Online repairs service

Tender description

Why the Work is Being Done The repairs service is livin’s highest volume service and area of spend. Delivered in partnership with Mears, there is a potential to significantly improve business efficiency/productivity and customer satisfaction. We want tenants of livin to have a positive memorable experience with us when accessing the repairs service online. We want them to find the service accessible, responsive, reliable, helpful and knowledgeable in line with our Customer Experience Strategy. The success of our digital transformation programme is dependent on customers using our online repairs service choosing to continue to use self-serve as their preferred contact method in all interactions with us. Problem to Be Solved The current on-line repairs service does not cater for tenant self-fix, nor does it allow tenants to choose an appointment time , make amendments to repairs already reported or cancel their repair or check progress. Many tenants therefore get a better service via telephone or online chat, despite their expectation to be able to do so via the website. livin’s strategy is to provide accessible, responsive, reliable, helpful and knowledgeable services online to achieve high customer satisfaction ratings and improve business efficiency/productivity. The current repairs service does not achieve this and is a priority area for intervention. Who Are the Users As a tenant: I want an easy to use, accurate diagnosis process, so the job gets done right first time. I want to choose an appointment time that suits me, so I’m in. I want to be redirected for self-fix or non-appointable repairs, so I don’t have to start again. I want to be able to amend or cancel an appointment, so I’m not stuck with one I can’t make. I want to check progress of my repair, so I’m reassured it is being dealt with. As a partnership we want to streamline the online repairs service to improve efficiency/productivity. Early Market Engagement Work Already Done Discovery phase has been completed, to determine requirements from the different stakeholder perspectives. Existing Team Business Visionary – Alan Boddy, Executive Director Housing and Business Development Business Sponsor - Paul Proud, Head of Property Services Project Manager and User Researcher - Anna Robson, Digital Transformation Manager Business Ambassador - Dave Sayers, Commercial and Contracts Manager Technical Advisor - Dan Evans, ICT Infrastructure Manager Business Analyst and Technical Coordinator - Graham Dutton, ICT Applications Development Manager Content Designer – supplier User Experience Designer – supplier Solution Developer – supplier Solution Tester – supplier Repairs partner – Mears SSP developer – Housing Insight Current Phase Alpha Work Location Farrell House, Arlington Way, DurhamGate, Spennymoor, County Durham, DL16 6NL Working Arrangments Ways of working were agreed at the beginning of the discovery phase as follows: • Sprint length – 2 weeks • Phases – discovery, alpha, beta (private), beta (public), live • Stand-ups – weekly • Show and tells – end of sprint • Retrospectives – end of phase • Face-to-face meetings – end of phase and as required in between • Tools – Trello, IBM Connections Security Clearance Additional T&Cs Skills & Experience Experience of working in the housing sector and private sector Experience of developing bespoke functionality around repairs Experience of using Agile PM techniques involving clients Evidence of content design skills Experience of implementing user experience techniques Experience of designing solutions for users with low level digital literacy Understanding of non-functional requirements and experience of building these into a web project i.e. usability, security, accessibility, interoperability, reliability, maintainability, availability, scalability, portability and compatibility Nice to Haves Evidence of user research exercises carried out or involved in Evidence of SEO techniques used in website development Experience in the setting up and achievement of goal conversions No. of Suppliers to Evaluate 3 Proposal Criteria Technical solution Approach and methodology How the approach or solution meets user needs How the approach or solution meets our objectives Estimated timeframes for the work How risks and dependencies are identified and approaches to managing them Team structure Value for money Cultural Fit Criteria Work as a team with our organisation and other suppliers and partners Be transparent and collaborative when making decisions Take responsibility for your work Share knowledge and experience with other team members Challenge the norm Payment Approach Time and materials Assessment Method Written proposal Evaluation Weighting Technical competence 50% Cultural fit 10% Price 40% Questions from Suppliers Budget range