Client Service Strategy — Evolve Housing

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

it or do any act which would amount to an infringement of the

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:

@evolvehousing

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copyright in this material.

March, 2020