establishing benchmarks and standards for housing provider excellence sept 26 2016kc ... ·...
TRANSCRIPT
Webinar Series
Establishing Benchmarks & Standards for Housing
Provider Excellence
Speaker
Kathleen CainChief Operating Officer
Link Housing Ltd.
Sept 26,2016
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Speaker: Kathleen Cain
Chief Operating Officer, Link Housing
Ltd. Australia
About this Webinar
Link Housing’s approach to customer service and its pathway to
being accredited and setting benchmarks and standards for its
organization.
In this webinar you will learn about:
� why and how they focused on customer service as a critical
organizational strategy
�approach and process used to being accredited
�criteria used for standards and benchmarking
�implementing a process organizationally
�outcomes achieved
NSW Government Sector
�Client First Approach across Support Sectors
�NSW Government 35,000 Property
Management Transfers – Asset Retention
�“Future Directions”
�Development Projects – large scale, mixed
tenure
Link Housing Background
�1400 Properties in Metropolitan Sydney
�Limited technology capacity
�Customer Service limited by sector size
�Limited Benchmarking Capacity
�Cost to outsource Prohibitive
�Where to start?
Link Housing Approach
�All of business approach to customer service not just
front end.
� Consulted tenants, staff, previously collected internal
surveys and peak bodies.
� Reviewed sector practises
�Developed 3 year strategy
� Service Commitment
Establishing What Was Needed
Customer Service to
Stakeholders
• Mystery Shopping Pilot
Project
• Support Agency Survey
• Complaints/Appeals
• Areas for Improvement
• Benchmark for Industry
Customer Service
Organisationally
• Where are we?
• How do we know?
• International Customer
Service Standard
International Customer Service
Standard (ICSS: 2015–2020)
� The certification program is authorised by the
International Standards Accreditation Board of
ICCSO.
� The standard is used to benchmark the level of
service excellence within an organisation. It is
recognised and utilised by the world’s leading
organisations.
International Customer Service
Standard (ICSS: 2015–2020)
• ICSS applies a Balanced Scorecard Methodology
• The Balanced Scorecard measures an organisation’s
strategy across four perspectives, namely;
– Financial Perspective
– Customer Perspective
– Business Process Perspective, and
– Learning and Growth Perspective
ICCS
ASSESSMENT MATRIX
Certification Result
• “…Link Housing has been certified at the
Implementation level of the International
Customer Service Standard (ICSS). The score
achieved was 5.44 and is an outstanding rating
for an organisation undertaking its first CSIA
certification on its customer experience
journey. It is uncommon for an organisation to
enter the customer experience journey with a
score of more than 5…”
Core Strengths
• Tenant Advisory Group – TAG
– Key positive differentiator of customer service focus
– Structured customer involvement among the best seen by the CSIA
• Planning Approach
– Delivers coherent, focussed spanning i.e from high-level strategy to detailed personal KPIs
– Staff involvement (via the LinkEm initiative)
– Inclusive and transparent
– solid base to launch growth strategy
Core Strengths• Culture
– Desired customer-driven culture - showing evidence of becoming ‘business as usual’ mode of operation
– One Team Culture/LinkWay cultural statement & ‘4 Ps’ reflect values and support
• Social ROI– Commitment to CSR - closer to its core business than is the case for most
other organisations
– Approach of delivering on its vision and purpose formalised through SROI KPI
• Customer Feedback– Mystery Shopper initiative widely accepted as key measure of customer
experience improvement
– Active participation of tenants (and TAG members) as ‘mystery shoppers’, drives home the reality of the Link Housing corporate value of ‘Accountable’
Areas for Improvement
• Data Analytics
– Priority need and key requirement to establish as a leader in customer service
delivery
– Kypera – facilitate transition to data-driven environment
– Taken together, strategy and technology - effective use of business intelligence
– improvement based on better use of business intelligence
• Growth
– Embarking on next growth phase with ’eyes wide open’
– Exciting & unpredictable times ahead demand maximum flexibility & agility
from management & staff alike (Post normal)
– Despite planning and preparation - will face increasing pressure generated by
the dramatic changes - staffing & related infrastructure
Areas for Improvement
• Move to Digital Operation
– Planned transition to mobility infrastructure - good indication of progress
towards a paperless operation
– Review residual reliance on hardcopy material and plans for migrating to
digital environment
– Opportunity likely be expedited as part of planned growth phase
• Social Media Analysis
– Opportunity to leverage data analysis skills & technical infrastructure to
provide business intelligence from data captured via social media channels
– Experience in developing range of performance dashboards - consider more
sophisticated data analytics capability
– Use this to initiate process improvement activities with strong ROI potential
Areas for Improvement
• Developed Action Plan
– Whole of organisation Review
– Delivery Model for tenants and stakeholders
– Priority Systems Purchase/Development
• Quick Wins
– Implementation of the simple, inexpensive and effective tools first.
– Aligns with other certification and accreditation
– Clear reportable outcomes and improvements
– Based on external non-prejudicial assessment
Areas for Improvement
• SO FAR
– First CHP in Australia to be Certified. Definite Point of
Difference
– National Benchmarks not industry
– Customer Service – Get it Right the rest can follow or be
developed
– Looking at the business differently brings other lessons
– Be prepared to own it
– Message what it really means
– Combine with other sources/results
Questions?
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