Assessment Report Customer Service Excellence. Mears Group Mears Group - Repairs and Maintenance

Transcription

1 Customer Service Excellence Mears Group Successful 12 November / Page 1 of 77

2 Assessment Summary Overview Overall Self-assessment Overall outcome Unprocessed Successful The Mears Group is a private company, operating UK-wide, providing a wide range of services. This CSE Assessment focuses on the Repairs and Maintenance side of the business only. In partnership with social housing clients, Mears maintains, repairs and upgrades the homes of hundreds of thousands of people across the UK. You do not operate in isolation as a service provider, but work very closely with your Clients / Partners who award your contracts, to ensure excellent levels of service delivery. Every Branch maintains close relationships with its single Client, working to the Client contract, responding flexibly and providing a bespoke service dependent on the Client s specific and stringent requirements. 3RP2015 As part of the RP3 assessment, six more Branches were visited in the North and the South. All the Branches visited gave comprehensive presentations, supplemented by helpful further documentation. It is clear that Mears is continuing to make very good progress, maintaining high satisfaction and performance levels. Mears continues to be customer focused, with positive, enthusiastic and committed staff. The seven previous partial compliances have been reduced to five, and all six pre-existing Compliance Plus ratings have been maintained. The Assessors were particularly encouraged by the significant improvements made to the Branch web pages, which now have a common format, with, in the main, a consistent approach to content and presentation. There remains scope for further developing the Branch web pages to publicise more information relevant to the CSE Standard, including performance data and learning from complaints. There continues to be inevitable inconsistency in the number and wording of satisfaction survey questions. You are currently looking at the introduction of the Net Promoter Score (NPS). Whatever approach is adopted in the future, Branches need to realise that compliance to a number of CSE elements depends on providing evidence relating to some of the five key drivers of customer satisfaction. 1: Customer Insight Criterion 1 self-assessment Criterion 1 outcome Unprocessed Successful Mears has access to tenant profiling data through the Clients it works with at Branch level. The volume and range of customer data varies, but is nevertheless enabling Mears to begin developing an in-depth understanding of customers. There is evidence of efforts to reach disadvantaged and hard to reach groups, together with good examples of customer engagement and consultation. Mears Innovations merit Compliance Plus. 3RP2015 Your development of services in response to specific needs continues to merit Compliance Plus. You have raised the target for Excellent service from 55% to 85%, which makes element compliant. However, although you do now publish some headline satisfaction data on the Branch web pages, remains partial because there is scope to publish more detailed and robust data for the full range of customers for all areas of your service. 2: The Culture of the Organisation Criterion 2 self-assessment Criterion 2 outcome Unprocessed Successful 17979/ Page 2 of 77

3 There is strong corporate commitment to putting the customer at the heart of service delivery. Both the enthusiasm and commitment of staff, and the appreciation shown by managers in posting compliments on noticeboards, merit Compliance Plus. The 'toolbox talks' are a particularly strong feature of each branch. 1RP2013 The Red Thread Road Show that has toured the UK this summer has proved to be a popular and successful way of focusing on the Mears culture and the Mears 5 Behaviours, including Ability to put the customer first. 2RP2014 You are evaluating the relative performance of each Branch through the Red Thread SWYS (Say What You See) responses and the resultant rankings (Red Hot, Warm, Cool). However, remains partial because stronger evidence is needed to show that you use customer insight to prioritise service improvement activity. 3RP2015 Criterion 2 is now fully compliant. You have produced stronger evidence for to demonstrate that you use customer insight to prioritise service improvement activity. The Assessors continue to be particularly impressed with the enthusiasm and commitment of staff to put the customer first; this dedication continues to merit Compliance Plus. 3: Information and Access Criterion 3 self-assessment Criterion 3 outcome Unprocessed Successful You produce high quality verbal and published information. Both your partnership arrangements with the Client and your community activities are impressively strong and merit Compliance Plus. Clients the assessors talked to emphasised the flexibility of the Mears branch, and their willingness to respond to the client's suggestions. 2RP2014 More encouraging progress is now being made on improving the web site, with the move to embed the previous separate Branch web sites into the main Mears web site. However, remains partial because there remains a need for more statistical data, for instance, on the Call Centres, and then further evidence to show how you have used access information to identify service improvements and offer better choices. 3RP2015 The visit once again demonstrated excellent partnership working and Supporting our Communities social value initiatives, which continue to merit Compliance Plus. You presented more statistical data to show how customers access your services (including some too late to be credited to the assessment this year). However, remains partial because there remains a need for stronger evidence to show how you have used this access information to offer better choices. 4: Delivery Criterion 4 self-assessment Criterion 4 outcome Unprocessed Successful 17979/ Page 3 of 77

4 The key performance standards are specified in each branch contract. Objective monitoring of performance is supplemented by the subjective results from the Mears customer survey. Performance targets are in general being met in the branches visited. There is good evidence of performance benchmarking between the branches, but scope for a more structured way of sharing best practice. Although Mears has a straightforward complaints procedure, in most branches visited this had been replaced by, or adapted to mesh with, the client's own complaints system. It is clear that the branches want to analyse complaints and learn lessons from them. 1RP2013. There is now consistency in the branches visited that makes compliant. 2RP2014 The two partial compliances remain (4.1.2 and 4.3.4) because of a lack of published information on both performance against core business standards and learning from complaints at branch level. 3RP2015 Again, the two partials remain for the same reason, (although one branch visited has published its responsive repairs KPIs on its web page). Furthermore, the clients at two of the larger branches visited said they would benefit from a more comprehensive root cause analysis of complaints over time. 5: Timeliness and Quality of Service Criterion 5 self-assessment Criterion 5 outcome Unprocessed Successful The Mears Group 'Promises on Quality and Timeliness' sets out customer expectations for the service they receive.this is available on, and downloadable from, the website. This document also covers the ten questions asked in the Mears Customer survey, which most branches use as a proxy for more objective measures of performance against the Mears Promises. High levels of satisfaction are consistently recorded, and are reinforced by the numerous compliments that each branch receives. There is good evidence that customer needs are identified at the first point of contact, and the appropriate staff are sent to deal with the issue. Increasing use of the PDAs to share customer data is reducing unnecessary customer contact. 1RP2013 Element remains partially compliant pending the publication of performance against the Mears Promises or about the customer survey results, on each branch's web pages. 2RP2014 & 3RP2015. Element continues to remain partially compliant. In addition, there is scope for developing simple but more objective ways of monitoring the timeliness of response to customer contact / Page 4 of 77

5 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. Compliance Plus : Gateshead Contract Customer Demographics Assessor Acceptance: Yes This demographic breakdown shows how we can profile customer groups in specific areas. In this instance we have provided evidence for our business in Gateshead : Mears Pipeline - Potential Customer Groups Assessor Acceptance: Yes This document is an analysis of our potential and future clients and customer groups. We use this document as a lead to define suitability to our product and it then allows us to further analyse demogrpahics and feesability for tenders and bids : National Statistics Demographics Recent and Reliable Assessor Acceptance: Yes This document is an example of oevr riding analysis of demogrpahic groups based upon geographical location and socioeconomic status. Sourced from Office of National Statistics, it is reliable and regularly updated : Independent Commission Dataset Background Paper Assessor Acceptance: Yes This document highlights how we use relevent information from external independent organisations about specific areas to ensure we have detailed and specific insight about the regions in which we work and their demographic information : National Tenant Engagament Survey Assessor Acceptance: Yes In 2012/13 we carried out a national customer engagement survey in partnership with the Local Government Information Unit. This allowed us to access information from Housing Associations across the UK and understand what is important to our customers in / Page 5 of 77

6 : We have an in-depth understanding of the characteristics of our current You are developing an in-depth understanding of the characteristics of your current customer groups who are all tenants or residents of Local Authorities or Registered Social Landlords (RSLs). You identify four broad tenant groups in terms of the type of service you are providing; namely Responsive Repairs, Decent Homes planned maintenance, Gas servicing and Project work. In some Branches you also provide other services such as installation of Adaptations. You also differentiate between customer groups in terms of the tradesperson who is visiting, the geographical area they live in and their personal characteristics. 1RP2013 You continue to collect useful data on tenants at Branch level. 2RP2014 Full compliance is maintained. 3RP2015 Not reviewed this year : and potential customer groups You carry out sound research to identify the characteristics of customer groups in areas where you are bidding for new business. You analyse demographic groups based upon geographical location and socioeconomic status, using information from sources such as the Office for National Statistics. The Bid Team are very proactive in carrying out pre-bid research into the characteristics of the local population, including any special needs, ethnicity and so on, which they build into the bidding process. 1RP2013 In its 25th Anniversary year, Mears is continuing to grow. The acquisition of Morrison is a significant development, made possible by staff knowledge of local tenant groups. 2RP2014 Full compliance is maintained. 3RP2015 Not reviewed this year : based on recent and reliable information. You have based your customer segments on recent and reliable information, largely provided by the Client. The breadth of coverage varies, but is steadily increasing. Typically, 51% of social housing tenants are in employment and have a social mobility rate of 5%; this is compared to a social mobility rate of 25% for those who live in the private housing sector. A large portion of your customers are elderly or vulnerable, or of foreign heritage or culture. 1RP2013 You have carried out a National Tenant Engagement Survey in partnership with the Local Government Information Unit, accessing information from Housing Associations across the UK; this merits Compliance Plus. 2RP2014 Your work with the Local Government Information Unit (LGiU) continues, including your joint publication Strong Foundations: Building better relationships between tenants and landlords, which led to a series of roundtable meetings to discuss the challenges raised. 3RP2015 Not reviewed this year / Page 6 of 77

7 1.1.2: We have developed customer insight about our customer groups to better understand their needs and preferences : Mears Customer Satisfaction Survey Assessor Acceptance: Yes This is the Mears Customer Satisfaction survey that exists throughout our business. It is our goal to have as many customers complete this survey as possible and it is carried out on PDA, via telephone or via the post. In some of our branches, our partners require bespoke questionnaires : Mears Customer Forum Minutes Assessor Acceptance: Yes We talk directly to our customers in regular customer forums. We hold forums in each region at least 3 times a year. Individual branches will also often hold their own customer forums. The attached document is minutes for a recent customer forum : KPI Spreadsheet Assessor Acceptance: Yes To highlight the detail in which we analyse our customer insight data. Attached is a branch KPI spreadsheet which highlights month on month comparisons for customer satisfaction performance for each branch. This information is reported to group every month to allow us to benchmark nationally : Asert feedback spreadsheet Assessor Acceptance: Yes Mears has established a partnership with Asert, a body which employs social housing tenants to carry out mystery shopping on our branches. This document highlights some of the feedback we have recieved from Asert, and the responses to any issues arising from the process : Insight Response Action Plan Assessor Acceptance: Yes This action plan is an example of how we respond to dips in performance, identified by customer insight and work towards improvement of the service : Customer Survey - Customer Profiling and Fairness Assessor Acceptance: Yes The Asert customer survey includes profiling questions to identify particular customer groups so we can better understand their needs and preferences 17979/ Page 7 of 77

8 : We have developed customer insight about our customer groups You use mechanisms such as the Mears Customer Satisfaction Survey, Client Surveys and the Customer Forums to collect data and develop understanding of your customer groups. Your staff work very closely with the Client s Tenant Engagement Teams, getting involved in focus groups, meetings, special events, estate walkabouts and coffee mornings. 1RP2013 Not reviewed. 2RP2014 Additionally, some Branches use independent Asert staff (Tenants), employed and trained by TAROE (Tenants and Residents Organisations of England), to carry out customer satisfaction surveys on the telephone. The Change Club encourages tenants to get involved at Bronze, Silver or Gold level to give valuable feedback. 3RP2015 Not reviewed this year : to better understand their needs and preferences. In some Branches, tenants have been involved in the process of selecting Mears as their contractor and are then engaged from the outset in monitoring your progress, which allows you valuable insight into their needs and preference. Branches use the Client Flagging System to alert staff to any particular characteristics a customer may have. 1RP2013 Not reviewed. 2RP2014 You have carried out some interesting barefoot community action research with 16 to 24 year olds to better understand their needs and preferences, and help them sustain their tenancies. 3RP2015 Not reviewed this year / Page 8 of 77

9 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 Compliance Plus : Peterborough - Dementia Week Assessor Acceptance: Yes Social value community project supporting our residents suffering from dementia : LGiU-UnderConstruction Assessor Acceptance: Yes Mears consults with the local government information unit on a regular basis : National Youth Referencing Group Assessor Acceptance: Yes Young people are the key group that we find it difficult to identify with. As a result, we entered into a project with the National youth referencing group, to assist us in developing a mobile application that will help us relate to younger customers : Learning Module Summary Assessor Acceptance: Yes This summary of our learning modules for the year identifies how we concentrate training on a variety of hard to reach and vulnerable groups. It includes those with dementia, dyslexia, drug addiction, aggresion issues and safeguarding vulnerable adults and children : Mears Mobile App Project Update Assessor Acceptance: Yes To connect with a younger customer base, we are developing a Mears Mobile Application which will aloow customers to manage their bookings via a smartphone. This document is a project update including customer insight and projected timelines : Mears Innovations Assessor Acceptance: Yes In response to customer feedback we have developed Mears Innovations, aimed at making life easier for our customers / Page 9 of 77

10 : We make particular efforts to identify hard to reach You have made efforts to identify hard to reach groups and individuals, including those with disabilities and young people. 1RP2013 Not reviewed. 2RP2014 You provide Language Line cards for guidance on how to access a telephone interpreter. 3RP2015 During major refurbishment projects as at the Brunswick Private Finance Initiative (PFI) Housing scheme in Manchester, you have a policy of decanting tenants to other properties, as and when appropriate, and also offer respite facilities for tenants to use during the day : and disadvantaged groups and individuals You have made efforts to identify disadvantaged groups and individuals, including the elderly and vulnerable. You use the Client s Customer Profiling data, where possible, to identify particular groups on the basis of age, gender, economic status, ethnicity and disability, to ensure that you do not discriminate against them in any way. 1RP2013 Not reviewed. 2RP2014 You use Hard of Hearing cards to show to customers who are hearing impaired. 3RP2015 Mears Group, working with the Mears Foundation, has committed to supporting activities that seek to address isolation and loneliness. Branches are getting involved by joining the Mears Befriending scheme, holding social events with other organisations such as Age UK who support isolated vulnerable people, participating in events such as Dementia Awareness Week, offering Alzheimer s Champion training, working towards identifying Dementia Friends and developing training on vulnerability awareness : and have developed our services in response to their specific needs. You develop services in response to specific needs. You have developed Mears Innovations, which staff can use with customers with special needs, including customised ID badges with Braille as standard; this is an example of Compliance Plus. 2RP2014 Your development of services in response to specific needs continues to merit Compliance Plus, as exemplified through the Emergency card for staff at Manchester Working, telling them what to do when they find children at home alone (Do not leave them), and the introduction of the popular Handyperson service at some Branches. 3RP2015 You continue to merit Compliance Plus with initiatives such as your work with the London Borough of Ealing to explore new approaches to temporary housing for homeless families by providing a modular constructed self-contained Hostel; this provides a quick solution which enables families to leave expensive and unsuitable Bed & Breakfast accommodation / Page 10 of 77

11 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 : Engaging and involving customers Assessor Acceptance: Yes Documents highlighting our training and processes to highlight how we engage and invlove customers : Customer Forum Info Assessor Acceptance: Yes This file carries information about how our customer forums are run to accompany the existing customer insight process : Best Practice Guide for Tenant Involvement Assessor Acceptance: Yes This guide highlights how best appropriate to handle tenant engagement and is used a framework guide for customer care teams in branch : Change Club Observations 2013 Assessor Acceptance: Yes In 2013 the Mears Change Club made a substantial amount of progress in engaging customers to visit branches and and review the service by shadowing staff. This evidence provides a summary of the national project and also branch by branch breakdowns : Mears Branch Owned Web Pages Assessor Acceptance: Yes We have developed branch specific web sites for 9 of our branches so far, and intend to roll the intitiative out to the full business in This provides a portal for us to report on promises and successes, changes to our service and provide information on our processes : Customer Forum Calendar 2011 Assessor Acceptance: Yes The customer forum calender shows that we have a regulated and scheduled strategy for engaging and involving customers across the business 17979/ Page 11 of 77

12 : We have a strategy for engaging and involving customers You have a Best Practice Guide for Tenant Involvement, a Customer Forum Information file and a comprehensive range of documents highlighting your training and processes for customer involvement. 1RP2013 The Assessors noted in the Branches visited that the stronger the Client s commitment to customer focus (tenant involvement), the greater the potential for strong and successful partnership working. 2RP2014 Not reviewed this year. 3RP2015 Not reviewed this year : using a range of methods You use a range of methods to involve customers, including PDA and telephone surveys, formal and informal meetings and consultations with tenants and residents, special events and projects. You have recently set up the Mears Change Club, which is a national group of tenants supporting branch continuous improvement programmes. You actively participate in Clients tenant engagement activities. The Assessors spoke to many tenants on the visit, including on home visits, all of whom spoke very positively about the opportunities they are given to provide feedback and give their views. 1RP2013 The Mears Change Club has made substantial progress; tenants accompany Mears staff to appointments and detailed feedback reports are produced for the Branches involved. 2RP2014 Not reviewed this year. 3RP2015 Not reviewed this year : appropriate to the needs of identified customer groups. You use methods of consultation appropriate to the needs of the identified customer group. For instance, some Branches carry out other surveys, such as a Major Improvements Survey, in addition to the main Customer Satisfaction Survey. Some tenants prefer to have a telephone survey, whilst others are happy to use the PDA. 1RP2013 Branches are increasingly inviting tenants to Open Days and events at the Branch, which are proving very popular with residents. 2RP2014 Not reviewed this year. 3RP2015 Not reviewed this year / Page 12 of 77

13 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 : Customer Care Board Report Assessor Acceptance: Yes The Customer Care Board Report indicates that we base our operation upon regular, detailed, insight driven consultation of our customers on a national basis : Customer Conference Report Assessor Acceptance: Yes The customer conference report highlights consultation and publication of activities amongst our customers : Customer Forum Minutes Assessor Acceptance: Yes The customer forum programme allows local residents and tenants the ability to talk directly to Mears management structure and in branch colleagues. This document highlights issues often discussed and identifies two way communication regarding issues they have raised : Customer Forum Calendar 2011 Assessor Acceptance: Yes This shows the regularity with which we conduct customer forums : We have made the consultation of customers integral to continually improving our service You have made consultation of tenants integral to continually improving your service. The Customer Forums enable tenants to talk directly to managers and Branch staff. Where Clients are also Customer Service Excellence holders, the level of engagement is particularly strong, with tenants initially involved in selecting you as their repairs provider and then monitoring your performance on an ongoing face-to-face basis. 1RP2013 Not reviewed. 2RP2014 Additionally, you use Change Club members and Asert Mystery shopping to consult with customers. 3RP2015 Not reviewed this year : and we advise customers of the results and action taken. Where possible, you use the Clients Newsletters and magazines, their Annual Report and a wide range of tenants meetings to tell customers about the results of consultation and action taken. Additionally, you use the Mears Annual Report, which is online, together with Customer Forum minutes, to publicise consultation results. (The Assessors note that the Mears web site is relatively under used in terms of publication of the results of consultation and action taken). 1RP2013 Not reviewed. 2RP2014 The Mears web site is improving, with scope now for individual Branches to publicise on their web pages the results of consultation and action taken (although this is still very much work-in-progress). 3RP2015 Not reviewed this year / Page 13 of 77

14 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 : LGiU-UnderConstruction Assessor Acceptance: Yes : Mears Mobile App Project Update Assessor Acceptance: Yes The Mears Mobile App project supports our evidence to show that we regularly review our opportunities for engaging with customers to ensure reliable and representative results : Customer Care Management Team Meetings - 6 Months Assessor Acceptance: Yes The Customer Care remit at Mears is overseen by a central support team who ensure consistency of service across the business. This document minutes the regular meetings to discuss issues across the business : Customer Forum Minutes Assessor Acceptance: Yes We support our branches with regular customer forum events where we tell our customers about what is happening in Mears from a customer care perspective. This is an example of the minutes from such a meeting : Customer Forum Calendar 2011 Assessor Acceptance: Yes This highlights the regularity of our customer forums and their geographical location. Further tenant engagement activity will be identified during the branch assessments / Page 14 of 77

15 : We regularly review our strategies and opportunities for consulting Your self assessment procedures enable you to review regularly your strategies for consulting customers. The Customer Care Management Team is a central support team who ensure consistency of service across the business. The introduction of Asert staff at some Branches has enabled you to bring in independent staff to carry out the Customer Satisfaction Surveys by telephone. 1RP2013 Not reviewed. 2RP2014 Not reviewed this year. 3RP2015 Over the last year, you have set up a central Customer & Community Success Team, together with the new Unity Centre Customer & Community Hub in Rotherham. This new team is enabling you to review your strategies for engaging with customers. You have launched the Mears Guide to Delivering an Exceptional Experience, which is easily accessible on every Branch web site, supported by the new Engagement Tool Kit : and engaging with customers to ensure that the methods used are effective and provide reliable and representative results. You regularly engage with customers, through a wide range of mechanisms, to ensure that the methods you use provide reliable and representative results. For instance, you have introduced Mystery shopping at some Branches and you participate in Client Focus Groups, including BME and Disability Groups. 1RP2013 Not reviewed. 2RP2014 Not reviewed this year. 3RP2015 You continue to use a wide range of methods to engage customers. The Change Club is being revitalised. You are currently looking at the introduction of the Net Promoter Score (NPS) which can be used to gauge the loyalty of a firm's customer relationships, assisting with highlighting trends and benchmarking / Page 15 of 77

16 1.3: Customer Satisfaction 1.3.1: We use reliable and accurate methods to measure customer satisfaction on a regular basis : National Tenant Engagament Survey Assessor Acceptance: Yes We are also striving to take a more strategic approach to understanding customer insight. By working with Housing Associations nationally, we can understand how they interpret what is important to tenants, and how they come to realise this : Change Club Observations 2013 Assessor Acceptance: Yes As well as end user customer insight, we now welcome customers into the business to shadow operatives and review the service. The feedback provided by the Mears change club has led to some important changes nationwide : Customer Satisfaction Reporting Calendar 2012 Assessor Acceptance: Yes Details the regularity with which all Mears branches must submit their customer satisfaction reports : Customer Care Report - Eastbourne Assessor Acceptance: Yes Details the tool used to communicate and analyse branch customer satisfaction information monthly. This information is reported on the dates indicated in the reporting calendar : Response KPI Spread sheet - Eastbourne Assessor Acceptance: Yes This document details results month on month to allow comparison of responses on each question from the customer satisfaction survey : Customer Services Improvement Technician Assessor Acceptance: Yes To improve the way we work with and use our customer insight data, we have re-structured our central customer insight team and have now recruited Adam Valente as Customer Services Improvement Technician. This role will streamline the way we manage customer data across the business : We use reliable and accurate methods to measure customer satisfaction on a regular basis. You have a range of satisfaction feedback mechanisms, including the Customer Satisfaction Survey, bespoke Branch surveys, Mystery Shopping and feedback from the many tenants groups. 1RP2013 The Change Club observations and feedback are providing valuable data on tenant satisfaction. The appointment of the Customer Services Improvement Technician (CSIT) should help improve how you analyse and use customer feedback data. 2RP2014 Not reviewed this year. 3RP2015 Not reviewed this year / Page 16 of 77

17 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 Partial Compliance : Publicise Satisfaction Data Assessor Acceptance: Yes We publicise customer satisfaction data on the corporate website along with a 85% target : Customer Services Improvement Technician Assessor Acceptance: Yes The new CSIT is implementing new practices to streamline the way we report and publicise satisfaction levels : Customer Care Board Report Assessor Acceptance: Yes The customer care board report shows our full compliment of customer insight analysis, including all services and branches. It also shows trends in improvement of service : Response KPI - Eastbourne Assessor Acceptance: Yes This is a branch based document which shows how we handle customer satisfaction information on a contract by contract basis. This highlights that the customer insight process is created on a bespoke basis to include all service functions of each contract : Satisfaction Technician Reporting Improvements Assessor Acceptance: Yes The new CSIT has developed a more efficient way of analysng satisfaction by customer group. We can now benchmark satsifaction dependent upon location and broken down by service type. This will further develop into the use of personal profiling data as the system develops : Customer Survey - Customer Profiling and Fairness Assessor Acceptance: Yes The newly introducted (March 2012) Customer Survey includes profiling questions which allows us to identify demographic trends in relation to customer satisfaction. Allowing for analysis relevent to the full range of customer groups / Page 17 of 77

18 : We analyse and publicise satisfaction levels for the full range of customers Although you analyse the results of consultation, including the Customer Satisfaction Survey, you only publicise the headline overall satisfaction figure in Clients publications. Some branches do publish satisfaction levels for the full range of service provision at specialist Repairs meetings with tenants. However, you are only in the early stages of analysing and publicising satisfaction levels. 2RP2014 Although you have eight pilot Branches that are starting to publicise headline satisfaction data, more needs to be done to analyse and publicise satisfaction levels for the full range of customers. There is scope for better use of the new data analyst to drill down into the data to analyse results in relation to the full range of customer groups you serve. 3RP2015 Although you do now publish some headline satisfaction data on the Branch web pages, there remains scope to publish more detailed and robust data for the full range of customers. Partially Met : for all main areas of our service Where you provide more than one type of works at Branch level, it is not always clear whether and how satisfaction levels differ between customer groups. 1RP2013 Some Branches are moving towards a two question, two answer (Y/N) survey to replace the Mears 10 question survey, which is a cruder measure, and does not allow for deeper analysis. 2RP2014 Although you have eight pilot Branches that are starting to publicise headline satisfaction data, more needs to be done (again with the help of the new data analyst) to analyse and publicise satisfaction levels for the different areas of your service. 3RP2015 Although you do now publish some headline satisfaction data on the Branch web pages, there remains scope to publish more detailed and robust data for all main areas of your service. Partially Met : and we have improved services as a result. Additionally, you need to show that you have improved services as a result of more detailed analysis of your customer groups. 1RP2013 Further evidence is still required. 2RP2014 You are able to show how you have improved services through mechanisms such as the detailed follow-up of negative responses in surveys or complaints. 3RP2015 You continue to improve services as a result of detailed follow up of negative feedback / Page 18 of 77

19 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 : Customer Satisfaction Survey Assessor Acceptance: Yes The Customer Satisfaction Survey includes all of our service specific questions : Mears Post Work Inspection Survey Assessor Acceptance: Yes The Customer Satisfaction Survey is suported by post work inspections carried out by supervisors, which also includes customer insight questions : Customer Care Board Report Assessor Acceptance: Yes The Customer Care Board Report includes bespoke survey questionnaores which have been developed and formed by customer insight in partnership with our clients : 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, You include specific questions on delivery, timeliness, information and quality of customer service in your Customer Satisfaction Surveys. (The Assessors note that only a minority of Branches include a question on access, which needs addressing). 1RP2013 Not reviewed. 2RP2014 Not reviewed this year. 3RP2015 You continue to ask specific questions on delivery, timeliness, information, access and quality of customer service, although there is inevitable inconsistency in the number and wording of satisfaction survey questions. (You are currently looking at the introduction of the Net Promoter Score (NPS). Whatever approach is adopted in the future, Branches need to realise that compliance to this element depends on providing evidence relating to asking questions on the five key drivers of customer satisfaction : as well as specific questions which are informed by customer insight. You have a range of meetings with tenants and a Customer Satisfaction Survey that includes specific questions which are informed by customer insight. For instance, you have a question on safety and security whilst the tradesperson was present. 1RP2013 Not reviewed. 2RP2014 Not reviewed this year. 3RP2015 You continue to ask specific questions which are informed by customer insight, for instance, in relation to cleanliness, safety and security whilst the tradesperson was present / Page 19 of 77

20 1.3.4: We set challenging and stretching targets for customer satisfaction and our levels are improving : Customer Care Board Report July 09 Assessor Acceptance: Yes We have provided three years worth of Board Reports to show the progress we have made in achieveing targets and striving to improve our calibre of service : Customer Care Board Report Dec 10 Assessor Acceptance: Yes December : Customer Care Board Report July 11 Assessor Acceptance: Yes July : Customer Care Board Report Dec 11 Assessor Acceptance: Yes December : 50% Profit related to satisfaction targets Assessor Acceptance: Yes In an effort to drive satisfaction target increases, we now offer a 50% profit refund upon failure to meet customer satisfaction indicators. Our new contract with Celtic Horizons has seen our overall satisfaction target pushed from 55% to 80%. This is measured monthly : Customer Experience and Performance Manager Assessor Acceptance: Yes We are trialing a new role to focus on target monitoring. The Customer Experience and Performance Manager role is intended to replace the traditional Customer and Community Manager position nationally if successful. The role oversees all KPI's performance both satisfaction and operational : We set challenging and stretching targets for customer satisfaction You have satisfaction targets set by the Client, with generally a 55% target for an Excellent for overall service. Since Branches are usually reporting such high levels of overall service satisfaction of over 97% for Excellent and Good results combined, there is scope for you to focus on the Excellent target, to make it more challenging. 1RP2013 Although some Branches are raising the target for Excellent service (Celtic Horizons 80%, Tamworth 65%), this is still not generally the case. 2RP2014 There still remains scope for you to raise the target for Excellent service from the current 55%. 3RP2015 You have now raised the target for Excellent service from 55% to 85%, which makes this element compliant : and our levels are improving. Your customer satisfaction levels are consistently high and generally improving. Your Customer Board Report highlights Branches where satisfaction results rise or fall for three consecutive months. However, there is scope for you to explore a more sensitive way of measuring satisfaction levels to reflect the different customer groups that you serve. 1RP2013 This still remains work-in-progress. 2RP2014 You are now able to demonstrate in your Board Report that customer satisfaction levels have improved since RP2015 This theme was not reviewed / Page 20 of 77

21 1.3.5: We have made positive changes to services as a result of analysing customer experience, including improved customer journeys : Customer Forum Charter Assessor Acceptance: Yes The Customer Forum Charter was established as a result of analysing customer experience, and defines our activity in customer engagement : Customer Journey Mapping Process Assessor Acceptance: Yes Our service obviously places the customer at the heart of everything we do. However, Customer Journey Mapping is a relatively new concept for Mears and its progress has largely been expedited as part of the learning process via CSE. Attached is the mapping process we have developed : Journey Mapping Outline Questions Assessor Acceptance: Yes To establish the key journey points which need to be monitored, we have developed the atatched questionnaire to highlight which elements of the journey are emotive. This will lead on to a formalised journey mapping process to support information capture and analysis in journey mapping : Insight Response Action Plan Assessor Acceptance: Yes The INsight Response action plan identifies the process we have in place when responding to customer insight : Lessons Learned Complaints Database Assessor Acceptance: Yes The Lessons Learned process following a complaint allows us to recognise how we can change the service on the front line, and records this as part of the complaints process : We have made positive changes to services as a result of analysing customer experience, You have made many positive changes to services as a result of analysing customer experience. For instance, you have introduced more choice in appointment times in many Branches, to include provision for those who are on the School run or who work during the day. You provide tenant helpers for elderly and vulnerable tenants who need help moving furniture and preparing for your visit. You provide vacuum cleaners, cleaning trays and overshoes for operatives, to ensure the premises are kept as clean and tidy as possible. 1RP2013 Not reviewed. 2RP2014 You continue to make positive changes, for instance, through the introduction of the Handyperson service in some Branches. 3RP2015 Not reviewed this year : including improved customer journeys. You make commendable efforts to make the customer journey as smooth as possible. You fit new kitchens and bathrooms in as short a period as possible within the target time, methodically working along one street with all the trades programmed in each day to make the process as streamlined as possible. You are also now exploring the concept of Customer Journey Mapping, which is a positive development. 1RP2013 Not reviewed. 2RP2014 As part of the induction process you take staff through the customer journey, getting them to list the things they should be doing at each stage of the journey (Out and About / Arriving at Property / In the Home / Leaving). The Assessors note that there is scope at Branch level to develop Customer Journey Mapping further. 3RP2015 Not reviewed this year / Page 21 of 77

22 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 : Leadership Team Review Assessor Acceptance: Yes Evidence shows April briefing delivered to Senior Management Team for cascade throughout business. Specific section relating to our customers and priorities surrounding them at this time. Sections allocated to our customers on each briefing : Employee Handbook Assessor Acceptance: Yes Key messages delivered to all new employees in our business through this method. Statements and quotes from our Leaders demonstrate this and highlight the standards they expect : Intro to Serving our Communities Assessor Acceptance: Yes Key statements from Senior Management Team at front of booklet highlight their commitment and enthusiasm for our community work, benefitting our customer who live in the communities that we work in : Red Thread Service Excellence Pilot Assessor Acceptance: Yes We piloted the Red Thread Service Excellence programme in Lambeth in 2012/13, and it was very successful. We are now rolling out the programme in Canterbury, Medway, Tamworth, Southwark, Birmingham, Midland Heart, Neath and Peterborough : Our Customer Pledges Assessor Acceptance: Yes Colleagues now make a customer focussed pledge. This taked place either during the red thread service excellence programme or at induction. The pledge is referred to at appraisals and during performance management. This programme is being delivered as part of Red Thread Service Excellence : Customer Care Heat Map Assessor Acceptance: Yes To compliment the cultural importance of service, we have delivered operational customer care training nationwide in 2012/13 to ensure consistency across the business. This has allowed us to create a heat map, indicating which areas of the business need development or are doing well / Page 22 of 77

23 : There is corporate commitment to putting the customer at the heart of service delivery There is strong corporate commitment to putting the customer at the heart of service delivery, as shown in key documents such as the Employee Handbook, which details your vision and approach, and through the Red Thread of behaviours that you expect to see everywhere. One of your key values is to put the needs of our clients and tenants at the heart of everything we do. 1RP2013 The Red Thread Service Excellence Road Shows and the Mears 5 Behaviours demonstrate corporate commitment to customer service. 2RP2014 Not reviewed this year. 3RP2015 Not reviewed this year : and leaders in our organisation actively support this and advocate for customers. There is strong corporate leadership, as shown through presentations delivered to the Senior Management Team for cascade throughout the business. 1RP2013 Staff at all levels make a customer focussed pledge, either at induction or during the Red Thread programme. 2RP2014 Not reviewed this year. 3RP2015 Not reviewed this year / Page 23 of 77

24 2.1.2: We use customer insight to inform policy and strategy and to prioritise service improvement activity : National Tenant Engagament Survey Assessor Acceptance: Yes As part of our commitment to use customer insight to determine policy ans strategy, we carried out a national tenant engagement survey in partnership with housing associations around the UK. This will allow us to analyse macro trends beneficial to policy or strategy management : Change Club Observations 2013 Assessor Acceptance: Yes This group of tenants have direct input to the senior managment team. This year onwards, all new vans will have bluetooth capability as a result of the Change Club to reduce time spent on the road side. We have also introduced a new van stock programme to increase efficiency : Customer Services Improvement Technician Assessor Acceptance: Yes In response to data highlighting that customer satisfaction is directly related to operational performance, we have restructured our insight team and now emply a technical specialist who can bring together operational and customer satisfaction KPI's to drive service improvement : Customer Experience and Performance Manager Assessor Acceptance: Yes We are also piloting a similar position at branch level. The Customer Experience and Performance Manager oversees customer satisfaction and operational KPI's to drive service improvement. This role is paid approx 10k more than typical CCM's and requires a highly technical skill set : Customer Relationship Management Strategy Assessor Acceptance: Yes Using feedback from surveys and contacts made within the Customer Relationship Management team, this document shows the priorities for 2012 for our CRM strategy to focus on key service improvements as addressed by our customers : Insight Response Action Plan Assessor Acceptance: Yes This is an example of the Action Plans that are put in place by the Customer and Community Services management team when customer insight identifies a dip in service. This shows how we actively and quickly respond to customer service issues and prioritise service improvement activity / Page 24 of 77

25 : We use customer insight to inform policy and strategy The tenant representatives that Branch staff meet with on a regular basis provide good insight at local level on customer needs. However, there is scope for further evidence at corporate level. 1RP2013 Mears commissioned a National Tenant Engagement Survey in partnership with housing associations around the UK which has enabled you to gain further insight into communication strategies and engagement with tenants. 2RP2014 Your work with the Local Government Information Unit (LGiU) continues, including your joint publication Strong Foundations: Building better relationships between tenants and landlords, which led to a series of roundtable meetings to discuss the challenges raised. 3RP2015 You continue to work with the Local Government Information Unit (LGiU) on looking at the approaches currently being undertaken by local authorities in relation to house building. Mears is keen to add to the supply side and make an effective contribution to meeting the obvious demand : and to prioritise service improvement activity. Stronger evidence is needed at corporate level to show that you have used customer insight to prioritise service improvement activity. 1RP2013 You have restructured your insight team. You are also piloting a branch-based role of Customer Experience and Performance Manager. However, it is not yet clear how you have used customer insight to prioritise service improvement activity. 2RP2014 Stronger evidence is needed. You are aware of the need to look for patterns, trends and hotspots which will help you prioritise. 3RP2015 You provided stronger evidence to show that you use customer insight to prioritise service improvement activity, well exemplified in the Annual Report. In addition to delivering an effective repairs service, you prioritise supporting communities in a range of ways, including keeping them safe and tackling loneliness, as well as the barriers which are deterring Local Authorities from building the next generation of Social Homes / Page 25 of 77