AFFINITY SUTTON Sue Cooper...•Email/text confirmation immediately after booking the appointment •Email/text reminder 24hrs prior to the appointment •Operative calls ahead twice

www.affinitysutton.com

AFFINITY SUTTON

RISING TO THE CHALLENGE

Sue Cooper

Managing Director – Affinity Sutton Repairs

CIH - Re-thinking Repairs 2016

• 100 year heritage

• 57,000 homes across 120

local authorities & plans to

build 1000’s more over the

next ten years

• 2 ‘wholly owned

subsidiaries’ delivering

repairs

• Forecast ‘gift aid’ 2015/16

in excess of £1.2m

• Overall repairs satisfaction

86.7%

Area of Operation

3 | Section title

A very different landscape • Politics

• Rents and income

• Impact on services

Political backdrop

5 | Setting in the scene

• Deficit reduction strategy

• Welfare politics / cost cutting

– Working Tax Credits

– ‘Living wage’

– Less benefit, more pay

• Home ownership – 1 million homes

– Right to Buy

– First Time Buyer initiatives

– House builders not playing?

5 | A very different landscape

Knowns and unknowns –

rents and income

• 12% rent cut –

– (£38m) pa by year 4

– (£80m) by 2020

– (£338m) by 2025

• Future rent policy?

• RtB – 1360 homes sold by 2025

• ‘Pay to stay’ – unquantifiable, but

estimate < 7% affected

6 | A very different landscape

What’s it likely to mean for

HAs?

• Sector consolidation

• Cross subsidy from sales

programmes expands

• Partnerships/ JVs with LAs

• Grant free development on our own

terms

• Drive to achieve further efficiency

savings & service improvements

• Focus on ‘Return on Investment’

|

RISING TO THE CHALLENGE

www.affinitysutton.com

So where have we come

from…

• Customer focused ?

• Very complex!

• Not achieving VFM

• It’s not where we wanted to be!

Most important things for

Affinity Sutton to focus on

97%

60% 54%

3%

35% 33%

5% 8%

3%

Maintain existinghomes

Provide supportservices

Build new homes

Not at all important

Not very important

Fairly important

Very important

What we did

We conducted a strategic appraisal of our data, our services

and the way we communicate with our customer groups.

• A simpler, clearer service offer

• Balanced rights and responsibilities

• Defined social purpose

• Improved IT

• Process simplification

• More self-serve

Two Way Street – Our new

service offer

As a sector, who can we

learn from?

14 | Section title

Direct customer interaction

Web services Face-to-face and phone

Social media

Customer Journey: Repair

Logging

• Access channels

• Nudge to ‘on-line’ reporting through self-serve and ‘web chat’

• Telephone

• Email

• Social Media

• Face to face (by exception)

• Contact Centre

• Customer Focus – ‘the John Lewis’ approach

• Scripting and diagnosis – the ‘First Direct’ approach

• Appointments & Service Standards – the ‘UPS’ approach

• Scheduling – the ‘Auto Glass /AA’ approach

Customer Journey - Delivering

the work

• Customer Focus – ‘In the Loop’

• Email/text confirmation immediately after booking the appointment

• Email/text reminder 24hrs prior to the appointment

• Operative calls ahead twice (before leaving previous job and en-

route with estimated time of arrival)

• Missed appointments now <5% - saving £200k per annum

Customer Journey - Delivering

the work

• Learning from ‘Auto Glass’ and the ‘AA’ !

• Branded Van and Work-wear;

• Tablet with ‘real time’ information

• Van stock – Top 100 materials

• Focus on ‘first time fix’

• Customer Focus – Greeting; ID on tablet; Explain job; do work in ‘clean’ environment; explain what they have done and materials used; book follow-on appointment, if necessary

• Any further work?

• Resident signs tablet – job complete

• Satisfaction Survey

Customer Journey - Post Work

• Customer Focus – ‘In the Loop’

• Contact Centre telephone/email within 2 hours of job completion

• Satisfaction Survey – Continuous Improvement

• Independently completed – The Leadership Factor

• Captures resident feedback scores <5 and >8

• Identifies ‘Priorities for Improvement’

• Feedback shapes future service delivery

• Provides benchmarking opportunities with ‘private’ sector

THE FUTURE……

Our Future

Enterprise Resource Planning

Management

and Strategy

HR

Finance / Accounting

Development

Tenant/Housing Management

Maintenance

Legal and

Compliance

Contractors

Tenants

Suppliers

3rd Party Service Providers

Access to services Simple interfaces

Information to

define services

People & Policy Better visibility of costs

Omni-channel

Customers

use their

preferred

channel

Seamless service provision

Sue Cooper, Managing Director

E: [email protected]

M: 07825386104