Repairs and maintenance is often the most high profile area of customer service in social housing. It is also one where the costs of delivery are very sensitive to management decisions. Delivering a high quality, modern responsive repairs service requires the commitment of most departments in a social housing organisation, and a close working partnership with the contractor, whether in-house or external.

Best practice is widely accepted as following certain key criteria, including:

" Consultation and communication with residents over levels and hours of service, responsibilities and priorities for different types of repair. High levels of customer satisfaction.
" Appointments to be offered and made at the time the resident first reports the problem, for every occasion they have to give access to their home.
" Continuous improvement and value for money demonstrated, through use of methods such as KPIs and benchmarking.
" Use of modern technology to reduce administration and facilitate communication with residents and the workforce, with tools such as real-time scheduling, repairs diagnostics and handheld computers.

These elements cannot just be introduced on top of existing ways of working, but require the objectives and delivery of the service to be considered and planned afresh. Nor can they be considered in isolation. This one-day workshop, drawing on the expertise of recognised leading housing repairs practitioners along with our extensive experience of introducing a fully appointed service, facilitates the process of change by involving all relevant parties.

Whilst responsive repairs are the main focus of the workshop, it is important to look at the whole scene, so voids, planned maintenance and gas servicing are considered.

The workshop addresses three main areas;

" Customer relationship
" People management
" Business process design and new technology

Customer relationship

Within the organisation's overall customer care strategy, there are specific issues around repairs that must be reviewed in the light of current Government guidance and the attitude of inspectors. Landlords are also under pressure to reduce the proportion of the repairs budget that is treated as responsive, and to clarify tenant responsibilities.

" Role of the call centre, pros and cons of a specialist repairs desk
" Appointment policies and 'slots' offered
" Repair priorities in a fully appointed service
" Customer satisfaction surveys

People management

Best Value and the Egan agenda have brought about a 'partnering' approach between client and contractor, whether or not the contractor is in house. In many places, the old attitudes and adversarial relationships persist not far beneath the surface.

" Client/contractor partnerships, including co-location
" Roles and responsibilities of inspectors, supervisors, planners and operatives
" Bonuses and incentives - their place in staff retention and motivation

Business process design and new technology

" Work management and recording. Use of schedules of rates
" Integration of client and contractor process and systems to minimise duplication of effort
" Benefits and impact of dynamic scheduling
" KPIs and management information
" Diagnostic tools and web-based repairs reporting
" 'Paperless' systems enabled by mobile technology

Benefits:

" Involvement and commitment of all involved parties achieved in one meeting
" Clear agreed roadmap of the way ahead
" Senior, experienced facilitators with wealth of examples from elsewhere

Participants

Chief Executive/Housing Director
Director of Asset Management or Property Services
Housing Manager
Repairs management
Finance Director or direct report
IT Director or direct report
HR Director or direct report
Union representative

Maximum 15 participants