EVOLVEHOUSING CLIENT SERVICE STRATEGY
WHAT WE DO At Evolve Housing, we aim to do more than put a roof over our residents’ heads. We offer them a place in a thriving and inclusive community, with access to support programs to enhance every part of their life. Our purpose is to enable more people to live in quality homes in thriving and inclusive communities.
Every new social housing resident is offered a needs assessment with a Specialist Support Worker when they sign their tenancy agreement. A Personal Support Plan is then drawn up which addresses personal health, wellbeing, education, training and employment needs, and includes referrals to external support partners if required.
A PERSONAL SUPPORT PLAN A HOME Our social and affordable housing residents are offered a home that is well suited to their needs and budget. Our properties are of a high quality. We are responsive to support and maintenance requests and manage our residents’ tenancies fairly.
A NEW SKILL We offer support for residents who wish to upskill or change careers by providing access to a Support Officer, exclusive job and training opportunities, and workshops relating to digital skills and money management.
We aim to create thriving and inclusive communities where people feel a sense of belonging. We regularly hold free and low-cost social events and activities that cater to the needs of our residents. These events are an opportunity to meet neighbours, feel part of a community, and enjoy new experiences.
AN EXPERIENCE We offer grants to support secondary and tertiary students to complete their education. We also offer grants to support young people to access sporting and physical activities.
A GRANT OR FINANCIAL HELP
A VOICE Our residents have the opportunity to advocate on behalf of their communities through the Resident Advisory Group, which provides input into Evolve Housing programs and initiatives.
Our client service strategy is our commitment that we will strive to go above and beyond.
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EXECUTIVE SUMMARY Evolve Housing residents, and people who engage with our organisation, are our valued clients and we are accountable to deliver services with fairness, equality, dignity and respect. We have a commitment to strive to exceed our clients’ expectations. At Evolve, our purpose is to enable more people to live in quality homes in thriving and inclusive communities. The Client Service Strategy supports our
The second part of the strategy will focus on
Strategic Plan 2020–2023 and formalises our
future vision and highlight specific client service
commitment to continuous self-improvement
initiatives that will be implemented, as identified
through implementing a suite of programs
within our Strategic Plan 2020–2023.
specifically focused on creating improved client service outcomes.
This includes target metrics and performance indicators used to measure outcomes with the
The strategy will set out the framework of
aim of improving overall resident satisfaction.
standards and principles our clients can expect
We have also included a communication plan to
from our organisation. It will also document the
promote the strategy to our clients.
key performance indicators from the following mechanisms that are used to monitor and report on our service delivery: • Service standards and performance indicators • National Regulatory System for Community Housing (NRSCH) compliance framework • Community Housing Industry Association (CHIA) Tenant Satisfaction Survey
CLIENT SERVICE STRATEGY 2020–2023
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SERVICE PRINCIPLES Our five core values shape the way we behave as an organisation for our clients. These are:
As well as applying these values when providing services to clients, our service delivery commitment is to: • Ensure we can be contacted by phone, email, website, social media or in person
• Provide timely responses to clients who provide us with feedback.
• Ensure that all Evolve staff operate within our Code of Conduct to treat all clients
Evolve operates within a comprehensive set
with respect, confidentiality and fairness
of internal key performance benchmarks and
• Ensure our offices are accessible, safe and designed for accessibility • Provide contact details when the office is
targets to monitor our operations and service delivery. Our reporting processes ensure there is day-to-day accountability to the Group
closed and provide alternative contacts
Executive and provide an escalation point to
for emergencies
the Board of Directors as part of an internal
• Consult with clients to ensure our
governance framework. We aim to exceed the
information is easy to read and simple
performance standards of a Tier 1 Community
to understand, and provide access to
Housing Provider (CHP).
interpreter services when clients need them • Ensure policies and processes are transparent, fair and communicate rights and responsibilities for clients
CLIENT SERVICE STRATEGY 2020–2023
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TABLE 1: SERVICE STANDARDS
BUSINESS UNIT
ACTION
SERVICE STANDARD
REPORTING PROCESS
All Staff
Phone calls, emails, messages, missed calls.
Call back and/or acknowledge or respond to a client by close of business the next business day
Activity Reports Contact Centre feedback
Phone calls to 1800 myevolve, myecho and Opportunity Pathways
*80% of all calls answered within 3 minutes (20% contingency for high volume calls due to weather and other major impacts to services). *During office hours based on normal staff ratio
Contact Centre
Access and Allocations
Missed calls or message to Contact Centre
Call back within 24 hours on weekdays (next business day)
Emails to myevolve, and e-repairs.
Emails acknowledged before close of business the next business day
Housing Pathways Applications
Applications with completed information will be accepted and completed within 28 days.
Letters
Acknowledge letters within 2 working days Respond with a solution/outcome within 20 working days
Daily automated reporting by Contact Centre Team Leader escalated to Property Services Manager
Team Leaders review Activity Reports Resident Services
Property Services
Resident visits
A minimum of one complete resident visit in a 12-month period for each household
Well-being check-in
Targetted phone call to residents who need extra support
Repairs and Maintenance
Urgent, within 4 hours of being notified. Priority 1, no later than 5pm on the next business day. Priority 3 & 5, within 3–5 business days of being notified. General maintenance, within 28 calendar days of being notified
In person appointment
Staff members to be on time for appointments or office staff to advise client if there is a delay within 10 minutes of registering arrival
In person no appointment
Office staff will identify an appropriate staff member to meet with the client within 10 minutes or arrange an alternative appointment
Office (Front counter)
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Property Services Manager weekly review of outstanding repairs and maintenance requests
Front Counter Reception iPad
TABLE 1: SERVICE STANDARDS
BUSINESS UNIT
CONTINUED
ACTION
SERVICE STANDARD
REPORTING PROCESS
Business Assurance
Complaints and Appeals
Acknowledge complaint within 2 working days Investigate and respond in writing within 20 days
Activity Report
Business SUPPORT
Client documents and information
Call back and/or acknowledge or respond to a client within 24 hours or next business day
Activity Report
Client Communications
Information that affects normal operations of the organisation is communicated within 2 hours via social media channels
Business enablement systems
Internal communication to advise of impacts for normal operations communicated within 2 hours via email
Rent Statement
Rent Statement within 14 business days on request
Rent Review
Complete and advise of Rent Review changes within 14 business days
MarComs
ICT
Finance Team
Activity Report
CLIENT SERVICE STRATEGY 2020–2023
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85% OF OUR RESIDENTS ARE SATISFIED WITH THE SERVICES THAT WE PROVIDE. 2018 Resident Satisfaction Survey
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REGULATORY COMPLIANCE The National Regulatory System for
This external monitoring framework monitors
Community Housing (NRSCH) is the
service delivery and consistent performance
governing body that sets out the regulatory
and has a set benchmark of 75% satisfaction
and compliance code to monitor registered
with ‘overall quality of housing assistance’ in
Community Housing Providers and ensure
order to maintain our registration status.
that they operate within the national standards and benchmarks.
In particular, streams 1 and 3 focus on accountability on how we ‘engage residents
There are seven performance outcomes across
when seeking feedback and consultation
the following service delivery streams:
on the standard of services they receive’.
1. Tenant and housing services 2. Housing Assets 3. Community Engagement 4. Governance 5. Probity 6. Management 7. Financial viability Across these seven performance outcomes, there are over 35 indicators and evidence requirements that Providers are required to report to the NRSCH on an annual basis to meet our regulatory and compliance obligations.
CLIENT SERVICE STRATEGY 2020–2023
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RESIDENT SATISFACTION As a member of the Community Housing
• Quality of Life
Industry Association (CHIA) of NSW,
• Support Services
Evolve Housing participates in the Tenant
• Tenant Priorities
Satisfaction Survey coordinated by CHIA,
• Communication
who collect data and feedback from
• Complaints and Appeals
community housing tenants across NSW. The Tenant Satisfaction Survey is a key The main purpose of the survey is to provide
instrument for the Client Service Strategy to
an independent report on the level of tenant
measure how satisfied our residents are with the
satisfaction with services they receive from their
services they receive. The survey also provides
respective Providers. The CHIA performance
a scorecard to compare our performance with
benchmarks are designed to be comparable with
other CHPs across all tiers of registration status.
the NRSCH thresholds across key business areas such as Maintenance and Appeals. The CHIA
These results are used to provide an evidence
survey questions are structured to gather data
base on good performance and also identify
on our tenants’ demographic profiles and level of
emerging service gaps to inform future business
satisfaction with our services. Topics include:
improvements into the annual business planning
• Repairs and Maintenance
process cycle.
• Housing Services The 2018 survey indicates the following results against NRSCH and CHIA benchmarks: OVERALL SATISFACTION
PROPERTY CONDITION
REPAIRS AND MAINTENANCE
Evolve Housing result
85%
81%
75%
CHIA benchmark (Tier 1)
84%
84%
77%
NRSCH Benchmark
75%
70%
75%
CLIENT SERVICE STRATEGY 2020–2023
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STRATEGIC PLAN 2020–2023 PURPOSE: MORE PEOPLE IN QUALITY HOMES IN THRIVING, INCLUSIVE COMMUNITIES ACHIEVE SUSTAINABLE GROWTH 1.1 Meet housing needs by increasing and diversifying housing supply 1.2 Optimise financial sustainability and performance 1.3 Develop and strengthen strategic partnerships and stakeholder engagement 1.4 Seek to influence policy settings for better housing outcomes
ENHANCE BUSINESS PRACTICE AND CAPACITY 2.1 Create a high performance culture that enables all team members to maximise their potential 2.2 Implement best practice governance systems 2.3 Develop and implement business systems that improve oversight and effectiveness
PROVIDE QUALITY HOMES AND SERVICES 3.1 Improve our residents’ housing experience and sustain tenancies 3.2 Align housing to client needs 3.3 Improve client satisfaction through high quality service provision
IMPROVE SOCIAL OUTCOMES FOR OUR CLIENTS 4.1 Deliver programs and services that enhance our clients’ health, wellbeing and social and economic participation 4.2 Create integrated and thriving communities 4.3 Implement and enhance systems to measure and evaluate social outcomes
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2020
2023 IMPROVE SOCIAL OUTCOMES FOR OUR CLIENTS PROVIDE QUALITY HOMES AND SERVICES ENHANCE BUSINESS PRACTICE AND CAPACITY ACHIEVE SUSTAINABLE GROWTH
CLIENT SERVICE STRATEGY 2020–2023
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STRATEGIC PLAN 2020–2023 Our vision of ‘thriving communities for all people’ sets
a particular focus on making business improvements
the direction of the organisation and underpins the four
in areas where our feedback mechanisms identify
goals of the Strategic Plan 2020–2023 which are:
the need to improve clients’ experiences when
1. Achieve sustainable growth,
interacting with our organisation.
2. Enhance business practice and capacity,
The table below outlines each objective under goals
3. Provide quality homes and services; and
three and four and details success measures and
4. Improve social outcomes for our clients.
expected outcomes from implementing programs and initiatives as part of the business plan.
In particular, goals three and four are focused on delivering measurable outcomes for clients
Monitoring and reporting on the strategy will be
and service delivery. These include all of the key
performed quarterly by collating the outputs across
initiatives and programs within the pillars that form
each business unit to form a collective report on all
the Client Service Strategy.
client service targets to measure improvements and impacts from the strategy.
Our success measures are based on maintaining and improving overall client satisfaction. There is
STRATEGIC PRIORITIES – CLIENT SERVICES GOALS
3 PROVIDE QUALITY HOMES AND SERVICES
OBJECTIVES
3.1 IMPROVE OUR RESIDENTS’ HOUSING EXPERIENCES AND SUSTAIN TENANCIES.
3.2 ALIGN HOUSING TO CLIENT NEEDS.
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ACTIONS
SUCCESS MEASURES
3.1.1. Deliver programs, placemaking initiatives and community engagement that improves residents’ satisfaction with their neighbourhood and address community safety.
• Level of tenant satisfaction with their neighbourhood as a place to live maintained at 82% or more. • Programs delivered that target neighbourhood satisfaction and community safety.
3.1.2. Provide best practice tenancy management.
• Rent arrears benchmarks maintained at below 2% • Over 90% of Resident Visits completed annually.
3.1.3. Improve early intervention services to assist our residents to sustain their tenancies.
• Increase in number of tenancies where arrears are successfully resolved • Increase in number of positive exits • Decrease in number of negative exits
3.2.1. Optimise dwelling allocation, utilisation and fit out to ensure residents are appropriately housed.
• Initiatives undertaken to review dwelling utilisation and deliver targeted improvements • Clients are housed in properties that suit their needs
3.2.2. Ensure the design of newly developed dwellings aligns with client needs.
• New purchases and developments meet client demand • New dwellings deliver high level of amenity to tenants.
STRATEGIC PRIORITIES – CLIENT SERVICES GOALS
3 PROVIDE QUALITY HOMES AND SERVICES
4 IMPROVE SOCIAL OUTCOMES FOR OUR CLIENTS.
OBJECTIVES
3.3. IMPROVE CLIENT SATISFACTION THROUGH HIGH QUALITY SERVICE PROVISION
4.1. DELIVER PROGRAMS AND SERVICES THAT ENHANCE OUR CLIENTS’ HEALTH, WELLBEING AND SOCIAL AND ECONOMIC PARTICIPATION.
4.2. CREATE INTEGRATED AND THRIVING COMMUNITIES.
ACTIONS
SUCCESS MEASURES
3.3.1. Seek to better understand our clients’ needs though feedback, consultation and research and incorporate their feedback into program and service delivery.
• Clients are consulted regarding service delivery • Service changes are introduced as a result of client feedback
3.3.2. Improve client satisfaction with overall services through well-targeted service improvements.
• Increased client satisfaction from CHIA Tenant Satisfaction Survey 85% (Target 90%) • Client satisfaction levels across our programs, i.e. Opportunity Pathways, Support Coordination Unit.
3.3.3. Deliver our Strategic Asset Management Plans.
• Increased satisfaction with property condition from 81% (Target 85%) • Increased satisfaction with maintenance standards from 75% (Target 80%) • Overall property standards maintained above DC&J acceptable standard 93% (Target 90%) • Reduction in % of responsive maintenance vs % of planned maintenance
4.1.1. Prioritise social initiatives to optimise use of resources and identify opportunities to maximise program outcomes.
• Review of social programs undertaken • Assess Program Outcomes against targets
4.1.2. Engage in partnerships that deliver services to meet client needs and enhance our capacity to deliver social programs.
• Formal partnerships reviewed and maintained. • New formal partnerships established that meet mutual objectives. • Social programs delivered through partnerships.
4.1.3. Actively involve our residents through engagement opportunities in which they can contribute to improvements in service delivery.
• CHIA Tenant Satisfaction Survey indicators, overall improvement in engagement. • Local Resident Group participation. • Implementation of Resident Engagement Strategy (RES).
4.1.4. Develop initiatives that improve social outcomes, including for target priority cohorts (youth, people escaping DFV, and single older women).
• Initiatives designed and delivered to address the needs of priority cohorts.
4.1.5. Access and leverage of government, business and community funding, programs and resources.
• Analysis of grants against strategic objectives. • Grants secured to fund social programs.
4.2.1. Apply best practice design and place-making principles to promote integration in new developments.
• Fit for purpose communal spaces incorporated into new developments. • Housing of mixed tenures are visibly indistinguishable.
4.2.2. Develop and execute a calendar of events and programs to enhance social cohesion and inclusion.
• Events successfully engage tenants • Ongoing social inclusion programs delivered
CLIENT SERVICE STRATEGY 2020–2023
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COMMUNICATION PLAN KEY ELEMENTS OF THE CLIENT SERVICE STRATEGY WILL BE DELIVERED TO RELEVANT DELIVERY/ COMMUNICATION
CLIENT SERVICE STRATEGY
AUDIENCE
KEY MESSAGE
• ALL EVOLVE STAFF • GET • BOARD OF DIRECTORS • EXTERNAL AUDITORS
• Vision and purpose on strategies for continuous improvement initiatives for client services; • Client service standards; • The client service strategic initiatives and success measures.
SERVICE STANDARDS CHARTER PAMPHLET
EVOLVE TENANTS AND SERVICE USERS
• Residents’ rights and responsibilities • Service standards • Contact methods
FACT SHEET ROLES AND RESPONSIBILITIES
EVOLVE TENANTS
• Residents’ rights and responsibilities • Service standards • Contact methods
EVOLVE WEBSITE
PUBLIC DOMAIN
• Residents’ rights and responsibilities • Service standards • Contact methods
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AUDIENCES AS FOLLOWS: COMMUNICATION CHANNEL
RESPONSIBILITY TIMELINE
Internal circulation; Group meetings
Resident Services
May 2020
Tenant sign-up kit
Resident Services/ Marcomms
June 2020
Newsletter Display in Reception desk
Resident Services/ Marcomms
June 2020
Social Media/Internet
Resident Services/ Marcomms
June 2020
CLIENT SERVICE STRATEGY 2020–2023
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THRIVING COMMUNITIES FOR ALL PEOPLE
AFGHANISTAN • ALGERIA • ARGENTINA • ARMENIA • AUSTRALIA • AUSTRIA AZERBAIJAN • BAHRAIN • BANGLADESH • BOSNIA AND HERZEGOVINA • BRAZIL BULGARIA • BURUNDI • CAMBODIA • CAYMAN ISLANDS • CHILE • CHINA • CONGO CROATIA • CZECH REPUBLIC • EGYPT • EL SALVADOR • ETHIOPIA • FIJI • FRANCE • GERMANY • GHANA • GREECE • GUINEA • HONG KONG • HUNGARY • INDIA INDONESIA • IRAN • IRAQ • IRELAND • ISRAEL • ITALY • JAPAN • JORDAN • KENYA • KOREA • KUWAIT • KYRGYZSTAN • LAOS • LEBANON • LESOTHO • LIBERIA MACEDONIA • MALTA • MAURITANIA • MEXICO • MONTENEGRO • MOROCCO MYANMAR • NETHERLANDS ANTILLES • NEW ZEALAND • NICARAGUA • NIGERIA • NORTH SUDAN • PAKISTAN • PALESTINIAN TERRITORY • PAPUA NEW GUINEA • PERU • PHILIPPINES • POLAND • PORTUGAL • ROMANIA • RUSSIAN FEDERATION • SAMOA • SAUDI ARABIA • SERBIA • SIERRA LEONE • SOMALIA • SOUTH AFRICA • SOUTH SUDAN • SPAIN • SRI LANKA • SWITZERLAND • SYRIAN ARAB • REPUBLIC TAIWAN • THAILAND • TIMOR-LESTE • TONGA • TURKEY • TURKS AND CAICOS ISLANDS • UKRAINE • UNITED ARAB EMIRATES • UNITED KINGDOM • UNITED STATES • URUGUAY • UZBEKISTAN • VIETNAM • YEMEN • ZIMBABWE
CONTACT INFORMATION
COPYRIGHT
Street Address: 9–13 Argyle Street,
© Evolve Housing Limited. This material is copyrighted. Save as
permitted under the Copyright Act 1968, you are not permitted
Parramatta NSW 2150
Postal Address: PO BOX W124 Parramatta Westfield,
to copy, print or reproduce this material or a substantial part of
Parramatta NSW 2150
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Telephone:
1800 myevolve (1800 693 865)
Website: evolvehousing.com.au Email: info@evolvehousing.com.au
ABN 16 127 713 731
ACN 127 713 731
Social media:
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copyright in this material. March, 2020