housing people with rapport
Post on 01-Sep-2014
166 Views
Preview:
DESCRIPTION
TRANSCRIPT
©EPIC HOUSING 2013 1 WWW.RCOACHING.CO.UK
Housing people with EPIC Rapport
EPIC Housing
Stoke-on-Trent
©EPIC HOUSING 2013 2 WWW.RCOACHING.CO.UK
Aims
EPIC aims to use Rapport to address the following issues:
tenancy failure – i.e. tenancies ending in eviction or abandonment; short-lived tenancies, tenancies which
cause problems for other residents
long-term worklessness – tenants who are dependent upon benefits, those capable of work but not working.
©EPIC HOUSING 2013 3 WWW.RCOACHING.CO.UK
Our unique value proposition
We believe that the Rapport coaching model offers stakeholders considerable value. It is quick and cheap to
implement. It can reduce the need for expensive tenancy support. It develops skills and good habits with new
tenants. It reduced management costs and maintenance costs. It creates social value in the form of trust and
reciprocity. It has been successful in helping tenants to find employment. Using existing staff to undertake
coaching also helps improve their understanding of tenants’ circumstances, raises skill levels and promotes buy-in
with the scheme. The cost savings are also considerable. In addition the approach makes fraudulent applications
for housing almost impossible.
©EPIC HOUSING 2013 4 WWW.RCOACHING.CO.UK
Context
EPIC operates on the deprived former council estate of Bentilee in Stoke-on-Trent. It has had to deal with a high
tenancy turnover and high levels of anti-social behaviour for many years. High tenancy turnover increases costs,
creates instability within the community and makes management harder. Also, anti-social behaviour can adversely
affect other tenants and create high costs in dealing with these cases through the courts. Despite many legal
changes we find that the costs of dealing with these issues are high and the process slow and time consuming.
Our research around these issues has shown strong correlations between anti-social behaviour and
unemployment. In addition the Government’s welfare reform agenda will create further problems in rent collection
and money management for many tenants.
Previous attempts to tackle these issues have revealed high levels of dysfunctional thinking amongst tenants and
low levels of work related and social skills. The levels of unemployment bear little relation to the availability of jobs
– indeed many local jobs are being taken by immigrants.
©EPIC HOUSING 2013 5 WWW.RCOACHING.CO.UK
Key problem
Like any organisation EPIC has to manage its cost base and the tenancy turnover rate is a key cost driver. On
average a void property loses around £1,500 in repair costs, administration and rent loss. In addition the Bentilee
estate is stigmatised and hence appealing to people who are likely to behave properly is important. The reducing
value of benefits also means that it is becoming harder for single people to live on benefits and hence there is
more incentive for them to gain employment.
©EPIC HOUSING 2013 6 WWW.RCOACHING.CO.UK
Solutions offered by Rapport
In the Rapport initiative:
the person coached is encouraged to examine their thinking (if it is found to be dysfunctional)
the person coached is encouraged to frame positive goals for the future and identify any reasons why they
may not be achieving them.
the person coached is given access to techniques which can help identify dysfunctional beliefs
to complete coaching, participants in the programme must demonstrate a willingness to learn and reflect
and be reliable
the coaching sessions should encourage a sense of earned credit amongst coaches
the workshop session helps people get to know one another and share tips around independent living
©EPIC HOUSING 2013 7 WWW.RCOACHING.CO.UK
Key performance outcomes
Although the detail is still under evaluation we have strong evidence to suggest that the following outcomes are
accruing:
reduced levels of anti-social behaviour
longer lasting tenancies
lower void costs
lower levels of arrears
easier access for visits and gas servicing
happier tenants
30% of unemployed tenants gaining employment
©EPIC HOUSING 2013 8 WWW.RCOACHING.CO.UK
The approach in action
EPIC operates a system for managing the waiting list which is lean but involves finding out high quality
information about the housing applicant. We do not send out application forms and we only register enough
applications for three months’ supply of vacancies. The system works on a largely date order basis – applicants
ring and are then placed on a register of interest. When the application is three months away from being housed
we undertake a home visit where ID is checked, the condition of the home inspected and further details of the
applicants’ circumstances are explored. If the applicant is unemployed they are invited to a workshop whereby the
rules of tenancy are explained and some exercises in affordability completed.
The applicant is then asked to complete 3 coaching sessions which involve thinking about the future and
addressing any social skill needs. The applicant is required to properly participate and homework is issued during
the process. After the applicant is rehoused we keep a degree of contact through home visits and have offered
traineeships.
©EPIC HOUSING 2013 9 WWW.RCOACHING.CO.UK
Management engagement
EPIC ensures that it develops a feel for its market and the current local and national policy setting. EPIC is
currently working with other stakeholders to develop creative, innovative ideas such as with Staffordshire
University.
EPIC has conducted extensive research and has a long term vision built upon the work of established evidence.
Research evidence is iterated to inform other areas of EPIC processes that underpin the development of the
coaching model. EPIC management refers to relevant research papers to inform practice and has attended events
internationally including visiting the USA to gain insights into housing issues.
The development of Rapport has encouraged the continuation of a progressive, developmental culture.
©EPIC HOUSING 2013 10 WWW.RCOACHING.CO.UK
EPIC is a learning organisation with reports of good quality produced
Evidence based
EPIC refers to established research in developing a coherent overarching philosophy for the coaching program and
relationship to other business processes. Specifically, EPIC refers to the CBT approach and the works of
researchers involved in asset-based approaches. There is thus good evidence of the coaching approach, including
coaching modules and learning materials.
©EPIC HOUSING 2013 11 WWW.RCOACHING.CO.UK
Coaching lines up with our strategy
Concerning high level strategy – there is an understanding among managers that the coaching approach is crucial
to EPIC meeting its strategic objectives and KPIs. Coaching is well in line with these organisational objectives. The
coaching program addresses the future business needs and risks as defined by EPIC. Coaching is implemented in a
systematic way with it fully integrated in EPIC’s allocations policy.
Coaching records are maintained, and this enables identification internally of some key results and the need for
innovation. Monthly meetings of the coaching team present the opportunity to define goals.
There is internal communication of policies and communication to the board and this is regularised. EPIC
management is aware of the need for innovation – there is a realisation that coaching is a strategic driver in
maintaining a balanced community.
©EPIC HOUSING 2013 12 WWW.RCOACHING.CO.UK
The coaching initiative is designed and managed to optimise stakeholder
value
There is recognition of the need to add value and a commitment to developing a value focused approach as
evidenced by the KTP project. EPIC staff have had an input into the model and there is customer feedback.
EPIC reviews the adoption of new technologies, such as the considered use of SMS messaging within the
allocations and coaching workflow. Clients may also be emailed as deemed appropriate.
EPIC is currently working with other stakeholders to develop creative, innovative ideas such as Staffordshire
University.
©EPIC HOUSING 2013 13 WWW.RCOACHING.CO.UK
What we do is continually monitored
There is analysis and categorisation of EPIC’s end to end processes to ensure that coaching fits with EPICs
management process profile and generates maximum stakeholder value.
Coaching ownership is clearly defined – everyone, including the Board, knows what their roles are with regard to
coaching. There are clearly stated performance indicators communicated to relevant stakeholders. There is a clear
assessment of the value added of coaching to EPIC and stakeholders.
There is effective analysis and categorisation of EPIC’s coaching processes which relate to a variety of key
performance indicators and other related processes. This ensures that coaching is a good fit within the processes
in place at EPIC. There is a clear sense of how everyone has a role in coaching with monthly meetings of the team
which enable the on-going discussion and further development of the program.
There is on-going monitoring of coaching activities and workshop attendance with this providing a KPI which is
communicated to the board.
There is a realisation by EPIC managers that there is a need to assess the generation of social return in
investment (SROI) and customer value.
©EPIC HOUSING 2013 14 WWW.RCOACHING.CO.UK
Promotion and marketing
EPIC is currently working towards a marketing strategy which will enable others to work with EPIC to implement
and obtain training in the use of Rapport under licence to EPIC.
EPIC staff
EPIC has developed in-house training delivered as staff skills deficits are identified. Coaching staff hold regular
meetings to discuss progress. This offers an opportunity to suggest improvements.
©EPIC HOUSING 2013 15 WWW.RCOACHING.CO.UK
Relationships with tenants
EPIC knows who its tenant/customer groups are (customers are categorised and defined) with reference to
customer expectations, needs and expectations. EPIC thus determines and meets customers’ day to day and
longer term contact requirements. EPIC’s coaching builds and maintains a dialogue with its customers based on
openness, transparency and trust (including a defined ethical policy).
EPIC continually monitors and reviews the experiences and perceptions of customers and responds quickly and
effectively to any feedback. EPIC provides advice to customers on the responsible use of products and services
internally and externally available.
Coaching by its very nature is bespoke and defined by the client so needs are investigated through negotiation
within the coaching environment.
EPIC officers monitor the behaviour of high risk tenants. Previous research reports by EPIC set out the need for
categorisation of customers and have done so in many ways, for example, through identifying risk in management
needs assessments.
There has recently been discussion of improving our ethics policy and the KTP Associate has had DBS clearance.
©EPIC HOUSING 2013 16 WWW.RCOACHING.CO.UK
Measuring results and adding value
EPIC gets written feedback from customers about their experience of coaching through a ‘coaching review’. EPIC
maintains relationships with customers through housing officers to monitor the behaviour of high-risk tenants.
EPIC monitors the potential effects of coaching, such as reduced ASB, rent arrears and failed tenancies which
would otherwise have a negative social affect.
Key performance measures are of crucial importance – they relate to our key outcomes as stated above. The
intention is for EPIC to hit these key targets and measure a good social return on investment.
©EPIC HOUSING 2013 17 WWW.RCOACHING.CO.UK
EPIC Rapport business model canvas
key partners
local groups
housing providers
Staffordshire
University via
Knowledge
Transfer
Partnership
key activities
coaching
learning
improvement
value
proposition
economic value
social value
environmental
value
employability
enterprise
reduced
dependency
tenant
relationships
improved
behaviours
tenant
responsibility
customer
segments
applicants
existing tenants
workless
claimants
younger persons
elderly people
key resources
EPIC staff
local assets
channels
coaching
feedback
EPIC Board
Cost structure
input costs for calculating social return on investment
time expended on tenant relationships
value of risk
financial resources
enhancement of EPIC assets
reduced rent arrears
improved revenue stream
top related