From Bib & Braces to World Class Services – evolution or do we need a revolution Wayne Gales

1. From Bib & Braces to World Class Services – evolution or do we need a revolution Wayne Gales NHMF - 27th January 2009

2. Looking to the future The modern property professional: What we do, how we do it, the environment and what SLH are doing.

3. Change:1 • 1994 - Sir Michael Latham - CIB • 1998 - Sir John Egan, Rethinking Construction • We have learnt that continuous and sustained improvement is • achievable 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 structures • and working practices. • committed leadership • a focus on the customer • integrated processes and teams • a quality driven agenda • commitment to people

4. 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 !!!

5. Why Change ? Sound familiar – for whatever reason ? • Administration rules !!! Lost in paper !! • Duplication of tasks - client & contractor • Repairs / contracts not complete on time • Extensive defects list or call backs required • Final cost increased due to allowable claims • Them and us culture !

6. Why Change ? Sound familiar – for whatever reason ? • 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! • Teams do not talk or understand each others way of working / priorities

7. Why Change ? Sound familiar – for whatever reason ? • 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 • Too much time spent fulfilling processes and procedures and not enough focus on the customer, quality, intelligence etc

8. Why Change ?

9. 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?

10. 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

11. So how far have you travelled? Skilled willing and able? • Self • The professional manager V’s technical expert • Perception is reality! • Ever changing environment • Police • Fire Service • Our people • Support, development, direction

12. Skilled willing and able? Management vs. Leadership We 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 position Covey The best Leaders & Manager – are the best connectors and listeners, that talk the talk and also walk the walk

13. 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!!)

14. 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

15. 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

16. “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.

17. 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

18. 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

19. 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!

20. Competencies A more structured approach to helping people succeed

21. 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

22. 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’

23. “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

24. “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)

25. “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

26. “Fit for the Future” SLH are now ‘fit for the future’ and ready to deliver, are you? Thanks for listening – Questions?