Brighton and Hove City Council Repairs, Refurbishment & Improvement Strategic Partnership Section 3.0 Technical Competence

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1 Section 3.0 Section Highlights / Mears Commitments to Brighton and Hove City Council: Direct Local Employment Continued Training and Development Plans for all Autonomous Local Management Quality Assurance and Accreditation Q6. Please explain how you will ensure the required level of technical competency of your staff and operatives working in Brighton & Hove is maintained and improved. Our staff are the face of our organisation, they interact with our customers daily and it is their work in people s homes that reflects on us as an organisation, Brighton and Hove as a Landlord and the Partnership as a whole. As such we invest heavily in ensuring our staff are fully competent to undertake all duties and that their the skills, attitudes and behaviour are continuously maintained and improved to ensure our service meets the needs of our customers and that we, as an employer, meet the needs and aspirations of our staff. Direct, Local Employment We directly employ local staff where possible, currently within BHCC we directly employ in excess of 95% of our staff from within the City. We ensure competency is maintained through: effective training and development plans for all staff same level of training for non directly employed staff In this way we ensure all working on our behalf meet our and BHCC s exacting standards at all times. Skills Audit of Transferring and New Staff For all transferring (or new) staff we will undertake a skills audit against a competency framework per role: All data will be stored on our HR system Snowdrop A full training and skills plan will be developed and implemented for each employee and will be regularly monitored to ensure effectiveness Multi-skilling will be encouraged Further skills or trades shortages will be addressed through training and upskilling programmes and/or local recruitment drive Staff performance is regularly monitored and feedback provided to staff through: o MCM - allows us to monitor performance form contract wide to individual operative performance o Customer feedback o Appraisals o Team meetings o Toolbox talks Mears Limited Partnering Proposal February 2009 Page 14

2 Recruitment and Retention We place a great deal of emphasis on establishing and retaining a skilled, motivated and committed workforce. We have a robust recruitment and employment policy to ensure we recruit the best staff, exceed all legislative requirements and best practice and to remain an employer of choice. Our current staff turnover rate is less than 10%. Q7. How will you manage capital projects? Your response should indicate how you would organise at a local and regional level, and what processes would be in place to ensure delivery to time, cost and quality. Atutonomous Local Management All services and works associated with the Partnership will be managed and delivered at a local level. The Local Management Team (as detailed in Question 1) will have full autonomy to make decisions that are based on what is best for the Partnership, as with the current service we provide to BHCC. In summary we use a 3 stage approach in organising capital works: Strategic Organisation of Capital Projects - We will work with BHCC to identify the full year s Capital and Planned programme in advance where possible, and the 10 year programme for Cyclical Works. This investment in early planning, in our experience, maximises efficiencies whilst minimising actual time on site. Estate/Area Level Organisation of Capital Works - Following on from the outline programme, we prepare Estate/Area schedules detailing the proposed timings for individual properties within the estate/area. Individual Property Organisation of Capital Works - As works to individual properties become imminent, we prepare individual property plans detailing all the works to be undertaken, when and by whom. Further detail of each stage above is enclosed in Additional Information Q7. The graphic below details the typical life cycle of Planned works. Mears Limited Partnering Proposal February 2009 Page 15

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4 On Time Works are planned logistically to ensure that they are undertaken consecutively/concurrently as appropriate against the schedule and work requirement for each property. To ensure we remain on schedule we will hold joint weekly site meetings to discuss: Delays (access etc) Resident issues/concerns Following weeks programme Site/sub-contractor (if any) issues Staffing/holidays, resources Stores, material requirements Site progress against targets Instructions/variation s (if any) Health and Safety/accident s etc Monitoring Costs Early planning and logistical scheduling of works greatly assists in keeping costs to a minimum. Further, all costs will be monitored through our Contract Management system (MCM). MCM records every detail of all works including line by line actual costs from entire contract to each individual job/material item. This means we can accurately forecast costs and monitor (in real time) to alert of potential issues, investigate and take action as necessary. Costs are also controlled through benchmarking, whole life costing, extended warranties and preferential negotiated rates with suppliers. An Agreed Maximum Price per property against the property schedule will guarantee costs. Monitoring Quality Monitoring and daily inspection ensures quality is maintained throughout. Mears Supervisors and Site Management: Complete a daily Site Diary (logging all site issues, e.g. weather, access etc) Complete progress charts based on tasks completed Prepare an inventory for each property detailing the materials used etc. Undertake 100% checks on all works Where sub-contractors are utilised they are subject to the same standards, requirements and conditions as our direct workforce, therefore they receive the same training and monitoring and we undertake regular KPI performance checks with subcontractors Mears Limited Partnering Proposal February 2009 Page 17

5 Q8. Please describe with reference to the organisation charts requested above, your proposals to quality control all key aspects of the service. Quality Control Mears is keen to ensure that all works undertaken meet the expectations of BHCC and its residents. Mears is committed to quality control, assurance and continuous improvement. Our view is that everyone has a responsibility to quality and quality control is integral to our management processes. Every team member, from operative to Partnering Manager has a role to play. For the Partnership with BHCC Gary Lester will hold ultimate responsbility at Board level for quality control and is supported in this function by the Partnership Manager James Cryer. To support James we are promoting Dave Warner to the positon of KPI and Quality Manager and he will be resonsbile for monitoring and inspecting all aspects of the service to ensure quality is maintained. We are also promoting Sandra Cooke to the position of Customer and Community Manager and she will hold responsibility for the quality of service to Customers. In the one partner option, we are also creating the position of Head of Housing and repairs to the Senior Team and we see this role being filled by one of the transferring team from BHCC. We summarise below the quality management procedures that we propose to adopt for the programme: Quality Procedure: ISO 9001:2000 Quality Plan Performance Measurement Financial Management Investors in People Health and Safety Management Service / Element Covered: Control of purchasing. Control of product/material quality. Document trail for tenant consultation procedures. Customer care. Performance of agreed aspects for the service against KPIs. (Appointments kept, completion on time, overall customer satisfaction, reported defects etc) Accuracy of accounting records and invoicing through documented audit trails Our staff training, inductions and appraisals. Provision of safe working environment. We record for audit purposes accidents, heath and safety inductions/training, issue of PPE receipt of policy and procedures. Quality of Workmanship Our service is based on getting it right first time (RFT). Our culture of RFT is instilled throughout our entire service from our operatives to our supply chain. We will achieve this through: Direct Employment Investment in Training Managing Customer Expectations This means we have control of our workforce and they fully understand the high standards expected. This ensures that all staff are specifically trained for the roles they are employed in. This also includes Customer Care training for all. Our engagement with customers and our dedicated Customer Care Team allows us to ascertain customer Mears Limited Partnering Proposal February 2009 Page 18

6 Embracing Customer Care Empowerment of Staff needs and expectations and shape the service around them. Our services are built around minimizing inconvenience to the customer and ensuring their needs are understood and catered for. Our staff are empowered and equipped to deliver a Right First Time Service and to make decisions on site to get the job done to the satisfaction of the customer. Quality of Materials We have existing relationships with all of the major Merchants and suppliers and we have colocation arrangements with each within existing contracts. This collaborative working coupled with standardising materials ensures consistently high quality materials throughout. Inspection and Monitoring of Works The continual monitoring of site works is comprehensive, structured and supported by predefined procedures. Our supervisors will inspect all works in progress and the contract manager will also carry out a number of unscheduled visits to ensure quality standards are being adhered to. Post Inspections We will carry out 100% post inspections on all jobs for the first 3 months of the contract; and to an agreed % thereafter. Each one is assessed and recorded on a standard form with customer s comments, where available. The results of the post inspections are entered into our system for reporting statistics. Every completed void will be post inspected. Personal Responsibility for Quality In addition to site supervisory quality control, we promote personal ownership of responsibility for quality. In the case of trades and operatives, this begins with having the potential to increase remuneration through completion of jobs, to a high quality standard, and customer satisfaction. This rewards high quality, and addresses poor workmanship. Zero defects and right first time is a very simple idea to me. I know that if everything I have done in a home is spot on then the supervisor will be happy, the resident will be happy and I will be happy as I will be contributing to the team bonus pot. Quote, Joiner, Mears Limited Quality Standards and Accreditation Mears has been accredited to ISO quality standard since 1994 and is now accredited to ISO 9001:2000 standard. Each one of our branches goes through a rigorous audit process to achieve the standard and each one is audited by our external audit partner SGS to demonstrate achievement of the required standard. Mears has a defined and mature Quality Management System that is distributed to every branch and is used from contract start to define procedures for Quality assurance. Mears QMS Handbook and Policy Statement can be forwarded upon request. It is important that our ISO 9001:2000 accreditation is put into practice by every operative on every job. To achieve a standard of Quality of workmanship and service delivery throughout the Mears Limited Partnering Proposal February 2009 Page 19

7 contract Mears will use its QMS integrated management systems to check and monitor all aspects of work carried out on-site. Mears Limited Partnering Proposal February 2009 Page 20

8 Brighton and Hove City Council Repairs, Refurbishment & Improvement Strategic Partnership Section 4.0 Customer Service Section 4.0 Customer Service Q9. Please outline how you will ensure that Brighton & Hove residents receive an excellent level of customer service and outline any innovations you intend to bring to this area. Section Highlights / Mears Commitments to Brighton and Hove City Council: 70% of residents to regard the service as Excellent in year 1 Working in support of BHCC s Customer Service Charter Dedicated Customer Care Team Customer Care Training for All Staff Resident Led Improvement Group Enhanced Service for The Vulnerable Excellent Customer Service Customer service and customer care are at the forefront of Mears service. The innovations we will bring to ensure that Brighton and Hove residents receive an excellent level of customer include: Working in support of BHCC Customer Service Charter - detailed below Building the repairs service around the varying needs of BHCC s diverse communities* - A one size fits all approach to delivering housing services is not relevant. In order to understand what our customers want from a service we need to ask them and we can only do this if they are engaged and remain involved. Ensuring a fully inclusive service* - We ensure our services are equally inclusive of all members of the diverse community. This is detailed more fully in our response to Q10, Diversity, below. Enhanced service for the vulnerable* - Through our acquisition of Care Force we have a greater understanding of the particular barriers faced by our most vulnerable residents. This understanding allows us to build our service specifically to break down these barriers. This is detailed further in our response to Q10, Diversity, below. Dedicated Customer Care Team* - within each Partnership in line with out commitment to Customer Excellence. The Customer Care Team is also responsible for ensuring that all staff attend and participate in Mears Customer Care Toolbox Talks. Customer Care Training for all staff* - NVQ 3 for Customer Care Staff, Induction, Dignity and Respect, Code of Conduct and programme of NVQ 2 for all customer facing staff. Promoting and using resident feedback* - both positive and negative as a true measure of service delivery Customer Excellence* - we don t believe that satisfaction promotes continuous improvement. We strive for customers to rate our service as excellent. Policies and procedures for working in occupied premises - Included within Working in Occupied Premises Method Statement. We summarise below how we will work in support of BHCC s Customer Service Charter. Mears Limited Partnering Proposal February 2009 Page 21

9 Brighton and Hove City Council Repairs, Refurbishment & Improvement Strategic Partnership Section 4.0 Customer Service *Summaries of the remaining initiatives detailed above and the innovations we will bring are enclosed in Additional Information Q9. BHCC Customer Service Charter BHCC have developed a Customer Service Charter detailing the minimum standards of excellence we will be working to, to ensure high levels of Customer Service. Mears mirrors this commitment. The table below details how our approach to service delivery and the initiatives and innovations we will utilise will support the Customer Service Charter: Customer Service Charter Get things right first time Ensure that all enquiries and complaints are dealt with promptly and efficiently Provide the highest standard of service possible within our available resources How Mears will support Arrive when we say we will Inform resident of any delay Text ahead and text response service to residents Work closely with the call centre to assist accurate diagnosis Multi-skill and empower staff to undertake additional works or those that differ to request AMP/Lump Sum on open book with BHCC to remove the need for variations Undertake works regardless of which budget they fall under - we already do this within BHCC in terms of gas servicing and repair and responsive repairs (as we service both partnerships) where our gas engineer attends site to find the repair is a plumbing responsive repair, we undertake the work whilst on site, inform BHCC and charge to the correct budget. We will be able to expand this level of service should the Partnership be awarded to a single service provider. We will answer all calls to the call centre within 5 rings (where this service transfers) Empower staff to respond as per resident need and escalate as appropriate Dedicated customer care team as first point of contact for residents Take the service to residents via mobile repairs surgeries and local offices (as is being developed in Whitehawk) Transparent complaints procedure Develop effective and flexible customer engagement and participation initiatives Work with local residents and Area Panels to identify the differing needs of diverse resident needs and build the service around them. Work to Mears Customer Experience and measure against Customer Excellence (not satisfaction) Local management and service fully empowered to prioritise at a local level Utilise feedback from residents on what works, what doesn t, what we can do better to inform continued improvement Establish resident led improvement group Bespoke Contract Management System that stores individual needs and preferences Mears Limited Partnering Proposal February 2009 Page 22

10 Brighton and Hove City Council Repairs, Refurbishment & Improvement Strategic Partnership Section 4.0 Customer Service Provide easily accessible service, expertise and information Listen carefully to your concerns and provide services that are appropriate and responsive to your needs and expectations Take your views into account when developing and reviewing services and their delivery Publicise and review annually our customer service standards Monitor your views and opinions of our services Ensure that our staff have the appropriate skills, knowledge and training to perform their jobs efficiently and effectively Flexible appointments that meet the needs of residents Fully inclusive and accessible service Local workforce representative of community Identify and target under represented groups Ensure effective range of information media languages, Braille, large print, typetalk/languageline Bespoke Contract Management System that stores individual needs and preferences Measure service performance for each key community group Highly trained, directly employed workforce Engage residents within the management of the service Identify and promote involvement of hard to reach groups Resident newsletter Host and attend resident meetings Take the service to residents via mobile repairs surgeries and local area offices (such as Whitehawk) Identify and build the service around the needs and expectations of diverse residents Resident representation within the management of the service throughout the Governance Structure from Strategic Alliance to Working Groups Establish Resident Led Improvement Group(s) Promote and utilise feedback from residents on what works, what doesn t, what we can do better to inform continued improvement Resident representation within the management of the service throughout the Governance Structure from Strategic Alliance to Working Groups Establish Resident Led Improvement Group(s) Promote and utilise feedback from residents on what works, what doesn t, what we can do better to inform continued improvement Continue to build the service around the differing and changing needs of diverse residents Engage residents to ask them what the customer service standards should be Publicise service standards annually Publicise Code of Conduct to all residents Involve residents in customer care training to staff Promote feedback from residents and utilise it in informing service delivery Resident led improvement group to inform continuous improvement Residents involved in the management of the Partnership Directly employ staff In-house and external training schemes and centres Customer care training for all staff Intensive induction training for all staff Individual training plans for all staff as per their role and aspirations Annual appraisals Monitoring staff performance Mears Limited Partnering Proposal February 2009 Page 23

11 Brighton and Hove City Council Repairs, Refurbishment & Improvement Strategic Partnership Section 4.0 Customer Service Apologise when we get things wrong Communicate with you efficiently and effectively by whichever method you choose Provide an effective, formal complaint system if you feel that you have not been treated fairly or if our services have not been provided to the agreed standard. Openly admit our mistakes and learn from them Apologise for any inconvenience caused Offer compensation where necessary Put it right Cohesive, joined up communication programme in a number of media and formats to ensure they reach all Resident engagement to identify what methods of communication are preferred Bespoke Contract Management System that stores individual needs and preferences Work with BHCC and residents to review the existing system, identify and implement improvements and agree a complaints, dispute resolution and compensation system for the Partnership Empower dedicated customer care team to respond to customer issues immediately where possible Implement a compliments system Review and analyse complaints and compliments to inform issues and trends and take action as necessary Innovation We would like to propose an innovative alternative method of collecting Customer Satisfaction Surveys on repair jobs. On completion of a repair the tenant will be offered the operative's hand-held to complete an electronic survey form. On completion the customer signs and presses a 'submit'button, closing down the page not allowing the operative to view their comments. The key advantage of this will be the 'real-time'customer opinion and rating of the service received. We are of course aware that some customers can feel intimidated in completing a survey in the presence of the operative, therefore it would be offered as an option and not the only method of collecting customer views. Q9a. Please submit your Works in Occupation Method Statement. Working in Occupied Premises Method Statement Mears Working in Occupied Premises Method Statement is designed to ensure that our Customer Experience is delivered at all times. To this end it comprises a number of policies and procedures that all staff and sub-contractors are required to work to as demonstrated in the diagram below. Central to our approach are practical solutions to making the lives of our tenants easier whilst work is being carried out. Further detail is enclosed Additional Information Q9a. Mears Limited Partnering Proposal February 2009 Page 24

12 Brighton and Hove City Council Repairs, Refurbishment & Improvement Strategic Partnership Section 4.0 Customer Service Mears Limited Partnering Proposal February 2009 Page 25