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Rethinking Repairs: Delivering Excellent Repairs Services 30 January 2014
Steve Osborne, Mears
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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
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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
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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’
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TSA National Standards
Proposed standard Particular requirements
1. Tenant Involvement and Empowerment
Involvement and Empowerment Customer Service and Choice (including in relation to Equalities and diversity, and tenants with additional support needs) Complaints
2. Home Repairs and Maintenance Quality of Accommodation
3. Tenancy Agreement Allocations Rent Tenure
4. Neighbourhood and Community Anti-Social Behaviour Neighbourhood Management Local Area Cooperation
5. Value for Money Value for Money
6. Governance and Financial Viability
Governance Financial Viability
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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
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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
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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 post-inspection 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
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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 pre-inspection
When things go wrong
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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
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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
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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)
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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
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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
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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
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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)
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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
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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
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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
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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
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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
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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)
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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
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How can we use it?
Improve R&M
services
Assess services
Produce Action plan
Deliver plan
Monitor, update & feedback
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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?
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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 www.cih.org/repairscharter
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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
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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
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Thank you - Questions
Steve.osborne@mearsgroup.co.uk
Mobile: 07595 887601
Debbie.Larner@cih.org
Senior Policy and Practice Officer
Direct: 024 7685 1715
Mobile: 079 4445 8294
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