Slide 1: Re-thinking repairs
Re-thinking repairs
Slide 2: Quote from Fiona MacGregor, Chief Executive of RSH
“Social landlords must keep tenants safe in their homes, listen to what they say and put things right when needed.” Fiona MacGregor, Chief Executive of RSH
Slide 3: A changing landscape
A changing landscape ▪ Consumer standards ▪ Awaab’s Law ▪ Housing Ombudsman ▪ The Social Housing Regulation Bill ▪ TSMs ▪ And more…
Slide 4: How many of you think you've got repairs right?
How many of you think you’ve got repairs right?
Slide 5: What we see…
▪ Still a need to get the basics right What we see… ▪ Communication, communication, communication! ▪ Data led, co-production approaches ▪ Culture and changing workforce behaviours and ‘norms’ is a significant challenge for some ▪ Technology alone is not a ‘silver bullet’
Slide 6: Implications
Implications ▪ Effective change only happens with people, process and technology in combination ▪ Start with a blank sheet – don’t ‘tinker’ ▪ Design end to end and focus on tenant experience ▪ Involve tenants – and front-line teams ▪ Communicate ‘til your teeth bleed!’ ▪ Use data to understand & man
Slide 7: No one wants repairs!
No one wants repairs! ▪ Prevent: Think big picture first - no point having a slick repairs process if the reason things keep breaking isn’t also addressed! ▪ Reduce: The need for repairs and the Deliver Prevent severity of them – what can tenants do, what can teams do? Diagnose Reduce ▪ Diagnose: Th
Slide 8: Quote on understanding why repairs are needed
“Yes, we need to look at the process, but we need to understand WHY repairs are needed in the first place and not just treat the symptoms but the causes too.”
Slide 9: A holistic approach
A holistic approach ▪ Improving cultures and behaviours ▪ Inclusivity and tackling discrimination ▪ Structuring your engagement ▪ Involving colleagues ▪ Understanding your performance ▪ Closing the loop. Rethinking repairs and maintenance | Chartered Institute of Housing (cih.org)
Slide 10: So how?
So how? Discover Analyse and plan Deliver • Current performance / • What are your key drivers • Clear change narrative responsiveness, first time for demand? • Leadership buy in and fix etc. • What can be done about active sponsorship • Current demand them? • 7Cs - ‘Conditions for • Complaints • Wha
Slide 11: 7Cs Conditions for Success
Culture The wider organisational culture embraces change, and supports the achievement of it Control Effective governance is in place to provide the right controls Capacity Enough dedicated resource is in place to make the change happen, and the organisation has the capacity to manage/absorb the cha
Slide 12: User focused, data enabled, process efficient
User focused, data enabled, process efficient Customer Tenancy Asset • As a • I need • To my tenant, a repair home
Slide 13: Thinking differently…..what would it take….
Thinking differently…..what would it take…. ▪ To deliver a ‘no repairs’ preventative, pre-emptive and predictive service? ▪ To detect and diagnose repairs more quickly and accurately? ▪ To make it easier for customers to take responsibility for some of the process? (Diagnosis, fix, reporting?) ▪ To
Slide 14: Thank you!
Thank you! Kate Lindley Director Kate.Lindley@changenetwork.co.uk