Service Delivery Framework 19 March 2018 Our findings

Service Delivery Framework 19 March 2018

Our findings • Not making effective use of systems- paper processes, spreadsheets • Duplication / multiple system data entry • Focus on achieving targets at the expense of customer experience • Tightly scripted procedures with little flexibility for decision-making • Steps introduced to manage risk create waste in processes • Unnecessary variation in service delivery across the regions • Inconsistent presence in neighbourhoods

Our promise to the customer We will provide a clean and well-maintained home as a stable foundation for your life and give you the peace of mind that comes from knowing it will remain yours for as long as you want it.

Our expectations of the customer We ask you to take responsibility, with our support if needed, for looking after your home and to respect your neighbours, your local community and our colleagues.

Our Model • Accessible Customer Access Hub: • Generic front line roles working in neighbourhoods and enabled by technology • Specialist coaches to support customers with additional needs • Service development team - continuous improvement which is data driven • Focus on the management of our neighbourhoods • Supported by: - ONE team approach – joined up service Strategic framework and robust policy clearly articulates our offer across customer groups Workflows and guidelines

Our Guiding Principles

Considerations • • Redefined regional boundaries (not Yorkshire) Patches with dedicated patch manager (300 homes) Mobile working & landing pads for agile working Multi-skilled Customer Access Hub New facilities management structure Offices not open for walk in enquiries Social & Community Investment No change for PFI, Plumlife

The role of technology • The right tools for the role • New technology to support service delivery • Ongoing investment in digital offer • Additional temporary resource to support the transition to new systems

Service Delivery Framework

New ways of working Empowering staff to make own decisions Managers presence alongside colleagues See mistakes as learning opportunities Decisions based on data and evidence Understanding one off events and not reacting Curious about the customer and their circumstances, using this to make decisions • One team and the directorate working as one • • •

Good for us. Good for the customer • Clarity about expectations in our relationship with customers • Free us to direct resources where they are needed most • Right tools to do the job • Freedom to make own decisions • Skill development / career development or paths • Varied roles • Training & upskilling