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Community Housing Cymru Group Regulation Network - 8th December 2014 1

who are we ?

Andrew Harris Head of Change Management Management Accountant 30 years public sector experience Audit Commission Finance Manager Married 2 children Leah Manna Change Management Officer 15 years public sector experience Finance and Procurement background Married 2 children 2

Systems Thinking?

Get the Right offiers Involved

What is systems thinking

• • • • To understand how we currently work and perform – from the service users perspective To understand why we work in that way To then experiment with new principles in designing and managing work To then make this the normal way we work Reduce Costs Increase Tenant Satisfaction Increase Employee Morale

Changing Culture Thinking Governs Performance

Management Thinking System Performance Bed example

Systems Thinking is about Changing management assumptions Command and control thinking Systems thinking

Top-down perspective Outside-in / Customer Functional specialisation (split up of work) Separated from work Budget, targets, standards, service levels, activity etc.

Manage budgets and people (Targets) - control design decision-making measures Management ethic Customer Demand (expert to the front) Integrated with work Based on “What Matters” to customers Act on system (not person), learning across organisation

Where have we been working

• • • • • • • Sheltered Schemes Building Services Communications Sickness Landlord Services – Customer Demands Application Review Arrears / Welfare Reform 9

Building Services Review NPT Homes

Traditional Measurement How do we Measure success / Performance of the Service?

Traditional Measurement

Target Actual Ave Days to complete a Non Urgent Job Apr-14 May-14 Jun-14 Jul-14 Aug-14 Sep-14 Oct-14 Nov-14 21 17 21 18 21 16 21 17 21 18 21 18 21 17 21 17 Ave Days to complete a Non Urgent Job Qtr 1 Qtr 2 Qtr 3 Target Actual 21 17 21 18 21 17 Ave for period 7 17

What is it Telling us?

Traditional Measurement Complaints

Target Actual Number of Complaints Received Apr-14 May-14 Jun-14 Jul-14 Aug-14 Sep-14 Oct-14 Nov-14 50 50 50 40 50 50 50 35 50 40 50 60 50 40 50 45 Ave for period 50 45

What is it Telling us?

3 Std Deviations Mean Distribution http://en.wikipedia.org/wiki/68-95-99.7_rule

Systems Approach within NPT Homes Rhodri the Carpenter

WHAT MATTERS TO TENANTS

• • • • “Communication, Let me know when you are coming at a time to suit me” (also let me know if you are not coming) “Do the job Right 1st Time, so you do not have to keep on coming back” “Good Quality job” “End to End time of job”, how long does it take from the time I phone

What Stops Rhodri doing his job?

What gets in my way is……….

Asked the men what gets in their way when trying to do job right first time and within timescales • • • • • • No Access - cold calling Poor ticket information Schedule of rates – cheat the system Patch repairing rather than getting it right first time Working to strict order basis Other tradesmen not turning up

How some properties are left for us Some properties costing us up to £4k to clear before we are able to undertake any work

Redesign (some of the initial changes) • • • • • • • Principle of no cold calling and getting it right 1 st time Employees / Supervisors given new phones Van Stock for Carpenters and Plumbers All Tenants phoned to discuss problem and repairs system checked before any inspection Decision made if inspection is necessary or if work can go straight to Tradesman Appointments made with Tenants when work to be undertaken Meet with Employees to discuss and resolve any problems www.systemsthinking.co.uk

80 70 30 20 10 0 60 50 40

Comparison of Area 5 Carpenters June 11 and Sept/Oct 11

June - 90 Completed Jobs Ave 25 to 10 UCL = 65 to 20 Sept / Oct 84 completed jobs

How do we measure success?

Reduce Costs Increase Tenant Satisfaction Increase Employee Morale

What do we Measure Now

What Matters(Information based on systems review after speaking to 100+ tenants) Measure used to see if we are delivering “What Matters” % responses

Make an appointment % of appointments made 88% 93% Make sure you keep the appointment Make the appointment at a time suitable to me Complete the job within a reasonable timescale Get the job completed right first time Do a good quality repair Cleanliness % of time we kept the appointment % of tenants who felt that the appointment was made at a suitable time for them % of tenants who felt that the repair was completed in a reasonable timescale % of tenants who felt that we got the job right 1 st time % of tenants who felt that we completed a good quality repair % of tenants who felt that we left the property clean after the repair 100% 90% 87% 96% 97%

Financial Savings

Reduce costs • Reduction in Sub Contractor • Transfer of employees to Voids team • Freeze on certain vacant post (Plumbers 5-3) • Productivity savings through no cold calling • Fuel reduction • Bringing in-house other wok DFG Showers / WOA

Changing Culture?

Jaime Greig – Senior Housing Maintenance Officer – His views on the systems thinking approach

Jaime started with the old Neath Council as a Carpenter before being promoted to his existing role in 2000. He was the project lead for the review In an article for the March 2012 insider magazine Jaime outlined that the benefit of the system approach has been that the workers themselves are gathering the data and coming up with the recommendations for change.

“This allows a better buy in and ensures that they, as experts in their field of work, are playing a major part in implementing change within the service. The approach is not easy and requires a lot of people to change attitude and culture with many employees working outside of their comfort zone in gathering all the data necessary to make the changes. Jaime emphasised that “these changes were only achieved by hard work, determination and a positive approach to change shown by everyone involved in the review”.

Link to insider magazine: (click here)

To this (NPT Homes D.L.O.)

Any Questions ?

contact details: Andrew Harris Head of Change Management Tel: 01639 506609 [email protected]

Sheltered Schemes

Sheltered Scheme Review 32

What Matters to Tenants

• • • • • We spoke to all the tenants in two schemes to understand why they came into sheltered and what was important to them now and in the future. What we heard was: I want to feel safe and secure in my home (there was a definite feeling that the schemes were their home) I want help to retain my independence I want you to understand and assist with my support needs I want to live somewhere that is adaptable to my changing needs ( I do not want to go to residential care)

Mrs Pritchard

NPT Homes Install Lift to Benefit Residents in Sheltered Schemes.docx

“It was great that NPT homes came and spoke to us about what was important and listened and acted upon what we said”