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

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

3. Systems Thinking? Get the Right offiers Involved

6. 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

7. Changing Culture Thinking Governs Performance analysis change Performance System Management Thinking Bed example

8. Systems Thinking is about Changing management assumptions Systems thinking perspective Outside-in / Customer design decision-making measures Management ethicAct 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

9. Where have we been working Sheltered Schemes Building Services Communications Sickness Landlord Services – Customer Demands Application Review Arrears / Welfare Reform 9

10. Building Services Review NPT Homes

11. Traditional Measurement How do we Measure success / Performance of the Service? 11

12. Traditional Measurement 12 What is it Telling us?

13. Traditional Measurement Complaints 13 What is it Telling us?

14. © Vanguard Consulting Ltd www.systemsthinking.co.uk

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

16. Systems Approach within NPT Homes Rhodri the Carpenter

18. 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

19. What Stops Rhodri doing his job? What gets in my way is……….

20. 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

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

22. © Vanguard Consulting Ltd www.systemsthinking.co.uk 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

24. How do we measure success? Reduce Costs Increase Tenant Satisfaction Increase Employee Morale

25. 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 made88% Make sure you keep the appointment % of time we kept the appointment93% 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 1 st 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%

26. 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

27. Link to insider magazine: (click here) Changing Culture?

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

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31. 31 Any Questions ? contact details: Andrew Harris Head of Change Management Tel: 01639 506609 Andrew.harris@npthomes.co.uk

32. Sheltered Schemes Sheltered Scheme Review 32

33. 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)

36. 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” 36