The Changing face of Housing Services: Sharing our Journeys

Thursday 6th June 2013

WELCOME

Welcome & Introduction

Kevin DicksChief ExecutiveBromsgrove District and Redditch Borough Councils

Rugby Borough Council

Systems Thinking Review of the Voids & Allocations Process

Emma Haile

Estates Management Team Leader

6 June 2013

Voids End-to-End Review

Timeline

‘Check’

July 2012 – August 2012

‘Plan’

August 2012 – February 2013

‘Do’

February 2013 onwards

System Picture from ‘Check’

Then..….• Lack of focus• No direct responsibility• Functions spread across several teams• Competing/conflicting workloads• Working in isolation – not joined up• No communication• Voids not prioritised• Too many staff involved

Then (cont)..….

• Average void period of 60 days• Average void rent loss £583• Average void repair cost £1186• Annual spend on decoration allowances

£28k

Death

To nu

rsing

hom

e

Decan

t

RBC tran

sfer

to la

rger

acc

om

RBC tran

sfer

- MS c

harte

r

RBC tran

sfer

to s

mall

er a

ccom

RBC tran

sfer

- med

ical n

eed

RBC tran

sfer

to 'n

icer' f

lat

Aband

oned

Leav

ing te

mp

acco

mm

odat

ion

Evictio

n

Man

agem

ent m

ove

HA tran

sfer

Leav

ing R

ugby

To pr

ison

Purch

ased

own

prop

erty

Back

to liv

e with

fam

ily

Mov

ed in

with

par

tner

Mov

ed to

PR

Afford

abilit

y0

2

4

6

8

10

12

Reasons for leaving RBC property - Voids Review

No

. o

f h

ou

seh

old

s

RBC trans-fer Yes

31%RBC trans-

fer No69%

Our Purpose

To get the right property, in the right condition, at the right time for the

customer

Voids Team Principles1. We only do value work

2. We involve tenants /customers in decisions

3. We don’t make assumptions

4. We should trust our customers, tenants, staff and contractors

5. We ensure our policies and procedures are justified, consistent and relevant to our purpose

6. We should set tenants/customers up to succeed in their tenancy

7. We treat our customers/tenants as individuals

8. I.T should help not hinder

9. Money/costs should not be a driving force

10. Minimise hand offs

11. We should manage customer expectations

12. Staff should feel confident in making decisions

13. Property is safe and secure

• Lock change• Electrical Safety Check• Cap off Gas• Turn on and Test – gas supply• Energy Performance Certificate• Clean

Baseline Void Works

Lever Road

Parkfield Road

Charles Lakin Close- still completed in 28 days

Some voids are left like this….

…while others are left like this!

Now……• Focused approach• Dedicated officers dealing with process

from keys in to keys out. • Continuity for customer.• Knowledgeable staff.• Reduced void turnaround times, properties

being re-let quicker.

Now (cont)..….

• Average void period of 22 days• Average void rent loss £271• Average void repair cost £1072• Annual spend on decoration allowances

£12k

6/6/2

011

6/22/2

011

7/8/2

011

7/24/2

011

8/9/2

011

8/25/2

011

9/10/2

011

9/26/2

011

10/12/2

011

10/28/2

011

11/13/2

011

11/29/2

011

12/15/2

011

12/31/2

011

1/16/2

012

2/1/2

012

2/17/2

012

3/4/2

012

3/20/2

012

4/5/2

012

4/21/2

012

5/7/2

012

5/23/2

012

6/8/2

012

6/24/2

012

7/10/2

012

7/26/2

012

8/11/2

012

8/27/2

012

9/12/2

012

9/28/2

012

10/14/2

012

10/30/2

012

11/15/2

012

12/1/2

012

12/17/2

012

1/2/2

013

1/18/2

013

2/3/2

013

2/19/2

013

3/7/2

013

3/23/2

013

4/8/2

013

4/24/2

0130

50

100

150

200

250

300

Voids End to End timesJune 2011 to April 2013

Void Period DurationAverageUCL

Num

ber o

f day

s

Average = 22 days; UCL = 49 days

Average = 60 days; UCL = 166 days

Positive Outcomes……

• Reduction in average void period (days)• Reducing void repair costs• Reducing void rent loss• Projected savings of over £190,000 in first

year of implementation• New decoration scheme saving £16k p.a

The flat is much nicer than any others I have seen around the country.

It’s exactly what I need! (adapted bungalow)

Our new flat is perfect and there are no problems. We are very pleased with the painting and we couldn’t be more grateful.

I am pleased I can decorate the flat myself

and make it my own

The paint packs are brilliant!

Customer comments

We are very pleased with carpets and furniture left in our flats (new tenants and support workers)

Going Forward……

• Training and development of new Voids & Allocations Officers

• Introduction of new allocations system in July 2013

• Continue to collect measures data to facilitate understanding, learning and knowledge to improve process and inform direction of service

• Integrating the new way of working into the wider housing service, breaking down physical and mental barriers within teams – promoting a ‘one service’ approach.

• Changing culture – getting buy in from staff not yet involved with systems thinking

Challenges Ahead……

Pause for thought……

“There is nothing so useless as doing efficiently that which should not be done at all.”

(Peter Drucker 1909 – 2005)

Thank You

Any Questions?

Housing Environment

Assessment Service

Paul Coopey

Denise Cross

The Changing Face of Housing Services: Sharing our Journey

June 6th 2013

Contents

Background Review Redesign Service Outcomes Next Steps

Learning points

Background

Change Happens They Keep Moving The Cheese

Our Iceberg is melting

Partner Organisations

North Warwickshire Borough Council Nuneaton and Bedworth Borough Council Rugby Borough Council Stratford District Council Warwick District Council Warwickshire County CouncilIn conjunction with:Orbit – Heart of EnglandAge UK - Warwickshire

The Challenge - 2010

Significant issues with the old delivery method

of home improvements and adaptations. Delays of 395 days and 35% customer drop out. Teams struggled to deliver across the organisational barriers

in each locality. Strategic service that is able to respond to the challenges of an

aging population. Provide resilience across Warwickshire in response to public sector

spending reviews. Remove differences in delivery and systems across Warwickshire Better outcomes for Warwickshire residents

The Approach

Differences in delivery and systems across Warwickshire were highlighted with consistently poor delivery times.

The partners were working together on improvements but the impact was not significant from a customers perspective.

It became apparent that fundamentally the whole approach needed to change to improve the delivery and outcomes for customers.

A whole systems improvement was required rather than modifications to the existing services, but best practice needed to be retained.

Lean systems thinking was chosen as the right method to proceed.

Intended BenefitsCustomer To design a new system capable of responding

to a current levels and expected increasing customer demand for home environment interventions.

Promoting independence through maximising an individual’s potential

Improving housing conditions to improve health outcomes

Preventing accidents, ill health and dependency through an enabling home environment

Delivering for the customer

Service Delivery Creating an equitable and consistent service

across the county Core service with potential for local flavours Building in resilience, shared expertise and

economies of scale and flow. Customer focused and responsive services Right first time Increasing productivity through streamlining

work

Partnership Working Increasing effectiveness through working

in a collaborative way Potential for public and private sectors to

collaborate and improve effectiveness. Build a new way of working together

through real innovation. In built flexibility to respond to the Political

Economic Social Technological challenges

LEANing Points So Far

Engage all the relevant organisations at all levels.

Operational staff are best placed to do the review and ensure backfill of their day job were possible.

Don’t overload the review with managers. Its essential to have inclusive communication

across all teams.

Anticipate Change Get Ready For The Cheese To Move

Review

Key Stats from Review

Unknown service specific demand Average time from enquiry to works complete was 395 days. Drop out rate of 35% after the adaptation had been identified. 220 steps within the entire DFG process Duplication of work and visits within the various teams involved. Low customer expectation with 92 % satisfied with current service. Waiting lists at 3 service access points. 73% of calls to the service were chasing existing cases putting non

value demand on the system. Contractor capacity caused delays in 35% of cases. Overall costs of services contributing to adaptations and HIA were

not collectively known. At least 4 staff visits to each DFG customer – sometimes many

more (OT, Technical (specification and completion) and Caseworker)

Organisational Drivers

Embed the principles of early intervention so that children, young people, parents & carers have the support they need, when they need it

To work in partnership to improve health and reduce health inequalities for residents in the Borough.

Helping to tackle health inequalities by working with the County Council and the NHS locally

Improve service delivery via customer-focused reviews and the development of our staff.

Our older and vulnerable citizens are valued and live rewarding and independent lives.

An increase in the number of vulnerable residents who are supported to live independently in their own homes

LEANing point

We did not understand or manage the system end to end – we thought we couldn’t.

Outputs focussed so it looked like we were doing well – high numbers of adaptations

Customer outcomes not measured – were we doing the right thing?

Remove complexity of the systems. Most services are simple – contact, assess,

deliver. Monitor Change Smell The Cheese Often So You Know When It Is Getting Old

Redesign

Purpose of the Service

Give me the advice and information to help me make the right choices and provide the practical help to deliver the right housing solutions when I want it.

Redesign

Service was redesigned based on 3 value steps to the customer Contact, Assess Me and Deliver

Experiment was based on cross authority co-located teams

1 Access point – professionals on the front line Multi-skilled assessment officers – new joint job

role Built using lean systems thinking Contractors trusted to deliver (with appropriate

support. No existing IT system

Outcomes of Experiment

Proved the concept Delivered a shower in 3 weeks end to end Contractors were collaborating not

competing and working to reduce costs. Developed a comprehensive OT / Housing

assessment Staff knew they could deliver the solution

that was needed whilst with the customer.

LEANing Points We didn’t experiment we TRANSFORMED We didn’t recognise we were transforming There was no going back, but no pathway to

move forward. Do not under estimate the impact of change on

front line staff – have a change a management plan

Organisational Barriers are amplified and there are no quick fixes to embedded policies.

Lean Systems Reviews need Project Management to under pin them.

Adapt To Change Quickly The Quicker You Let Go Of Old Cheese. The Sooner You Can Enjoy New Cheese

Service Delivery Model

The model agreed was a Collaborative model for Warwickshire using existing service providers.

There would be a staged approach to roll out of the experimental service to all local authority areas of Warwickshire to enable effective review, control and learning.

Next Key Steps

A Business Case was necessary to support leader engagement and transformation.

Stabilisation of the North – critical Strategic and operational issues to

address Bring in a Non Crown organisation Roll out to South Warwickshire Organisational barriers to be addressed

LEANing Point The project has enabled a number of barriers to

be explored and challenged in creating a Collaborative service.

The inclusion of non-Crown organisations in the roll-out across Warwickshire was one of those challenges.

Procurement rules have also dictated what can and cannot be achieved in the short term.

Longer term solutions will be necessary once the service has been established.

Change Move With The Cheese

LEANing Point

A comprehensive Business Case enabled the recognition and agreement of what was being developed and delivered.

It provides a good reference document to gain stakeholder approval and maintain focus.

Enjoy The Change! Savour The Adventure And Enjoy The Taste Of New Cheese

Service Outcomes – 2012/13

Key Stats for 2012/13

There have been 1050 enquiries within the year

116 approved DFG’s, 108 completed Enquiry to closure – DFG’s = 150 days Enquiry to work completed = 125 days Drop out rate at 5% for the year Number of cases closed within year = 872

Breakdown of Adaptations

74 were showers = 57% 43 were stair lifts = 33.5% 1 was door widening = 0.77% 1 was external rails = 0.77% 1 was WC = 0.77% 5 Ramps = 3.85% 4 Ground Floor Extension = 3.07% 1 Garage conversion = 0.77%

Costs

Average cost under the old system = £7396

Average cost of the new system adaptations completed within the year: £5338.58

Average cost of the old system and new system adaptations completed within the year: £6422.66

Delivered

Delivered

Delivered

Delivered

Delivered

Delivered

Scope of Interventions

Delivered

Delivered

Delivered

Enquiry to Completion

-50

0

50

100

150

200

250

300

350

400

Assessment to Visit

-50

0

50

100

150

200

250

300

350

400

Jan Onwards

Core Approach

Quality

Towards Excellence

Responsiveness

Timely responsive service

Respect

Benefits to Residents

Reliability

Breaking down barriers

Towards Excellence (Quality)

Multi-skilled staff – more outcomes from single contacts

Value embedded within the pathway Supply chain management not competition Customer feedback driving improvement Building of the partnership / collaboration Innovative ideas

Benefits to Warwickshire Residents (Respect)

☺Improved quality of life☺Reduced pressure on carers☺Maintained independence☺Giving the individual self-respect and

dignity☺Enjoyment of living in their own familiar

home environment for much longer ☺Choice☺Social inclusion and family life

Breaking down of organisational and professional barriers that hinder shared working (Reliability) Created the Housing Assessment Officer role An environment of shared learning and skills Shared service access point Housing and daily living assessment Single visits Automation of key documents System performance management system Contractors pathway Consistent northern Warwickshire adaptations pathway. Multi Agency Single Line Managed Service and Teams

Provision of a simple cost effective and timely responsive service (Responsiveness) Reduced from 51 steps to 13 No backlog going in to 2013/14 Within capital budgets Prescribing from the telephone

assessment. Reduction in on site visits – from 4 to 1 Improved working with council housing

Allocations Teams Delivering the right interventions

LEANing Points Collaborative working requires respect, trust and

long term commitment Establish a service structure with governance Develop and support the team Cultures clash and require facilitation to build a

shared culture. Leaders required at all levels – who also need

support This is difficult but worthwhile

Be Ready To Change Quickly And Enjoy It Again And Again They Keep Moving The Cheese

Next Steps in 2013/14

Stage 1 (North Stabilisation) and 2 (Rugby Roll Out) Complete multi agency single line managed team Review of assessment tool Complete competency framework and training

programme Complete Business Manual Business Plan Review Pathway

Stage 3 – South Warwickshire Roll Out Appoint to operational manager Build operational base and system Create team Training Experiment

Stage 4 – Strategic Contractor Procurement Information Governance Health and Safety IT specification and procurement Warwickshire Service Model PhD students Financial Models Marketing Strategy

LEANing PointsHow to achieve this Believe in the service Understand your data Challenge the status quo Keep to the lean principals – they tell you

what to do. Lean systems works but not in isolation

Well, nobody said it

would be easy!

References:

Who Moved my Cheese – Spencer Johnson

Our Iceberg is Melting – Kotter and Rathgeber

Contacts

Denise Cross – Professional Lead for Occupational Therapy – denise.cross@nhs.net

Paul Coopey – Private Sector Housing Manager – paul.coopey@nuneatonandbedworth.gov.uk

Coffee break11:30am – 11:50am

and a chance to contribute questions to the 1:45pm-3:00pm peer session by ‘posting’ issues for discussion

HOUSING MANAGEMENT

TRANSFORMATION

HOUSING EVENT 6th JUNE 2013

OUR JOURNEY

CHECK

•FOLLOWED THE VANGUARD MODEL FOR CHECK

DEMAND

CAPTURE

•ONE STOP SHOPS (FACE TO FACE)

•BACK OFFICE (TELEPHONE)

SERVICE AREAS

•RENT AND WELFARE

•TENANCY MANAGEMENT

•ANTI-SOCIAL BEHAVIOUR

WHAT WE LEARNT

RENT

ARREAR

S

•A high proportion of customer demand is presented through rent arrears recovery

DEMAND

•There is typically a problem to solve from presenting demand

•Presenting demand typically differs to demand in context

PROBLEM

SOLVING

•We typically problem solve in isolation of internal and external silos

•Problem solving very often requires a multi-agency approach

What next?We wanted to understand more about why tenants fell into rent arrears?

PROFILING

•We profiled 3,000 tenants rent accounts

•And flowed in detail 75 customer journeys

CUSTOMER

JOURNEYS

•30% had never had arrears

•39% had occasional arrears

•17% had regular arrears

•14% Were having enforcement action taken against them

WHY ?

•In and out of work

•Varying work hours

•Redundancy / Getting paid from an employer

•Family problems / relationship breakdowns

What next?We decided to trial a new way of working

Why?

•To help tenants resolve rent arrears problems by focusing on demand in context

How?

•Work to a set of principles not procedures

•Think out of the box and throw away the rule book!!!

•Take ownership of cases and remove silo working

Where?

•Winyates – Area identified as Highest Need

•662 Council tenancies

•Rent/Welfare Officer, Tenancy Management Officer, Home Support Officers (ASB Officer joined the team later)

Winyates Purpose

1

•Help me to resolve the problem(s) I have in my life/family/home community

2

•Understand what I need from my community and support me to be involved in defining how I can participate in its future

Winyates Principles

1

•You understand me and the problems I need help to solve

2

•You take as long as necessary to understand me

3

•You do only what is necessary to create space for me to solve my problems

Old World V’s New World

Old World – Procedural Target driven

Rent/Welfare Team Tenancy Management TeamHome Support TeamAllocations Officer (Housing Options Team)ASB Team (Different directorate)

New World – Principles Measures based

Locality LeaderLocality Officers• Rent Specialism• Tenancy Specialism (to

include allocations)• ASB specialismHome Support Officers

How are we doing?Analysis from demand capture:

Measuring Outcomes – Standard Variation is reducing

The TriangleWhere did I start? Where did I end up?

5% – Specialist Professional Help (Long

Term Support Needs)

31% – Multiple Problems to solve (I

could go either way)

64% – Housing professional problems to solve (I am living

my life ok)

5% – Specialist Professional Help (Long

Term Support Needs)

15% – Multiple Problems to solve (I

could go either way)

80% – Housing professional problems to solve (I am living

my life ok)

16%

Measuring Individual Outcomes: Middle to Bottom

Measuring Individual Outcomes: Middle to Bottom

What we learnt.

From our journey

We wanted to understand• Consumption (Troubled Families & associated system economics)

• How do families consuming the most services impact our organisations• Customer journey analysis – where are they presenting, why and what

happens• What is driving the consumption – them or the system• What are the implications on cost and capacity?

• Thresholds (How well does the current referral systems work?)• What is the primary purpose of our referral systems• Understanding the flow from point of referral and subsequent interaction

across agencies• Establish data that helps us understand the systems capability to respond and

the key system conditions that affect our capability• What are the implications on cost and capacity?

• Proactive /Preventative portfolio analysis across all agencies• How well does our current commissioning solve the problems we have• Get data to help understand how successful projects have been in relation to

solving the problems within the community• What are the opportunities to make better use of resources?

Police

Housing

64% Value 36% Failure

Meet the numbers …

What hits front doors isn’t all work...

GP

Access Centre

Be the gatekeeper …

Demand is rising …. we need to keep

appointments short

We worry about eligibility and risk …

47% Value 53% Failure

65% Value 35% Failure

63% Value 37% Failure

.

What is the cost of dealing with failure

demand?

Understanding their journey through our system

What does it feel like for citizens

‘R’’s Family Profile

Age 15Child 1 ‘96

Age 13Child 2 ‘99

Age 11Child 3 ‘00

Age 9Child 4 ‘03

Age 8Child 5 ‘04

Age 6Child 6 ‘06

Age 41

• Qualified hairdresser & beauty therapist

• Victim of DV.• Life skill issues growing up

which were never addressed• Disabled. Walks with crutches.• Socially isolated. • Long-term unemployed.

MumDied age 59

SisterEstranged from dad

& RW – financial feud.

R’s FatherTerminal cancerDiagnosed 2012

GF

Girlfriend

F1

Father

Gf

S

‘R’

F3

Father

F2

Perp. Of DV

Father

.

Son

D1 S1 S2 S3 S4

D2

It’s an interesting journey!

Understanding their journey through our system

What did we know about ‘R’ & when...

Employment• I’ve had to give up

my job

Finance• I’m struggling

financially• My ex has left me

with debts

“I need help”

Safety & Security• I am a victim of domestic abuse• I’m a victim of sustained domestic

abuse • I’m being harassed by my ex • I’m worried about keeping my

daughter safe

“I need help”

Home• I’m homeless • I’ve been threatened with eviction • I need a bigger home

Self• I live away from my

family• Isolated socially

Relationships• I’m struggling to cope

with 3 children• I’m trying to cope with 4

children on my own & am pregnant

• Impact of DV on children• My relationship is under

strain• I’m struggling to cope with 6

children “I need help”

“I can’t cope”

Health• My health is deteriorating • Depressed and in pain

“I need help”

In 2001 In 2004 In 2008

In 2012

• 6 children were taken into care• R was being investigated for neglect

Capability and CostWhat ‘R’ said she wanted:

• “I need help with housework and...”

• “..gaining access to the upstairs of the property.”

• “The two things that would have such a profound effect on mine and the children’s lives.

Cost of what ‘R’ wanted:

What ‘R’ received:• 2 x Anger Management Courses for 2 boys.• Triple P Parenting Programme.• Help cleaning 1 bedroom.• Toilet frame, Perching stool & Bath board (for a

bath she could not access)..

Cleaner, 10hrs/wk for 4 years £14,560

Move to suitable property (current home unsuitable for adaptation) £1,200

Stair lift £5,000

Total £20,760

And it took this many people to deliver it...• 8 Social Workers.• 22 Support Workers allocated.• 30 Referrals in core flow.• 16 Assessments in core flow.• 36 Teams/Services.

Cost of what ‘R’ has received to date:• Under-estimate of all activities since mid-2008.

• Use of 2009 costs.

• TOTAL: £106,777

2008 2009 2010 2011 2012 to Oct

£-

£20,000

£40,000

£60,000

£80,000

£100,000

£120,000

Difference...£86k!

Current Date

Projected Cumulative Costs

Current Approach Alternative Approach

Current Approach Projection Assumptions• Court action re ‘R’ and her Father.• 4 sons and 1 daughter remain in foster care until

they are 18.• Does not include cost of further intervention by

police or social services.• TOTAL CUMULATIVE COST: £781,541

Alternative Approach Projection Assumptions• 10 hours of cleaning each week until youngest son

leaves foster care.• Does not include cost of further intervention by

police or social services.

• TOTAL CUMULATIVE COST: £60,800

Difference...£720,741 !

And it’s not over yet!

Calculated using DfE Family Savings Calculator

Up to 2013:

What R needed help with: I need help to get up my stairs We put in a stairlift

I need help to get in and out the bathWe put in hand rails

I need repairs done to my propertyWe put a new kitchen in the property and fixed all the repairs

I need support We gave R a mentor to help her with the Court and Social Services process

I need help to start to reorganise my homeWe gave R a home support worker who visit when she needs it

I need help with my finances – When the time is right R will ‘pull on’ a financial advisor

I need help to understand my benefitsMentor attends ESA appointments when needed

Help me get my children back R and mentor have discussions with Social Services to see collectively what we can do so R’s children can come home

. “I’m told I need this but I can’t have it or they can’t help me arrange it.”

“I’ve been going round in circles, past from pillar to post and setup to fail.”

“Before I have asked for help to find care or cleaning services which I can pay for. No help has been forthcoming.”

“I would think a reasonable person with knowledge I have 6 children who all go to school would have realised that if they wish to speak to me that calling me during the school day would be more appropriate”

“The most difficult times ie. holidays, I am always left without anyone to contact.”

“I am tired to the point of exhaustion which is why in September last year I had to beg Social Services to get involved.”

What it feels like to be ‘R’ in the system

“This week I have had 9 appointments or meetings in a four day period.”

“I feel pressured misunderstood as far as my disability is concerned”.

“I get more depressed each day and with each visit. Constantly being told I’m not good enough.”“I feel worse off and more exhausted than before.”

“I am over-medicating with pain relief to be able to do more”

“I need help with housework and gaining access to the upstairs of the property”

I sit and cry with the pain and frustration that no one will help someone like me. I hate my children seeing me struggle and cry and as much as I try and hide it they know.

What it feels like to work in the system

We used to be able to help more people but now we spend most of

our time form filing and covering our backs.

We have to hit our targets because we get penalised financially if we don’t.

This sometimes means we will prioritise less serious cases because they are easier to get to.

The problem is that the thresholds for intervention are too high.

It’s just one big loop that everyone keep’s going around.

• We believed what we were doing was working; making a difference – it isn’t.

• We missed opportunities to provide real help.

• Red flags not ‘heard’ or ‘seen’ in the system.

• We didn’t understand what mattered to the individual or the problem to solve

• The system focuses on the child – we miss/fail to act on the stated needs of the adult.

• We intervene with sanctions, coercion & threats – not help.

Summary of Learning

• We work in silos – we chop up people into functional activity.

• We’ve learnt that assessment/referral leads to more assessment/referral but problems don’t get solved.

• Everyone’s got a bit of knowledge but no one doing anything meaningful even when things are obviously getting worse.

• It’s OK because we have plans in place & review activity (not outcomes).

• Our work is crisis led.• We have an episodic relationship with

citizens

Help. I can’t cope.

Help. I can’t cope.

Help. It’s getting worse.

I’m overwhelmed

I’ve asked for help for a

long time & not getting

any.

I’m overwhelmed

I’ve given up.

Knowledge is power, we are more special than you are

We don’t trust each other or citizens

We worry about risk!!!

Needs are complex

Protect our budgets/income

We focus on activities and

targets!!!

Thanks but that does not help me

My problem is getting worse

No-ones taking responsibility for

helping me solve my problem

There are real barriers to sharing

data

We focus on doing our bit

and then pass it on

We close the case if

other agencies

are involved

We use standard risk assessments to decide whether this

one is for us or if we can pass it on

We pass info to other agencies even when we

don’t expect them to do anything

T

S

P

Referrals lead to more

referrals

Referrals between agencies are the way to get things

done

We process issues rather

than fix them

We record everything

Everyone's got a bit of knowledge but no-

one’s doing anything even when its getting

worse

There are multiple assessments by multiple

agenciesWe only do what we have to

We notice and record when people aren’t coping but

don’t do anything about it

What are we doing to address what we have found?

As Leaders we will be addressing this in sessions this afternoon.

Lunch1:00pm – 1:45pm

and a chance to contribute questions to the 1:45pm-3:00pm peer session by ‘posting’ issues for discussion

Learning for Leaders Peer Sessions with CEOs, Directors

& Programme sponsors

1:45pm – 3:00pm

• Main room – Bromsgrove & Redditch Councils on Rent Arrears• Room behind you on your right – Warwickshire Collaborative HIA• Room behind you on your left – Rugby Council on Housing Voids

Feedback from the workshops3:00pm – 3:30pm

Closing Remarks3:30pm – 3:45pm

Kevin DicksChief ExecutiveBromsgrove District and Redditch Borough Councils