Customer Insight into Social Housing Needs

Assessment Report
Customer Service Excellence
Prospect Homes Group
Twin Valley Homes
27 April 2011
Successful
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Assessment Summary
Overview
Overall Self-assessment Satisfactory
Overall outcome Successful
Twin Valley Homes is the largest social housing provider operating across Blackburn and Darwen. It has
recently joined forces with a number of other social housing providers to form the Together Group and has
had close links with Housing Pendle for a number of years under the Prospect Homes banner. TVH has just
celebrated its first ten years of operation and has achieved much in a relatively short period of time. It now
owns and manages 8,000 homes.
Twin Valley Homes has been a holder of Charter Mark since 2006 and there has been continuous service
improvement that has allowed it to transition smoothly to the Customer Service Excellence Standard. The
evidence collecting team made an excellent task of ensuring that the evidence was relevant to the new
standard. The application was well written but could have benefited from more specific details being
presented as examples.
There is clear evidence that use of the standard has assisted TVH in engaging with their various customer
groups and using the insight gained to assist in the service planning process. The scrutiny groups
demonstrate how they have adopted customer engagement as an embedded procedure. A number of
service improvements and shortened customer journeys demonstrate how the standard is effective in
assisting in the delivery of a high quality service.
TVH was able to demonstrate that it provides a high quality social housing service that is focused on the
well researched needs and preferences of its customers. It works very closely and successfully with a range
of partners and can demonstrate high levels of customer engagement and satisfaction. TVH should be
proud of its many achievements in its first ten years of operation and can look towards the future with
confidence that further improvements are already planned.
1: Customer Insight
Criterion 1 self-assessment Strong
Criterion 1 outcome Successful
You gather detailed information from your tenants and have developed an in-depth understanding of their
needs and preferences. You engage and involve your customers through a variety of methods and you can
show that the resultant insight is integral to your service improvements. You actively involve your Tenant
Scrutiny groups in all aspects of service planning. You have set challenging and stretching targets for
customer satisfaction and carefully monitor it using external independent monitoring organisations. Your
levels of customer satisfaction have improved over a number of years.
2: The Culture of the Organisation
You have a good insight into the needs of your current and prospective tenants and use this to develop a
quality housing service. You recruit and train your staff with good customer service in mind and monitor
their customer focus closely. You have a detailed competency framework that defines the skills and
competences that all staff and managers must demonstrate. You involve your staff in service planning and
development and their insight and experience has helped to improve all aspects of service delivery
3: Information and Access
You provide your tenants with detailed information about your service in a variety of ways and can show that
the delivery channels meet your tenants' needs and preferences. You have adopted new on-line and digital
technologies to ensure that you can reach all your service users. You have robust procedures, including
your "Tenant Approved" scrutiny process, in place to ensure that the information you provide is accurate
and up-to date. You provide a range of access channels that are easily accessible for the majority of your
service users.
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4: Delivery
Criterion 4 self-assessment Satisfactory
You have developed an appropriate range of customer service standards and core business standards that
cover all aspects of your main services. You can demonstrate that you meet the majority of your core
business standards but you are slightly lagging behind your target for completing routine repairs. You have
robust and accurate systems in place to monitor individual, team and service performance. You have
bench-marked your service delivery performance as far as possible and can show how this has led to
service improvements. You have developed procedures in line with accepted best practice and monitor any
dips in service performance. You have a clear and easy to use complaints procedure and have trained your
staff in its implementation. You can show how you have used feedback from your tenants and partners to
improve your services.
5: Timeliness and Quality of Service
You have clear standards for timeliness and the quality of your customer service and advertise these for the
benefit of your current and potential customers. You seek to provide services promptly and share
information appropriately. You need to monitor your performance regarding meeting the timeliness
standards for correspondence and e-mails and ensure that you publicise the results.
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1: Customer Insight
1.1: Customer Identification
1.1.1: We have an in-depth understanding of the characteristics of our current and
potential customer groups based on recent and reliable information.
StrongApplicant Self Assessment:
New Evidence
The Board report breaks down into various customer segments and gives us insight into the satisfaction of
some of our diversity strands that may differ from others.
186: CS10 Board Report
Information about a potential group of customers who are not bidding on properties.
224: 55+ B-with-Us - Non Bidding Survey
Active Evidence
We are continually undertaking profiling, via standard form, to add detailed information of our customers
onto our Management System and then in turn onto our TP Tracker system. We are currently at 67.7% of
our customers totally profiled. The attachment details where we have our data splits.
119: Customer Profiling Exercise
An example of how we can use customer profiling to initially react on arrears with our customers and then to
proact when signing up new customers. The attachment details how we have started to segment and classify
via arrears performance of those groups of customers
128: Arrears Profiling Report
Profile of customers who leave us. This customer insight allows us to understand who these customers are
and plan interventions and initiatives to reduce tenancy turnover.
148: Customer Profile of Property Terminations
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1.1.2: We have developed customer insight about our customer groups to better
understand their needs and preferences.
SatisfactoryApplicant Self Assessment:
New Evidence
Our biannual, big customer survey that tracks customer journeys for repairs and Anti social behaviour via
satisfaction. This has enabled managers to understand where improvement is needed within their customer
interactions and internal processes.
187: CS10
Active Evidence
Our neighbourhood plans allow us to understand the customer profiles of our neighbourhoods and set out an
action plan to improve the services to these neighbourhoods tailored to customer, neighbourhood and
property need. This then feeds to the estate viability.
121: Green Lane Neighbourhood Plan
This details the profile evidence of those people who have accessed the debt mangement service through a
partner provider via SLA
123: Debt Advice SLA - Profile Info
The estate viability is used by asset / property management group to see what 'hot spots' arise in the
neighbourhood to target improvements to the specific community.
125: Estate Viability - Asset Mgmt
Following consultation with our sheltered housing panel we have developed a pilot approach to offering a
quicker repairs standard and handy man service for a specific customer profile.
129: TSA - Local Standard Pilot - Repairs Plus
These were our original proposals to enhance our scrutiny of our services through service specific customer
focus groups. Also included are our service reviews where we use both customers and staff do review
services through surveys and observation and interviews. Customer journey mapping is used
144: SMT Report - Resident Involvement/Scrutiny Proposals
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1.1.3: We make particular efforts to identify hard to reach and disadvantaged groups and
individuals and have developed our services in response to their specific needs.
New Evidence
This plan details how we are trying to consult and involve hard to reach groups to provide a more equitable
service.
188: One 4 All Action Plan 10-11
We have a family homeless project called Hollin Street (and a single homeless unit called James St Project).
Here is a newsletter that details how we are involving a disadvantaged group to improve their environment
and life chances.
189: Hollin Street Newsletter
Example of letter sent out to customers who have expressed a preference in being involved. The list of
customers was produced through TP tracker and then replies were input back into our databases on TP
Tracker. Outcome of BME customer involvement via written / electronic forums.
190: Involvement Letter
Active Evidence
Publication of Resident Involvement statement
N042: Resident Involvement Statement
Elderly sheltered tenants consulted about services specific to sheltered schemes
N080: OPEN minutes
Survey results have lead us to introduce a pictorial tenancy agreement for customers with learning
difficulties. During sign up it can be seen that some customer may have difficulty reading or writing so this
has helped. Recently we have introduced a sign up DVD to also help customers
N112: Pictorial Tenancy Agreement
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1.2: Engagement and Consultation
1.2.1: We have a strategy for engaging and involving customers using a range of methods
appropriate to the needs of identified customer groups.
Active Evidence
Parret is our regular monthly responsive repairs questionnaire that we use to understand the satisfaction of
customers to this most used customer service.The comments are analysed and customers are consulted on
their comments to achieve a business improvement.
132: Parret - Responsive Repairs Qusetionnaire
New Strategy to increase inolvement and srutiny of our services
We engage with customers on a local level by inviting them to join us on local estate based walkabouts with
their Housing Officer. This partnership approach uses customers to identify estate issues and then for a joint
approach in solving them.
N009: Estate walkabout
Tenant Reps at contract meeting to share views of the home improvement process
N024: Pre contract meeting minutes
Personal visits to consult potential customers and identify special support needs that may be addressed to
sustain tenancies - via support workers.
N032: Personal Visits
The RIS sets out the wide variety of ways of customers can have their say in service delivery. The RIS
shows the consultation events for the forthcoming year. Our Board / Governance is also comprised of some
Customers. This shows how involvement impacts the top of our organisation
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1.2.2: We have made the consultation of customers integral to continually improving our
service and we advise customers of the results and action taken.
New Evidence
The outcome of scrutiny and a full report by customers for customers about our service, what our
performance is and how we are going about to improve it.
191: TVH Annual Report - TSA/Tenant
This is the Job description of the Customer Insight Manager who has manages customer insight , from many
areas, and ensures that it is used to improve services.
192: Customer Insight Manager - JD
Active Evidence
Customer choices are confirmed to tenants.
N006: Customer Choice form and kitchen plans
specific features linked to the theme, "you said, we did" including results of CS10 to all customers
N010: Homes Matter
News items contains feedback on consultation on Resident involvement statement & ASB policy and
procedures and CS10 feedback
N035: Website
Operational managers are informed about result of consultations as part of the internal communication
strategy.
N050: Internal communication strategy
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1.2.3: We regularly review our strategies and opportunities for consulting and engaging
with customers to ensure that the methods used are effective and provide reliable and
representative results.
New Evidence
Our self assesment on our service detailing what we are doing re consultation and engagement via different
methods.
193: Customer Involvement Self Assesment
The One 4 All scheme is our most recent Equality and Diversity policy that meets the Equality Act 2010. By
applying this to our policies and procedures we can respond to local demographic priorities within our
customer population and ensure that we increase and broaden representation.
194: TVH One 4 All Scheme
Active Evidence
Evidence of using an innovative tool called TP Tracker that alloews us to measure, monitor, collect data and
understand which groups of customers have been involved.
127: TP Tracker Proposal
Our most recent review of our strategy to increase and improve involvement to meet TSA regulations and
requirements
Looking Local is a new innovative way for customers to access our services, this was implemented following
CS08 where customers stated that they did not have web access.
160: Looking Local - Twin Valley Television (TVTV)
The RIS sets out the wide variety of ways of customers can have their say in service delivery. The RIS
shows the consultation events for the forthcoming year
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1.3: Customer Satisfaction
1.3.1: We use reliable and accurate methods to measure customer satisfaction on a
regular basis.
New Evidence
Our large survey carried out to the NHF methodology every 2 years - both quantitative and qualitative
information is collected. Staff suggest improvement actions based on findings which are used to influence
and shape the operational plan
187: CS10
Active Evidence
QHS offer independant UKAS registered, validation of our satisfaction on a monthly basis . Qualitative data
and demograpghic data exporetd to managers to improve service delivery. We are assesed continuously for
customer opinion and are audited 2x a year. This offers a framework for improvement.
130: QHS - Road to Enhanced Certification
Details all the diiferent forms of satisfaction tracking and methodologies used on a monthly basis across the
key customer satisfaction drivers with recommendations and actions derived from the monitoring.
131: Annual Satisfaction Report
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1.3.2: We analyse and publicise satisfaction levels for the full range of customers for all
main areas of our service and we have improved services as a result.
New Evidence
All staff suggest improvement actions based on findings which are used to influence and shape the
operational plan. Full Diversity strand analysis is done with exceptions detailed within.
187: CS10
This details across all diversity strands what action we need to do to both analyse fully and increase
satisfaction equitably with our customers.
Active Evidence
Monthly tracking of this KPI, aggregated from a variety of key service surveys - This filtered into Homes
Matters for all customers.
N007: Customer Satisfaction KPI
We publicise and analyse staisfaction levels in every edition of Homes Matters and then we publish every 2
years our STATUS results. There are details ablout how we have listened to customers from
feedback/customers and developed Repairs and Looking Local. Also You said we did...
N010: Homes Matter
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1.3.3: We include in our measurement of satisfaction specific questions relating to key
areas including those on delivery, timeliness, information, access, and the quality of
customer service, as well as specific questions which are informed by customer insight.
New Evidence
This survey is delivered by QHS and looks at all aspects of Estate Management including the quality of
customer service - There are local offer questions which inform Customer Insight into whether we are easy
to do business with
195: QHS Estate Management Plus Survey
Active Evidence
This takes all the strands of satisfaction from across the business and combines the data into a full report
that explores the quatiative and qualitative data and produces recommendations for the SMT.
Our monthly, barometric, sat check on responsive repairs contains specific tracking questions pertaining to
delivery, timeliness, information and customer access/service of the service. We also track the ethnicity of
respondants. This is 3rd party tested by QHS and forms a part of our accreditation
As with Parrett this is a monthly barometric check on Planned Improvements pertaining to all the relevant,
specific outcomes with customer service. This is done internally although there is hope that we can
eventually get the sat done by QHS
133: CHIMP - Planned Improvement Questionnaire
As above ASB satisfaction is tracked overall number of different areas to determine key issues if they arise.
This is done quarterly due to the lower sample sizes. The questionnaire is completed internally.
136: ASB Satisfaction Questionnaire
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1.3.4: We set challenging and stretching targets for customer satisfaction and our levels
are improving.
New Evidence
Details how we are improving since 2008 in Satisfaction across every area within the business.
Details of how we ensure that satisfaction can be kept equal across all protected characteristics by setting
targets
Active Evidence
This has now been increased to 60% in the PMF the attachement shows how we are now surpassing these
targets. These targets are increases from 55% v satisfied and are stretching and challlenging and allow us to
meet top quartile performance. The suite shows that we measure all
137: Customer Satisfaction Tracking
Monthly comprehensive tracking of customer satisfaction KPI to ensure high levels of satisfaction.
Satisfaction set to 'very satisfied' tagets - not just the weaker satisfied measure.
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1.3.5: We have made positive changes to services as a result of analysing customer
experience, including improved customer journeys.
New Evidence
The board report to the latest STATUS survey details and shows customer journeys maps and eludes to
where improvements can happen in specific service areas.
This details the cross service review that we have commenced using customer experience and journeys to
shorten and improve the customer experience.
196: The Moving In Experience
Following an analysis of how our customers access services within Darwen we decided to close the local
office and offer a personal approach to customers within the town based upon service demand. This has
also limited the amount of unecessary contact and waste.
197: Darwen Local Office Closure
Active Evidence
Pinpoints the key areas that cause dissatisfaction with customers via site audit and mystery shopping. We
can then look to improve the customer journey and experience by addressing the key points within the
customer journey eluded to within the reports
Shows another customer journey via telephone and how we manage this as an organisation and attempt to
get improvements. For example we understand via STATUS that the customer journey details that detailing
with enquiries accross the business will enhance satisfaction - KDA
139: Telephone Mystery Shopping Exercise
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2: The Culture of the Organisation
2.1: Leadership, Policy and Culture
2.1.1: There is corporate commitment to putting the customer at the heart of service
delivery and leaders in our organisation actively support this and advocate for customers.
New Evidence
Our new refreshed strategy following on from the success of the last 3 year Driving the changes strategy and
our success of increasing customer satisfaction by having a customer centric approach. The new strategy
builds upon this success.
198: Driving The Changes Referesh Strategy
The new operational plan for this year detailing the approach of how we ahieve the strategy operationally -
specifically the customer service elements that pervade the whole plan.
199: 11-12 TVH Operational Plan
Details of a weekly message from our Executive Director detailing the customer service levels within the
organisation demonstrating corporate commitment from the company leaders
200: Executive Team Weekly Messages
This is a set of behaviours that we expect all staff to exhibit - including Customer Service behaviours. This
allows there to be a corporate commitment to Customer service and cascade these competencies down
throughout the organisation.
201: PHG Competency Framework
Active Evidence
Our Long term strategic plans describes how customers are integral to improving service delivery and that
they important partners with TVH - the start of the golden thread of customer service throughout the
organisation.
140: Corporate Plan
The proposal fto SMT for increasing customer scrutiny, inspection and specific service involvement within the
organisation
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2.1.2: We use customer insight to inform policy and strategy and to prioritise service
improvement activity.
New Evidence
Although this is WIP this customer insight approach of service review will allow us to make changes not only
to the customer journey but allow us to change policy, where appropriate, and suggest priorities for service
improvements.
The operational plan is distilled from customer insight gathered from QHS and STATUS and and fed up to
the strategy.The OP allows us to prioritise and plan how we improve services throughout the organisation.
199: 11-12 TVH Operational Plan
Active Evidence
Details the pilot of enhanced service provision of a segment of customers (vulnerable) that was initiated
following customer insight from CS08 and OPEN group meetings.
129: TSA - Local Standard Pilot - Repairs Plus
An updated report to detail how customer insight from CS08 told us how few customers access our website
to self serve. Looking Local has been a huge success in service improvemallowing customers to self serve
via TV or mobile phone platforms. This report is a business proposal our new group
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2.1.3: We have policies and procedures which support the right of all customers to expect
excellent levels of service.
New Evidence
Our plan to detail actions related to Equality Act 2010 to ensure that also ALL customers receive an excellent
level of service
This is our tenancy agreement that sets out the basic rights and responsibilities of the customer with TVH.
This is a legal document.
202: TVH Tenancy Agreement
This document sets out in easy to read language the details from the tenancy agreement and our other areas
of service - and what customers can expect from us.
203: Really Useful Tenant's Guide
This pack is sent out to victims of anti social behaviour, so they can uderstand what to expect from us when
we are dealing with their case.
204: ASB - Customer Pack
Active Evidence
Our policy satating our commitment to our customers
164: TVH Customer Care Policy
Service Standard (Local Offer) suite developed through scrutiny and relevant staff teams that supports the
right of all cusomers to expect an excellent level of service.
N029: Service standard documents
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2.1.4: We ensure that all customers and customer groups are treated fairly and this is
confirmed by feedback and the measurement of customer experience.
New Evidence
Details of increases in the contact satisfaction of all customers who access our services from our big
customer survey. CS10 looks at the customer experience in Repairs and ASB with some interesting
feedback
187: CS10
Our Customer service training plan and pathway to ensure that staff meet the competency framework
element for customer service.
206: Customer Service Training Plan
Our E&D training for staff - Customers have also undertaken training too.
207: Equality and Diversity training
We can now measure monthly any differences to satisfaction down to each protected characteristic allowing
us to ensure that we can respond quickly to any exceptions. This is an example of where there were
differences and steps were put into place for the 3rd Quarter to improve satisfaction.
208: Repairs Diversity Monitoring
Active Evidence
Review document for the new diversity policy to fit the new single equality act. This was developed with
customers and there is regular feedback from customers at E&D meetings - this feedback is filtered into the
Action Plan
181: One4All Equality Policy
Policy shows our approach to the treatment of customers care
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2.1.5: We protect customers’ privacy both in face-to-face discussions and in the transfer
and storage of customer information.
New Evidence
Digital photos demonstrating that we have private interview rooms available for customers at our central
office in Blackburn and a the 2 Homeless projects that we have. Signage for Private interview rooms is now
up.
205: Digital photos of private interview rooms
Details of our training plan, including E&D and data protection training
231: Training Plan
Active Evidence
This details the Criminal Justice Secure Upload encryption we use for sending customers details digitally
externally
149: CJSM - Secure upload
Is shared with all staff at induction and details how importantly we take data protection within the organisation
150: TVH Data Protection Policy
Shared with staff on induction and reminds staff how they must keep confidetiality with customers in
meetings and with their data
151: TVH Code of Conduct
Specifically details the storage and use of customer's electronic records and the regulatory framework that
enforces the policy - given to staff at induction
152: TVH I.T. Policy
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2.1.6: We empower and encourage all employees to actively promote and participate in
the customer focused culture of our organisation.
New Evidence
The customer service training plan to empower staff tobecome customer focussed
206: Customer Service Training Plan
Active Evidence
Tracking and evidencing staff participation with our customers, local teams are being trained to input all
customer participation they may have into the tracker - e.g. Repairs
127: TP Tracker Proposal
Articles promoting customer focus from the competency framework - Group Scoop goes to all employees
monthly
155: Group Scoop Articles
our yearly celebration week to enhance customer culture within the organisation
157: Customer Service Week
to all staff detailing our performance with mystery shopping ths reinforcing the customer focus/culture
176: Monthly Telephone Staff Briefing
Housing Officers get involved with customers on a local level to discuss problems within local areas whilst
walking the local area. The walkabouts happen regularly within a year
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2.2: Staff Professionalism and Attitude
2.2.1: We can demonstrate our commitment to developing and delivering customer
focused services through our recruitment, training and development policies for staff.
New Evidence
Our staff competency framework that allows us to develop, deliver, recruit and train staff to the PHG
customer service standard throughout the organisation
An example of the new person specs and job adverts that we now use that reflect the competency
framework requirements during recruitment This also demonstrates the customer focus aspect of the role.
210: e.g. Job Advert and Person Spec
Example of of the Assessment centres that we use and the associated scoring systems used to gauge the
candidates' performance during recruitment
211: Assessment centre and scoring system
Examples of the training workshops and the planner that we have for the cominmg year to ensure that staff
meet the competency framework - customer service. This is used for staff development
209: Customer Service Training Workshops
This is completed by line managers to measure the staff members' appraisal across the competency
framework, including customer service. The appraisal form allows us to understand if staff development is
required.
212: PHG Staff Appraisal Form
Active Evidence
Detailing our commitment to ensuring that staff are customer focussed and we meet external accreditation to
this
184: Investors in People Report
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2.2.2: Our staff are polite and friendly to customers and have an understanding of
customer needs.
New Evidence
Our Customer Service training plan with course information delivered in house to staff to ensure that all staff
are aware of this element of the competency framework.
209: Customer Service Training Workshops
Example of a regular mystery shopping visit to reception to check on the process and interaction with staff
member
214: Mystery Shopping Reception Visits
Active Evidence
This is a copy of the monthly team telephone mystery shopping carried out by QHS to test our telephone
service to ensure that staff are polite and friendly to customers. The staff are tested on FAQs reflecting
customer needs and requirements.
Examples of where unsolicited comments and compliments have been passed onto staff evidencinng our
polite and friendly manner.
All staff must where name badges, give their names during queries and show ID
- Sets out our approach to customer care
- Staff trained to deliver the expected standards
- Policy shows our approach to the treatment of customers care
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2.2.3: We prioritise customer focus at all levels of our organisation and evaluate
individual and team commitment through the performance management system.
New Evidence
Evidence of team rewards given to the winning team who demonstrates the best team behaviours.
213: Quarterly Team Rewards
Active Evidence
Details that all staff, teams and departments can make a contribution to customer service operationally and
that this is externally accredited - this is operational ionformation. Customer information is linked back from
the customer opinion and is reported back monthly to SMT.
The annual satisfaction report details performance through the satisfaction framework and recommends
improvements for each department on a strategic and operational planning level
This tracks customer satisfaction through each of our departments and feeds into the PMF
137: Customer Satisfaction Tracking
The PMF allows all staff to understand that customer service facet that is recorded
156: Performance Management Framework
This is staff recognition for examples of how and when staff have gone the extra mile for customers. A cash
reward is given to the staff member and the information is gathered into the Quarterly Team rewards
N074: Little Gems scheme
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2.2.4: We can demonstrate how customer-facing staffs’ insight and experience is
incorporated into internal processes, policy development and service planning.
New Evidence
Staff are involved in developing action plan for improvement to filter into our operational plans
Minutes of our regular E & D group where customers and staff members work together to develop policy and
help deliver insight for service planning
215: Equality and Diversity Minutes
Active Evidence
Staff consulted to include their suggestions for operational plan
N041: Operational Plan
SMT and BIT work alongside front line staff to incorporate their views into improvement planning
N045: Back to the Floor
Service managers plan IT projects to enhance services and control budget
N047: IT user group minutes
Bright ideas is the staff suggestion scheme that is mirrored for customer Bright Ideas. This forms the
innovation criteria for the quarterly rewards
N077: Bright Ideas
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2.2.5: We value the contribution our staff make to delivering customer focused services,
and leaders, managers and staff demonstrate these behaviours.
Active Evidence
Our commitment to ensuring our staff and leaders have the skills and capacity to deliver customer focussed
services and exhibit the behaviours detailed in the staff conduct policy
153: TVH Training Programme
The leadership development that has focussed on key behaviours including customer focus as an individual
element
154: Leadership Development Report
Within all of our monthly staff newspapers we have a section called 'somebody out there loves us' and his
details all the compliments that we have received from staff over that month. This helps embed ciustomer
centric behaviour amongst staff.
This scan evidences our regular customer service week that we have at TVH - the theme of this year's event
was staff and customer training on customer issues - e.g Islamic Awareness.
157: Customer Service Week
Examples of where we have celebrated the contribution staff make towards a positive customer centric
culture.
N010: Homes Matter
This scheme recognises positive staff behaviour where staff may have gone the extra mile on behalf of a
customer.
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3: Information and Access
3.1: Range of Information
3.1.1: We make information about the full range of services we provide available to our
customers and potential customers, including how and when people can contact us, how
our services are run and who is in charge.
New Evidence
Sets out the key services offered to customers and sets out how to access these
Explanatory document re Looking Local (DigiTV - TVTV).Offering customer services and holistic community
information via TV and mobile phone to those who do not have access to a PC
216: Looking Local - Group Proposal
Plasma screens now in reception giving the Life Channel - Community Information and also information as to
our own services that we can deliver. We also have LCD kiosks for acces to our B-with-Us service at
reception
217: Reception Plasma Screens
Active Evidence
Publicises TVH services and how they are operated
N010: Homes Matter
Senior management profiles are included to show who is responsible for each service area. Contact details
for each service are listed, with direct email access through the complaints officer. Videos also available e.g.
working with us and the tenancy sign up DVD.
N035: Website
To publicise services across a greater geographical range, radio advertising is undertaken
N054: The BEE media pack
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3.1.2: Where there is a charge for services, we tell our customers how much they will
have to pay.
New Evidence
Details of our our recharge policy that allows us to recharge for certain repairs. This was highlighted in a
Homes Matter article for customers re Lock Changes
218: Recharge Policy
All properties that we advertise on B-with-Us have the full charge for each property
219: B-with-Us website
An example of our rent increase letter, with a full breakdown of costs, including service charges.
221: Rent Increase Letter
Active Evidence
Details of recharge policy, costs and value over other tenures/providers - see spring 2007
N010: Homes Matter
Quarterly rent statements indicate the cost customers need to pay for current service levels
N055: Rent Statement
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3.2: Quality of Information
3.2.1: We provide our customers with the information they need in ways which meet their
needs and preferences, using a variety of appropriate channels.
New Evidence
Details of our TV and Mobile Phone service that has been a huge success as it meets customers needs and
preferences through an innovative channel of communication.
Language Line is our translation service that customer use with staff.
220: Language Line
Active Evidence
Visually impaired customers feature on our database and are sent key communications on audio CD
N001: Audio CD Recording
Easy, chatty corporate style when communicating with customers and potential customers which has high
customer satisfaction
N010: Homes Matter
Home page feature so tenants can select to view website in an enlarged font of their choice
N035: Website
Surveys revealed low level English and native tongue reading skills amongst BME tenants so information
was converted to audio signs
N056: Talking Signs
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3.2.2: We take reasonable steps to make sure our customers have received and
understood the information we provide.
New Evidence
Communication section on questionnaire to assess levels of receipt of homes matters and communication
preferences. Also Some feedback on Looking Local as a communication channel
187: CS10
Using this Forum to bring up issues with E&D and to ensure that all customers have equal access via
ECCDIAs
215: Equality and Diversity Minutes
A change to our communication channels brought in to meet customer need following CS08
Active Evidence
Telephone Mystery Shopping shows that we test our staff on the top Customers Frequently Asked Questions
thus testing staff understanding of our services and information and ensuring that customers have clear
concise answers. Anything else... to check understanding
Mailing list verifies all customers are sent a copy of the newsletter - Mini surveys in Homes Matter to test
popularity and direct content. Improvements are reflected in pagination and feature content/size. Regular
quizes check customers understanding of recent changes etc.
N010: Homes Matter
Our TREAT group check our written information and we apply our own logo to those articles that have been
tenant approved
N031: Tenant approved Logo
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3.2.3: We have improved the range, content and quality of verbal, published and web
based information we provide to ensure it is relevant and meets the needs of customers.
New Evidence
Includes feedback on Looking Local, Homes Matters and the Website. This key piece of research is used to
ensure that our comms and info is relevant and meets customers needs.
187: CS10
A new annual piece of communication - designed and written by customers - meets our regulatory
requirements.
Pottted history of the development of Looking Local - how it is developing into smart phone apps to meet
customers needs. How Google map inclusion, B-with-Us and NHS choices has boosted hit rates and meets
customers needs now and for the medium future.
Demonstares the low usage of web by customers due to digital exclusion and the basis of the move to
Looking Local
222: Google Analytics Report
Active Evidence
Mailing list verifies all customers are sent a copy of the newsletter - Mini surveys in Homes Matter to test
popularity and direct content. Homes matters has increased substantially with more features and more
inserts
N010: Homes Matter
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3.2.4: We can demonstrate that information we provide to our customers is accurate and
complete, and that when this is not the case we advise customers when they will receive
the information they requested.
Active Evidence
This details the involvement group of customers that check our information. Twin Valley Homes staff are
also on the panel. All evidence is then sent to managers for final proof reading.
159: TREAT - Twin Valley Homes Reading Analytical Team
Example of where specific information is given to customers in - You said...we did. Customers sign off on
Homes matters to ensure that the info is correct - Comms team can give more commentary
N010: Homes Matter
Our Service standards tell customers to what time scales they can expect to see information
Our panel of residents approve our information that goes to customers to ensure accuracy.
N031: Tenant approved Logo
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3.3: Access
3.3.1: We make our services easily accessible to all customers through provision of a
range of alternative channels.
Active Evidence
Following CS08 our customers told us that the majority do not and will not have broadband or web access.
Looking Local allows the majority of our customers to access and self serve from our range of services
including bidding on properties.
Information provided in this audio format for those with sight impairment
N001: Audio CD Recording
Text size selection tool to increase font size to customers requirements
- Information can be enlarged to a size of the customers choice
- Browse Aloud allows the website to talk in a number of community languages, including English
N035: Website
Gateway to access key services to those without English as a first language, and those with low literacy
levels.
- Hearing Loops show commitment to providing information to tenants with hearing impairments
N070: Hearing Loops
Sets out the wide variety of access channels customers can utilise to get in touch
N071: Text message emails
Available in reception to allow customers who do not speak english to understand how to access our
services. Language line would then help us to take the conversation further
N072: Talking Signs
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3.3.2: We evaluate how customers interact with the organisation through access channels
and we use this information to identify possible service improvements, and offer better
choices
Not RatedApplicant Self Assessment:
New Evidence
A customer journey analysis just starting to give us valuable insight into how customers access housing via
ourselves to identify service improvements.
This report allows us to analyse the website usage/hitrates on a monthly basis. This information helped us
decide on how much resourse is now allocated into websites and allowed us to develop Looking Local
222: Google Analytics Report
This analysis is carried out by the Customer Advisor Team Leader and allows staffing to be analysed to meet
predicted demand levels - to fine tune the service. Customers who are looking to be housed are sign posted
to self serve options.
223: Prospect House Footfall Analysis
A piece of telephone research conducted to understand why customers are not bidding on B-with-us. This
has allowed us to understand these behaviours to implement service imprrovements where appropriate and
offer the customer further choice of accessing the service.
Active Evidence
QHS set us with an SLA and service level of 10% telephone call attrition that we aim to meet. We can also
monitor our service standards too
We can track hour by hour, week by week and screen by screen the usage of our TV channel
161: TVTV Hit Rates
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3.3.3: We ensure that where customers can visit our premises in person facilities are as
clean and comfortable as possible.
New Evidence
This is our cleaning schedule for our Offices to ensure that the facilities are clean for both staff and
customers. Monitoring takes place with the contractor supervisors - staff can fill in an exception book at
reception or meet with the cleaning supervisor to raise issues.
225: Cleaning Schedule
Details of the refurbishments and enhancements made to reception for our customers including new seats,
carpets and paint scheme.
226: Reception Refurbishments
Active Evidence
Our 3rd party accreditation is checked bi annually by site audits and also by mystery shopping
Detailing that are premises should be clean and comfortable.
164: TVH Customer Care Policy
Service standards for reception for visitors
179: TVH - Reception Service Standards
Our service standards for what our customers can expect to see at our receptions when they visit us
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3.4: Co-operative working with other providers, partners and communities
3.4.1: We have made arrangements with other providers and partners to offer and supply
co-ordinated services, and these arrangements have demonstrable benefits for our
customers
New Evidence
The Younique service is delivered by Housing Pendle. This details a formal partnership that allows us to
provide a cost effective, local solution for our out of hours service and retirement living telecare services.
227: Younique Service
This formal partnership with the Police gives our ASB better info sharing and some legal powers to make our
ASB service much better for our customers. This offers quicker resolution for customers with complaints and
allows us to cooordinate better with the Police and vice verca
228: Police Community Safety Accreditation
An informal partnership withthe local PCT that has allowed for better practice and recognition by customers
and independantly through the Health Service Journal Award in 2010.
S:Corporate InformationPresentations2010 Presentations
229: BwD PCT partnership - HSJ award
Active Evidence
A formal partnership with NCH successfully deal with the handful of persistent "problem" families who have
multiple household issues.
N060: NCH Project
All local housing associations are part of B-with-us, our choice based lettings scheme - People looking for
homes to rent can access social rented housing in sub region, so they don’t have to join multiple waiting lists.
This is a formal partnership, delivered by Twin Valley Homes
N066: B-with-us procedure
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3.4.2: We have developed co-ordinated working arrangements with our partners that
ensure customers have clear lines of accountability for quality of service.
New Evidence
The pack includes full information and information to make it clear to customers that we have a seamless
service through us. If there is a complaint about the service we will coordinate the complaint so that replies
are received back through us via the partner.
This service will be monitored by the elderley services scrutiny panel that will have performance and
satisfaction data to hand to allow for improvements where necessary. Thi will be fed back to the Younique
service.
227: Younique Service
Active Evidence
Scrutiny allows for full accountability and transparency to our customers. Managers are held accountable for
their area and standards have been set with customers.
We have full accessibility, publishing and monitoring with Looking Local to allow us to monitor the quality of
our service on this channel
161: TVTV Hit Rates
Steering group comprising all housing providers to shape service delivery . This is a partnership agreement
with many housing providers accross the sub region
N066: B-with-us procedure
Based in the community, customers can easily access services without having to traveling to offices.
Valuable feedback from customers and the services is often reported at tenant bases
N076: Tenant Base Services
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3.4.3: We interact within wider communities and we can demonstrate the ways in which
we support those communities.
New Evidence
A summary of a number of community projects that we are running through the supporting communities
team. Some of these projects are funded via efficiency savings and external funding for the benefit of our
customers.
230: Supporting Communities Team - projects
Active Evidence
An article in the local paper describing how we support a high profile case and how we will not tolerate hate
crime from our customers.
166: Lancs. Eve. Telegraph - Sophie Lancaster DVD
Details of a whole variety of community interation that takes place by the supporting communities team.
Including details of how and where we manage to spend our More than a landlord funding to help support
communities
N010: Homes Matter
Tenant and Resident group network supported for 15 years. Details of this community association support is
within the RIS.
This is the Youth Engagement Officer Job Spec. The role allows us to work with young disadvantaged
groups of tenants and children whose effect can be detrimental on the sustainability of our communities
N096: Youth Engagement Officer
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4: Delivery
4.1: Delivery standards
4.1.1: We have challenging standards for our main services, which take account of our
responsibility for delivering national and statutory standards and targets.
New Evidence
Our tenants Handbook that sets out to customers what we are responsible for to meet their requirements
and what we have to do. e.g An annual Gas service
This latest criteria is lnked in pink where there is compliance to the TSA national standards. Meeting The
QHS standard will demonstrate that we are meeting part of of our regulatory requirement
232: QHS Criteria For Excellence 2011
A link to show the TSA National standards
233: TSA National Standards
Active Evidence
Service standards linked with mission, vision and values
N015: Mission Statement
Conformity to Decent Homes Standard and SAP assessment and part of our statutory responsibility as an
RSL
N028: RSR Decent homes Sap KPI
modified in line with customer requirements and TSA Local Standard evidence- Publication of our service
standards to set out clearly what users can expect in terms of service delivery. This follows Scrutiny work for
each service area. The standards are challenging and set with our customers
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4.1.2: We monitor and meet our standards, key departmental and performance targets,
and we tell our customers about our performance.
New Evidence
Our Tenat Annual report sen to all customers on service performance.
Our Key departmental performance targets are monitored monthly
234: Monthly KPIs
Quarterly report on satisfaction sent to SMT to ensure that we are meeting our standards
235: Quarterly Satisfaction Report - SMT
A regular monthly report written by SMT for SMT to ensure that performance and plans are being met
240: SMT - Asset Management Report
Active Evidence
Monitor monthly on a random basis the telephone performance of all teams
N018: Mystery shopping monthly report
Performance information appears on a quarterly basis
N035: Website
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4.1.3: We consult and involve customers, citizens, partners and staff on the setting,
reviewing and raising of our local standards.
New Evidence
Details of how we are taking scrutiny further to review our services from the customers perspective. This will
also allow us to review our standards and raise them where appropriate
We consult with potential customer to inderstand why they may not bid on our sub regional CBL scheme
Evidence of our Scrutiny Panel meetings where standard setting has been discussed
236: Scrutiny Panel Minutes
Active Evidence
How scrutiny works - by using thematic customer panels to set standards and monitor performance against
them
Partner contractors must sign to accept they will conform with TVH code of conduct as part of the
procurement process
N004: Contractor sign up to code of conduct
Our new Local Standards That were agreed with customers, staff and partners via Scrutiny process. These
are now monitored via this process
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4.2: Achieved Delivery and Outcomes
4.2.1: We agree with our customers at the outset what they can expect from the service
we provide.
New Evidence
Our legal contract setting out what customers can expect from us re their tenancy
202: TVH Tenancy Agreement
A customer friendly version of what customers acan expect from us and useful information
Our letter that is sent out to customers before improvements work so they know what to expect
237: Improvements Letter - setting expectations
The accompanying info pack for customers regarding their improvements
238: Improvements Customer Info pack
A letter sent out to new customers so they have the letting standard of the new property and what to expect.
239: Provisional Offer Letter
Active Evidence
Details our current service standards that customers can expect from us - and co developed with customers
- these are our promises and commitments
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4.2.2: We can demonstrate that we deliver the service we promised to individual
customers and that outcomes are positive for the majority of our customers.
New Evidence
Our latest STATUS survey report with customers views and feedback on experiences. Information is here re
positive outcomes too
187: CS10
Details of comments received from surveys and qualitative coding so that we can address customers issues
both individually and thematically
235: Quarterly Satisfaction Report - SMT
Active Evidence
Monthly satisfaction tracked for our repairs service. Satisfaction remains high for a very popular service. This
satisfaction can be tracked to the individual customer
Regular article to staff detailing our compliments from our customers also news of new services and reports
of the sucess of our services with some individual customer feedback.
Our PMF that tracks satisfaction from surveys that we undertake monthly covering the business
156: Performance Management Framework
Here are regular reports on feedback - You said...we did.
N010: Homes Matter
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4.2.3: We can demonstrate that we benchmark our performance against that of similar or
complementary organisations and have used that information to improve our service.
New Evidence
There is a section where we have benchmarking. This allows us to look at how we are improving against our
peers locally and across our group.
187: CS10
We can compare against Housing Pendle on our reporting Plus portal. This allows us to review repairs.
241: QHS Reporting Plus Portal
Following abenchmarking exercise using Housemark data with costs of service we noticed that our costs
were higher than other organisations. This showed that CBA costs were included. Michelle Allot to give
further details
242: CBA officer - Benchmarking exercise
Active Evidence
Analysis to see where we lie with regional, similar sized organisations in the sector. This evidence lies within
the 'yellow files' that we provide managers to help them improve their services via self assesment and then
service improvement plans. Housemark allows us to use disc grps to dig deeper
126: HouseMark Benchmarking
We can benchmark against other QHS members and use data to alllow us to change functions/features of
our customer service. Housing mamangement are using this information to review reception services
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4.2.4: We have developed and learned from best practice identified within and outside our
organisation, and we publish our examples externally where appropriate.
Not RatedApplicant Self Assessment:
Active Evidence
The Social Landlords Crime and Nuisance Group published two articles detailing good practice around TVH
gaining Community Safety Accreditation, thus allowing better working partnerships with the Police and added
powers to TVH staff when enforcing ASB issues
165: SLCNG - TVH Articles
An article on how TVH have pioneered with Sophie Lancaster a national figure the issue of Hate Crime within
our communities to ensure a fairer, more equitable application of the single equalities bill.
166: Lancs. Eve. Telegraph - Sophie Lancaster DVD
Jed Sodagar one of our ASB officers received a prestigious award for his partnership working. This was seen
as good practice
167: 24dash.com - Neighbourhood Worker of the Year
HouseMark the sector specific benchmarking organisation published our talking signs project to enable
people who do not speak language to navigate our services within our reception
168: House Mark Good Practice - Talking Signs
An article detailing the good practice we experienced using Looking Local shared with other housing
organisations
169: Looking Local - TVH testimonial on web site
Articles on good practice sent to our customers
N010: Homes Matter
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4.3: Deal effectively with problems
4.3.1: We identify any dips in performance against our standards and explain these to
customers, together with action we are taking to put things right and prevent further
recurrence.
New Evidence
Our Annual Report written by customers and sent to all customers detailing where we ar e doing well and
where we are not. There are areas where lower performance that is graded by our customers is clearly
identified
Active Evidence
The annual satisfaction report analyses any trends coming from customers and then puts recommendations
to the BOard, SMT and MAnagers on how to rectify them.
Customers review performance across key areas of the service and we work together to improve
performance
Julie's Homework and other features identify performance issues and how we are working to address them -
Perf info in HM explains monthly ups and downs. Perf info displayed in reception areas. Relet times, void
levels, income levels, repair completions times & telephone accessibility levels are all displayed for
customers + potential customers to review.
N010: Homes Matter
If planned schemes are taking longer than anticipated, IPA team work with contractor to resolve
N013: IPA team meeting minutes/core group mins
We always comment in the press on issues raised through this medium, reassuring people what action will
be taken to improve the situation
N025: Press Queries
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4.3.2: We have an easy to use complaints procedure, which includes a commitment to
deal with problems fully and solve them wherever possible within a reasonable time limit.
Active Evidence
Ability to make a complaint (not happy) on TV and mobile phone - asy to access.
Our Complaints procedure demonstrating a 3 stage process with time lines and advocacy. Also included is a
persistant complainers procedure.
170: Prospect Group - Complaints Procedure
Features informing customers of how to make a complaint, themed as we welcome complaints
N010: Homes Matter
Shows call logs and the action taken to resolve low level complaints
N012: IPA team call log
Feedback tab to allow easy, free, 24/7 facility to make a complaint
N035: Website
Complaints leaflet reviewed and includes time limits for ass stages of complaints process.
N104: Leaflets
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4.3.3: We give staff training and guidance to handle complaints and to investigate them
objectively, and we can demonstrate that we empower staff to put things right.
New Evidence
Our training plan that details the staff training that is undertaken by the organisation, including Complaints
231: Training Plan
The most recent list of staff that have undertaken complaints training
243: Complaints training attendance list
Active Evidence
our complaints procedure
Our training being rolled out to all staff
171: Complaints Training Presentation
The key to staff empowerment/cognition by differentiating between complaints and service requests
172: Complaint or Service Request - Training
Features updates about how to resolve complaints and details of the training provided by the customer
insight manager 2011
N048: Group Scoop
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4.3.4: We learn from any mistakes we make by identifying patterns in formal and informal
complaints and comments from customers and use this information to improve services
and publicise action taken.
New Evidence
Monthly data collected by complaints officers is drawn into a report and then sent to SMT. This allows
patterns to be examined not only from the report but also from the qualitative analysis made from informal
comments. Compliments are reported through Group Scoop
244: Complaints monitoring ex Satisfction report
Active Evidence
Reported back to customers annually and also board
- Details of ombudsman cases reported.
N010: Homes Matter
Shows how we track complaints that come in and actioned
Demonstrates compliments from customers on a monthly basis
- Compliments published in monthly staff newsletter
N048: Group Scoop
Complaints officer keeps track of formal complaints and resolution timescales
N091: Complaints leaflet
Details of ombudsman cases reported as a part of our regulatory requirement
N093: Annual Report
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4.3.5: We regularly review and improve our complaints procedure, taking account of the
views of customers, complainants and staff.
New Evidence
Details of the board meeting where the policy was agreed and where board had their input
245: Prospect Group Complaints Policy Board minutes
Active Evidence
Details of scrutiny. Scrutiny panels will and are using complaints details now but there will be a new scrutiny
panel that will be looking to review the policy. in the next 18months
Our new, upgraded complaints procedure with many new features to support customers, which were
requested, when they want to complain and inform customers about the process. The vexatious section was
included for staff who needed a clear process to work to. Managers were consulted prior to policy
Tenant Rep involved in steering group alongside staff to provide feedback from a customer perspective
- Regular reviews of approach to complaints as part of the policy review timetable
- Tenant Rep involved in steering group alongside staff to provide feedback from a customer perspective
N094: Complaints Review
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4.3.6: We ensure that the outcome of the complaint process for customers (whose
complaint is upheld) is satisfactory for them.
New Evidence
Complaints are also assessed on a 3rd party independant basis with QHS with a seperate questionnaire.
Comments are fed back, where available, to SMT.
The proposed outcome from complaints streaming in satisfaction and profiling data and alnalysing outcomes
that can make positive changes for customers
244: Complaints monitoring ex Satisfction report
Active Evidence
A copy of the TVH complaints questionnaire to be sent to all complainers to find out if they are satisfied with
both the process and outcome of the complaint
173: Complaints Satisfaction Questionnaire
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5: Timeliness and Quality of Service
5.1: Standards for Timeliness and Quality
5.1.1: We set appropriate and measurable standards for the timeliness of response for all
forms of customer contact including phone calls, letters, e-communications and personal
callers.
New Evidence
We are certified against this UKAS standard for customer service within the Social Housing Sector
Active Evidence
Quality and quantity of service measured - Review incorporated contractor behaviour code of conduct into
single service standard document
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5.1.2: We set comprehensive standards for all aspects of the quality of customer service
to be expected in all dealings with our organisation.
New Evidence
QHS monitors our performance to a set UKAS accredited criteria which we are accredited to
Active Evidence
We publish our performance to our standards 3 times a year in our customer magazine with our service
levels
N010: Homes Matter
Quality and quantity of service measured across all areas agreed with customers
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5.2: Timely Outcomes
5.2.1: We advise our customers and potential customers about our promises on
timeliness and quality of customer service.
New Evidence
"really useful" guide tenants handbook issued at sign up, service standards are repeated
Gives customers who are experiencing ASB further details regarding the service standards and what service
to expect from us
Gives potential customers details of what to expect regarding the standard of their new home.
239: Provisional Offer Letter
Active Evidence
Standards are published in Homes Matter newsletter to maximise audience for the service standards
information
N010: Homes Matter
Service standards are widely published.
On the services tab, the standards that customers, potential customers and other parties can expect appear
before specific service information
N035: Website
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5.2.2: We identify individual customer needs at the first point of contact with us and
ensure that an appropriate person who can address the reason for contact deals with the
customer.
New Evidence
Our latest survey that includes customer journey maps for ASB and Repairs. This has started to alllow us to
examine customer
187: CS10
Customer service criteria 1 details at first level that a staff member should deal with a customer enquiry at
first point of contact
Software that allows us to efficiently book appointments for repairs in and adress with the customer what
trade and when they can expect an appointment - based on choice of appointments within our service
standards
247: Optitime Repairs Appointments
Active Evidence
The TV channel that can report customers self service requests for action - an additional customer comms
channel that allows self serve
The FAQS that staff use to answer customers top questions, giving staff the tools to deal with enquiries at
first contact
175: Frequently Asked Questions
The feedback to staff on Telephone stats and feedback on answering calls at first contact
176: Monthly Telephone Staff Briefing
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5.2.3: We promptly share customer information with colleagues and partners within our
organisation whenever appropriate and can demonstrate how this has reduced
unnecessary contact for customers.
New Evidence
Customer information has been extracted from CS10 and also added to the Housing Management system to
ensure that unnecessary contact does not occur - this is additon to our seperate customer profiling exercise.
187: CS10
We get information from customers who tell us that they may not wish to have magazines sent to them. This
information is sent to our marketing team and then
248: Customer special requests for printed preferences
Active Evidence
We have and are carrying out customer profiling to understand our customer preferences. All details are
input into our housing Management system so the the right contact and preference is applied. Notes can also
added that shares additional info to colleagues.
119: Customer Profiling Exercise
Our caution list is updated and posted regularly on the staff intranet. This alerts staff to potentailly dangerous
customers
177: TVH Caution List
This shows our Housing Management Systems - CRM where arrears information (and other information) is
shared with other customer facing staff to ensure that the cusomer gets a holistic service from us
178: Northgate - Arrears Screenshot
Analysis to understand where the contact is coming from our customers to inform us strategically and
operationally what our contacts are so we can plan more effectively
180: TVH - Reception Footfall analysis
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5.2.4: Where service is not completed at the first point of contact we discuss with the
customer the next steps and indicate the likely overall time to achieve outcomes.
New Evidence
The service review process that we are using to investigate the customer journey to allow us map processes
from a customer perspective.
Conversation with a customer to give you feedback on this element
249: Customer Conversation
The repairs process that gives details of how and when service can be completed if not right first time. This
will require a conversation and visit to the department.
250: Repairs process
A piece of work completed to develop an ERP approach for B-with-Us that contains flow charts that allow us
to track the customer journey before and after an ERP software solution has been put in place, to enable the
customer to have more information in a timely manner
251: Flow chart - B-With-Us - ERP proposal
Active Evidence
training plan incl. customer service
153: TVH Training Programme
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5.2.5: We respond to initial enquiries promptly, if there is a delay we advise the customer
and take action to rectify the problem.
New Evidence
Telephone messages placed upon our Repairs Line to inform customers about extraordinary conditions e.g.
Snow. These messages can be examined when you meet the Head of Repairs.
252: Contingency telephone messages
Active Evidence
Some where out there loves us articles about the snow and where we have tried to meet customers
standards and the compliments that followed
Records all contacts and actions taken to address customers concerns promptly
All teams are mystery shopped on a random monthly basis to check politeness and promptness and where a
service is completed by a partner e.g. Adaptations information is given to the customer
Timescales included to ensure that communication happens within set timescales these ae the governingh
standards re procedures and match our customer competency framework
Rewards staff for Going the Extra Mile (GEM) and delivering outstanding customer service details are shared
in Group Scoop
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Twin Valley Homes
Assessment Report
5.3: Achieved Timely Delivery
5.3.1: We monitor our performance against standards for timeliness and quality of
customer service and we take action if problems are identified.
New Evidence
Mystery Shoppers visit our offices to monitor and measure our timeliness and quality of customer service -
face-to-face.
214: Mystery Shopping Reception Visits
Active Evidence
A report provided by the Customer Insight Manager that looks at gaps in service and to the identfiable TVH
and QHS standard and allows for improvement to occur continuously. This details what action is required to
improve staisfaction and performance.
Customers review performance across key areas of the service and we work together to improve
performance
If planned schemes are taking longer than anticipated, IPA team work with contractor to resolve
N013: IPA team meeting minutes/core group mins
Monitor monthly on a random basis the performance of all teams on telephone quality and timeliness with
details on what needs to be put right to increase performance
15421/123709 28 April 2011Page 58 of 60

Twin Valley Homes
Assessment Report
5.3.2: We are meeting our current standards for timeliness and quality of customer
service and we publicise our performance against these standards.
New Evidence
Our Annual Report written by tenants for tenants relating to our performance
Our performance portal that is available for managers to visit that is a repository for all our customer service
data and performance.
Active Evidence
Company customer service is tracked monthly and widely published in key areas around the Offices
Feature telling customers what to expect from services and latest performance measures also an article on
us being awarded our QHS certification for customer service certification. Also includede is a feature on
CS10 detailing the quality of our customer service
N010: Homes Matter
Performance information appears underneath the service standards
N035: Website
External independent confirmation that we meet our standards
N102: Audit commission inspection
15421/123709 28 April 2011Page 59 of 60

Twin Valley Homes
Assessment Report
5.3.3: Our performance in relation to timeliness and quality of service compares well with
that of similar organisations.
New Evidence
Some benchmarking undertaken here on STATUS
187: CS10
Ability to dig deeper into timeliness and quality and then compare against other QHS members - Our service
compares very well
A local benchmarking group where we look at better practice and benchmark performance
246: E.Lancs CS Benchmarking Group
Where customers and landlords can compare performance online
253: TSA - Compare the landord dot com
Active Evidence
We use Housemark to enable us to track the satisfaction and cost of our services, including customer
services, across all social housing providers. Information is given to managers in their yellow files. This
information is then used within service plans
126: HouseMark Benchmarking
15421/123709 28 April 2011Page 60 of 60

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