1. 1© EPIC Housing 2013Housing people with EPIC RapportEPIC HousingStoke-on-Trent

2. 2© EPIC Housing 2013AimsEPIC aims to use Rapport to address the following issues: tenancy failure – i.e. tenancies ending in eviction or abandonment; short-lived tenancies, tenancies whichcause problems for other residents long-term worklessness – tenants who are dependent upon benefits, those capable of work but not working.

3. 3© EPIC Housing 2013Our unique value propositionWe believe that the Rapport coaching model offers stakeholders considerable value. It is quick and cheap toimplement. It can reduce the need for expensive tenancy support. It develops skills and good habits with newtenants. It reduced management costs and maintenance costs. It creates social value in the form of trust andreciprocity. It has been successful in helping tenants to find employment. Using existing staff to undertakecoaching also helps improve their understanding of tenants’ circumstances, raises skill levels and promotes buy-inwith the scheme. The cost savings are also considerable. In addition the approach makes fraudulent applicationsfor housing almost impossible.

4. 4© EPIC Housing 2013ContextEPIC operates on the deprived former council estate of Bentilee in Stoke-on-Trent. EPIC has had to deal with hightenancy turnover and high levels of anti-social behaviour for many years. High tenancy turnover increases ourcosts, creates instability within the community and makes management harder. Anti-social behaviour canadversely affect other tenants and create high costs in dealing with these cases through the courts. Despite manylegal changes we find that the costs of dealing with these issues are high and the process slow and timeconsuming.Our research around these issues has shown strong correlations between anti-social behaviour andunemployment. In addition the Government’s welfare reform agenda will create further problems in rent collectionand money management for many tenants.Previous attempts to tackle these issues have revealed high levels of dysfunctional thinking amongst tenants andlow 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.

5. 5© EPIC Housing 2013Key problemLike any organisation EPIC has to manage its cost base and the tenancy turnover rate is a key cost driver. Onaverage a void property loses around £1,500 in repair costs, administration and rent loss. In addition the Bentileeestate is stigmatised and hence appealing to people who are likely to behave properly is important. The reducingvalue of benefits also means that it is becoming harder for single people to live on benefits and hence there ismore incentive for them to gain employment.

6. 6© EPIC Housing 2013Solutions offered by RapportIn 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 theymay 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 reflectand 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

7. 7© EPIC Housing 2013Key performance outcomesAlthough the detail is still under evaluation we have strong evidence to suggest that the following outcomes areaccruing: 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

8. 8© EPIC Housing 2013The approach in actionEPIC operates a system for managing the waiting list which is lean but involves finding out high qualityinformation about the housing applicant. We do not send out application forms and we only register enoughapplications for three months’ supply of vacancies. The system works on a largely date order basis – applicantsring and are then placed on a register of interest. When the application is three months away from being housedwe undertake a home visit where ID is checked, the condition of the home inspected and further details of theapplicants’ circumstances are explored. If the applicant is unemployed they are invited to a workshop whereby therules 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 andaddressing any social skill needs. The applicant is required to properly participate and homework is issued duringthe process. After the applicant is rehoused we keep a degree of contact through home visits and have offeredtraineeships.

9. 9© EPIC Housing 2013Management engagementEPIC ensures that it develops feel for its market and the current local and national policy setting. EPIC is currentlyworking with other stakeholders to develop creative, innovative ideas such as with Staffordshire University andSmartmoves.EPIC has conducted extensive research – there is evidence of an approach and philosophy of coaching and tenantinvolvement. EPIC has a long term vision built upon the work of established evidence. EPIC is a learningorganisation with reports of good quality produced. Research evidence is iterated to inform other areas of EPICprocesses that underpin the development of the coaching model.EPIC management refers to relevant research papers to inform practice and has attended events internationallyand visited the USA to gain insights into housing issues.Evidence basedEPIC refers to established research in developing a coherent overarching philosophy for the coaching program andrelationship to other business processes. Specifically, EPIC refers to the CBT approach and the works ofresearchers involved in asset-based approaches. There is thus good evidence of the coaching approach, includingcoaching modules and learning materials.

10. 10© EPIC Housing 2013Coaching lines up with our strategyConcerning high level strategy – there is an understanding among managers that the coaching approach is crucialto EPIC meeting its strategic objectives and KPIs. Coaching is well in line with organisational objectives. Thecoaching program addresses the future business needs and risks as defined by EPIC. Coaching is implemented in asystematic 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 forinnovation. 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. EPICmanagement is aware of the need for innovation – there is a realisation that coaching is a strategic driver inmaintaining a balanced community.

11. 11© EPIC Housing 2013The coaching initiative is designed and managed to optimise stakeholdervalueThere is recognition of the need to add value and a commitment to developing a value focused approach asevidenced 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 theallocations 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 StaffordshireUniversity and the Smartmoves organisation.

12. 12© EPIC Housing 2013What we do is continually monitoredThere is analysis and categorisation of EPIC’s end to end processes to ensure that coaching fits with EPICsmanagement process profile and generates maximum stakeholder value.Coaching ownership is clearly defined – everyone, including the Board, knows what their roles are with regard tocoaching. There are clearly stated performance indicators communicated to relevant stakeholders. There is a clearassessment 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 keyperformance indicators and other related processes. This ensures that coaching is a good fit within the processesin place at EPIC. There is a clear sense of how everyone has a role in coaching with monthly meetings of the teamwhich 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 iscommunicated to the board.There is a realisation by EPIC managers that there is a need to assess the generation of social return ininvestment (SROI) and customer value.

13. 13© EPIC Housing 2013Promotion and marketingEPIC is currently working towards a marketing strategy which will enable others to work with EPIC to implementand obtain training in the use of Rapport under licence to EPIC.EPIC staffEPIC has developed in-house training delivered as staff skills deficits are identified. Coaching staff hold regularmeetings to discuss progress. This offers an opportunity to suggest improvements.

14. 14© EPIC Housing 2013Relationships with tenantsEPIC knows who its tenant/customer groups are (customers are categorised and defined) with reference tocustomer expectations, needs and expectations. EPIC thus determines and meets customers’ day to day andlonger term contact requirements. EPIC’s coaching builds and maintains a dialogue with its customers based onopenness, transparency and trust (including a defined ethical policy).EPIC continually monitors and reviews the experiences and perceptions of customers and responds quickly andeffectively to any feedback. EPIC provides advice to customers on the responsible use of products and servicesinternally and externally available.Coaching by its very nature is bespoke and defined by the client so needs are investigated through negotiationwithin the coaching environment.EPIC officers monitor the behaviour of high risk tenants. Previous research reports by EPIC set out the need forcategorisation of customers and have done so in many ways, for example, through identifying risk in managementneeds assessments.There has recently been discussion of improving our ethics policy and the KTP Associate has had DBS clearance.

15. 15© EPIC Housing 2013Measuring results and adding valueEPIC gets written feedback from customers about their experience of coaching through a ‘coaching review’. EPICmaintains 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 whichwould otherwise have a negative social affect.Key performance measures are of crucial importance – they relate to our key outcomes as stated above. Theintention is for EPIC to hit these key targets and measure a good social return on investment.

16. 16© EPIC Housing 2013EPIC Rapport business model canvaskey partnerslocal groupshousing providersStaffordshireUniversity viaKnowledgeTransferPartnershipkey activitiescoachinglearningimprovementvaluepropositioneconomic valuesocial valueenvironmentalvalueemployabilityenterprisereduceddependencytenantrelationshipsimprovedbehaviourstenantresponsibilitycustomersegmentsapplicantsexisting tenantsworklessclaimantsyounger personselderly peoplekey resourcesEPIC stafflocal assetschannelscoachingfeedbackEPIC BoardCost structureinput costs for calculating social return on investmenttime expended on tenant relationshipsvalue of riskfinancial resourcesenhancement of EPIC assetsreduced rent arrearsimproved revenue stream