triax equipment. In some instances a landlord’s power supply was not available. SCS utilised Photovoltaic panels (solar power) to power the mast head amp.
During the project the time frames were reduced, requiring an increase in engineering man power, demonstrating our flexibility to scale up as and when required to ensure timely completion of projects and to budget. During the course of the project SCS were also asked to take on the upgrade of electrical requirements at a number of sites as a fully managed service.
SCS now undertake ongoing maintenance for the above properties.
Cost model used
The cost model used was based upon a one off system price per point along with a schedule of rates under a JCT contract “Minor Works.
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 Manager, Terry Behan, and the Council Committee Members, demonstrating that
The tight deadlines could and would be met.
The initial challenge was to meet the already short lead in time scale from award of contract to full installation efficiency, once the project started this was then reduced further by the client by another 2 weeks. SCS had to re plan the overall project and re allocate engineering resource to meet the increased project demands.
The 17 tower blocks had to be cabled externally to meet cost constraints and time scales set, SCS had to provide and convince the client that the methods of external abseiling would be safe and effective as the major risk would be a fatality should anything have happened.
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.
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.
- Abseiling Teams
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 evening and Saturday appointments as standard for the face plate installations.
We utilised Photovoltaic panels (solar power) to power the mast head amp in locations where there was no landlord’s power supply.
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.
- Weekend cover included during the contract period for system failures.
- Switchover guideline booklet for each property
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