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www.affinitysutton.com
AFFINITY SUTTON
RISING TO THE CHALLENGE
Sue Cooper
Managing Director – Affinity Sutton Repairs
CIH - Re-thinking Repairs 2016
• 100 year heritage
• 57,000 homes across 120
local authorities & plans to
build 1000’s more over the
next ten years
• 2 ‘wholly owned
subsidiaries’ delivering
repairs
• Forecast ‘gift aid’ 2015/16
in excess of £1.2m
• Overall repairs satisfaction
86.7%
Area of Operation
3 | Section title
A very different landscape • Politics
• Rents and income
• Impact on services
Political backdrop
5 | Setting in the scene
• Deficit reduction strategy
• Welfare politics / cost cutting
– Working Tax Credits
– ‘Living wage’
– Less benefit, more pay
• Home ownership – 1 million homes
– Right to Buy
– First Time Buyer initiatives
– House builders not playing?
5 | A very different landscape
Knowns and unknowns –
rents and income
• 12% rent cut –
– (£38m) pa by year 4
– (£80m) by 2020
– (£338m) by 2025
• Future rent policy?
• RtB – 1360 homes sold by 2025
• ‘Pay to stay’ – unquantifiable, but
estimate < 7% affected
6 | A very different landscape
What’s it likely to mean for
HAs?
• Sector consolidation
• Cross subsidy from sales
programmes expands
• Partnerships/ JVs with LAs
• Grant free development on our own
terms
• Drive to achieve further efficiency
savings & service improvements
• Focus on ‘Return on Investment’
|
RISING TO THE CHALLENGE
www.affinitysutton.com
So where have we come
from…
• Customer focused ?
• Very complex!
• Not achieving VFM
• It’s not where we wanted to be!
Most important things for
Affinity Sutton to focus on
97%
60% 54%
3%
35% 33%
5% 8%
3%
Maintain existinghomes
Provide supportservices
Build new homes
Not at all important
Not very important
Fairly important
Very important
What we did
We conducted a strategic appraisal of our data, our services
and the way we communicate with our customer groups.
• A simpler, clearer service offer
• Balanced rights and responsibilities
• Defined social purpose
• Improved IT
• Process simplification
• More self-serve
Two Way Street – Our new
service offer
As a sector, who can we
learn from?
14 | Section title
Direct customer interaction
Web services Face-to-face and phone
Social media
Customer Journey: Repair
Logging
• Access channels
• Nudge to ‘on-line’ reporting through self-serve and ‘web chat’
• Telephone
• Social Media
• Face to face (by exception)
• Contact Centre
• Customer Focus – ‘the John Lewis’ approach
• Scripting and diagnosis – the ‘First Direct’ approach
• Appointments & Service Standards – the ‘UPS’ approach
• Scheduling – the ‘Auto Glass /AA’ approach
Customer Journey - Delivering
the work
• Customer Focus – ‘In the Loop’
• Email/text confirmation immediately after booking the appointment
• Email/text reminder 24hrs prior to the appointment
• Operative calls ahead twice (before leaving previous job and en-
route with estimated time of arrival)
• Missed appointments now <5% - saving £200k per annum
Customer Journey - Delivering
the work
• Learning from ‘Auto Glass’ and the ‘AA’ !
• Branded Van and Work-wear;
• Tablet with ‘real time’ information
• Van stock – Top 100 materials
• Focus on ‘first time fix’
• Customer Focus – Greeting; ID on tablet; Explain job; do work in ‘clean’ environment; explain what they have done and materials used; book follow-on appointment, if necessary
• Any further work?
• Resident signs tablet – job complete
• Satisfaction Survey
Customer Journey - Post Work
• Customer Focus – ‘In the Loop’
• Contact Centre telephone/email within 2 hours of job completion
• Satisfaction Survey – Continuous Improvement
• Independently completed – The Leadership Factor
• Captures resident feedback scores <5 and >8
• Identifies ‘Priorities for Improvement’
• Feedback shapes future service delivery
• Provides benchmarking opportunities with ‘private’ sector
THE FUTURE……
Our Future
Enterprise Resource Planning
Management
and Strategy
HR
Finance / Accounting
Development
Tenant/Housing Management
Maintenance
Legal and
Compliance
Contractors
Tenants
Suppliers
3rd Party Service Providers
Access to services Simple interfaces
Information to
define services
People & Policy Better visibility of costs
Omni-channel
Customers
use their
preferred
channel
Seamless service provision