Vicky Bonner Director of Housing Ian Hagger Regional Director - PowerPoint PPT Presentation

Vicky Bonner – Director of Housing Ian Hagger – Regional Director of Development

Key Chances 16/17 • Restructure - review of all frontline structures to ensure a more efficient, effective and consistent delivery model • Resurgence – review of governance to increase efficiency, speed up decision making, set up more appropriate involvement structures 24 July, 2017 2

Restructure – Delivery Principles • Revised structures reducing significant level of duplication across the business, ensuring consistent and quality delivery of our ‘offer’ to customers – our focus is on delivering our core landlord functions. • Structures are more streamlined, based on an approach that supports ownership and local empowerment and ‘on the ground’ delivery. • Delivery approach is all tenure management across geographical patches. 24 July, 2017 3

Restructure – Contact Principles • Dedicated contact centre in one location, effective delivery structures aimed at reducing duplication and ensuring consistent delivery. • First contact will be pro-active with call handlers able to deal with and resolve general as well as complex multi-faceted issues. • Vision is an effective and seamless first response service, with ‘hand-over’ to the local teams where appropriate – focus is ‘one team’ with ‘one vision’ – right first time customer excellence. 24 July, 2017 4

Resurgence Benefits to Customers Focus on delivering excellent services to our customers, including repairs • Flexibility and ability to make better decisions more quickly • A strong local focus, spending more time on things that matter to customers • Ensure customers are able to feed into and influence strategic decisions • A high quality contact centre and better digital services • Building homes where we are currently unable to afford it • Delivering more for each rental and service charge pound • 24 July, 2017 5

So, Where are we now… • Contact Centre – early implementation issues with acknowledgement of impact on customers • Full learning leading to a review of CC delivery structures and systems • Specialist functional teams, Repairs, gas, housing • Delivery of an enhanced training programme • Implementation of a new management structure • Clear and ongoing improvement Plan 24 July, 2017 6

So, Where are we now… Call Statistics Calls SLA (within Average Calls Answered 30 seconds) Answer Abandoned Time November 47,775 22.4% 6 minutes 29.6% 2016 June 2017 49,067 86.1% 22 seconds 2.4% 24 July, 2017 7

Where we are - Performance The Income team have had another positive start to the year with arrears for • Russet at 2.95%. The Welfare benefit Officers continue to support our residents with benefit applications and • appeals and we have secured over £200k for our residents for the YTD Homes occupied was 99.4% in May for Russet GN (99.5% YTD) • 69 estate inspections have been carried out up to the end of June • Excellent partnership working between the neighbourhood team and TMBC resulted in the • resolution of a serious safeguarding issue. As a consequence the vulnerable tenant has been assisted in moving away from a situation where she was being abused by family members and in moving to sheltered accommodation which is far more suited to her needs and where she continues to receive the support of Circle staff. The teams are continuing to work together to address ASB and unauthorised occupancy issues associated with the tenant’s former home . 24 July, 2017 8

Where we are – Repairs Performance • Appointments made and kept; 98% against a tolerance target of 90%. • Emergency jobs completed on time; 99% against a tolerance target of 90% • Urgent works completed on time; 95% against a tolerance target of 90% • Routine jobs completed on time; 97.6% against a tolerance target of 90% • Voids completed on time scored 100% for May • We post inspected a total of 317 jobs during the month, of which 97% were satisfactorily completed • The figures for April show Keepmoat (Russet) had the highest overall satisfaction rating for Circle at 92.2%, and is consistently amongst the highest rated contactors across a range of measures. 24 July, 2017 9

Fire • In Tonbridge and Malling there are no blocks over 6 storeys • Still have a proactive approach on all estates to reassure our residents • As a group we have implemented a six point action plan to review fire safety advice and practice; • We have set up a dedicated central fire safety team to respond to immediate concerns and queries in relation to high rise properties and as a response to the Grenfell incident- this is in addition to our regular health and safety team • We are undertaking an immediate review of our residential properties focusing on the higher rise blocks, which includes fire safety and housekeeping • We are undertaking a further technical site specific review of the fire risk assessments for all our high rise properties 24 July, 2017 10

Fire • We have previously and will continue to work closely with the Fire Authorities in ensuring our properties have met the required standards and will follow any new findings or recommendations following the Grenfell fire investigation where appropriate. • We have issued practical fire safety advice including a Q&A to residents for those concerned by fire safety • Following this major fire we are currently offering battery operated smoke detectors to those residents in high rise blocks to install inside their flats who don’t have a working smoke alarm. 24 July, 2017 11

Affordability Strategy 24 July, 2017 12

Surplus 24 July, 2017 13

Surplus • We intend to spend £12m on existing homes next year in the South • We will spend £10m per annum on: Getting 4,000 people into work – Offering 2,000 affordable loans – Helping 2,500 young people achieve positive progressions – 24 July, 2017 14

Development Programme : Tonbridge & Malling 1) Approach To Development 2) Recently Completed Schemes 3) Existing Schemes 4) Future Schemes

Approach To Development 50,000 homes in 10 years • Split Cross Tenures: • 25 % Affordable Rent • 40% Shared Ownership • 20% Market Sale • 15% Private Sale • TMBC is a core development area for Clarion. • 24 July, 2017 16

Recently Completed Schemes Isles Quarry (Phase 2) – S106 with Crest Nicholson. • - 8 Rented Houses - 13 Shared Ownership Houses 24 July, 2017 17

Recently Completed Schemes Twyford Road, Hadlow – Redevelopment of • existing asset site - 2 Shared Ownership Houses Coventry Road, Tonbridge • Redevelopment of existing asset site - 2 Rented Bungalows 24 July, 2017 18

Existing Schemes Northwood Road, Tonbridge Redevelopment of existing asset site • - 2 Rented Bungalows Ryarsh Brickworks, West Malling • S106 with Redrow Homes - 11 Rented Apartments - 16 Shared Ownership Houses 24 July, 2017 19

Existing Schemes Priory Works, Tonbridge • S106 with Redrow Homes 34 Rented Houses 21 Shared Ownership Houses 24 July, 2017 20

Existing Schemes Enterprise House, Tonbridge • - Redevelopment of former Russet Office 37 Shared Ownership Flats 7 Rented Flats – DVU 24 July, 2017 21

Future Pipeline Kings Hill – Sites 10a, 11 & 15 24 – Social Rent 54 – Affordable Rent 34 – Shared Ownership 55 – Private Sale Total: 167 homes 24 July, 2017 22

Future Pipeline Kings Hill 24 July, 2017 23

Future Pipeline St Georges Court, Wrotham - Existing site of 60 homes Subject to planning appeal: 17 Affordable Rent Homes 35 Shared Ownership Homes 8 Private Homes 24 July, 2017 24