AssReport11

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 Information\Presentations\2010 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


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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

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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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