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Community Housing Cymru Group Regulation Network - 8th December 2014

who are we ?

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Andrew HarrisHead of Change Management

Leah MannaChange Management Officer

Management Accountant30 years public sector experienceAudit CommissionFinance ManagerMarried 2 children

15 years public sector experienceFinance and Procurement backgroundMarried 2 children

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 CultureThinking Governs Performance

analy

sisch

an

ge

Performance

System

Management Thinking

Bed example

Systems Thinking is about Changing management assumptions

Systems thinking

perspective Outside-in / Customer

design

decision-making

measures

Management ethic Act on system (not person), learning across organisation

Based on “What Matters” to customers

Integrated with work

Customer Demand (expert to the front)

Budget, targets, standards, service levels, activity etc.

Manage budgets and people (Targets) - control

Separated from work

Functional specialisation (split up of work)

Top-down

Command and control thinking

Where have we been working

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

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Building Services ReviewNPT Homes

Traditional Measurement

How do we Measure success / Performance of the Service?

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Traditional Measurement

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Ave Days to complete a Non Urgent Job

Apr-14 May-14 Jun-14 Jul-14 Aug-14 Sep-14 Oct-14 Nov-14 Ave for period

Target 21 21 21 21 21 21 21 21 7

Actual 17 18 16 17 18 18 17 17 17

Ave Days to complete a Non Urgent Job

Qtr 1 Qtr 2 Qtr 3

Target 21 21 21

Actual 17 18 17

What is it Telling us?

Traditional Measurement

Complaints

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What is it Telling us?

Number of Complaints Received

Apr-14 May-14 Jun-14 Jul-14 Aug-14 Sep-14 Oct-14 Nov-14 Ave for period

Target 50 50 50 50 50 50 50 50 50

Actual 50 40 50 35 40 60 40 45 45

© Vanguard Consulting Ltdwww.systemsthinking.co.uk

Mean Distribution

http://en.wikipedia.org/wiki/68-95-99.7_rule

3 Std Deviations

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……….

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

© Vanguard Consulting Ltdwww.systemsthinking.co.uk

Redesign (some of the initial changes)

• Principle of no cold calling and getting it right 1st 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

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

June - 90 Completed Jobs

Sept / Oct 84 completed jobs

Ave 25 to 10UCL = 65 to 20

How do we measure success?

Reduce Costs

Increase Tenant Satisfaction

Increase Employee Morale

What do we Measure NowWhat 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%

Make sure you keep the appointment

% of time we kept the appointment 93%

Make the appointment at a time suitable to me

% of tenants who felt that the appointment was made at a suitable time for them

100%

Complete the job within a reasonable timescale

% of tenants who felt that the repair was completed in a reasonable timescale

90%

Get the job completed right first time

% of tenants who felt that we got the job right 1st time

87%

Do a good quality repair % of tenants who felt that we completed a good quality repair

96%

Cleanliness % of tenants who felt that we left the property clean after the repair

97%

Financial Savings

• 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

Reduce costs

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)

Changing Culture?

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

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Any Questions ?

contact details:

Andrew HarrisHead of Change ManagementTel: 01639 506609Andrew.harris@npthomes.co.uk

Sheltered Schemes

Sheltered Scheme Review

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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 cameand spoke to us about what was important and listened and acted upon what we said”

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