Rethinking Repairs: Delivering Excellent Repairs Services 30 January 2014
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1 Learn with us. Improve with us. Influence with us Rethinking Repairs: Delivering Excellent Repairs Services 30 January 2014 Steve Osborne, Mears
2 What we will cover today What makes an excellent response repairs service? Trends in response repairs Background to Getting the basics right campaign and CIH Repairs Charter How you can use it Discussion Learn with us. Improve with us. Influence with us 2
3 Ringing the changes: Out with the old The coalition government End to central government direction End to national targets and PIs End to consumer driven regulation and AC inspection Regulation enhanced focus on efficiency and VFM Affordable rent, fixed term tenancies and welfare reform Learn with us. Improve with us. Influence with us 3
4 So what does this have to do with R&M? Balancing income streams with expenditure Repairs biggest area of spend Economic pressures balancing business minds with social values Critical more commercially astute Creative mgmt and maintenance of assets New delivery models and markets Big differences between the good and the bad Learn with us. Improve with us. Influence with us 4
5 Learn with us. Improve with us. Influence with us TSA National Standards Proposed standard 1. Tenant Involvement and Empowerment 2. Home 3. Tenancy Agreement 4. Neighbourhood and Community Particular requirements Involvement and Empowerment Customer Service and Choice (including in relation to Equalities and diversity, and tenants with additional support needs) Complaints Repairs and Maintenance Quality of Accommodation Allocations Rent Tenure Anti-Social Behaviour Neighbourhood Management Local Area Cooperation 5. Value for Money Value for Money 6. Governance and Financial Viability Governance Financial Viability
6 Registered providers shall: Provide a cost effective repairs and maintenance service to homes and communal areas that responds to the needs of, and offers choices to, tenants, and has the objective of completing repairs and improvements right first time Meet all applicable statutory requirements that provide for the health and safety of the occupants in their homes Registered providers shall ensure a prudent, planned approach to repairs and maintenance of homes and communal areas. This should demonstrate an appropriate balance of planned and responsive repairs, and value for money. The approach should include: responsive and cyclical repairs, planned and capital work, work on empty properties, and adaptations Learn with us. Improve with us. Influence with us 6
7 Attributes of a 3 Star Landlord & Service Provider Top 10 Customer Focus Service Standards Continuous Improvement Performance Management Culture Awareness of costs and VFM Customer Feedback Strong Leadership Effective Business Planning Customer Satisfaction Integrated IT Learn with us. Improve with us. Influence with us 7
8 Excellent Repairs Service Effective appointment scheme Effective repairs diagnose Good performance High level of customer satisfaction Good information provided for customers on the repairs service Effective postinspection scheme Effective partnership in service delivery which achieves VFM Reasonable level of emergency repairs Easy to report repairs Robust methods for assessing performance Effective out of hours repairs service Link between repairs and DH services to inform DH programme Handyperson service for vulnerable customers Low % of responsive repairs compared with planned Effective recharge scheme operating Batching repairs to improve efficiency Learn with us. Improve with us. Influence with us 8
9 Dissatisfaction Trends - National Not easy to report repairs (can t get through; customer care & knowledge of staff) Inconvenient appointments Not keeping service commitments (doing what we say) Not tailoring to tenants needs (i.e. disability, vulnerability etc) Not returning phone calls Not being kept informed Late for appointment Complex works, Follow on/further works, Following preinspection When things go wrong Learn with us. Improve with us. Influence with us 9
10 Right First Time or First Visit Fix? What does it mean to you? Avoid complicated performance measures How many repairs can be done at the first visit? 80%-85% Monitor reasons why job not completed at first visit Operative skills / productivity Materials / van stocks Process, procedures and stock condition Learn with us. Improve with us. Influence with us 10
11 Recalls What is a recall? Quality measure Work not completed correctly Materials or repair fails Operative left mess Recall = waste of resource; increased costs; dissatisfaction Learn with us. Improve with us. Influence with us 11
12 National Service Improvement trends Change from emergency and non-emergency priorities Non-emergency complete within 7 to 10 days Value / Failure Demand review Operatives multi-skilled (can most ops undertake most common/ non-specialist repairs?) - productivity It s more than repairs - sign post residents to other services (added value) Real time repair ordering (before leave tenants home) More focus on self service? (i.e. e- reporting; mobile Apps; Smart Phones) Learn with us. Improve with us. Influence with us 12
13 Get the basics right! Learn with us. Improve with us. Influence with us
14 Learn with us. Improve with us. Influence with us 14
15 Custom built Not a regulatory tool but provides a basis for internal challenge Sign up in voluntary and based on self assessment Focused on outcomes not processes Intended to drive sector-led improvement Effective tool to engage tenants Learn with us. Improve with us. Influence with us 15
16 The headlines Getting the Basics Right Campaign Range of CIH Charters Developed by 60+ landlords and national agencies: Tenant Participation Advisory Service (TPAS) Tenants And Residents Organisations of England (TAROE) Direct Works Forum Chartered Institute of Housing National Housing Federation HouseMark Any landlord / any delivery model (UK) 6 core commitments and principles Planning Delivery - Improvement Learn with us. Improve with us. Influence with us 16
17 Charter Overview. 1. Corporate & Strategic priority 2. Capacity, skills and resources 3. Accessible and accountable services 4. Quality service 5. Value for money 6. Service improvement Learn with us. Improve with us. Influence with us 17
18 Corporate & Strategic Priority There is a clear understanding, right across our organisation, that our responsive repairs service is one of the most important and valued services we provide. Delivering a quality service is a key organisational objective for us and all of our delivery partners Supports other organisational strategies, objectives and departments to deliver services in a joined up way (i.e. housing management, development) Learn with us. Improve with us. Influence with us 18
19 Skills, Capacity & Resources Commit time, capacity and resources to deliver an effective and efficient service Right people, with right skills in right jobs avoiding duplication of roles and processes Invest in training and capacity building for staff and tenants Effective IT and systems Learn with us. Improve with us. Influence with us 19
20 Accessible and accountable service Tenants can easily access the service Collect and use profile information to tailor service to tenants needs Effective two way communication Communicate what the service can and cannot deliver, including what will be charged/recharged for to manage expectations and deliver service consistently and fairly Clear policies, procedures and processes Learn with us. Improve with us. Influence with us 20
21 Quality Service Clear operational responsibility All statutory and regulatory requirement met Flexibility about how the service is delivered Right First Time: repair done in one visit where feasible, to the required quality and to the overall satisfaction of the tenant Flexible appointment system that demonstrates value for money Effective quality assurance system in place Learn with us. Improve with us. Influence with us 21
22 Value for Money What does it mean? Cost Quality - Performance Understood and embedded across the organisation Understand costs and balance need to minimise costs with maintaining a quality service Compare costs and performance externally Procurement: sustainable and demonstrates value for money for duration of the contract Learn with us. Improve with us. Influence with us 22
23 Improve Performance Effective performance management People and process Using information intelligently Tenants empowered to hold us to account provide information to tenants on cost and performance in a format agreed by them Welcome and use tenant feedback on services Seek and use best practice Continuously review service to minimise waste and improve Learn with us. Improve with us. Influence with us 23
24 Survey Main Challenges The main challenges: VFM - balancing customer expectations (service offer diversification emerging) Budget cuts competing with the private sector (emerging HA market) Staff retention maintaining standards, budget cuts (succession planning, future skills costs, apprentices) Welfare reform Procurement (the success of the contract depends heavily on effective client procurement and client skills) Learn with us. Improve with us. Influence with us 24
25 What you told us? New ways of working what skills do you need for the future: IT channel shifting innovative reporting, scheduling of repairs, e- procurement culture change Commercial skills market trends and competition (emerging HA market / DLO trends) Training/up-skilling Green, new ways of stock investment, component accounting Learn with us. Improve with us. Influence with us 25
26 How can we use it? Assess services Monitor, update & feedback Improve R&M services Produce Action plan Deliver plan Learn with us. Improve with us. Influence with us 26
27 Workshop Overview. What makes an excellent response repairs service? What works well in delivering response repairs? What doesn t work well? What are your priorities for improvement? Learn with us. Improve with us. Influence with us 27
28 Learn with us. Improve with us. Influence with us 28
29 Learn with us. Improve with us. Influence with us 29
30 Best Practice Range of supporting how to... guides: How to deliver value for money repairs services How to carry out repairs on time, first time How to build skills and capacity in repairs services How to use technology to improve responsive repairs services Download from Learn with us. Improve with us. Influence with us 30
31 The front runners Launched June 12 Lincoln City Council first landlord to sign up More than 80 signatories Nottingham City Homes Basis for VFM / ALMO assessment Learn with us. Improve with us. Influence with us 31
32 Our offer. Sign up to the Charter and online network How to briefings support the challenges identified: IT (consumer focus) Building skills and capacity VFM Right first time New qualification: Level 4 certificate and diploma in Managing Responsive Repairs CIH membership - individual professional development (3 month free) CIH consultancy - external assistance and critical challenge Learn with us. Improve with us. Influence with us 32
33 Learn with us. Improve with us. Influence with us
34 Thank you - Questions Steve.osborne@mearsgroup.co.uk Mobile: Debbie.Larner@cih.org Senior Policy and Practice Officer Direct: Mobile: Learn with us. Improve with us. Influence with us
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