housing people with rapport

©EPIC HOUSING 2013 1 WWW.RCOACHING.CO.UK

Housing people with EPIC Rapport

EPIC Housing

Stoke-on-Trent


Aims

EPIC aims to use Rapport to address the following issues:

tenancy failure – i.e. tenancies ending in eviction or abandonment; short-lived tenancies, tenancies which

cause problems for other residents

long-term worklessness – tenants who are dependent upon benefits, those capable of work but not working.


Our unique value proposition

We believe that the Rapport coaching model offers stakeholders considerable value. It is quick and cheap to

implement. It can reduce the need for expensive tenancy support. It develops skills and good habits with new

tenants. It reduced management costs and maintenance costs. It creates social value in the form of trust and

reciprocity. It has been successful in helping tenants to find employment. Using existing staff to undertake

coaching also helps improve their understanding of tenants’ circumstances, raises skill levels and promotes buy-in

with the scheme. The cost savings are also considerable. In addition the approach makes fraudulent applications

for housing almost impossible.


Context

EPIC operates on the deprived former council estate of Bentilee in Stoke-on-Trent. It has had to deal with a high

tenancy turnover and high levels of anti-social behaviour for many years. High tenancy turnover increases costs,

creates instability within the community and makes management harder. Also, anti-social behaviour can adversely

affect other tenants and create high costs in dealing with these cases through the courts. Despite many legal

changes we find that the costs of dealing with these issues are high and the process slow and time consuming.

Our research around these issues has shown strong correlations between anti-social behaviour and

unemployment. In addition the Government’s welfare reform agenda will create further problems in rent collection

and money management for many tenants.

Previous attempts to tackle these issues have revealed high levels of dysfunctional thinking amongst tenants and

low levels of work related and social skills. The levels of unemployment bear little relation to the availability of jobs

– indeed many local jobs are being taken by immigrants.


Key problem

Like any organisation EPIC has to manage its cost base and the tenancy turnover rate is a key cost driver. On

average a void property loses around £1,500 in repair costs, administration and rent loss. In addition the Bentilee

estate is stigmatised and hence appealing to people who are likely to behave properly is important. The reducing

value of benefits also means that it is becoming harder for single people to live on benefits and hence there is

more incentive for them to gain employment.


Solutions offered by Rapport

In the Rapport initiative:

the person coached is encouraged to examine their thinking (if it is found to be dysfunctional)

the person coached is encouraged to frame positive goals for the future and identify any reasons why they

may not be achieving them.

the person coached is given access to techniques which can help identify dysfunctional beliefs

to complete coaching, participants in the programme must demonstrate a willingness to learn and reflect

and be reliable

the coaching sessions should encourage a sense of earned credit amongst coaches

the workshop session helps people get to know one another and share tips around independent living


Key performance outcomes

Although the detail is still under evaluation we have strong evidence to suggest that the following outcomes are

accruing:

reduced levels of anti-social behaviour

longer lasting tenancies

lower void costs

lower levels of arrears

easier access for visits and gas servicing

happier tenants

30% of unemployed tenants gaining employment


The approach in action

EPIC operates a system for managing the waiting list which is lean but involves finding out high quality

information about the housing applicant. We do not send out application forms and we only register enough

applications for three months’ supply of vacancies. The system works on a largely date order basis – applicants

ring and are then placed on a register of interest. When the application is three months away from being housed

we undertake a home visit where ID is checked, the condition of the home inspected and further details of the

applicants’ circumstances are explored. If the applicant is unemployed they are invited to a workshop whereby the

rules of tenancy are explained and some exercises in affordability completed.

The applicant is then asked to complete 3 coaching sessions which involve thinking about the future and

addressing any social skill needs. The applicant is required to properly participate and homework is issued during

the process. After the applicant is rehoused we keep a degree of contact through home visits and have offered

traineeships.


Management engagement

EPIC ensures that it develops a feel for its market and the current local and national policy setting. EPIC is

currently working with other stakeholders to develop creative, innovative ideas such as with Staffordshire

University.

EPIC has conducted extensive research and has a long term vision built upon the work of established evidence.

Research evidence is iterated to inform other areas of EPIC processes that underpin the development of the

coaching model. EPIC management refers to relevant research papers to inform practice and has attended events

internationally including visiting the USA to gain insights into housing issues.

The development of Rapport has encouraged the continuation of a progressive, developmental culture.


EPIC is a learning organisation with reports of good quality produced

Evidence based

EPIC refers to established research in developing a coherent overarching philosophy for the coaching program and

relationship to other business processes. Specifically, EPIC refers to the CBT approach and the works of

researchers involved in asset-based approaches. There is thus good evidence of the coaching approach, including

coaching modules and learning materials.


Coaching lines up with our strategy

Concerning high level strategy – there is an understanding among managers that the coaching approach is crucial

to EPIC meeting its strategic objectives and KPIs. Coaching is well in line with these organisational objectives. The

coaching program addresses the future business needs and risks as defined by EPIC. Coaching is implemented in a

systematic way with it fully integrated in EPIC’s allocations policy.

Coaching records are maintained, and this enables identification internally of some key results and the need for

innovation. Monthly meetings of the coaching team present the opportunity to define goals.

There is internal communication of policies and communication to the board and this is regularised. EPIC

management is aware of the need for innovation – there is a realisation that coaching is a strategic driver in

maintaining a balanced community.


The coaching initiative is designed and managed to optimise stakeholder

value

There is recognition of the need to add value and a commitment to developing a value focused approach as

evidenced by the KTP project. EPIC staff have had an input into the model and there is customer feedback.

EPIC reviews the adoption of new technologies, such as the considered use of SMS messaging within the

allocations and coaching workflow. Clients may also be emailed as deemed appropriate.

EPIC is currently working with other stakeholders to develop creative, innovative ideas such as Staffordshire

University.


What we do is continually monitored

There is analysis and categorisation of EPIC’s end to end processes to ensure that coaching fits with EPICs

management process profile and generates maximum stakeholder value.

Coaching ownership is clearly defined – everyone, including the Board, knows what their roles are with regard to

coaching. There are clearly stated performance indicators communicated to relevant stakeholders. There is a clear

assessment of the value added of coaching to EPIC and stakeholders.

There is effective analysis and categorisation of EPIC’s coaching processes which relate to a variety of key

performance indicators and other related processes. This ensures that coaching is a good fit within the processes

in place at EPIC. There is a clear sense of how everyone has a role in coaching with monthly meetings of the team

which enable the on-going discussion and further development of the program.

There is on-going monitoring of coaching activities and workshop attendance with this providing a KPI which is

communicated to the board.

There is a realisation by EPIC managers that there is a need to assess the generation of social return in

investment (SROI) and customer value.


Promotion and marketing

EPIC is currently working towards a marketing strategy which will enable others to work with EPIC to implement

and obtain training in the use of Rapport under licence to EPIC.

EPIC staff

EPIC has developed in-house training delivered as staff skills deficits are identified. Coaching staff hold regular

meetings to discuss progress. This offers an opportunity to suggest improvements.


Relationships with tenants

EPIC knows who its tenant/customer groups are (customers are categorised and defined) with reference to

customer expectations, needs and expectations. EPIC thus determines and meets customers’ day to day and

longer term contact requirements. EPIC’s coaching builds and maintains a dialogue with its customers based on

openness, transparency and trust (including a defined ethical policy).

EPIC continually monitors and reviews the experiences and perceptions of customers and responds quickly and

effectively to any feedback. EPIC provides advice to customers on the responsible use of products and services

internally and externally available.

Coaching by its very nature is bespoke and defined by the client so needs are investigated through negotiation

within the coaching environment.

EPIC officers monitor the behaviour of high risk tenants. Previous research reports by EPIC set out the need for

categorisation of customers and have done so in many ways, for example, through identifying risk in management

needs assessments.

There has recently been discussion of improving our ethics policy and the KTP Associate has had DBS clearance.


Measuring results and adding value

EPIC gets written feedback from customers about their experience of coaching through a ‘coaching review’. EPIC

maintains relationships with customers through housing officers to monitor the behaviour of high-risk tenants.

EPIC monitors the potential effects of coaching, such as reduced ASB, rent arrears and failed tenancies which

would otherwise have a negative social affect.

Key performance measures are of crucial importance – they relate to our key outcomes as stated above. The

intention is for EPIC to hit these key targets and measure a good social return on investment.


EPIC Rapport business model canvas

key partners

local groups

housing providers

Staffordshire

University via

Knowledge

Transfer

Partnership

key activities

coaching

learning

improvement

value

proposition

economic value

social value

environmental

value

employability

enterprise

reduced

dependency

tenant

relationships

improved

behaviours

tenant

responsibility

customer

segments

applicants

existing tenants

workless

claimants

younger persons

elderly people

key resources

EPIC staff

local assets

channels

coaching

feedback

EPIC Board

Cost structure

input costs for calculating social return on investment

time expended on tenant relationships

value of risk

financial resources

enhancement of EPIC assets

reduced rent arrears

improved revenue stream

housing people with rapport

Business

develop creative

monthly meetings

innovative ideas

staffordshire university

person coached

social behaviour

coaching approach

high