1. Property MOT’s Tying the Red Ribbon

2. Calls to the CSC each Year How many for Repairs? How many Repairs do we do each year? How many are emergencies? How many generate more than one call? How much time do CSC operatives spend on ‘Chasers’? How many repair calls generate a complaint? 600,000 400,000 170,000 30,000 1250 25% Too many

3. How many calls represent a positive experience for our CSC staff

4. Or Not!!

5. And How might our tenants feel?

6. How much do we spend on repairs per year?£17m How many voids do we repair per year?3500 Voids spend per year?£9m These are just some of the vehicles Evolve send to our homes on Merseyside - 70,000 times a year – 1400 times a week – 200 each day How daft is that?

7. Property MOT’s – a new way of doing repairs! From Reactive to Proactive - Negative to Positive It’s about doing repairs in a smarter way – ‘nipping them in the bud’ Realising the potential from every transaction Repairs supporting sustainable tenancies – we get into every home! In a planned and programmed way In such a way that we learn as we go Moving from a failure to a success based activity - positive psychology It’s about a culture shift – for us and for our tenants A repairs ‘gift’ but with a ‘price’ We remind our tenants of their responsibilities THE RED RIBBON

8. What is an MOT? Targeted at higher repair reporters – batches to enable programmes Inspection to identify actual or prospective repairs Carry out all repairs within 2 - 4 weeks of inspection Inspection includes comprehensive (distinct) Stock Information Survey (SIS) SIS updates TRG stock condition database Identify and deliver necessary component replacements Identify and repair Health and Safety issues – reducing Section 11 claims Asbestos management Electrics survey Supports access for annual gas certs And it will save money

9. How do MOTs save money? Identify high volume consumers Could be property or tenant behaviour MOT these early and with ‘red-ribbon’ event, curtail subsequent reporting Allows Evolve to plan MOTs in batches/programmes – discounted costs Reduces costs of subsequent voids Voids are MOTs – monitor & control post-letting repair behaviour Identifies and eliminates Section 11 liabilities Targets component replacement Reduces volume of repairs so reduces impact upon CSC and local offices Impacts upon tenant behaviour- less damage, reduced turnover Drives greater scrutiny of all repair activity

10. Analysing past repair behaviour To prioritise for programmes Yellow is pre MOT repair behaviour Orange is month of MOT works Grey is post MOT repair behaviour

12. Year one of 4 year programme

13. Year 2

14. Year 3

15. Year 4

16. The full 4 Year Programme

17. Year one of 4 year programme

19. How has it worked out in Mersey North? 2011-12 Additional £500K repairs budget Completed 358 MOTs Post MOT reduced to 4.41 2012-13 Additional £350K repairs budget Completed 280 MOTs Post MOT reduced to 3.10 2013-14 No additional repair budget – spent £500K on MOT works Completed 596 MOTs Post MOT reduced to 3.24 Balanced overall repair budget inclusive of MOT spend Arc Housing Consultants endorsement HSC recommends roll-out 2014-15 Reduced Annual repair budget contains £1.1m for MOT works to 2300 homes Completed 1093 Inspections year to-date Completed 766 MOTs year to-date Reduced post MOT repairs to 1.40 per annum

20. Month of MOT Year of MOT Month of Post MOT Repair Type of Repair Price

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48. Month of post Type of Repair Price MOT Repair of Repair Drains Elecs Rainwater Bathroom

50. The Challenges we face….. Analysing Repair history – to facilitate projections Financial modelling The role of the contractor - pricing regime / smoothing workflow / existing contract arrangements Asset Management team resources /skills First year budgets IT to equip effective recording / contractor interface / reports SIS feed to Stock Condition database Joint working with Housing Management Resources and skills at CSC Applying to RECHG The tenant experience – the Red Ribbon xxxx