customer engagement strategy - berneslai homes

Creating great homes and communities for the people of Barnsley

Customer Engagement Strategy2020/24

Working together for you, your homes and your community.

B E R N E S L A I H O M E S 2

Customer Engagement Strategy 2020/2024

Section Title Page

1 Introduction and vision 3

2 Our Vision for Customer Engagement 4

3 The Objectives of this strategy 4

4 Theprofileofourcustomers 5

5 TheNationalandRegulatorycontextandourmodelforco-regulation 8

6 The structure and resources for customer engagement 11

7 Whocangetinvolved 14

8 Thewaysweengage 15

9 Howwesupportcustomerstobeinvolved 19

10 Monitoring the difference customer engagement makes 20

11 Ourprioritiesoverthecomingyearstoensurewedeliver against this strategy 22

Contents



1. Introduction and vision. Welcome to our Customer Engagement Strategy for the period 2020/24.

BerneslaiHomesandourshareholderandlandlord,BarnsleyMBC,haveastrongtrackrecordofworkinginpartnershipwithandlisteningtoourcustomers(tenants,leaseholders,applicantsandresidents on estates).

Wewantallofourhomesandestatestobegreatplacestolive.MakingthathappenisapartnershipbetweenBerneslaiHomes,ourtenantsandourcustomers.

Thisstrategysetsoutourcommitmenttoworkinginagenuinepartnershipwithtenantsandresidents,empoweringandsupportingthemtohaveastrongandeffectivevoice.

WebeganwritingthisstrategyjustbeforetheCovid19pandemicof2020,andweacknowledgethattheshapeoftenantengagementischanging.Thisstrategyaimstoreflectthechangesandhighlightsthealternativewaysourtenantscanengagewithus,whilstwecontinuetoworkunderthecurrentsocialrestrictions.Asthefutureremainsuncertain,wewillreviewourapproachtotenantengagement,ensuringweprovidesafeandeffectivemethodsforcapturingthetenantsvoice,shouldsocialrestrictionscontinue.

In2018weworkedwithTPASandcustomers,andreviewedourapproachtoensureitwasmodern,valueformoneyandgenuinelyofferedopportunitiesforcustomersto:

• influencepolicies,proceduresandchangestoourservices;• test,monitororgivefeedbackaboutwhetherwearedeliveringagainstthepromises wemake;• improvetheirneighbourhoodsandcommunities;and• scrutiniseourservicestoensurewearemeetingallourobligationsasalandlord,which aresetoutintheSocialHousingRegulatoryframework.

Thisstrategyhasbeendevelopedtomeettherecommendationsfromthatreviewandsetsoutourvisionforcustomerengagement,ourapproach,andourpriorities.

Thisincludesthefollowing:

• Our vision for customer engagement.• Theprofileofourcustomers.• Theregulatorycontextandourmodelforco-regulation.• The structure and resources for customer engagement. • Whocangetinvolved.• Thevariouswayscustomerscangetinvolved.• Howwesupportcustomerstogetinvolved.• Howwemonitorthedifferencecustomerengagementmakes.• Ourprioritiesoverthecomingyearstoensurewedeliveragainstthisstrategy.



2. Our Vision for Customer Engagement.Our vision for customer engagement is that our customers are encouraged to and have the opportunitytoengagewithusandgetinvolvedintheircommunityinawaythatsuitsthem, andthatwhentheyengage,welistenandrespondtotheirvoice,ensuringthatwedeliveranddevelophighquality,accessibleandfairservices.

Theunderlyingprincipletothisstrategyisthat“everyvoicematters”.

3. The Objectives of this strategy.Theobjectivesofthisstrategyareasfollows:

• Customershavetheopportunityandsupporttobeinvolvedinawaythatsuitsthem.• Customersareattheheartoftheorganisationandtheirvoicesareheard,valuedand responded to. • Managersandstaffrespectandworkintruepartnershipwithcustomers.• Thereisaneffectivemechanismforco-regulationandtenantscrutinyandthisoffersBoard andourshareholderassurancethatwearedeliveringtherightservices,intherightway,and wheretenantsraiseconcernsthesearerecognisedandrespondedto.



4. The profile of our customers. Ourcustomerengagementstrategyisbuiltaroundwhatweknowaboutourcustomersandsoaimstoengageaboutthingsthatmattermosttocustomersinawaythat’sasaccessibleaspossibleandwhichensureswehaverepresentativeviewswhenconsideringservicewideissues,andlocalareaviewswhenweareengaginglocally.

Wedeliverservicestoadiverserangeofpeopleandsoit’simportantthatweunderstandmoreaboutthemsothat:

• whenwedeveloporreviewservices,policiesandprocedureswecanbesurethatour servicesareaccessible;• whenweplanengagementactivities,wecandevelopmethodsthatareofinterestto relevantgroups;• whenwetestservices,wedosofromawiderangeofperspectives;and• whenweaskforviewsandideas,wedosofromawiderangeofperspectives.

4.1 So what do we know*?

Gender*.Wehavemorefemaletenantsthanmale.

59%Female41%Male

Age*.Wedonothavemanyveryyoungtenants(under25).Themajorityofourtenantsareworkingage,butathirdareoverretirementage.

Under25 4%26to55 46% 56to65 18%66to85 28%86+ 4 %

Ethnic Background*.The majority of our tenants are White British.

Whiteother(includesIrish,Gypsy,Roma,otherWhitebackgrounds) 2.4%White British 95.2%Black/BlackAfrican/BlackBritish/Blackother 1.4%Asian/AsianBritish 0.5%Other 0.4%

Length of tenancy*. Themajorityofourtenantsarelongstandingtenants.

Under 2 years 15%2-5years 18%Over5years 67%

*Source:BerneslaiHomesTenancyRecords



Disability**.

Morethanhalfofourtenantshavesomeformofdisability.

33% oftenantshaveadisabilitywhichlimitsdaytodayactivitiesalot(STARsurvey2019)23% oftenantshaveadisabilitywhichlimitstheirdaytodayactivitiesalittle(STAR2019)40% nodisability4% no information

Digital Inclusion**.

70% ofourcustomersareonline,andeventhoughanincreasingnumberofoldertenantsareonlineweneedtoconsiderthatthemajoritystillaren’t.

Age Band % online 18-34 98%35-54 88%55-64 65%65-84 41%85+ 19%

**Source:BerneslaiHomesSTARSurvey2019

Some Barnsley indicators***.

Comparedtootherlocalauthorities,Barnsleyresidentshavelowerincome,haveahigherproportionofworkingageresidentswhoarenotworking,havehigherdeprivationintermsofeducation,skillsandtraining,havesufferedmorecrime,andhaveahigherproportionofdyingprematurelyorhavingtheirdaytodaylivingaffectedbyhealthissues.Barnsleyrankswellintermsofaccesstogoodqualityandaffordablehousingandthelivingenvironment.

Weneedtotakeaccountofthesefactorswhenplanninganddeliveringengagementactivities.In2019,outof316LocalAuthoritiesacrossEngland,thisishowBarnsleyresidentsrankedontheIndicies of Deprivation***

TheIMDisarelativemeasureofdeprivation.ThismeansitmeasureshowareasinEnglandcomparetoeachother.Itisnotanabsolutemeasureofdeprivation,soitdoesn’ttellusabout theabsolutenumbersofpeopleandhouseholdsinpovertyandhowthishaschanged.

***SourceBMBC.



4.2 How we try to get a representative view.

• Weonlyuseprofilingwhereitisofstatisticalvalidityandsoundnessandwehavetheright to use the data for this purpose. • Weanalysetheresultsofsurveysbyage,genderandhealth(wherecollectedwithinthe survey)toestablishanydifferenceofopinion.Wherewecan’tdothiswewillhighlightthe limitedrepresentationinanyfindingreportsandrecommendations.• Wecollectandupdateprofilingdataforourmainstrategicconsultativegroupsincluding TenantVoicePanel,ScrutinyPanelandCustomerPanel.Wetargetrecruitmenttothese groupswhereweknowtheyarenotrepresentative.Butweknowthatsomegroupswill alwaysbeunderrepresentedduetotheirsize,meetingarrangementsandsoon.Our commitmenttoaddressthisistoensurewesharethediscussiontopicsandoutcomesas widelyaspossible.• Whenweplanconsultationexercisesweconsiderourprofilingdatatohelpusunderstand whatarepresentativeviewwouldbe.• Wherewewanttoconsultwithaspecificdemographicandwedonothavedatatoidentify peoplewiththosecharacteristics,wewilladvertiseourconsultationrequirementsorwewill makeuseofthepartnerhsipsandnetworkswehavewithotherexistinggroups,forexample groupsforvisuallyimpaired.• WeconsultlocallyonneighbourhoodmattersanddothisthroughTARAs,partnership meetingswithotherexistingcommunitygroupsorbydirectcontactwithtenantsin those areas.• Wemakeuseofsocialmediaandelectroniccommunicationstowidenthereachofour consultationorengagementrequirements.



5. The National and Regulatory context and our model for co-regulation. Thisstrategyensuresallaspectsofthenationalandregulatorycontextareincorporatedwithinourapproachtocustomerinvolvement.

5.1 Social Housing Green Paper ‘A New Deal for Social Housing’.

TheSocialHousingGreenPaper,publishedinAugust2018aimstorebalancetherelationshipbetweenresidentsandlandlords,tacklestigmaandensurethatsocialhousingcanbebothastablebasethatsupportspeoplewhentheyneeditandsupportsocialmobility.

ThefollowingsetsouthowthiscustomerinvolvementstrategywillsupportthefivethemesemergingfromtheGreenPaper.ThestrategywillbereviewedtoensureitaddresseskeychangesinpolicyastheGreenPaperprogressesthroughitsrelevantstages.

Theme 1 How we tackle stigma and celebrate thriving communities.

• WesupportTARAs,communitycentremanagementcommittees,andothercommunity groupswhooperatefromourbuildingsorestates.• Ourlocalcommunityengagementworkandnetworks,includingBarnsleyCouncil,aimto developandsupportthrivingcommunities.• WeworkinpartnershipwiththeNationalFederationofALMOs,theCharteredInstituteof Housingandotherprofessionalbodiestolocallysupportnationalcampaignsaimedat celebratingcounciltenants.• Wesharepositivestoriesandimagesofcounciltenantsinoursocialmediapresenceand other communications.

Theme 2 How we involve tenants in expanding supply and supporting home ownership.

• OurTenantVoicePanelhavememberswhoattendstrategicmeetingswithBerneslaiHomes andBarnsleyCouncilandsoinfluencethestrategicplanningforsupplyanddemand.

Theme 3 How we involve tenants in the effective resolution of complaints.

• OurTenantVoicePanelreceiveregularinformationaboutthenumber,typeandoutcome ofcomplaintsandweagreewiththemourserviceimprovementsarisingfromcomplaints, oranychangesneededtoourcomplaintspolicy.• Wehaveasmallpooloftenantswhohavereceivedspecialisttrainingandwho,alongwith ourBoardmembers,sitonoursecondstageappealandreviewpanels.• Wepublishinformationabouthowtomakeacomplaint,howweresolvethemandthe type,natureandoutcome.• Weundertakesatisfactionsurveysontheclosedownofcomplaints.Thisensuresweare continuallylearningfromfeedback.• WehaveatenantledCustomerServicesFocusgroupwhomeetperiodicallytolookat customer service issues.

Theme 4 How we empower residents and strengthen the regulator.

• Thevarioussectionsinthisstrategysetouthowweempowerresidentsandensurethat regulationisstrong.



Theme 5 How we involve tenants in ensuring homes are safe and decent.

• OurTenantVoicePanelhavestronglinkstoourgovernancearrangementsandattend CustomerServicesCommitteetoensurethatthetenantfocusisconsideredinstrategic andperformancerelatedmeetings.• TenantsarerepresentedinourPropertyRepairsandImprovementPartnership,attending meetingswherestrategicandoperationalissuesarepresentedanddiscussed.• OurTenantVoicePanelreceiveinformationrelatingtocompliancemeasuresweundertake.• Weissueregularinformationrelatingtorepairs,safetyusingsocialmedia,oure-bulletin andourwebsiteaswellaslettersandotherdirectinformation.

5.2 Our model for co-regulation.

TheRegulatorforSocialHousingsetsoutintheInvolvementandEmpowermentStandardthedutiessociallandlordshavetoinvolveandempowertenantsandresidents.Ourdutyistogivetenantsawiderangeofopportunitiestoinfluenceandbeengagedin:

• theformulationofourhousingrelatedpoliciesandstrategicpriorities;• themakingofdecisionsabouthowhousingrelatedservicesaredelivered,including thesettingofservicestandards;• thescrutinyofourperformanceandthemakingofrecommendationsabouthow performancemightbeimproved;• themanagementoftheirhomes,whereapplicablethemanagementofrepairand maintenanceservices,suchascommissioningandundertakingarangeofrepairtasks,as agreedwithlandlords,andthesharinginsavingsmade;and• agreeinglocaloffersforservicedelivery.

ThekeyfocusoftheregulatorystandardsisensuringlandlordsworkwiththeirtenantstoensuretheysetandmonitorperformanceagainsttheLocalOffersandConsumerStandards,thisiscalledCo-regulation.

5.3 The Tenant Voice.

OurmodelforcoregulationiscalledTheTenantVoice,whichincludesallaspectoftenantfeedback,andcompanyperformance,includinganannualselfassessmentagainstthefullrangeoflocaloffersandconsumerstandards.AttheheartofourmodelistheTenantVoiceandScrutinyPanelwhoseroleistochallengeperformance,influenceserviceandpolicydevelopmentandofferassurancetoourBoardandshareholder.

Thediagramoverpagedemonstrateshowthemodelworks.



The Tenant Voice Panel.

Madeupofninetenantsfromadiverserangeofbackgrounds,thepanelensureweremaincompliantwiththeRegulatorforSocialHousingbyassessingourperformanceagainstarangeofLocalOffersandConsumerStandards.TheyalsohaveaccesstoasuiteofperformancereportsandOfficersonhandtoattendtheirmeetingstoprovidefurtherinformationonanyaspectoftheservice.IftheyfeelthatwemaynotbedeliveringtheyareabletopasstheareaofserviceontotheTenantScrutinyPanelforfurtherinvestigation.

Toensurethattenants’voicesarerepresentedwithinourgovernanceandperformancemanagementarrangementswehavethefollowinginplace:

• TwoTenantVoicePanelmembersattendourCustomerServicesCommittee• TwoTenantVoicePanelmembersattendthestrategicliaisonmeetingwithour shareholder,BMBC.

The Tenant Scrutiny Panel.

Wehaveapoolof12tenantswithawiderangeofknowledgeandintereststhatwepulltogetherwhentheyhaveaprojecttoworkon.Wecallthisa“TaskandFinish”approach.Wemayonlyuseupto6membersperproject,whichenablesmorethanoneprojecttobeupandrunningatagiven time.

6.0 The structure and resources for customer engagement.

6.1 The structure.

EngagementisacrosscuttingresponsibilitythroughoutBerneslaiHomes.Allmanagersunderstandtheimportanceoflisteningtotenantsandareencouragedtoworkwiththeirstafftodevelopeffectivewaystoengagetenantsingivingfeedbackabouttheservicedeliveredbytheirteams.

Thereisalsoaspecialistcentralengagementteamwho:

• offerexpertiseandsupporttootherteams;• managetheco-regulatoryframework;and• workwithcustomersonourtenantledqualitycheckingprocess–ServiceExcellence AssessmentProgramme(SEAP).

ThestructurediagrambelowoutlinesourengagementactivitiesandresponsibilitiesacrossBerneslaiHomes.



6.2 Resources for customer engagement. Wehavespecificbudgetssetasidetofundthecustomerinvolvementservice.SomecostsforcustomerinvolvementaremetfromtheHousingRevenueAccount(HRA)andsomefromBerneslaiHomes’ManagementFee.

Thefiguresshownbelowrepresentourbudgetsasof1stApril2020andshow(unlessstated)onlythosebudgetsmanageddirectlybytheCustomerServicesandEngagementTeam.TheBerneslaiHomesbudgetavailableforcustomerinvolvementissubjecttoanannualreview.Anysignificantchangeswillbediscussedandagreedwiththecouncil.WehaveindicatedwhichareHRAbudgets–allothersareBerneslaiHomesbudgets.

• TenantVoicebudget£15,000(HRA)• WeprovideTARAswithagrantof£410peryearandcoverthecostofroomhire formeetings(HRA).• Wehaveatrainingbudgetof£1,700peryear.• Wehaveabudgetof£3,000forourCustomerPanel.• Wehaveabudgetof£5,000tomanageourServiceExcellenceAssessmentProgramme.• Wehaveabudgetof£8,000peryeartoundertakethetenantsatisfactionsurvey.• Wehaveabudgetof£20,000peryeartofundanyspecialcustomerinvolvementprojects. Thisbudgetcanalsobeusedtodevelopandimplementserviceimprovements.• Wehaveabudgetof£16,000forYouthEngagement,managedbyTheHousing Management Teams.• Wehave£3,000fortheBerneslaiHomes’FundingPots,whichisring-fencedto affiliatedgroups.



7. Who can get involved. Anytenant,leaseholder,residentonaBerneslaiHomesmanagedestate,applicantonthehousingregisteroranyotherpersonwhohasaconnectionwithanyofthepreviouspeople,forexampleacarerorrelative.Wemayalsoonoccasionsinvolveotherresidentsorexistingcommunitygroupswhodon’thaveaconnectionwithBerneslaiHomesbutwhocanoffercertainskills,experienceorperspective.

7.1 Who can’t get involved?

Withtheexceptionofrandomsurveysandotheropenevents,wewillnotactivelyinvolvethefollowingcategoryofpeople:

• AnyformertenantwhowasevictedfromtheirBerneslaiHomespropertyorwholeftowing money or having caused a serious breach of their tenancy agreement.• Anycurrentorformerleaseholderwhohasbreachedthetermsoftheirlease.• AnyapplicantwhoiscurrentlyexcludedfromtheHousingRegister.• Anypersonwherewearemadeawaretheyarecausingorhavecausedseriousantisocial behaviour in their area.• Anyperson,whoduringtheirinvolvementwithus,actsinappropriatelyorisoffensiveand continues to cause offense despite being asked not to.

Wedonotroutinelycheckthisbutrelyontheinvolvedcustomerbeingopenanddisclosingwhetheranyoftheserestrictionsapplytothem.

Wedohoweverundertakeaninitialcheckforthefollowingcategoryofinvolvedtenantastheyareempoweredtomakemorestrategicdecisionsonbehalfoftenants.

• TenantVoicePanel• ScrutinyPanel• ServiceExcellenceAssessmentPanel

Wherethesecheckshighlightanyoftheaboveissuesorwherewebecomeawareofanysuchissueorbehaviour,wewilladvisethepersonofourdecisionnottoinvolvethem.ThisdecisionwillbemadebyourCustomerServicesManagerorourCustomerServicesandEngagementManager.ThisdecisionwillbeconfirmedinwritingandtheindividualwillhavearightofappealtotheBerneslaiHomesTenantVoicePanel.



8. The ways we engage. Tenantengagementisabroadtermthatdefineslotsofdifferentwaysthattenantscangetinvolvedandmakeadifferenceonbehalfofothertenantsandresidents.Ourmodelofengagementreflectsthefactthatnoteveryonewantsto,can,orhastheneedtogetinvolvedinthesameway.Ourmodelbelowrecognises this difference.

InformingWe give our tenants information about our policies,eventsandservicesthatmayaffectthem.

We do this by;•Publishinginformationonourwebsite•SendingoutofEBulletin•UsingourSocialMediaplatforms• Inviting our tenants to have their say on ourpoliciesviaourCustomerPanels•Sharingandpublishingarangeof performance reports•Holdinglocalmeetings•AskingourTARAstohelpspreadtheword intheirlocalities

ConsultingWeseektheviewsofourtenantsinrelationtoservicedelivery,policyandprocedure.

We do this by;•SeekingviewsatourCustomerPanels• InvolvingourTenantVoiceandScrutiny Panels• InvolvingtenantsonourProperty,Repairs andImprovementPanel,(PRIP)• Sendingoutsurveys• Usingoursocialmediaplatforms• AskingourServiceExcellenceAssessment • Programme,(SEAP),totestourservices

InvolvingWe give our tenants the opportunity to influencethedecision-makingprocess,throughourmenuofinvolvementbothatalocalandstrategiclevel.

We do this by;•InvolvingourTenantVoiceandScrutinyPanel•OurTARAs•OurSEAP•OurCustomerPanels•OurEstateWalkabouts•OurLocalCommunityMeetings• Bespoke Focus groups •Oneoffconsultationevents•InvolvingtenantsinourALMOLiaison meetingswiththeCouncil• Our Tenant Board representatives•InvolvingtenantsinourCustomerServices • Committee meetings

SupportingWe provide a range of support to our tenants toenablethemtobecomeactivelyinvolvedinshaping services.

We do this by;• Offering bespoke tenant training to ensure ourtenantscantakeanactiverole• Providingoutofpocketexpenses• Providingequipmenttoensureourtenants canfulfiltheirchosenrole• ProvidingourTARAswithAnnualGrants



Acting TogetherWe work with our partners to tailor our services to the needs of our tenants.

We do this by;• Involving our tenants at a local level• Working with our TARAs • Working with the Council via their Ward Alliances and Area Councils• Our links with other voluntary and statutory groups

Power to TenantsWe give our tenants the skills and tools they need to actively make a difference.

We do this by;• Promoting the Right to Manage• Having 2 tenant Board members• Ensuring our Tenant Voice and Scrutiny panel have all the skills they need to effectively challenge us, ensuring we remain compliant

The table below gives more detail about the regular involvement activities we offer.

Service Excellence Assessment Programme, SEAP

Our SEAP programme is a structured way of testing our services and giving feedback to influence our future service offer. We do this in a variety of ways:

Mystery Shopping Our mystery shoppers test our services for us. It could involve visiting our offices, making phone calls, contacting us by e-mail or in writing to test that we deal with our customers in the most appropriate way. We use the results to help us improve our services.

Empty Property Spot Checks Our inspectors check a random selection of empty properties to see if the meet the required standard. They produce a report which we share with the Tenant Voice Panel and Customer Services Committee.

Review and Special Interest Groups We currently have 3 review groups, Complaints and Customer Services, Plain English and Website, who routinely get together, or go through information at home and who offer feedback and ideas.

Spot Checks We have tenants involved in our regular spot checks for Grounds Maintenance and Communal Housing, giving their views on our performance in relation to the standards. This then feeds back into the Tenant Voice Panel.



Tenant Voice Panel WeshareourQuarterlyPerformancereport andLocalOfferselfassessments,AnnualConsumerStandardsselfassessments,aswellasanynewpoliciesorproposedchangestohowwedothings.Thisensureswegeta tenantsperspectiveonhowwedeliverourservices,andiftheTenantVoicePanelthinks itneedswiderconsultation,wewilldothat aswell.

Scrutiny Panel TheScrutinypanelaretheretolookthatlittlebitdeeperintoareasoftenantinterest,concernornewinitiatives.Theymakeevidencebased recommendations for improvement. AllthescrutinyreportsgotoBoard,ensuringthe process is embedded in our governance arrangements.

Focus groups We use bespoke focus groups to gather opinions.Agreatexampleofthisiswhenweareplanningenvironmentalchangesinanarea,wewillensurethelocalcommunityhavetheirsaybypullingagrouptogether.

Questionnaires/Surveys Wesendavarietyofquestionnairesandsurveysoutwhenwewantfeedbackonourservicesorifwewanttogatherthoughtsandopinions.It’sagreattoolforengagingawiderangeofpeople.

TARAs TARAsareoureyesandearsandplayavitalroleinensuringourservicesmeettheneeds ofourcommunities.WeasktheTARAsfortheirthoughtsonlocalissuesandencouragethem topayanactiveroleinthetenantscrutinyfunctionandcoregulation.

Local Community Meetings Weholdregularmeetingsforalltenantsandresidentstoattendthatarefocusedonlocalcommunityissuesanddiscussinglocalprioritiesfor action.

Customer Panel Weholdeventsatregulartimesintheyearwhereweaskattendeesfortheirthoughts andfeedbackonhowwedeliverourservices.

Estate Walkabouts EachareahasanEstateWalkaboutonanannualbasis,towhichalltenantsintheareaareinvitedtoattend.Theaimofthewalkaboutistopickup any estate based issues and for tenants to havetheopportunitytomeetwithOfficerson amultiagencybasis.



Special interest groups Fromtimetotimewemaysetupgroupsthathaveasinglefocusrelatingtoatargetgroupforexamplewemaywanttomeetdisabledpeopleto discuss our adaptations service. We often do thisinpartnershipwiththecouncilorvoluntaryagenciesorgroups.Thegroupsweworkwithare:

• BarnsleyTogetherForumforRaceEquality• MyBarnsleyTooDisability• BarnsleyDeafCommunityForum• Theoverarchinggroupis,“YourVoice Barnsley”,thatisapartnershipbetween, BerneslaiHomes,BMBCSouthYorkshire Police,SouthYorkshireFireandRescue, BarnsleyHospitalandBarnsleyCollegeall tosupportthedevelopmentofacollective voice for diverse communities.

Independent Living Schemes WehaveanumberofIndependentLivingSchemesandencouragetheresidentstogivetheirviewsonourservices.Wealsohaveaseriesofwellbeingclassesthathelptocombatsocialisolationandgettheresidentstalking.

Property and Improvement Partnership (PRIP)

We have Tenant representatives on 2 of our PRIPpanelsthatlookatperformancearoundtherepairsserviceandpartnership,allofwhichfeedbackintotheTenantVoicePanel.

Neighbourhood Services Group We have 2 tenant representatives on the group alongsideOfficerstomonitortheServiceLevelAgreementandperformance.

Berneslai Homes Quarterly Liaison We have Tenant Voice representatives on the meeting,alongwithBMBCandBerneslaiHomesOfficers,todiscussperformance.

Customer Services Committee We have 2 Tenant Voice representatives at themeeting,alongwithBoardmembersandOfficers,thatreceivereportsandupdatesaroundcomplianceandperformance.

Working with our partners WeworkcloselywithBarnsleyCouncilinlinewiththeirlocalengagementframework,WardAlliances,AreaCouncilsandweactivelysharetheirpostsregardingtheSpiritofBarnsley.



9. How we support customers to be involved.Deliveringthisstrategyrequiresustomakesurethatstaffandinvolvedcustomershavethenecessaryskillstobeinvolvedatalevelthatsuitsthem.Thisiscriticaltomakingsurewecanachieveourvisionanddeliverworthwhileinvolvement.Thiswillincludeformaltrainingsessions,seminarsandworkshops,andmoreinformaltechniquesreflectingtheneedsofthecustomersandservices.ItwillcoverareassuchasusingplainEnglish,improvingaccessibilityandinclusion,andimprovingdigitalskills.Thisiscrucialtomakesurebothstaffandinvolvedcustomersareabletousetoolssuchassocialmediatosupportournewapproachtoinvolvement.Wewillalsoencouragenetworkingopportunitieswithlocalpartners,whoareinvolvedincommunityinvolvement,peermentoring,reflectivelisteningandreviewandsharelearningandresources.

How we give training and support.

• Wewillpayreasonableout-of-pocketexpensestocoverthecostoftravel;carparking; phonecallcosts;andcarers’costs.• TARAsalsohaveabudgettocoveroutofpocketexpensesfortheirmembers.• Weproviderefreshmentsateventsandifthemeetingislongerthanfourhours,wewill providealightmeal.• Wewillarrangetransportbytaxiifpublicorprivatetransportisnotpossible.• Wewillchoosevenueswhichareasaccessibleaspossibleforpeoplewithdisabilities;this includesphysicalandsensorydisabilities.Iftheroomdoesnothaveahearingloop,wewill useourportableloopandwe’llmakethoseattendingawareofwheretheloopislocated, ensuringhealthandsafetyisnotcompromised.• Wewillprovideatranslatortohelpcustomersifneeded.ThiscouldbeeitheraBSL translatororaforeignlanguagetranslator.• Wewillarrangeeventsattimessuitableformostpeopleandwhereneeded,wewillarrange alternativetimesorsessions.• Wewillprovidesuitablechildcarearrangementsifnecessary.• Weprovideanyequipmentorstationeryyouneed.• Someofthewaystogetinvolvedtakeupalotofyourtime.Inrecognitionofthisandto saythankyouwemayprovidevouchersforcertainactivitiesunderourServiceExcellence• Weoffertrainingforanycustomerwhowantstobeinvolvedandwhofeelsthattheywould benefitfromfurtherknowledgeandskills.• Thetrainingweoffercanbeinformalsuchasshadowinganofficerorsimplymeetingusto talkaboutthings.• Wealsodeliverorcanarrangeformaltraininginareassuchasequalityanddiversity, confidenceandassertiveness,minutetaking,writingeffectivenewsletters,managing meetings,basicITskillsandmanymore.Wewillarrangetrainingsuchasthisonan assessed needs basis. • Wewillarrangeinformationgivingsessionsforanycustomerwhowantstoknowhowparts ofourservicework.Again,thiscanbegrouporindividualtraining.• OurCustomerServicesandEngagementTeamwillassessthetrainingneedsofindividuals orgroupsandwillarrangeanyrelevanttraininginawaythatsuitsyou.



10. Monitoring the difference customer engagement makes.It’sessentialthatwemonitorandsharethedifferencecustomerinvolvementhasmade. Thisdemonstratesnotonlythatwearelisteningtoourcustomers,butalsoshowsrespect forthosewhohavegiventheirtimetohelpmakethedifference,andhighlightsanyengagementactivitiesthatneedtobedonedifferently.

Todothisweproduceandpublish:• AnannualCustomerInvolvementImpactAssessment• Arangeofperformancereports• AnannualSEAPProgrammesummary• AnannualYourCommentsCountreport• AServiceImprovementlog• VariousTenantVoicePanelandTenantScrutinyreports• AnnualReporttotenants

Here’sthedetail;

Customer Involvement Impact Assessment WeproduceanannualCustomerInvolvementImpactAssessment,whichdetailsallourengagement activities and the difference that theyhavemade.Itissharedwithourcustomersandpublishedonourwebsite.Thedocumentoffersreassurancethatweareusingtherightmethodsforourtargetaudience/project,asitallowsustoevaluatetheimpactintermsofbothcostandoutputs.Wetheusethedetail to inform future engagement.

Performance Reports We produce a range of performance reports thatwesharewiththeTenantVoicePanelandotherinvolvedtenantsthroughourmonitoringgroups,theyinclude;

• Quarterlyperformancereports• PRIPreports• SEAPreports• NeighbourhoodServicesReports• LocalOfferself-assessment• ConsumerStandardsself-assessment

Sharingourreportsensuresthatwearecompliantandthattenantshavetheopportunitytoinfluenceandholdustoaccount.



SEAP • Wehaveaquarterlyperformancereportfor managers performance meetings • AnnualSEAPreportthatissharedwithour CustomerServicesCommittee.• Repairssurveysareproducedquarterlyand discussedinPRIPmeetings• The empty property spot checks are reported on each time and a feedback meeting is arrangedwithbothcustomersandmanagers• Wereportonallotheractivitieseachtimewe carry them out • Werecordallcompliments

Service Improvement Log WeensurewecaptureanyserviceimprovementsbycompletingaServiceImprovementlog.OurServiceImprovementscancomefromacomplaint,tenantfeedback,theTenantVoicePanel,TARA,staffmembers orasaresultofourperformancereports. Wecarefullyrecordthemandassignthemto ateam,andaleadofficerandtracktheprogress.Thishelpsensurethatwecontinuetoprovidethebestservicewecantoourtenants.Thelogisupdatedasandwhenanimprovementisidentifiedandprogressreported through our performance meetings.

Tenant Scrutiny and Tenant Voice Panel WehaveagreedaseriesofmeasureswiththeTenantVoicePanelthatwillhelpusassesstheeffectivenessoftheprocess,forboththeorganisationandfortheindividualmember. Wewillreportagainstthesemeasuresonanannualbasisandactuponanyactionsarising.



11. Our priorities over the coming years to ensure we deliver against this strategy. Overthenextfewyearswehaveidentifiedsomekeyareasofdevelopment,whichwillimprovehowweengagewithandrespondtotheviewsofcustomers.

Our Priority We will achieve this by Target Date

To encourage more diverse tenant feedback.

• Reviewingtheimpactofaquarterly involvedtenantnewsletterthatwilldetail any outcomes from the Tenant Voice andScrutinyPanel,TARAs,SEAPand other engagement activities.• Reviewingoure-bulletinasatoolto communicatewithothertenants.• Increasingoursocialmediapresence byensuringallourHMOteamshaveand activelyusesocialmedia• Increasing and continuing to promote our digitaloffer,toensureourcustomershave a range of opportunities to get in touch in awaythatsuitsthem

Year1-ByMarch2021

Year1-ByMarch2021Year1-ByMarch2021

Embed,developandraisetheprofileof the Tenant Voice andTenantScrutinymodel,ensuringithas a stronger impact on governance and servicedelivery.

• Setup,promoteandmonitorthe effectiveness of a dedicated Facebook page,withasetofperformancemeasures.• EnsureabimonthlyTVPsummaryisinthe BerneslaiBulletinandonourwebsite.• PublishTVPandscrutinyreportson ourwebsite• TwomembersoftheTVPtoattend CustomerServicesCommittee.• ProduceaquarterlysummaryfortheTVP inourstaffbulletin• Increaseinternalaccountabilityby providinganupdateattheLeadership Forum

By March 2021

Commenced and OngoingCommenced and Ongoing Commenced and OngoingCommenced

By March 2021



WorkwithTARAstodevelopasuiteoflocalengagementpriorities to support stronger communities.

• Developadedicatedsocialmedia presenceforTARAgroups,wantingto developsocialmediaandpromote existingTARAsocialmediapages.• SupporttheworkofTARAs,encouraging groupstoembraceITtechnology.• SupportTARAgroupstoenabletheir outcomes and projects to be promoted to thewidercommunity• WorkwithTARAstostrengthenlocal connections• Provideformal/informallearning opportunitiestopromotepersonal development,self-esteemandconfidence building.• WorkwithTARAstohelppromoteEstate Walkaboutsandencouragemoretenants to attend.

By March 2021

Ongoing

March 2022

March 2022

Ongoing

March 2023

Wewillreviewthechanges to our engagementmodel.

• Wewillworkwithourcustomersto measuretheimpactofthechangeswe havemadetotheengagementmodelby seekingtheirviewsvia:• TARAs• WewillcommissionTPAStoreview our process• TenantVoiceandScrutinyPanel• LocalEngagementmeetings• CustomerPanel• TalkUpTaraday• EBulletin• Involvedtenantnewsletter• Viasocialmedia• Viacommunicationwithstaff

March 2022

Todevelopastrongerlocalengagementoffer.

• Wewilluselocalperformancedata andcustomerfeedbacktodeveloplocal engagementplans• Wewillreviewtheuseofmobile technologyandITtoengageawider rangeoflocalpeopleincluding:• Facebook• Twitter• Instagram• Onlinemeetings

March 2022

March 2022

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If you need help understanding this information, please ask one of our staff, or phone Customer Services on 01226 775555.

www.berneslaihomes.co.uk

BerneslaiHomesLimitedisacompanycontrolledbyBarnsleyMetropolitanBoroughCouncil.Acompanylimitedbyguarantee,registeredinEnglandandWales,number4548803.Registeredoffice:10thfloor,GatewayPlaza,OffSackvilleStreet,BARNSLEY,SouthYorkshireS702RD.August 2020

customer engagement strategy - berneslai homes

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