Drive Operational Efficiency & Increase Resident Satisfaction

Hello, everyone, and thank you for joining our webinar, drive operational efficiency and increase resident satisfaction, presented by Brightly, a Siemens company. Before we get started, I'd like to go over some housekeeping items. The phone lines will be muted during our session. Also, feel free to plea, submit questions through our q and a feature at the bottom of your screen. If you don't see the ask question box, you can open it with the question mark icon, and we'll answer your questions at the end of the presentation. Please note this presentation is being recorded and will be available on demand after the webinar. We'll be sending an email with a link to the recording once it's available. I'd like to introduce our speaker today, Taylor First, a senior solution health care consultant at Brightly Software, working specifically in the senior living industry for over five years. Taylor will lead us today as we take a deeper dive into our fully integrated management suite with multi department modules designed to meet the unique needs of senior living communities. These tools can help frontline operators streamline and optimize operations to foster a world class community. Now I'd like to pass it over to Taylor to kick off this webinar. Thank you. Thanks so much, Regina, and and thank you all for for taking the time today. As as Regina said, my name is Taylor First. I've been I'm a senior solutions consultant here at Brightly. I've been working with the Microsoft exclusively, for for some time now. I've worked on the the implementation side, helping clients get up and running, and I've I've worked, here doing the the product demonstrations during the sales process. So I've got a pretty well rounded view of of both, what our clients want and and what our our products' capabilities are. And I'm gonna be kind of using our product as a lens to view these these, advantages, these these, steps forward that can be taken in operational success, as we move forward. So what we're gonna be really talking about today is is how to how to move forward, how what what that next step in in operational success looks like, on your campuses. So, you know, simplifying those day to day operations and and always trying to drive resident satisfaction. Communication is always the key. So we want to to help communication and transparency both within your teams and, with the residents. Efficiencies, freeing up time, doing you know, making sure that your team is is able to get through their day is, you know, paramount with with staffing concerns that we always have and just making sure that your team's able to to maximize their time. Operational costs, always always an issue, always something that we need to keep an eye on while also looking at at ways to drive a little bit more revenue and, obviously, a high touch personalized experience, which also leads back to that pleasant satisfaction that we're gonna be talking about. And we're gonna be talking about these these objectives again through the lens of the works of and how, using a fully integrated software suite can can really drive these these these key objectives. Wanna talk a little bit about how we view the market, how we view the the the campus concerns that you have right now, and a little bit about the the product itself as we as we move forward. So we know that, within senior living today, there are a lot of challenges, a lot of things that that we take a look at. You know, occupancies coming back, we're very happy to see that. We know that that there's been some trouble over the last few years, but but occupancy is on the rise. But competition is also on the rise. There's a lot of consolidation going on. There's a lot of, streamlining. There's a lot of of of corporate involvement, in senior living today. It's also putting pressure on staff. Senior living is not the the seniors on campus aren't the only people who are getting older. It's also staff. We have an an aging staff, which also leads to to to turnover, retirements, starting to talk about, being able to have succession plans in place for for your teams moving forward. You're about to have the largest generation in history kind of heading towards these these communities and being able to, to serve them in a in a great way. You know, we we're not talking to the silent generation anymore. We have a a generation who who likes the things that they want, and they'll they'll tell you about it. And they want a high touch. They they want a white glove, service offering. So we wanna make sure that you're able to be set up to to deliver that. We also have increased expectations. As I said, we we have people who know what they want, and they're not afraid to ask for it. But that that's more of a a market overview talking about what what we're hearing from our clients about what's happening on campus. Now you've got multiple departments who are kind of running things their own ways. You've got maintenance doing it one way, housekeeping doing it another. You've got your activities team running calendars on multiple Outlook calendars and transportation running things down in a notebook. You know, making sure that we have the ability to to streamline those processes and kind of future proof for the the retiring workforce to be able to make sure that that we're set up for moving on to that to that next person, making sure that, you know, all that information isn't walking out in someone's head. Also, delivering that, that that good experience to to all the client to all the residents, making sure that they're communicated with. We want to make sure we're transparent and open, so that we can, serve them and they're satisfied with with what we're delivering to them. And, also, the visibility. You know, that's gonna be, you know, how long work orders are taking, how much how much are we spending on things, or do we have a future plan? Because you can't plan it for the future unless you have the information to make those future decisions. So putting the information in the system so that you can see and predict what's what's coming next. And what we what we see when when people start to implement these processes is, you know, increases of up to ten to twenty percent of resident satisfaction through that transparency, through communication, through ease of use, knowing that that things are actually gonna happen when they ask for it, ability to generate additional revenue down the road and being able to to track those things and anticipate the the next, the next step. We definitely want to help drive those those occupancy rates, you know, being able to to to assist in tracking the the turnover that might come up and and being able to have a plan in place for, turning units and getting people into to units faster. And with increased resident satisfaction comes word-of-mouth advertising, which is, as as we know, the the most powerful kind. So from from our twenty years of experience, in in senior living, we we work with about twelve hundred, senior living communities across the country, and about six hundred of that, would fall into the to the life plan community with others in skilled nursing and memory care and other other stages of, the the senior living hierarchy. But we've built the the works up to addressing living specifically. This is purpose built for this industry and and take into consideration what the resident needs are and what you need to serve them. So we started with maintenance. In that maintenance module, that's gonna include the reactive work, preventative maintenance, asset management, mobile. All that is gonna be incorporate incorporate encompassed within that that maintenance tool. We've also got transportation because people asked us to help track the trips that the residents take take and their vehicle maintenance, capital planning for additional, tools to, to to track their assets and future plan, housekeeping, you know, moving away from paper, getting onto a sustainable scheduled updated system to to help track the schedules as well as the reactive work. You know, security, tracking those rounds, making sure that the physical security of the campus is in place. And then surveys and inspections to actually get feedback directly from your residents to make sure that they're satisfied, and then you can use that to publish and, go further. So we built this hub as a way to serve the community as a whole from an operation standpoint. That's not to say that every community is created equal and will need all of these tools. The works hub allows for it to be built separately so you can add maintenance. You can add housekeeping a year later. You could add transportation a year after that. You can grow and build and change. Even within a a larger organization, different individual communities can have different allotments of modules based on their needs, based on their resident population and what they need to serve that group. So how does the Worksub function? What what steps do we take? You know, at the highest level, we are a offer a centralized dashboard, a fully integrated senior living operation solution that brings together multiple departments with things like asset management at its core. You know, putting all of your staff in, having no no restrictions in the number of staff that you can have in. You know, tracking those those inventory items, the consumables that you do in in, in the course of or you consume in the course of doing work. Quality assurance to actually prove that you're doing the the things well or getting input to know that what you need to improve to to serve your community better. But how how does all this information get in? First of all, we integrate with with several resident portals. You know? Make it easy for the residents. When they go in to to check the menu for dinner, they can also put in a work request for for the, cabinet door in their bedroom that that won't stay shut. So we we integrate with those solutions so that they can log in to a common dashboard or common software and put that request in a flow directly into the work zone. So make it easy for the residents. Individual requests. Again, we can open this up to the whole staff. You can limit who can do what, but people can put in trip requests, activity requests, maintenance requests, housekeeping requests, have those things flow directly into the system into a shared dashboard. It's also gonna allow for things to be, shared back and forth. If something accidentally comes into maintenance, they should have gone to housekeeping, it can just be easily rerouted. No offline communication. No post it notes. No text messages. Wanna make it easy for you to move it from one department to the next. Put it on a schedule. Daily, weekly, monthly, quarterly, annual tasks, whether it's a formal PM that for the the monthly fire extinguishers that the the fire department's gonna come ask you about, or if it's a a daily water temp check, or if it's just a reminder to clean the shop. Put it all on a schedule and and let it run, and it will just generate on the schedule that you ask it to until you tell it to stop. And, obviously, get those assets attached. We wanna track the costs and understand where we are allocating our work. And finally, projects. This is something we're gonna talk a little bit more about later, but projects is a great way to bring multiple departments together. It's a great way to to track things like room turns and renovations, understand what the the scope and cost of those projects are, multiple work orders for for each step of that project, but also cross departmental functions. You know, a renovation, the multiple steps will include housekeeping, possibly IT departments to get involved in addition to maintenance. So every work order on campus, regardless of who does it, should end up in the works up, not just not just easy work orders done by your team. So, again, the the asset management, attaching those assets, understanding how we're allocating resources, the inventory control, you know, tracking the staff, who's putting the work in, how well are we doing. Are we doing well? Could we improve? Understanding that. If you're not asking the questions, you don't have the answers. So you're able to to track all those things through the system. And doing all that, having all that information put in will lead to better time tracking, higher productivity, billing, if that's something that that you do, completion rates, number of work orders. You know, I look at the works hub as, yes, it's work orders and assets and all those things. It's you know? But it but it goes beyond the CMMS that's just focusing on maintenance. We wanna focus on housekeeping, transportation, event management with room bookings, security, the operations as a whole. You know, this is I I think of it as a resource management tool. They're the the human resources, the people, where are they going, where are they spending their time, what's their productivity, the assets, those those things, those pieces of equipment to keep the lights on, to keep the buildings warm and safe for your residents. Now are you tracking all of those things? What are you putting into them? What's the the time, the resources allocated to those? And then finally, the financial resources. How are those allocated around campus? Where are you expending those resources? So getting a full picture of all of that will lead towards better planning in the future, better, interactions with your residents that they know and they have transparency to where the funds are being allocated. So it just it gives better visibility and allows for better future planning. And through this through tracking the work and and getting into this, I wanna start with a little bit of a case study talking about how mobile can benefit campus, how tracking work on your phone, giving your text access to mobile versus carrying that clipboard, walking around with a piece of paper, going to and from the office, more of a a legacy platform. So we talked to one of our communities, pretty on on the higher end of size wise of communities, lovely place down the road from us here. You know, four hundred residents, full spectrum of care, you know, lots of amenities on campus, good sized staff with thirteen techs and twenty five housekeeping staff. A lot of folks to manage, a lot of work to manage. This is actually a a cart that I took a picture of just to prove that I I do go to these campuses. So kind of to lay out the image of the campus, nice to to have the the actual map of of the campus. We've got some villas. We've got different buildings. Everything's spread out. This is probably a a pretty familiar view for most of you. And throughout the day, throughout the week, work orders will start to pop up. We've got the shop here as our as our central location. The work orders pop up. One, two, three, four, five, six work orders pop up around campus. And traditional legacy systems on paper, clipboard, we pick up that piece of paper in the office. We go to do one job. We come back. Maybe we grab another, but in a lot of cases, we're doing one job at a time. We go out. We come back. We go out, we come back. And I know this seems tedious. I'm drawing a lot of lines, but walking those distances also seems tedious. You're you're you're taking a lot of time between jobs. And I'm guessing not all these are straight lines. In in in reality, a lot of these would be squiggly lines. We're stopping. We're talking to people. Yes. We're interacting with residents, but we also have work orders to manage. We've got a job to do around campus. So as we move around campus, what are we looking at for just six work orders? You know, twelve trips including the back and forth, ten minutes of travel time on top of the actual wrench time that it took to do those jobs. So that's that's two hours just in in the back and forth time. So what if we reimagine this and your tech doesn't need to come back to the shop before just able to get work orders distributed in real time throughout the day. Let's let's allow our tech to move around campus and move from job to job in an efficient pattern. We can pick out the right path based on the priority of the work and the direction, the path that needs to be taken as we move through campus. That that the happy path around campus that's gonna increase our productivity. And we're seeing productivity increases of as as much as ten percent and even more, you know, as as people track time on jobs in addition to the efficient path. And the the the ten percent increase of productivity is before we even start talking about time tracking and the increase in in speed of completion when people are tracking time against jobs. Now twenty percent increase in resident satisfaction because we're getting work done more efficiently. We're getting those jobs done faster. So we want to to put more work through the system and have more visibility to that work. Not to mention, having your techs walk around campus with that mobile device is gonna make them more accessible, more likely to put that next job in when, not if, but when a resident stops them as they're walking around campus and they say, hey. Do you have a second? Can you help me with this? First of all, we know that nothing takes a second. Everything's gonna be an engagement. Everything's gonna take some time, but we also have the ability to track that work back in the system. So what are we looking at? The ability to start that timer. One tap on the screen of your phone, you're able to to start a timer and then complete your work order, which will track that time. And one tab to add a billable option if the if this job goes above and beyond, if that job isn't included in your service agreement. And we know billables. We know the numbers that that that talk about billables will change from community to community. Everyone's got a different outlook and and and, model around billable options. Some communities, everything's just included. Some communities just choose to bill certain items. Some will bill more for housekeeping than in maintenance. It just depends on your community setup. So some of the billables that we talk about and and including that may apply to some of you and may not apply to some of you. But billables we'll we'll talk about how billables can be effective in in in, working with your resident community as we move forward. So, also, in we we talk about the resident experience and that that white glove experience that we wanna offer. How about some some quick notes about that resident right there at the top? You know, what their preferences are? If they, you know, make sure you you put on paper booties before you go into that apartment. Check. And finally, quick access to recent work history. Could this work be tied to something we did two weeks ago, three weeks ago? Is this a trend? Could this be linked? You know, if we have a we're coming back to to replace a grab bar for the second time, maybe we go or we replace a towel rack for the second time, we go ahead and replace it with a grab bar because I feel like that that's we we know what that leads to. But the more information you can put at your text fingertips, the better. So this is these are screenshots from from the the Worksub mobile. And this is something that if if we get into a demo, if this is something that you want to explore further with us, we'll show it to you in real time. We won't just show you screenshots. So as we as we look forward, you know, through the through the maintenance and and kind of talk about that, Now we can jump to housekeeping. Why use housekeeping? Why incorporate it? I mean, in a lot of cases, some of it's housekeeping. I'm guessing in in most cases has been run the same way for at least ten years, if not twenty. Paper, whiteboard, spreadsheets. You know, why not make this more sustainable? Because the person who usually is in charge of the housekeeping, you know, they are the linchpin that keeps all this together. So we can bring you the same exact mobile functionality housekeepers to to to run timers, track their productivity, get feedback, check off, standardized checklists. You know, consolidate that information that that that's so disparate that, you know, some people know some things because they've been working with these residents for years. They're in their little black book. They're in people's heads largely. You know, let's share that information about resident preferences because if someone calls out, if someone retires, if someone moves on, that information is lost and that impacts the resident experience. So we wanna tailor that experience to the to the housekeepers, to the residents specifically. You know, billables for additional services. Again, you know, things that that fall outside the resident service agreement, like, you know, extra bed making, helping to empty the dishwasher, extra carpet cleans, an additional deep clean throughout the year. You know, these things can all be an extra source of income. We've seen on the low end, campuses generate an additional five to ten thousand dollars. Again, that's just kind of entry level billables that that we're starting to look at, especially around things like extra course, either because it's something that you've chosen not to bill for, it's just never been billed for, or you just don't have a good mechanism for it. So getting things like that included, can can be incredibly beneficial to the organization as a whole. You know, projects. This is something that that we talked about earlier during the the introduction. Projects is one of my favorite aspects of the worksub because it helps bring departments together. Maintenance, housekeeping, if if you've got IT in the worksub, you can have multiple departments worth of work as we see the work orders here in the center. And that's gonna help us stay on track and more quickly get these rooms turned over or manage the refurbishments. You know, these things are often kept outside outside the CMMS even though the direct maintenance team often plays a a significant role in this. So it doesn't impact that. So it's not shown as part of their productivity. So tracking the work alongside their their other daily work. Also having the the housekeeping and and IT work in there as well so we understand the full scope of that project and everyone can stay on time. We can set up reports to be sent out to your marketing team on a weekly basis so they know the status of every room turn, and we can get get people into that apartment more quickly. So we can track the costs, the billables, and understand the scope of that project at any given time. We can get quickly get a project summary, and that's gonna help you stay on top of these things from from day one through through completion. You can even track upgrade billable. So if people wanted the hardwoods or one of the granite countertops, those can be included. So this is gonna helps help you stay on track and and keep on top of everything. Beyond things like projects and and the day to day work, we can start even helping with room bookings. That's that's your on campus events, things like daily daily events, meetings, guest suites, catering, club meetings, you know, the weekly games and the weekly book clubs. You know, get those things put on a schedule, but get them put on a consolidated schedule that can be managed and controlled by a few people without too many hands in the cookie jar. Now I tell people all the time, nothing makes a bunch of nice, polite, well mannered people into a bunch of squabbling children like a publicly shared calendar. And that's really what we're talking about at the end of the day. But we talked about connecting departments. This is also gonna allow work orders to be generated to to to the maintenance team for setup, to the housekeeping team, for teardown, to the IT team if you're using that, for for AV setup work. So it's actually gonna generate the work orders automatically without keeping those work orders just sitting on the dashboard for for six to nine months as we're waiting for the next event to come up. So management of all those things in one place, on one calendar so that they can be managed collectively and have easy visibility to them, for those who need it. And, obviously, the the billables as well, whether we're billing for the actual use of the space or even for catering options, we can we can track all that work, through the system. Even transportation, those those daily rides, the things that typically get get managed on a on a notebook, on a calendar, on an Outlook calendar, Let's get that into the system so it can be standardized so we can put things on a schedule. Centralized controlled calendars, recurring trips, those, you know, Monday, Wednesday, Friday dialysis appointments, get those recurring in the system, tracking the return trips, making sure that we get everyone home at the end of the day. You know, that's that's so important to make sure that we're we're impacting our our resident experience. Now the billables that associate, if you wanna bill by flat rate for a specific location or bill by by the mileage that that's being traveled, there is mapping software built into the system so you can track where the vehicles are are, are going based on the destination. So, yeah, having full visibility to that. And then managing that vehicle maintenance. You know, that's that's something that often gets overlooked in the CMMS world is the transportation vehicles. You know? What's what's its history? How often is it going in? Are we staying on top of those things? You know, is that something that you've kind of relinquished control to a to a garage, or is it something that you're staying on top of? And that's not just the the oil changes and and tire rotations. That can also be your daily vehicle walk around. Do you have a standardized checklist that needs to be done? Let's get that on a on a device and and let your drivers do that in real time, on a daily basis. So that's applying the the works hub to, you know, multiple departments impacting the resident experience, tracking those billables, you know, making sure that that we give the the a great experience to everybody on campus, and we're talking to each other. We're standardizing that experience to make sure it's easy and repeatable for for all time, not just until the person who knows everything leaves. So what I wanna give you to take away is some actual numbers that can impact, or that that that apply to the resident experience. And I wanna talk about some some benchmarks that we've put together from our our client base, And that's going to be looking at the actual resident service, benchmarking numbers that that we're talking about. So what we're looking at, we've got a couple of different benchmarks that we're gonna be going through here, and that's going to include, you know, percent work orders that come from residents. Average day average day is open per resident request. And then looking at those fee for service, some of those billable options, and how we've seen those applied. This is data that we've taken from our clients. This is information that we're able to to pull out because we have such a large client base. We're able to to kinda get some insights on what's going on out there in the market, and and apply it to the industry moving forward. And based on what we've talked about, these are things that that are you're able to get because you have this information. How much time are you spending? What what are we billing? How many work orders are we doing? What's our response time? Because we're collecting all this information in one place, we're able to make forward looking decisions, based on actual information, not just doing it based on what what you think needs to be done next. So what we're gonna be looking at is the the our kind of benchmark meter here. So the yellow and the orange are in the the the yellow is probably a little bit too low. The orange is probably a little bit too high. The green is really the sweet spot that we're looking for. So that's how these these bars are kinda set up here, on our, on our our benchmarking meter. What we're looking at are is a benchmark that we're talking about percentage of workers that come from residents or resident family member. And if you're and and being able to track that is is important understanding how the work's getting to you. So as we we look at our numbers here, we're looking at, on the low end, ten to twenty twenty four percent of resident sourced. Right in the middle, we're looking at about twenty four to forty percent. On the high end, forty to fifty eight percent of resident sourced work orders. And where's the national average fall? Right about twenty four percent. So on the kind of the low end of what we talk about as that that sweet spot. So what's that mean? You know? If you're if you're on the lower end, are your residents comfortable putting or putting letting you know about issues, communicating those issues to you? Or are they just the more on the on the silent end? You know? Are you empowering your residents to let you know what's going on? So understanding that, you know, do do they feel comfortable communicating with you, what what's going on on the campus? Is the staff not logging the the work correctly? So do you have a way to understand if that work came from resident or resident family member versus just a staff member putting something in? So being able to report under how much work is being done by the residents that are are being communicated by the residents themselves is important because that's gonna impact you can can impact things like marketing. You know, if they talk about how resident involvement is benefiting the the betterment of the community, that's a that's a big deal. You know, do you have a really good system for for identifying concerns? If your number's really high, then maybe your residents are are very empowered, and and you're you're just doing a great job of capturing that information. If you're on the higher end, you know, understanding the the types of requests that are coming in and making sure that the staff's looking out for things. You know? And that's something that that can come in with actually putting mobile in the hands of of maintenance and and housekeeping. You know? They're they're the best eye eyes and ears of your community. They go more places more often than anybody else. So allowing for them to put requests in in real time is gonna cut down on the need for residents to do that more often. And then we can also talk about monitoring service creep. Are residents asking for more and more? And we'll talk a little bit about service creep in another context in just a couple minutes. Are your are your residents asking more than is expected based on the the service agreement? You know, things outside that that that they're supposed to be doing. It can decrease their productivity. We know in senior living, we to care for the residents. We always want to do what's best for them, but the staff also has their their job to do maintaining the facilities. So our next bet metric that we're gonna talk about is average days open per resident request. What's our our number? Are we getting the work done, as quickly as we we said we should? So on the low end, we're looking at zero to three days. Middle, we're looking three to six days, and on the high end, seven to thirteen days. We're gonna drop the line right below three days. Around three days is where the frustration starts to build up from a resident. Why hasn't this been done? That's that's where they say, you know, you start getting the the nasty the nasty calls, the emails, maybe, the follow ups at the front desk. At three days, that's that's their tipping point for for frustration. And where we see the national average is just over that, just below four days. So being able to reduce that days open by effectively and efficiently moving through the campus is is definitely a goal. We'd like to see that two days and under for all resident requests. I know a lot of campuses really view one the same day for all resident requests, but having the ability to report on that and say, hey. We are meeting our standard. But if you have if you don't have the numbers, it's tar it's it's hard to to report on a standard that's being maintained. So what do we talk about with applying the benchmark? You know, if you're on the low end, are you responding too fast? Responding too fast can be an issue because it it in some cases, it will reduce productivity because if you're going straight to do that and you're prioritizing a simple job over something that needs to be done, that can take away from the overall productivity of your day. So that we talk about that happy path moving around campus. If you have a planned way of doing those jobs, that's gonna make your team more efficient than just running out and doing, an an easy job right away. Now if you're not batching your jobs, you know, if you have a a bunch of light bulb changes, you know, we we talk I talk to people all the time who say, you know, I just every other day, I go do all the light bulbs. I just take a take a a bag full of light bulbs and go out and change all of them. So doing light jobs can can help build efficiency as well. And if the number is low, you do have super high, service expectations. I know we all do we all wanna deliver more to the community, but making sure we're communicating with them as far as what's going on with their work. You know, if your numbers on the higher end, is that by design or or or lack of efficiency? You know, is that something that you say maybe you have a higher threshold for for how long you want those work orders, to be done, Or are you, not being as efficient as you are? Maybe you're doing too much of the out and back. You know, and what's driving those delays? You know, in some cases, could could that be inventory control? Are you not keeping enough inventory on hand? Do you have to go out to to Lowe's or Home Depot three or four times a week? Are we going out there every day to to get things? Would you be more efficient by keeping a little bit more, maybe some of those quick items on campus in a in a centralized location so that we don't have to run out quite as often? So putting putting some of those controls in place can be can be incredibly useful. And then we're gonna talk about billings per year. So, again, tracking average billables per year. This is, again, something that is very different from community to community, but these these are what we're seeing as kind of median averages. We cut out the high end, low end, and just look at kind of the middle eighty percent. What what are we what are we dealing with from a billings perspective? So in the low end for basically nothing up to just over twenty just under twenty dollars. Middle ground, we're looking at a pretty large middle ground from from twenty to about a hundred and thirteen dollars. And on the high end, from a hundred and thirteen up to almost almost five hundred and fifty dollars. So pretty pretty big gaps in in how big. I think that illustrates the the fact that everyone does this a little bit differently. On the national average, it's it's still on pretty low end compared to to what the rest of the numbers are at at just below fifty dollars. And I feel like that there's a lot of this that that's connected to not billing for things that that need to be done or not billing for things just because you don't have a good mechanism in place. We have seen changes on those billables, over the last several years. In the last ten years, we've seen the the number of communities that are regularly billing increase steadily, and and almost tripling in in, in the last ten years. So that number is is going up exponentially, over the years as we track the the people who are using that billable option. So it becomes more of an issue to increase some of that that income as, you know, housekeeping especially housekeeping and, maintenance are are non revenue generating department. So any little bit of revenue can be can be really useful. So a couple of kind of conversations about the chargeable rates. You know, national averages for for maintenance. Yeah. How much are we how much are we tracking? You know, ten percent increase, since the last review in two thousand eighteen. Now do you even have an hourly rate? And how are you tracking that? How are you applying that? Are you are you relying on your your text to come put that back on the work order? Or are they estimating are they putting the time on all the work orders on Friday that they finished throughout the whole week? You know, that active time or real time, you're gonna get better visibility to the time that's worked because residents notice. You know, we I I talked to someone just this week that said, you know, if if a tech reports that they spent forty five minutes in their apartment, but the resident was timing, and he was only there for twenty seven minutes. You know? Because techs round up. We we all do it when we're when we're tracking time. You know? So having the ability to Having the ability to to track those track those billables is is incredibly important under setting those setting those standards so that they're in place And being able to to set some some Being able to set some flat rates is is important as well. Excellent. Thank you. Sorry about the technical difficulty, everybody. I will hopefully, this is around where where you lost me. So talking about, chargeable rates, as as applied to, what the what the standard resident billables are, is it can be can be really useful. So I I worked with a client who they were they would quote, then they would track track time, and then they would deliver a bill. And it was a multistep process in, in delivering their their billables. So what people would, what what they ended up doing was taking the data they had from several years of tracking time and and delivering formal billables is they set flat rates. They put together a menu of service deliverables and offer those as as what they would do. So on grab bars, hanging TVs. They had set rates for those things to remove that that question mark in the process. So they they had great success and higher satisfaction with that. So applying those those benchmarks, talking about low bill lower billable rates, you know, are are you not tracking billables because you don't want to or if it's not in in your, in your community's kind of standards? You know, being able to track billables if you're if it's something that, you're not doing just because you've never done it or that it's, it's just you don't have a process in place, and also provides, credit for for the work that, you're doing. And back to the service creep, just having small billables there can help reduce service creep, where you're not saying no to people. You're just attaching even even small billables to things, can can help with that and, again, drive drive a bit of revenue for the departments. Alright. Well, I hope this was was was useful to you, provide a little bit of information, insight into increasing, simplifying operations, improving communication, streamlining efficiencies, saving costs, costs and increasing revenue, and offering personalized experience across the board for your residents. Again, sorry for the technical difficulties there towards the end. Hopefully, we're able to get through it. But thank you so much for your time. I think we've got time for for a few questions if if y'all have any, if you wanna stick around. Otherwise, I I hope you you have a a great day.