future proofing your repair service pdfs/presentations... · future proofing your repair service...
TRANSCRIPT
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Future Proofing Your Repair Service
Richard Woolfall
Assistant Director Asset Management
Magenta Living
Magenta Living
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We are all talking about it!
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“In general terms the benefit changes have made it
increasingly difficult to let previously popular three-
bedroom homes”
“Covering the cost rental income means revisiting long-
term asset management strategies”
“62% increase in liability orders issued in the borough
of Enfield in the last 6 months”
“Asset Management Strategies need to look at who is
our future customer”
What we’ve been saying
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• The world of social housing has changed more in the
last 12 months than it has in the last 20 years.
• The introduction of the benefit reforms has changed
the landscape of social housing beyond recognition
• For many RP’s the guarantee of a steady flow of
customers is diminishing
• Customers access to money has diminished, the cost
of living increased, council tax relief and other
benefits reduced
The world has changed
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• The traditional customer base of many RP’s has
changed
• The housing needs & aspirations of many customers
are now encompassing high end private sector
housing
• The new world of social housing is here, and it’s here
to stay
• To avoid an uncertain future, the sector needs to face
these new challenges it is presented with and deal
with them in an honest and pragmatic manner
The world has changed
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• Magenta Living is a North West LSVT located on
the Wirral peninsular, between Liverpool and North
Wales
• Established in 2005, Magenta’s stock profile is:
12,170 units
8 high rise blocks
417 low rise blocks
24% of stock are 1 bed properties
27% of stock are 2 bed properties
Decent Homes 99.2%
Who is Magenta Living?
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Percentage of households affected by the Under
Occupation Charge
Effect of the benefit changes
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The average annual loss per household affected
Effect of the benefit changes
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The estimated cost of the under occupation over the
next 3 years
Effect of the Benefit Changes
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• Like many RP’s Magenta has implemented a rent
loss mitigation focused strategy
Identification of affected tenants
Tenant education and support
Pro-active re-housing of affected tenants
Increased internal rent collection resources
Examination of options for flat conversion
schemes
• All of which have had a positive impact, however...
Magenta’s Response
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• Despite our efforts performance over last 12 months
The impact upon Magenta
• up 11% Void turnover
• up 42% Void rent loss
• up 13% Void expenditure
• up 0.2% Repairs expenditure
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• The new world of social housing fundamentally
challenges RP’s long-held presumptions about stock
• Magenta took the view that its no longer about
replacing kitchens and bathrooms, its about making
stock sustainable for a new customer base
• Are we delivering the right service, right product, at
the right cost, for the right market?
• To answer these questions we needed an honest and
focused evaluation of our approach to our repairs
and investment model, to protect rental income
New Strategy for a New World
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• To address the challenge Magenta took a traditional
model and applied the three ‘P’s’ to facilitate change
• Magenta considered what the maintenance service
should look like in terms of:
The Magenta Living strategy
Physically Politically Psychologically
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The 3 ‘P’s’ of change
Fit for purpose
maintenance service
Physically
Structure
Resources
Value
Psychologically
Culture
Leadership
Vision
Politically
Relationships
Reputation
Strategic friendships
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• CiH Working Together Repairs Project
• Consolidation of existing internal maintenance projects
• Setting the vision
• Identify the challenges
Cultural change
Quasi social commercial focus
Quantify Value
• Collaboration with DLO & Housing Management
• Identify common objectives and differing needs
The Project
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The Art of Repairs
Steering Group
Procurement
Strategy
Review
ICT Support
Plan
DLO
Change Plan
Home
Standard
Review
Voids Service
Review
Responsive
Repairs
Service Review
Growth
Strategy
Cultural
Development
Plan
R&M
Cost Model
Strategy
Asset
Management
Strategy
Review
CIH
Steering
Group
Report a Repair
Project
Customer focused
service standard
document
Customer focused
service model
Customer focused
service model
Fit for purpose VfM
R&M service
Fit for purpose VfM
R&M service
Fit for purpose R&M
SLA
Fit for purpose
service delivery
structure
A business focused
culture & staff
development
A business focused
culture & staff
development
Enhanced customer
focused access to
R&M services
A “Golden Thread”
of IT support
Establishment of
strategic friendships
& diversification of
asset base
Enhanced return on
investment
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What does success look like?
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• Establishment of strategic friendships
• Cultural re-alignment
• Creation of a quasi social commercial maintenance
service
• Creation of a broader customer base
• Diversification of service
• Diversification of stock
• The measurement of value
• An agile asset management strategy
Project outcomes