2. RCT Homes Group
• Stock transfer in 2007
• c.11,500 homes
• c.500 staff, including an in house repairs service
• 100% Welsh Housing Quality Standard compliant (Decent
Homes)
• Investing in new technology to assist the modernisation of
service delivery and increased efficiency
4. Mobile Working – Cached Data
Location
Information
Search for Locations
or People
Available
Electronic Forms
5. Mobile Working – Information at Your Fingertips
All the information staff need
about a customer and their
home without coming into
the office
Safety and Compliance
issues highlighted
7. Case Management Software
Configurable Person and Property Profile pages
(in development)
Custom Data widgets display vital information relevant to the user or module typeTrends
Risk rating
Engagement
Satisfaction
Peer
comparisons
Case history
Support
needs
Customer’s
Picture
8. Case Overview Page
(In development)
Real time
performance
Quality Control
and Audits
At a glance
case notes
Case status
and progress
9. Dealing with Anti-Social Behaviour
.
Personalised ‘Dashboards’
with real time
performance and task
prompts
Real time collaboration
made easy
10. Hotspotting
Used to highlight our ASB
hotspots. Red shows the
highest density of incidents
through to Purple showing
lowest
11. Segmentation: Internet Access
% of properties with
internet access
(colour code)
How many
properties per estate
(size of the circle)
12. Net Promoter Score - How does it work?
“How likely is it that you would recommend RCT Homes to a friend or colleague”
Scores
Upper quartile 37
Median 27
Lower quartile 14
Example Companies Scores
Amazon 69
Scottish & Southern -19
npower -55
Sky (internet) 14
Virgin media 13
Saga insurance 14
First Direct bank 61
Tesco mobile 47
13
Customer Feedback
13. Resource Planning Lifecycle
Forecasting
PlanningImplementation
Review
Forecasts Based on Historical Trends
Volumes ADJ Volumes ADJ Volumes ADJ Volumes ADJ
Task Jan +/- Feb +/- Mar +/- Apr +/- May +/-
P1 25 -75% 600 200% 300 200 -50% 1000 100%
P2 100 200 100 100 100
P3 100 200 100 100 100
P4 100 200 100 300 100
P5 100 200 100 300 100
P6 100 600 200% 300 300 400 300%
P7 100 200 300 300 150
P8 100 200 300 300 200
P9 100 200 300 300 200
P10 100 200 300 300 300
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Contact Centre Resource Variance +/- 0.45 -0.30 0.38 0.00 -2.34 -0.19 -0.14 -2.51 0.19 0.76 0.75 0.55
Buisness Support Resource Variance +/- 0.03 -0.19 0.04 -0.01 0.01 0.04 0.04 -0.06 0.04 0.04 0.03 -0.04
Voids and Lettings Resource Variance +/- 0.11 -0.11 0.11 -0.35 -0.83 0.07 0.08 -0.01 0.07 0.06 0.07 0.01
ASB Resource Variance +/- 1.67 1.42 0.56 1.22 1.04 1.57 1.52 0.83 1.32 -0.95 1.57 1.52
Complaints Resource Variance +/- 0.24 -0.16 -1.87 -0.55 -0.48 0.15 0.16 -0.75 -0.36 0.15 0.14 0.05
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Overall Resource Variance +/- 2.49 0.67 -0.78 0.31 -2.60 1.64 1.66 -2.50 1.27 0.05 2.55 2.10
Volumes 475 1400 2275 1400 2950 1000 1050 2150 1200 2510 500 550
FTE Requirement 0.91 2.83 4.28 3.19 6.10 1.86 1.84 6.00 2.23 3.45 0.95 1.40
Headcount Position 3.40 3.50 3.50 3.50 3.50 3.50 3.50 3.50 3.50 3.50 3.50 3.50
-3
-2
-1
0
1
2
3
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Overall
Time Slot
Calls
Forecasted
Calls
Offered
Variance to
Forecast
Calls
Abandoned
Calls Handled
in SVL
Forecasted
Staff
Net
Staff +/-
15 Min
SVL
Running
SVL Notes
08:30 15 16 7% 2 14 8 7 -1 87.5% 87.5% 1 Staff called in sick
08:45 17 21 24% 0 20 8 7 -1 95.2% 91.9%
09:00 20 20 0% 1 17 9 9 0 85.0% 89.5%
09:15 18 20 11% 5 15 8 8 0 75.0% 85.7%
09:30 25 22 -12% 0 22 7 7 0 100.0% 88.9%
09:45 30 28 -7% 2 26 7 7 0 92.9% 89.8%
10:00 28 28 0% 0 28 8 6 -2 100.0% 91.6% 2 Staff Allowed to have 121's
10:15 27 25 -7% 5 20 8 6 -2 80.0% 90.0% 2 Staff Allowed to have 121's
10:30 15 18 20% 0 17 8 6 -2 94.4% 90.4% 2 Staff Allowed to have 121's
10:45 15 16 7% 0 14 8 6 -2 87.5% 90.2% 2 Staff Allowed to have 121's
11:00 19 19 0% 0 18 10 6 -4 94.7% 90.6% 4 Staff Realsed to support project
11:15 20 25 25% 0 22 10 6 -4 88.0% 90.3% 4 Staff Realsed to support project
11:30 24 29 21% 5 18 10 6 -4 62.1% 87.5% 4 Staff Realsed to support project
11:45 22 28 27% 3 18 10 6 -4 64.3% 85.4% 4 Staff Realsed to support project
12:00 20 24 20% 3 19 10 6 -4 79.2% 85.0% Calls have been running 20+% over forecast - Pulling Project
12:15 32 39 22% 3 36 10 10 0 92.3% 85.7% 4 staff back on the phones
12:30 30 35 17% 0 34 10 10 0 97.1% 86.7%
12:45 35 41 17% 2 38 10 10 0 92.7% 87.2%
13:00 37 43 16% 0 43 10 10 0 100.0% 88.3%
13:15 35 42 20% 0 42 10 10 0 100.0% 89.2%
13:30 41 48 17% 0 48 10 10 0 100.0% 90.1%
13:45 38
14:00 34
14:15 32
14:30 22
14:45 25
15:00 22
15:15 21
15:30 18
15:45 16
16:00 12
Workloads forecast based
on historical trends
Daily planning to manage
workloads throughout the day
Analysis and trend data
automatically produced
May need
to recruit
staff…
Training to cover
seasonal trends…?
This demonstrates a big change in the way Neighbourhood Manager is working . File notes are not for actions, but to record conversations being made. This is an essential part of our strategy to improve the customer experience and to evidence and tenancy management or tenancy enforcement issues
