Becoming a more financially resilient social landlord to deliver for residents, build new homes, and regenerate communities
19 DAYS Void turnaround time has reduced by 19 days (and rising). As a result, people are now being housed faster and rental losses associated with empty properties are reduced. Transforming for the benefit of residents, today and tomorrow The programme has enabled the housing association to house people quicker, improve the quality and safety of their homes, enhance customer service, and spend more time in the community with their customers. Across all the priority areas there were three key enablers: data visibility, high performing teams and collaboration. As a result, the financial benefit was combined with a better working culture and fundamentally a better outcome for customers:
In the face of growing resident needs, rising sector expectations, and increasing operating costs, a housing association’s transformation programme is allowing them to deliver against business priorities and improve financial performance, in turn enabling investment for the future. Doing more with what we have - understanding the opportunities to improve An in-depth assessment of the customer journey identified a large amount of re-active repair jobs requiring follow-up; a proportion of jobs that could be avoided; the ability to reduce the duration of voids; and the potential for housing officers to spend more time with residents. There were also challenges with data availability, siloed teams lacking clear accountability, and competing priorities across teams stifling opportunities for collaboration. Within repairs teams, jobs often exceeded their expected duration and planning inefficiencies led to unfulfilled utilisation. This highlighted an opportunity to improve the grip on performance of internal resource and reduce dependence on subcontracted labour.
As a result, they embarked on a strategic transformation programme to: design ways of working and teams to be responsive and agile, and to anticipate and meet customer needs more effectively. evolve the operating model to put customers at the heart.
Empowering people and processes This led to four priority areas:
37% Housing officers are now able to spend 37% more time face-to-face with residents as a result of spending less time on administrative tasks. This is enabling a better understanding of resident needs and fostering stronger community engagement. Positive customer feedback has increased by 12%.
1. Creating a more valued and visible frontline by spending more time with customers and in communities. 2. Moving people into quality homes as quickly as possible. 3. Improving the repairs service by looking at the information flow from customers through to trade teams, to support getting the repair fixed the first time around. 4. Ensuring an effective and efficient repairs service.
6% Subcontracted spending on reactive repairs has decreased by 6%, reflecting more control over internal resources and less reliance on external labour. Further streamlining of processes has enabled operative efficiencies to be improved by 18%.
This programme has given us a way to understand and manage our teams in a way we never had before. We have never seen a change implemented so well and we are confident we have only seen the start of the benefits it will deliver. Repairs Director
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