Paul Clifford Head of Maintenance Operations Aspire Housing DWF Presentation 10 th June 2008.
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Paul Clifford Head of Maintenance Operations Aspire Housing DWF Presentation 10 th June 2008
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Transcript of Paul Clifford Head of Maintenance Operations Aspire Housing DWF Presentation 10 th June 2008.
Paul CliffordHead of Maintenance Operations
Aspire Housing
DWF Presentation 10th June 2008
Today’s Presentation
• Successful DLO
• Who we are
• Where we have been
• What we have done
• Where we are now
Definition
• DLO
– Deane DLO Homepage
– Communities Scotland
– 17th Acronym
• Success
• The achievement of something
• Desired planned or attempted
Who We Are
• Aspire Housing
• Newcastle-under-Lyme Borough Council LSVT February 2000
• Circa 10,000 units
• 12,000 customers
• Largest single RSL in Staffordshire
• Lead organisation HMR Pathfinder North Staffs AMIs
– Knutton and Cross Heath
– Blurton
Who We Have Been
• Audit Commission Inspection November 2005
– 1 star promising
– Stock Condition and Asset Management – strengths outweigh weaknesses
– Responsive Maintenance – area of weakness
– Void Management – weaknesses outweigh strengths
– Aids & Adaptations – area of significant weakness
– Gas Servicing – an area of strength (2 stars)
Where We Have Been
• No strategic direction
• No published Decent Homes programme
• Repairs performance
– Urgent repairs 81.6%
– Routine repairs 81.1%
• Void turnaround
– 63 days
– No major void definition
• Aids & Adaptations
– Disabled bathrooms (40)
• Gas Servicing
– 1462
What Have We Done (1)
• A lot of thinking!
• Audit Commission Inspection Action Plan
• New Regime (Part 1)
• Direct Services Continuous Improvement Plan (DSCIP)
• New Regime (Part 2)
What Have We Done (2)
WITHIN THE NEXT TWO YEARS DIRECT SERVICES WILL BE PROUD TO BE ACKNOWLEDGED AS THE MARKET LEADER FOR THE IN-HOUSE AND EXTERNAL DELIVERY OF AN EXCELLENT REPAIRS AND IMPROVEMENT SERVICE WITHIN THE HOUSING SECTOR
AND WILL BE IN A POSITION TO CHALLENGE THE SERVICE DELIVERY OF COMMERCIAL ORGANISATIONS
CONSULTATIVE FORUM/TRADE UNIONS/ASSISTANT DIRECTORS
ZONED SALARY PAY AND REWARD
Salary Zone optionsFinancial ImplicationsPerformance and RewardWorking hoursMulti-skillingBonus Team & Bonus IT SystemSOR Bonus Book reprints/SMV’s
Managed by HR & Finance
DS BUSINESS PLAN
Strategy
Financial Plan linked to Aspires Business Plan
Strengths & Opportunities
Trading Account & Internal Charge Mechanism (SOR Codes/Job Costing)
Managed by DS & Finance
PROCESS AND SYSTEMSIMPROVEMENTS
AppointmentsHandheld/Mobile TechnologyVariationsAuthority Levels & Audit trailsWork Scheduling & Job Tickets/SORsRepair Diagnostic Tool/SkillsRepairs Co-ordinators
Managed by DS & IT
SERVICE CHALLENGE
Communication: IT AccessConsistent MessageTwo-way
Service Drivers: Technician Empowerment
Aspire’s Values & VisionValue for MoneyCustomer Focus/SatisfactionWork PrideQuality AssuranceBest PracticeContinuous Improvement TeamChange Champions
Performance: NM Development & SkillsTTM Development & SkillsPersonal Development/Learning
Support: StoresBKL UsageWork ToolsTransport FleetCharge Cards
Partnerships: Internal & ExternalPFG
Managed by DS and HR
DSCI PLAN STEERING GROUP (Direction, Resource & Risk – Supported by a Critical Friend)PROJECT SPONSOR WILL NIXON OPERATIONS DIRECTORPROJECT LEADER PAUL CLIFFORD ASSISTANT DIRECTOR DIRECT SERVICESPROJECT MANAGER CHRIS CHADWICK SYSTEMS DEVELOPMENT MANAGERHUMAN RESOURCES NINA ZISSLER SENIOR HR ADVISOR
Aspire Board of Directors & Executive Team
What Have We Done (3)
• DSCIP
– Launched August 2006
• 15 Project Teams
• 40+ staff involved
• Zoned Salary options
– Bonus to Salary
• Process & Systems
– Appointments
– Diagnostic Tool
• Service Challenge
– Performance
– Communication
• Direct Services Business Plan
What Have We Done (4)
DSCIP Achievements
• Neighbourhood approach launched January 2005
• Co-location of Managers June 2006
• Appointments implemented December 2006
– 2 hour slots
• Performance monitoring reporting suite
• Schedule of Rates revised
• Base costs identified
• IHMT Performance Management Framework agreed July 2007
– Productivity
– Competency
– Customer Satisfaction
– Behaviour
What Have We Done (5)
DSCIP Achievements
• Diagnostic Tool implemented November 2007
• Mobile working solution
– OJEU Procurement Project Team
– TBS/Vodafone successful August 2007
– Kit specification and development January 2008
– PDA pilot March 2008
• Draft DS Business Plan developed March 2008
What Have We Done (6)
Strategic Focus
• New Executive Team January 2007
• Clear strategic direction
• 12 key strategies
• 20 Corporate priorities
– DSCIP
– Growing the Maintenance Service
• Adoption of Service Improvement Plans
• Short Notice Inspection
Where Are We Now (1)
• Responsive Repairs upper quartile performance
• Customer satisfaction exceeds 96%
• Status Survey service satisfaction 84% (upper decile)
• Void turnaround 19 days
• Fast track equipment & adaptations service
Where Are We Now (2)
• IIP Exemplar
• IiE submission June 2008
• Remploy Award winner
• CORGI Awards Gas Safety Finalist (Commended)
• NHIC Annual Awards Gas Safety Finalist
Where Are We Now (3)
• Short Notice Inspection
– Not selected
– Independent Assessment and Validation this week
• IHMT Draft Business Plan in place
• Aspire Maintenance Marketing Strategy
– Business to Business launch September 2008
– Individual customers December 2008
