An interesting reference to Portsmouth from John. I visted there a couple of years ago after they introduced the 'systems thinking' approach and the residents I met thought it worked well. Repair operatives given one job at the start of the day and then given the authority to complete all jobs the tenant reports when they're on site. Only once copmpleted would they be allocated another job, so no rushing off to get through an impossible list with no room for delays.
It id cost substantial sums in the early coupel of years as homes were brought up to standard but they've since seen repair costs fall dramatically as a result on the initial investment.
Rather than the tired old approach as outlined above CIH could look at some really innovative solutions that actually appear to work. After all what benefit is it to Mears if repair costs fall?