From Bib & Braces to World Class Services – evolution or do we

need a revolution

Wayne GalesNHMF - 27th January 2009

Looking to the future

The modern property professional:

What we do, how we do it, the environment and what SLH are doing.

Change:1

1994 - Sir Michael Latham - CIB

1998 - Sir John Egan, Rethinking ConstructionWe have learnt that continuous and sustained improvement isachievable if we focus all our efforts on delivering the value that our customers need, and if we are prepared to challenge the waste and poor quality arising from our existing structuresand working practices.

• committed leadership• a focus on the customer• integrated processes and teams• a quality driven agenda• commitment to people

Why change ?Sound familiar – for whatever reason ?

• Lowest cost does not guarantee quality or best value !

• Risk management – rising construction costs, lack of quality contractors

• Both client and contractor are becoming more and more selective, as are staff

• Greater certainty, continuity = investment = quality driven agenda

• It makes good business sense !!!

Why Change ?

Sound familiar – for whatever reason ?• Administration rules !!! Lost in paper !!

• Extensive defects list or call backs required• Final cost increased due to allowable claims

• Duplication of tasks - client & contractor

• Repairs / contracts not complete on time

• Them and us culture !

• Dispute resolution / confrontation over costs - invoices passing backwards and forwards• Work causes disruption and inconvenience to residents, neighbours etc• Customer does not get what was expected or what’s relevant - “that’s the way we always do it” saying, lack of flexibility!

Why Change ?

Sound familiar – for whatever reason ?

• Teams do not talk or understand each others way of working / priorities

• Our IT systems do not talk to each other

• Some tenants, clients and contractors do play the

system • Suppliers not engaged in the process fully

Why Change ?

Sound familiar – for whatever reason ?

• Too much time spent fulfilling processes and procedures and not enough focus on the customer, quality, intelligence etc

Why Change ?

Change:2

Constructing Excellence – charged with driving change in construction industry

Housing Corporation Regulation - Best Value, AES, Audit Inspection, bonanza of Best Practice etc.

Now & the future…. TSA • On the side of tenants – national conversation• Rewards for those who do deliver, continually strive for improvements/innovation • Target those delivering the norm/average/ un ambitious• Satisfaction can differ from inspection STARS

HCA/Government/Credit Crunch etc• business confidence• consumer confidence etc• finding the right partners• change of government?

So how far have you travelled?

The service:• Do the service goals/objectives align to organisational objectives (ditto individual) • Does the service have the internal profile it needs?

• at the top table• part of the neighbourhood management offer or the silo approach

• Ditto resources to deliver world class services?• performance management • budget• skilled and competent staff• contractor / partners

• Do you really know what customers want, are you interested?• good repairs service – flexibility, choice going the extra mile• area kept in a good state of repair• improvements and modernisation• choice about where to live• suitable accommodation that meets their needs

SelfThe professional manager V’s technical expert

Perception is reality!

Ever changing environment- Police- Fire Service

Our peopleSupport, development, direction

Skilled willing and able?

So how far have you travelled?

Skilled willing and able?

Management vs. LeadershipWe manage things which we can’t choose, but we lead people who can.Covey

Leadership is not …about control. It’s about unleashing a person. Covey

Leadership is…a choice, not a position. Gandhi never held a leadership positionCovey

The best Leaders & Manager – are the best connectors and listeners, that talk the talk and also walk the walk

What are we doing at SLH?

Vision ‘Thriving, Inclusive Neighbourhoods’

Strategic Themes:

Homes – providing quality homes of choice and improving quality of life

Enterprise – promoting opportunity, entrepreneurship, wealth creation and retention

Services - delivering world class services, relevant to the needs of our customers

Drop the STARS!! (not literally!!)

Vision

‘Thriving, Inclusive Neighbourhoods’

Homes – providing quality homes of choice and improving quality of life

• Understanding the health and needs of our neighbourhoods

• Asset growth within and beyond Speke & Garston

• Leading and influencing physical regeneration across South Liverpool

• Promoting and improving the perception of Speke & Garston, city-wide and beyond

Vision

‘Thriving, Inclusive Neighbourhoods’

Services – deliver world class services, relevant to and valued by our customers

Measure, benchmark and continually challenge service quality and value

Establishing effective partnerships and supply chains

Improve and maximise the use and benefit of ICT

Empower tenants / residents to influence service delivery and development

“Fit for the Future”

The journey we are on:

Reshaping how SLH uses all resources, systems and processes, to maximise customer satisfaction and business success within financial constraints.

Key Drivers for Change

• Putting customers first• Higher expectations from all stakeholders• Modernising our services (transitional)•Quality•Communication•ITC•Value for money•Consistency, clarity & focus

• Key neighbourhood focus• Lead regeneration agency in South Liverpool

Foundations for success!

• Neighbourhood Plans – setting out what we will do to make areas great places to live and work

• Competent, happy motivated people

• Clear team and individual targets

• Personal development plans to support people to succeed

• Right systems and kit for people to work effectively & efficiently

• Effective partnership

Our role as managers?

• To get the best out of each other and our teams – maximise talent and possibility!

• ‘personify’ the vision & values – walk the talk / lead by example!

• Demonstrate the right behaviours – challenging other that don’t

• Sense of collective responsibility – support each other

• To some of us – increase our contribution rate!• To others – being punctual, more focused meeting

deadlines, being on time• One for us all – ignore gossip, better still challenge

others doing it (certainly not indulging in it or office politics)

• Seize the opportunity!

Competencies

A more structured approach

to helping people succeed

Competency Framework• Competencies, Skills and

Knowledge• Describes behaviour• Levels of Competency• Shows what behaviour,

skills and knowledge is expected

• Shows how to improve• Indicates needs for the

next job

Behaviours for Business Success• Personal Performance

Reviews• Behaviours linked to role• Performance linked to

business goals• More regular shorter

meetings with your manager

• Longer meetings less frequently to review the ‘bigger picture’

“Fit for the Future”

Key outcomes: 1

• Internal review – what we do and how we do it – Feb 08

• Customers - what have they told us, what’s important to them – Feb 08

• Partners and Stakeholders – who do we work with and why – Feb 08

“Fit for the Future”

Key outcomes: 2 • New staff structure and working arrangements in place – July 08

• Competency framework – July 08

• System improvements – Dec 08 (CRM & EDM by end of summer 08)

“Fit for the Future”

Key outcomes: 3 • Improved performance - realised by

Dec 08

• Improved tenant satisfaction – realised by Jan 09

• Lower operating costs – 2009/10

“Fit for the Future”

SLH are now ‘fit for the future’ and ready to deliver, are you?

Thanks for listening – Questions?