2. NEW MAINTENANCE CONTRACTS INC RESPONSIVE REPAIR REVIEW AND RIGHT FIRST TIME Customer Committee 27 th January 2015 Debbie Whitfield Head of Property Services

3. TWO MAJOR PROJECTS –WHY? Responsive Repair Review  Service that has biggest impact on customer satisfaction  Complex processes  Processes across different teams and contractors  Processes not consistent – additional ‘steps’ included to manage different ways of working  Value for Money

4. TWO MAJOR PROJECTS –WHY? Responsive Repair Review  Service that has biggest impact on customer satisfaction  Complex processes  Processes across different teams and contractors  Processes not consistent – additional ‘steps’ included to manage different ways of working  Value for Money Procurement  Existing contracts ending – needed process to meet regulations  Value for Money  For new contracts from April 15  Responsive Repairs including handy person service  Planned Maintenance (major replacements and external painting)  Estate Services

5. TWO MAJOR PROJECTS –WHAT DID WE DO? Responsive Repair Review  Reviewed feedback from customers  Highlighted areas that currently work well and those needing improvement  Used existing information to fully understand how service is being delivered  Identified process issues that impact on customers and contribute towards dis-satisfaction

6. TWO MAJOR PROJECTS –WHAT DID WE DO? Responsive Repair Review  Reviewed feedback from customers  Highlighted areas that currently work well and those needing improvement  Used existing information to fully understand how service is being delivered  Identified process issues that impact on customers and contribute towards dis-satisfaction Procurement  Reviewed feedback from customers  Highlighted areas that currently work well and those needing improvement  Detailed requirements  Agreed on ways to measure quality and Value for Money in submissions

7. WHAT DID WE LEARN? Responsive Repair Review  Processes not LEAN  Lots of effort to deal with exceptions  Duplication of effort  Processes not ‘dovetailed’ with contractors  Importance of customer focus  Communication is key

8. WHAT DID WE LEARN? Responsive Repair Review  Processes not LEAN  Lots of effort to deal with exceptions  Duplication of effort  Processes not ‘dovetailed’ with contractors  Importance of customer focus  Communication is key Procurement  Need partner with similar approach as CHS  Committed contractor  Need to tap into contractor's capabilities  Use of IT is important factor in successful delivery  Communication is key

9. So - where are we now?

10. TWO HAVE BECOME ONE…MAJOR PROJECT  Themes for both projects merging together –Keeping customers informed –Linked and streamlined processes –Improvements in IT –Value for Money  Changes from review could only go so far with existing contract  Improvements identified included in new contract  Potential contractors scored on how would meet requirements

11. AND THE MAJOR PROJECT IS….

12. ….getting ready to start working with a new contractor from 1 st April 2015

13. AND THE MAJOR PROJECT IS…. ….getting ready to start working with a new contractor from 1 st April 2015 ….making sure the changes needed are in place

14. AND THE MAJOR PROJECT IS…. ….getting ready to start working with a new contractor from 1 st April 2015 ….making sure the changes needed are in place …and will stay in place

15. AND THE MAJOR PROJECT IS…. ….getting ready to start working with a new contractor from 1 st April 2015 ….making sure the changes needed are in place …and will stay in place …and customers start to see improvements

16. WHO ARE THE NEW CONTRACTORS?

17. ‘Local firm with HQ based at Wisbech’ ‘…vans never more than 30 mins away from any property in East Anglia’ ‘Part of the Lakehouse Group’ ‘Experience with the Price Per Property cost-model’ ‘…local offices at Norwich, Great Yarmouth, Grantham, Needham Market & now also at SWAVESEY!’

18. Foster Property Maintenance

19. WHAT IS HAPPENING NOW?  Planning mobilisation  Start joint working in key areas  See what is possible for 1 st April and what needs longer timescales  Focus on the areas customers want to see improvements most quickly –Right First Time –Communication –Quality of repairs  Additional focus on areas important to CHS –Improved customer feedback and satisfaction –LEAN processes –Added value

20. ALSO…  Putting together a joint communication plan for all customers in early March  What will change?  Highlighting possible short term challenges  Working with Roalco for smooth transfer  Continuing management of Roalco for remaining period  Supporting staff through changes as different ways of doing things are introduced

21. WHAT NEXT?  Meeting with Fosters on Thursday at Wisbech HQ for some staff – more planned  Agreement of plan up to start of contract  Putting in place key meetings  Introducing Fosters to customers –Customer Committee in April? –Customer(s) to be involved in regular monitoring meetings – every three months – dates to be arranged

22. ANY QUESTIONS?