1. Paul Clifford Head of Maintenance Operations Aspire Housing DWF Presentation 10 th June 2008

2. Today’s Presentation Successful DLO Who we are Where we have been What we have done Where we are now

3. Definition DLO –Deane DLO Homepage –Communities Scotland –17 th Acronym Success The achievement of something Desired planned or attempted

4. Who We Are Aspire Housing Newcastle-under-Lyme Borough Council LSVT February 2000 Circa 10,000 units 12,000 customers Largest single RSL in Staffordshire Lead organisation HMR Pathfinder North Staffs AMIs –Knutton and Cross Heath –Blurton

5. Who We Have Been Audit Commission Inspection November 2005 –1 star promising –Stock Condition and Asset Management – strengths outweigh weaknesses –Responsive Maintenance – area of weakness –Void Management – weaknesses outweigh strengths –Aids & Adaptations – area of significant weakness –Gas Servicing – an area of strength (2 stars)

6. Where We Have Been No strategic direction No published Decent Homes programme Repairs performance –Urgent repairs 81.6% –Routine repairs 81.1% Void turnaround –63 days –No major void definition Aids & Adaptations –Disabled bathrooms (40) Gas Servicing –1462

7. What Have We Done (1) A lot of thinking! Audit Commission Inspection Action Plan New Regime (Part 1) Direct Services Continuous Improvement Plan (DSCIP) New Regime (Part 2)

8. What Have We Done (2) WITHIN THE NEXT TWO YEARS DIRECT SERVICES WILL BE PROUD TO BE ACKNOWLEDGED AS THE MARKET LEADER FOR THE IN-HOUSE AND EXTERNAL DELIVERY OF AN EXCELLENT REPAIRS AND IMPROVEMENT SERVICE WITHIN THE HOUSING SECTOR AND WILL BE IN A POSITION TO CHALLENGE THE SERVICE DELIVERY OF COMMERCIAL ORGANISATIONS CONSULTATIVE FORUM/TRADE UNIONS/ASSISTANT DIRECTORS ZONED SALARY PAY AND REWARD Salary Zone options Financial Implications Performance and Reward Working hours Multi-skilling Bonus Team & Bonus IT System SOR Bonus Book reprints/SMV’s Managed by HR & Finance DS BUSINESS PLAN Strategy Financial Plan linked to Aspires Business Plan Strengths & Opportunities Trading Account & Internal Charge Mechanism (SOR Codes/Job Costing) Managed by DS & Finance PROCESS AND SYSTEMS IMPROVEMENTS Appointments Handheld/Mobile Technology Variations Authority Levels & Audit trails Work Scheduling & Job Tickets/SORs Repair Diagnostic Tool/Skills Repairs Co-ordinators Managed by DS & IT SERVICE CHALLENGE Communication: IT Access Consistent Message Two-way Service Drivers: Technician Empowerment Aspire’s Values & Vision Value for Money Customer Focus/Satisfaction Work Pride Quality Assurance Best Practice Continuous Improvement Team Change Champions Performance: NM Development & Skills TTM Development & Skills Personal Development/Learning Support: Stores BKL Usage Work Tools Transport Fleet Charge Cards Partnerships: Internal & External PFG Managed by DS and HR DSCI PLAN STEERING GROUP (Direction, Resource & Risk – Supported by a Critical Friend) PROJECT SPONSORWILL NIXON OPERATIONS DIRECTOR PROJECT LEADER PAUL CLIFFORDASSISTANT DIRECTOR DIRECT SERVICES PROJECT MANAGERCHRIS CHADWICKSYSTEMS DEVELOPMENT MANAGER HUMAN RESOURCESNINA ZISSLER SENIOR HR ADVISOR Aspire Board of Directors & Executive Team

9. What Have We Done (3) DSCIP –Launched August 2006 15 Project Teams 40+ staff involved Zoned Salary options –Bonus to Salary Process & Systems –Appointments –Diagnostic Tool Service Challenge –Performance –Communication Direct Services Business Plan

10. What Have We Done (4) DSCIP Achievements Neighbourhood approach launched January 2005 Co-location of Managers June 2006 Appointments implemented December 2006 –2 hour slots Performance monitoring reporting suite Schedule of Rates revised Base costs identified IHMT Performance Management Framework agreed July 2007 –Productivity –Competency –Customer Satisfaction –Behaviour

11. What Have We Done (5) DSCIP Achievements Diagnostic Tool implemented November 2007 Mobile working solution –OJEU Procurement Project Team –TBS/Vodafone successful August 2007 –Kit specification and development January 2008 –PDA pilot March 2008 Draft DS Business Plan developed March 2008

12. What Have We Done (6) Strategic Focus New Executive Team January 2007 Clear strategic direction 12 key strategies 20 Corporate priorities –DSCIP –Growing the Maintenance Service Adoption of Service Improvement Plans Short Notice Inspection

13. Where Are We Now (1) Responsive Repairs upper quartile performance Customer satisfaction exceeds 96% Status Survey service satisfaction 84% (upper decile) Void turnaround 19 days Fast track equipment & adaptations service

14. Where Are We Now (2) IIP Exemplar IiE submission June 2008 Remploy Award winner CORGI Awards Gas Safety Finalist (Commended) NHIC Annual Awards Gas Safety Finalist

15. Where Are We Now (3) Short Notice Inspection –Not selected –Independent Assessment and Validation this week IHMT Draft Business Plan in place Aspire Maintenance Marketing Strategy –Business to Business launch September 2008 –Individual customers December 2008