This document summarizes a keynote presentation discussing the increasingly difficult operating environment for social housing providers in the UK. It notes challenges such as the housing supply crisis, economic pressures like rent cuts and the need for continued efficiency, and changing customer expectations. The presentation discusses how providers' business plans are becoming more market-facing while some difficult questions around risk, stress testing, and effective regulation remain. It also examines sector forecasts around demand for social housing and pressures on social rents. Overall, the document outlines the complex challenges facing UK social housing providers and uncertainties around how best to address these issues going forward.
4. KEYNOTE
Pulling the rabbit from the hat: operating
in an increasingly difficult environment
Afzal Ismail, Jonathan Walters & Julian Beaney
5. Successful places
with homes and jobs
A NATIONAL
AGENCY
WORKING
LOCALLY
Social housing
regulation –
where next?
Jonathan Walters – Deputy Director
Strategy and Planning, HCA
Regulation
17. Choices and considerations
Sector forecasts efficiencies and demand for core product is high…
…but social rent under pressure from rent reform and grant priorities
De-regulatory measures could give opportunities to innovate…
…and to import more risk into the business
Government keen for RPs to contribute to housing supply…
…potential to increase market exposure
Sector is financially strong and appealing to long-term sterling investors…
…but is this the right funding model for the future?
Consolidation…
…to what end?
18. KEYNOTE
Pulling the rabbit from the hat: operating
in an increasingly difficult environment
Afzal Ismail, Jonathan Walters & Julian
Beaney
19. • Housing Supply crisis –
ownership policies remain?
• Economic - 1% rent cut/ Brexit –
efficiency remains a key driver
• Customer expectations in “post
truth” world – not what we say
but what we do – ease is critical
• Localism – partnerships/
collaboration/ erosion of public
sector
• Welfare/ low wage growth/ fuel
poverty
21. Are we capable?
Process
Technology
Information
Organisation
People
Effectiveness & Delivery of
Outcomes
√
Consistency ?
Simplicity ?
Application ?
Integration √
Service √
Data ?
Analytics ?
Information & Reporting √
Organisation Structure √
Roles & Accountability ?
Stakeholders & Suppliers ?
Competencies √
Workforce and talent √
Reward and recognition √
22. Do we know what will make the
difference?
What are the visible issues
(synmptons)?
What are the key drivers of
outcomes and behaviours?
(root causes)
What are the deeper issues
that are affecting outcomes &
behaviours?
1
2
3
33. Defend the indefensible… or not?
inexcusable, unjustifiable, unjustified, unpardonable, unforgivable, inexpiable
• Digital transformation alone will save the housing sector? Forget process
improvement – just plug in the machine?
• We can’t be efficient while we have an over demand for our properties?
Who cares?
• Our customers lives are too chaotic to enable us to deliver consistent and
reliable services?
• Responsive vs Planned Repairs? We will never get the right balance so why
bother trying?
• Data is great fun to play with but we will never use it? It isn’t accurate
anyway?
• We really don’t have a clue how to manage our supply chain properly? Just
go back to command and control?
• We will never change our culture? It is just a waste of time and money?
• We are too risk adverse and scared of the regulator and ratings agencies to
really be innovative
• I will dare to be different and innovate tomorrow, maybe… once I have
written my 20 page report and completed my 50 KPI report…..
34. Defend the indefensible… or not?
inexcusable, unjustifiable, unjustified, unpardonable, unforgivable, inexpiable
• Can you defend the indefensible…..or not?
Why? Discuss on your tables?
• What would be your real indefensible statement
instead? Dare to be Different ……go on!
41. DATA & MAGIC MARKETING
Are you missing a trick?
Grant LeBoff
42. ORBIT’S SIXTH SENSE
Using Rant & Rave’s real time feedback platform to
improve customer satisfaction and engagement
Nick Boxall-Hunt, Colette Flattery, Dean
Ballard
44. Why we exist? To create Ravers!
At Rant & Rave, we believe how consumers ‘feel’ about brands
drives their future behaviour. Engaging customers and brands on an
emotional level creates Ravers and that’s why we exist.
45. Which company is providing a better Experience?
Company A)
CSAT – 62
Response Rate - 9%
500 Responses
4 days to act
Company B)
CSAT – 49
Response Rate - 25%
4,000 Responses
1 hour to act
Experience vs. Engagement
Engagement
Experience
46. What we do?
Rant & Rave helps Brands to improve on Customer Engagement.
Taking this to a level where they can compete on Customer Experience.
47.
48. “As a result of Rant & Rave we have acknowledged the need to listen to what our
customer is saying. We’ve always stood by the motto ‘make decisions as though the
customer is in the room’ but it wasn’t until we started to receive the customer
feedback that we truly started to live by that motto; this was the result of Rant & Rave
driving a huge change. ”
“The insight gained from the implementation of Rant & Rave has shaped the
way we operate as a company.”
What customers say...
49. What customers say...
“The combination of both closed and open questions, allowing the customer to
elaborate on their feelings and opinions on service; mean verbatim comments are
used to challenge service behaviours and processes so that we can become entirely
customer focused.”
“Based on the sentiment analysis offered in ‘Rant & Rave’, we have also been able to
map exactly what it is that drives customers to give each of the ratings on the 7 point
scale.”
50. Making the Difference
Since launching Rant & Rave Orbit has...
• Increased response rates – up to 28%
• Customer satisfaction score of 4.2 / 5
• Cost savings of 20% on previous method. Capturing more quality insight for less!
• Cost savings mean money can be put into other projects, benefitting communities
• Visible across the business – bringing accountability
Taking action
• Real added value came from Frontline Engagement module.
• Agents can see their own feedback – empowered
• Reduced number of agents on performance plans by 70% as they can see what
they need to improve on
• Reduction in staff turnover
• Staff sickness now below 5% from 14%
• Highlighted areas for improvement and training
51. Making the Difference
Since launching Rant & Rave Thames Water has...
• Reduced written complaints by more than 6%
• Reduced unnecessary customer contacts by 8%
• Reduced overall complaints by 32% in (the largest annual reduction in complaints
across the industry)
• Improved engagement and morale by sharing positive feedback with colleagues
Taking action
• Feedback is used to report progress as well as informing continuous improvement
programmes
• Extended opening hours on Saturdays for billing enquiries
• Established a team specifically to liaise with customers when things go wrong
• Made it easier for customers to do business with them online
• Continue to develop their understanding of what customers consider to be
important to them
55. VoC Business Challenges
Gathering the right volume of information from the
right people at the right time
Taking action on customer feedback
Measuring the business impact
Getting people and resources to do it right
58. Recover Frontline
Frontline
Dashboard
Capture and
Sentiment Engine
The Actors in Customer Feedback
Interaction
=
Experience
Am I giving a good
customer experience
and in what area
What can I do to
make the customer
happy
Can my team
improve and
where
Do I know what is
important to the
customer
What can I change
to improve the
business
I am telling you
what is important
to me
I want you to
listen
63. “the advisor was really helpful and did solve
my problem but was hard to understand also
the self service portal is a nightmare”
The customer tells you The business wants
0
1
2
3
4
5
Unstructured to reportable (The challenge)
64. Product
Process
Place
People
Product
Process
Place
Web
Portal
Self Service
Shops
Contact Centre
People
Communication
Unclear
Understand
Knowledge
Problem
Knowledgeable
Attitude
Helpful
Rude
Unstructured to reportable (The solution)
“the advisor was really helpful and did solve
my problem but was hard to understand also
the self service portal is a nightmare”
Very bad Bad Neutral Good Very good
1 2 3 4 5
5
“the advisor was really helpful and did solve
my problem but was hard to understand also
the self service portal is a nightmare”
4
“the advisor was really helpful and did solve
my problem but was hard to understand also
the self service portal is a nightmare”
2
“the advisor was really helpful and did solve
my problem but was hard to understand also
the self service portal is a nightmare”
0
1
2
3
4
5
Product
Process
Place
People
“CXI Score” – 3 (average of 1, 2, 4 & 5)
3.67 (average of 2,4,5)
1 (average of 1)
1
“the advisor was really helpful and did solve
my problem but was hard to understand also
the self service portal is a nightmare”
72. We have nine really ambitious targets to
provide
the best homes and services possible
for our 100,000 customers
• Ensure 75% of customer
transactions are taking place
online
• Provide a range of tailored
services which satisfy 90% of
customers
75. What we set out to achieve:
• Review of existing processes and practices
• What else is out there?
• Gap analysis
• Bring customer feedback up to date
• Ensure feedback counts
Customer
centric
Fit for
purpose
Action
orientated
Visible and
embedded
Impacts on
the business
78. Acting on the feedback…
• Resolution team deal with escalations
• Proactively contact the ‘ranters’
• Act on the emotion (the customer
verbatim)
• Provide valuable insight
• 91% of outcomes from have been positive
• Standards aligned to customer
expectations
80. Service Improvement – Marginal Gains
• Moving from strategy to
execution
• Identifying where
improvements
need to be made – start here
• Embracing failure – a thirst to
learn
• Celebrating success
• Continued improvements
along the customer journey
82. Summary
• Not just about software – Cultural change
• Acting on feedback – Resolution team
• Improved Satisfaction scores
• Staff Engagement - Sickness, improvement
plans
• 20% budget savings - re-invested in social
purpose.
• Part of our DNA
85. IDEAS WORKSHOP
A few enchanting ideas to transform
your business
Gary Stephens & David Leach
86. How to get a digital strategy that
actually works?
David Leach, Digital Services Director
87. Technology is not the answer….
• You have to ask the right questions to get
the right answers…..
• Make it hard for customers and they’ll
make it hard for you…..
• Think end to end, or don’t bother…
• Data is king but you have to value it
• You probably don’t need a digital strategy
you need a ……
89. Key elements of an effective
procurement strategy
• Risk Management
• Procurement Culture
• Resources
• Operational Procurement
• Supplier Management
• Contract Management
90. Your Big Ideas
Rules
• Thinking about today …….
• You must come up with a significant
improvement opportunity and capture on the
poster.
• You must pitch your big idea to the rest of the
group – there will be prizes for creativity!
Inputs
• Big Idea ‘Food for Thought’ handout
• Post-it notes
• Sharpies
• Creativity!
91. Big Ideas
Write a one-
liner that
describes your
big idea
Capture what the key proposed
changes in terms of the five capabilities
Write what will
feel different
for each group
Outline the key
enablers that
would be
needed to
support the
changes
described
Outline the key barriers and
risks to making the changes
described
Indicate the
level of cost
e.g. L/M/H
Indicate the
complexity of
implementation
e.g. L/M/H
Indicate the
time to
implement e.g.
6 months, 1
year, 2-3 years
