From Bib

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
Change1

• 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
  whats relevant - thats 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
Change2

• 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 Vs 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 cant choose, but we lead people who
can. Covey Leadership is not about control.
Its 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 dont
• 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, whats
  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?