CIH Repairs Conference Master Class Think Homes Strategy ... pdfs/Abbie PDFs... · CIH Repairs...
Transcript of CIH Repairs Conference Master Class Think Homes Strategy ... pdfs/Abbie PDFs... · CIH Repairs...
CIH Repairs Conference Master Class Think Homes Strategy Riverside Asset Services
Phil Pemberton 24 May
Some Background: Who are Riverside?
• A charitable RP: established nearly 90 years ago
• Operating at scale: over 50,000 homes and nearly 100,000
customers. £380m Turnover. 2300 Employees
• Over a range of housing markets: +160 local authority areas in
some of the nation’s most challenged communities.
• With a diverse offer: affordable homes for rent /care and
support/ affordable homes for sale for shared owners and
leaseholders/ market homes for sale to generate profits for the
charity (through commercial companies)
• Extra services to help sustain tenancies: money advice,
employment support, affordable warmth
Asset Management
• £87m Annual Budget
• £438m over next five years
• 150 Client Staff
• Regional Based Delivery Staff
• Central based functions; Business Planning, Repair Reduction,
Disposals & acquisitions, Project Management , Compliance,
Standards
Think Homes Strategy
Proactive MOT
Repairs
Improved Asset
Data
Continuous Planned Works
Enable
Evolve
Expansion
Customer
Property MOTs
• Introduction of Property MOTs
• Four year programme
• Proactive repair diagnosis
• Stock condition data collection
• Business intelligence generated centrally, but survey
programmes delivered locally
What is the purpose of the MOT?
• Reduce responsive demand (170,000 to 70,000 over 3 years)
• Be proactive for our residents (repairs is a failure demand driven
industry)
• Maximise our productivity and efficiencies (batching repairs by
street / neighbourhood)
• Get to know our assets (aiming for 100% SCD information)
• Deal with Section 11 issues
• Get to know our residents (pick up on vulnerability/ sustain
tenancies)
• Supporting the implementing Behavioural Change
Improved continuity and planning
• Continuous pipeline of work to contract
• Accurate programme information
• Efficient resource planning
• Procurement efficiencies
• Increased customer satisfaction
New approach to voids
• Move away from minimum lettable standard
• Introduction of “Safe, clean & clear”
• Reduce expenditure by £1,000 per void on average – saving
£3.8m per annum
• Introduction of Any Day Tenancy
• Reduced Rent loss/Increased rental income
Evolve
• Wholly owned subsidiary purchased by TRG in December
2011
• Phased expansion since purchase now covering 85% of our
stock
• Ensuring a consistent service offer across geography
• Turnover has grown from £7m in 2011 to £36m by the end of
this financial year
• Saved TRG c£13m in VAT and paid back c£10m in Gift Aid.
Summary
• More robust staffing structures
• 6% increase in customer satisfaction with our Repairs &
Maintenance
• 90% of repairs completed first time
• 5% increase in tenant satisfaction with the quality of their
home up to 84%
• 10% improvement in NPV up to £32,000 within 3 years