CIH Repairs Conference Master Class Think Homes Strategy Riverside Asset Services

Phil Pemberton 24 May

Some Background: Who are Riverside?

• A charitable RP: established nearly 90 years ago

• Operating at scale: over 50,000 homes and nearly 100,000

customers. £380m Turnover. 2300 Employees

• Over a range of housing markets: +160 local authority areas in

some of the nation’s most challenged communities.

• With a diverse offer: affordable homes for rent /care and

support/ affordable homes for sale for shared owners and

leaseholders/ market homes for sale to generate profits for the

charity (through commercial companies)

• Extra services to help sustain tenancies: money advice,

employment support, affordable warmth

Asset Management

• £87m Annual Budget

• £438m over next five years

• 150 Client Staff

• Regional Based Delivery Staff

• Central based functions; Business Planning, Repair Reduction,

Disposals & acquisitions, Project Management , Compliance,

Standards

Savings-£7.5m -2014/2015

• £1,500,000 Property MOTs

Asset Data

• £3,500,000

• £ 2,500,000

Evolve

Think Homes Strategy

Proactive MOT

Repairs

Improved Asset

Data

Continuous Planned Works

Enable

Evolve

Expansion

Customer

Think Homes

Property MOTs

• Introduction of Property MOTs

• Four year programme

• Proactive repair diagnosis

• Stock condition data collection

• Business intelligence generated centrally, but survey

programmes delivered locally

What is the purpose of the MOT?

• Reduce responsive demand (170,000 to 70,000 over 3 years)

• Be proactive for our residents (repairs is a failure demand driven

industry)

• Maximise our productivity and efficiencies (batching repairs by

street / neighbourhood)

• Get to know our assets (aiming for 100% SCD information)

• Deal with Section 11 issues

• Get to know our residents (pick up on vulnerability/ sustain

tenancies)

• Supporting the implementing Behavioural Change

Improved continuity and planning

• Continuous pipeline of work to contract

• Accurate programme information

• Efficient resource planning

• Procurement efficiencies

• Increased customer satisfaction

New approach to voids

• Move away from minimum lettable standard

• Introduction of “Safe, clean & clear”

• Reduce expenditure by £1,000 per void on average – saving

£3.8m per annum

• Introduction of Any Day Tenancy

• Reduced Rent loss/Increased rental income

Evolve

• Wholly owned subsidiary purchased by TRG in December

2011

• Phased expansion since purchase now covering 85% of our

stock

• Ensuring a consistent service offer across geography

• Turnover has grown from £7m in 2011 to £36m by the end of

this financial year

• Saved TRG c£13m in VAT and paid back c£10m in Gift Aid.

Savings £12.7m (2014/2018)

• £4,600,000 Property MOTs

Asset Data

• £5,600,000

• £ 2,500,000

Evolve

Summary

• More robust staffing structures

• 6% increase in customer satisfaction with our Repairs &

Maintenance

• 90% of repairs completed first time

• 5% increase in tenant satisfaction with the quality of their

home up to 84%

• 10% improvement in NPV up to £32,000 within 3 years

Questions and Comments