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CIH Scotland & Scottish Government Learning Network Achieving Efficiencies in Housing Management Conference
Managing Performance, Improving Effectiveness and Efficiency
Jan Taranczuk
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About Pinnacle
• 15 years in social housing management
• Directly manage 15,000 social housing homes
• Linked services to 300,000 homes across UK
• 2 HRA housing PFI – 3,200 homes
• 2 large mixed tenure developments – 2,750 homes
• Only private organisation accredited by TSA
• Private company with social ethos
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How to drive efficiency and effectiveness
• Competition – CityWest Homes
• Managing staff – LB Hackney / Hackney Homes
• Bold client – South London Family Housing
• Long term approach – Edinburgh City Council
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Competition – CityWest Homes
• 4 providers including the in-house appointed in 2006
• Providers:
• City West Direct
• Pathmeads
• Pinnacle psg
• RMG
• 19 villages with 22,000 homes, 3 star rating
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Competition – CityWest Homes
KPI Target Performance
CWD Pathmeads Pinnacle psg
RMG
Responding to complaints 95% 100% 100% 100% 100%
Responding to correspondence
100% 100% 100% 100% 100%
Satisfaction with landlord 77% 85% 78% 87% 76%
Satisfaction with handling of repair
88% 93% 88% 93% 88%
Void turnaround times 26 days 18 days 35 days 16 days 27 days
Repair appointments made
99.75% 99.94% 99.96% 100% 99.97%
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Managing staff – LB Hackney / Hackney Homes
• Started relationship in 1998
• 12,000 homes under management (2 neighbourhoods)
• 2 star ALMO
• 80 + TUPE transferees (2 contracts)
• Senior management team installed
• Incl. back-office functions like finance and HR
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Managing Staff – average debt per property
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Managing Staff – void performance
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Managing Staff – other stats
• Arrears down from £6m to £553k
• Telephone answering 96% (no call centre!)
• Sickness 3.5%
• Overall performance 1st out of 7 neighbourhoods
• 2% reduction in costs to Hackney Homes every year
• Resident satisfaction 79% (high for London)
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Managing Staff – how?
• Senior ‘Pinnacle’ management team installed
• Staff performance managed on a commercial basis
• Focussed on outputs that raised resident satisfaction
• Trust experienced ‘TUPE’d’ staff
• Bonus / reward scheme, celebrated success
• Good staff have option to progress / more challenges
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Bold client - SLFHA
• Failing RSL – supervision imminent
• Parent RSL Amicus Horizon
• Replaced SLFHA Exec Team with interim management
• Small fee
• Bonus paid on achieving 1 star
• 1 star achieved – back on even keel
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Long term approach – Edinburgh Building Services
• 3 year transformational project
• Tied into overall BPR project for Council
• ICT investment
• New customer contact centre
• Service wide staff training plan
• Complete re-engagement with residents
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Long term approach – Edinburgh Building Services
• Void turnaround reduced by 40% 16 days to 10 days
• Complaints down 60% from 200/month to 80/month
• Repair appointments kept increased to 87% from less than 30%
• Staff satisfaction increased from 25% to 78%
• ‘Tenants First’ performance framework implemented
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Barriers to achieving this
• Procurement needs to encompass:
• broad scope of services
• commercialism
• an internal market to compete
• long contract periods, 10+ years
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Conclusion
Managing Performance, Improving Effectiveness and Efficiency
• Create internal competition
• Manage staff on commercial basis
• Bold clients succeed
• Long term contracts allow long term investment