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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