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2. CIH Scotland & Scottish Government Learning Network Achieving Efficiencies in Housing Management Conference Managing Performance, Improving Effectiveness and Efficiency Jan Taranczuk

3. 3 About Pinnacle 15 years in social housing management Directly manage 15,000 social housing homes Linked services to 300,000 homes across UK 2 HRA housing PFI – 3,200 homes 2 large mixed tenure developments – 2,750 homes Only private organisation accredited by TSA Private company with social ethos

4. 4 How to drive efficiency and effectiveness Competition – CityWest Homes Managing staff – LB Hackney / Hackney Homes Bold client – South London Family Housing Long term approach – Edinburgh City Council

5. 5 Competition – CityWest Homes 4 providers including the in-house appointed in 2006 Providers: City West Direct Pathmeads Pinnacle psg RMG 19 villages with 22,000 homes, 3 star rating

6. 6 Competition – CityWest Homes KPITargetPerformance CWDPathmeadsPinnacle psg RMG Responding to complaints95%100% Responding to correspondence 100% Satisfaction with landlord77%85%78%87%76% Satisfaction with handling of repair 88%93%88%93%88% Void turnaround times26 days18 days35 days16 days27 days Repair appointments made 99.75%99.94%99.96%100%99.97%

7. 7 Managing staff – LB Hackney / Hackney Homes Started relationship in 1998 12,000 homes under management (2 neighbourhoods) 2 star ALMO 80 + TUPE transferees (2 contracts) Senior management team installed Incl. back-office functions like finance and HR

8. 8 Managing Staff – average debt per property

9. 9 Managing Staff – void performance

10. 10 Managing Staff – other stats Arrears down from £6m to £553k Telephone answering 96% (no call centre!) Sickness 3.5% Overall performance 1 st out of 7 neighbourhoods 2% reduction in costs to Hackney Homes every year Resident satisfaction 79% (high for London)

11. 11 Managing Staff – how? Senior ‘Pinnacle’ management team installed Staff performance managed on a commercial basis Focussed on outputs that raised resident satisfaction Trust experienced ‘TUPE’d’ staff Bonus / reward scheme, celebrated success Good staff have option to progress / more challenges

12. 12 Bold client - SLFHA Failing RSL – supervision imminent Parent RSL Amicus Horizon Replaced SLFHA Exec Team with interim management Small fee Bonus paid on achieving 1 star 1 star achieved – back on even keel

13. 13 Long term approach – Edinburgh Building Services 3 year transformational project Tied into overall BPR project for Council ICT investment New customer contact centre Service wide staff training plan Complete re-engagement with residents

14. 14 Long term approach – Edinburgh Building Services Void turnaround reduced by 40% 16 days to 10 days Complaints down 60% from 200/month to 80/month Repair appointments kept increased to 87% from less than 30% Staff satisfaction increased from 25% to 78% ‘Tenants First’ performance framework implemented

15. 15 Barriers to achieving this Procurement needs to encompass: broad scope of services commercialism an internal market to compete long contract periods, 10+ years

16. 16 Conclusion Managing Performance, Improving Effectiveness and Efficiency Create internal competition Manage staff on commercial basis Bold clients succeed Long term contracts allow long term investment