November 2012 PCC Training: Helping You Shine

 The background to the Mole Valley Resident Auditors Team  Reflections on the Voids and Allocations Inspection  Key findings  Recommendations  Questions

 The second Resident Auditor Team led inspection  Two day training programme  Ongoing support and mentoring from PCC  Inspection Planning days  Field work (“Reality Checks”)  Evaluation meeting  Report  Presentation of findings

 A review of the paperwork  Telephone interviews with residents (19)  Workshadowing  Focus Groups with residents  Interviews with key staff - Managers and front line staff

What went well?  The Auditor team decided on the focus  Clear dates and times agreed  Good communication and team work.  Improved confidence  Greater ownership of the inspection  Designed many of their own questions  The team shared responsibility

Learning points  Need a bigger team  The Focus Group with residents did not work  More onsite support would be beneficial  More time between interviews  Some of the questions proved unnecessary  Mobile phones!

 Findings are “scored” using a traffic light system (Green, Amber and Red).  5 of the Responsive Repairs Service standards were graded as passes by the reporters.  3 of the Responsive Repairs Service standards were graded as partial passes by the reporters.  0 of the Responsive Repairs Service standards were graded as a fail by the reporters.

1. To review the information provided to residents, including the welcome packs 2. To review the cleaning of properties to ensure they are being cleaned to standard 3. The level of cleanliness and rubbish removal expected needs to be clarified for staff and residents 4. Post-Inspections and 6 week visits attempt to pick up any issues in cleanliness and rubbish removal

1. To continue to highlight the responsibilities of the out- going tenants and new tenants especially regarding gardens. 2. To continue to work with and monitor outside contractors to ensure everyone is working towards the same letting standards. 3. To continue to ensure close monitoring of this service to maintain the high quality of work already being provided. 4. To employ the new administrator a.s.a.p. and ensure the training given is at the current level of high standard

5. MVHA monitors the customer care of its contractors to ensure consistent performance in this area across all MVHA and contractor staff. 6. MVHA addresses the issues with the out of hours repairs reporting to ensure consistency with the in-house approach 7. The effectiveness of the process for communicating follow up appointments is reviewed. 8. The procedure for showing of ID is reinforced with MVHA and Contractor staff through Toolbox and contractor monitoring meetings. This to be followed up through customer surveys 9. Mole Valley Housing Association needs to clarify what is meant by first time fix in literature and staff briefings. This also needs to be passed to Invicta so that residents are clear what they are commenting on when taking part in satisfaction audits.

10. The standard “Van Stock” is reviewed with the introduction of the PDAs and an enhanced van stock is considered in the light of repairs priorities 11. The new PDA system is introduced as soon as possible 12. Staff and residents review the effectiveness of the new PDAs in addressing the areas for improvement outlined in this report. 13. Mole Valley Housing Association investigates issues with dissatisfaction with quality of workmanship.