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Service Delivery Plan 2004-05

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Content of the Service Delivery Plan 1 INTRODUCTION Housing Stock Group Structure Non – Housing HRA Property

2 BUSINESS OBJECTIVES

Introduction

Mission Statement Service Delivery Plan and the 30 year HRA Business Plan Objectives of Homes for Islington 3 PROGRESS ON PREVIOUS CONTRACT YEAR OBJECTIVES Service Wide Progress

Future Best Value reviews Operations Division Property Services Division Resources Division 4 KEY OBJECTIVES FOR CURRENT CONTRACT YEAR The key objectives must include attainment of the decent homes standard and improved services to tenants. There may be supplementary objectives linked to the Council’s Community and Housing Strategies 5 PROJECTS FOR CURRENT CONTRACT YEAR 6 PERFORMANCE TARGETS AND BEST VALUE Best Value and ACPI Performance Indicators

Housing

Corporate Local BV Performance Indicators Best Value Reviews

Homes for Islington functions

Other Council Services

Cross Cutting reviews Impacting on Homes for Islington 7 DIVISIONAL TARGETS AND ACTIVITIES FOR CURRENT CONTRACT YEAR Board of Directors Chief Executive Director of Operations Director of Property Services

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Director of Resources 8 RESOURCES Staffing Structure Use of IT and Other Required Assets Accommodation and Service Delivery Points Contracted Services Telephony / Electronic Services 9 GOVERNANCE AND MONITORING Governance Monitoring arrangements 10 FINANCIAL MANAGEMENT Finance Delivery Plan Financial Management Budgets and Capital Expenditure Treasury Management Capital Investment Cashflow Forecast Payment mechanism Receipts Annual Accounts Surpluses at Year End Payment for Services provided by or to the Council Delegated Authority / Authorised Signatories Financial Regulations Service Standards Council Costs charged to the HRA and Capital Programme 11 CAPITAL PROGRAMME AND PROCUREMENT Stock condition Decent Homes Assessment Homes for Islington Standard Delivery of the Decent Homes and Homes for Islington Standards Capital Resources Available Resource Allocation by Decent Homes Work Category 12 QUALITY STANDARDS Quality Assurance Scheme Customer Involvement Protocols Equalities Action Plan Investors in People 13 STRATEGIC RISK MANAGEMENT PLAN 14 COMPLAINTS

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INTRODUCTION

Homes for Islington Homes for Islington “Homes for Islington” has been created by Islington Council to deliver boroughwide housing management services to 30,208 tenants and 9,070 leaseholders.

The Service Delivery Plan describes both what its objectives are and how Homes for Islington will achieve the delivery of good quality landlord services and the Decent Homes Standard. Housing Stock At 1st April 2003, the London Borough of Islington had 30,054 tenanted dwellings, plus 452 reception centre units (equivalent to 154 units for HIP assessment purposes), bringing the overall total to 30,208. It also had 9,070 leaseholders. The tenanted stock is broken down between archetypes (i.e. different types of property) as follows: Table 1: Numbers of tenanted units by type

Age of dwelling

Pre 1945 1945-1964

1965-1974

Post 1974

All Ages

Traditional Houses and Bungalows

1. 1-2 Bedrooms

96 0 73 384 553

2. 3+ Bedrooms

791 32 444 988 2255

Non Traditional Houses and Bungalows

3. Houses and Bungalows

0 0 0 5 5

Flats

4. Low Rise (1-2 Storeys)

167 54 97 379* 697

5. Medium Rise (3-5 Storeys)

7625 4478 3141 4756 20000

6. High Rise (6+ Storeys)

146 2109 4012 431 6698

7. Total Dwellings

8825 6673 7767 6943 30208

* Includes the 154 reception centre units.

Homes for Islington (HFI) will manage all tenanted and leasehold stock through its Managed Property and Contracted Services Committees.

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Group Structure Chart 1: Homes for Islington Group Structure

Non-Housing HRA property HFI will be responsible for some non-housing HRA property assets. They will be managed for HFI by the borough’s Valuers Division and the arrangement will be subject to the review of all of HFI’s SLAs and contracts. HFI will produce its own Asset Management Plan for dealing with its non-housing HRA assets. There are 874 street and estate properties in total that are non-housing HRA units. The annual rental income is currently more than £5m. Examples of the properties are set out in Table 2:

Table 2: Numbers of non-housing HRA assets

Type of unit No. of units

Community centres 56

Business-let garages and parking

68

Industrial/business units 425

Electricity sub-stations 194

Others 131

Total 874

Homes for Islington ALMO Board

39,278 units

Managed Property Sub-Board 22,566 units:

Tenanted Leasehold

17,721 4845

Contracted Services Sub-Board 16,712 units:

Tenanted Leasehold

Hyde 4,251 1,182

PFIs 5,502 1,789

TMOs 1,972 709

TMCs 628 506

EMB 134 39

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BUSINESS OBJECTIVES Introduction This is HFI’s first Service Delivery and Performance Plan. It describes what HFI will achieve in 2004/05. It includes the work of the three Divisions that will provide landlord services to residents, invest in the improvement of the housing stock and provide strong financial management and control. The Performance Plan builds on the year on year improving performance of the Council’s Housing Services Department and adopts a number of that services directly relevant aims, objectives and targets. It also acknowledges and incorporates the Council’s overall corporate objectives to be:

regarded as providing high quality modern services

working together with other public services to deliver an improved service

fully accessible, electronically enabled and responsive to people’s needs Mission, Vision and Themes Our vision is to improve the quality of housing through partnership. We will base this on three balanced and interlocking themes, which are:

Sound investment;

Being socially inclusive to allow all Islington residents to share in our future success;

Making fundamental improvements in management and the use of resources. To support the vision, our mission is to have homes in Islington that are:

Exemplary and sustainable due to strong investment, high quality and design to meet future needs, so that our residents can feel a sense of pride and confidence in the future look and feel of their homes.

A place for people, within safe, attractive estates and neighbourhoods

Accessible and affordable for residents. We will work in partnership with others to support residents to access education and training, health, leisure and recreation.

In estates and neighbourhoods where there is tolerance, so that all forms of discrimination are abolished, and residents can have a say in their future

Green by making efficient use of natural resources and energy, using eco-friendly design and construction methods, recycling waste and creating new ‘green’ areas.

Listening Landlord Our vision of “improving housing through partnership" will only succeed if we consult as widely as possible with our residents to forge a working partnership. We recognise that consultation must be a bottom-up process that takes place before we draw up plans which directly affect the lives of residents. We will actively seek the views of our residents, involve them in the decision making process and listen to what they tell us.

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Service Delivery Plan and the 30 year HRA Business Plan The HFI Service Delivery Plan will dovetail with the council’s HRA Business Plan. HFI will undertake the management of the council’s Housing Revenue Account. This will include how HFI will fulfil the requirements and targets set out in the Business Plan to achieve the Decent Homes Standard by 2010 and the Homes for Islington Standard by 2015. The 30 year HRA Business Plan was awarded “Fit for Purpose” status by the Government Office for London in December 2003. The HRA Business Plan will inform the Service Delivery Plan how the Decent Homes Standard will be achieved. The 30 year HRA Business Plan does not now need to be resubmitted for almost 3 years, but will still need to be reviewed on a regular basis as HFI progresses with its work of delivering decent homes.

Flowchart 1

How will the Council objectives be adopted by Homes for Islington?

Council Corporate Plan

Homes for Islington Service

Delivery Plan

Directly Managed

Services

Contracted

Services

Team targets

Annual Plans

Targets incorporated into individual contracts and management

agreements Team briefing

Appraisals

Service Delivery Service Delivery

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Corporate Priorities

Homes for Islington vision (reflected in the Housing Strategy Statement and the HRA Business Plan) also supports the ‘One Islington’ vision set out in the Council’s Corporate Plan. This provides the over-arching policy framework that informs and directs all the council’s main strategies and ensures cohesion and unity of focus across the council and in our partnerships with other agencies. Its main themes are: To improve the performance of our services To improve customer satisfaction To regenerate Islington To create a greener sustainable Islington Housing’s corporate alignment has been reinforced this year with the adoption of the council’s priorities and targets set in response to the results of our Comprehensive Performance Assessment (CPA) and the targets agreed with Government in our local Public Service Agreement. Although the first CPA report was disappointing it provided a powerful endorsement for the council’s work in moving forward and scores highly on the ability to improve. This was demonstrated by the fact that the second year CPA score moved from the lowest to the next level up. The Council’s Housing Strategy and Business Plan embrace the CPA Improvement Plan’s priorities of:

front line services that get it right first time improving our reputation through customer focus, communication & change of

culture keeping and finding the right people with the right knowledge to do the right

things in the right way sound financial management and control across the organisation support systems and processes to do the job HFI’s links and contributions to achieving ‘One Islington’ (from the HRA Business Plan) are illustrated in the table below:

Corporate Vision Housing Services Priorities

Improve the performance of our services

Improve the housing service as a landlord to at least a 2* service. Bring back ‘in house’ and initiate a ‘step change’ improvement in the housing benefit service

Improve customer satisfaction

Improve customer perception and satisfaction. Maximise the involvement of tenants and residents in the management of their homes including the establishment of an ALMO

Regenerate Islington Achieve the Decent Homes Standard by 2010 and the Islington Homes Standard by 2015

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Create a green, sustainable Islington

Continue to give greater choice in allocations and work with partners to meet housing need.

Objectives of Homes for Islington Summary

The objectives of Homes for Islington are to:

1. deliver an excellent housing service and achieve at least 2 stars 2. maximise customer involvement and empowerment 3. value diversity throughout the organisation 4. deliver investment to meet the Decent Homes Standard target by

2010 and the Homes for Islington standard by 2015 5. ensure staff development, financial management and other systems

are in place to deliver high quality services 6. increase and develop partnership working with the council and its

other partners to achieve corporate objectives on regeneration and sustainability

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Flowchart 2

Further service improvement

Savings on responsive repairs &

disrepair costs

Access ALMO funding

2 or 3 star rating

Service improvements

Increased resident involvement in shaping

and delivery of services

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Progress on 2003/04 Objectives

Service Wide Progress 2003/04 Significant progress was made during 2003/04 on delivering the objectives and achieving targets set for the Housing Service:

Tenant satisfaction with Housing Services improved from 41% to 50%

Void turnaround time was reduced to 21 days (February 2004) and still falling

The amount of rent outstanding in arrears reduced by £1.5m between March 2003 and February 2004 (excluding FTAs)

A £65 million capital programme successfully completed (inc. PFI costs. £47m excluding PFI costs)

Future Best Value Reviews

In order to ensure value for money services and in accordance with ALMO independence, Best Value Reviews of support services to Homes for Islington have been scheduled from April 2004. The support services that will undergo review are:

Human Resources

ICT Support

Legal Services

Payroll

Accommodation & facilities

Grounds maintenance

Pest control

Highways and Estates Services

In addition, there are scheduled in 2004/05 contractual reviews of our partners, Caxton Islington Ltd (who deliver our repairs service to tenants outside of our PFI partnership) and Hyde Northside, who deliver housing management services in the Lyon Street Housing Area.

The Housing & Performance Department will commence a review of the IT support systems to the Housing Benefit Service in 2004/05. Homes for Islington will participate in and co-operate with this review as necessary.

A new programme of Best Value reviews across the Council is currently being drafted. Where these reviews have cross cutting implications for the delivery

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of housing management services, Homes for Islington will provide input into the review process as appropriate.

Each division had targets for the year 2003/04. Progress against these

targets is reported here showing how well they were met.

Operations Division

TARGET

LEAD OFFICER

PROGRESS

Complete restructuring of Division to prepare for Homes for Islington.

[redacted]

Completed rewiring by 31/3/04

Restructure ownership of Repairs Budget.

[redacted]

Completed

Complete full Best Value Review and Inspection of Housing Services

[redacted]

Completed

AREA OFFICES

Introduce specialist arrears and anti-social behaviour officers.

[redacted]

Piloted in 2 Area Offices and now firm recommendations in HM BV Review

Rollout uniforms to all front desk staff.

Area Housing

Managers

Completed

Set up repairs training for all caretakers

[redacted]

Started October 2003

Introduce handheld computers where appropriate, e.g. Estate/Void Inspections.

[redacted]

ICT bid successful Implementation now in 2004/5.

CALL CENTRE

LINKLINE & ERS

Complete implementation of debit/credit card payments.

[redacted]

Completed

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Add new Housing functions to Call Centre

[redacted]

Above - completed re-housing pilot started 29/9/03

CUSTOMER FOCUS

Complete 20 Customer Commitments.

[redacted]

Phase I (8) completed Phase 2 (11) drafted

Introduce Mystery Shopping to audit frontline services.

[redacted]

Completed

Set up geographically based Customer Panels.

[redacted]

Completed

HOME OWNERSHIP

Produce separate leaseholder newsletter.

[redacted]

Completed 1st edition May 2003

Implement Arrears Recovery Plan for Service Charges.

[redacted]

Work started October 2003

HOUSING INVESTIGATIONS

Addition of 2 posts to deal to do pro-active work. (Funding provided by ISP for I year pilot.)

[redacted]

Completed

ESTATE PARKING

Complete merger of enforcement work with Highways.

[redacted]

No longer target as E & C Contractor unable to deliver.

ESTATE PARKING

Merge abandoned vehicles contracts (Housing and E&C).

[redacted]

Discussions underway with E & C to start March 2004

Introduce visitors’ permits where practical.

[redacted]

Pilot completed. Roll out to 12 estates has commenced.

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ANTI-SOCIAL BEHAVIOUR

Set up Multi-Agency Panels in all Area Offices.

[redacted]

3 MAGPI Panels set up

Be more pro-active in attempting to obtain ASBOs.

[redacted]

3 obtained at October 2003

Property Services Division

TARGET

LEAD OFFICER

PROGRESS

Ensure 99.5% delivery of heating & hot water to communal heating systems

[redacted]

Achieved

Achieve 95% servicing to individual heating systems

[redacted]

On target to be achieved

Commence new partnering maintenance contracts for lifts

[redacted]

Commenced April 2003

Commence new partnering contracts for planned maintenance

[redacted]

Contracts to commence 2004 & will now include internal decent homes work

Retain ISO 2000 accreditation

[redacted]

Achieved. Next review in March ’04

Ensure 40% of project related work is let on a partnership basis

[redacted]

Achieved

Ensure improved budget management of all maintenance term contracts

[redacted] Achieved

Continue to develop divisional marketing strategy

[redacted]

Deferred due to ALMO implementation

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Develop improved working arrangements with Caxton (Islington) Ltd. for non-Housing repairs

[redacted] Progressing. [Non ALMO responsibility]

Develop a combined Heat & Power (CHP) initiative in Finsbury Clerkenwell area

[redacted]

Bid for feasibility resources submitted.

Resources Division

TARGET

LEAD OFFICER

PROGRESS

Achieve £1m HRA surplus, with £4m balances by March 2004

[redacted]

On Target

Implement QSP commitment accounting changes into monthly budget monitoring reports

[redacted]

Awaiting release of QSP module. Deferred to 2004/05

Budget managers to have a named support accountant(s) and a minimum of 6 budget monitoring meetings between the two parties to be held during the financial year

[redacted]

On Target

Monthly budget position reports will be presented to HMT and Corporate Finance

[redacted] On Target

Provision of in house financial support to ALMO and PFI projects

[redacted] On Target

Implementation ODPM rent restructuring changes from April 2003

[redacted] Completed

Acceptance of credit and debit cards for tenant and leaseholder payments from April 2003

[redacted]

Implemented June 2003

In conjunction with Housing Management review income collection arrangements, including use of internet

[redacted] On Target

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Improve performance of invoices processed by Housing Finance payments team within BVPI 28 days turnaround target

[redacted] On Target

Implement improvements to former tenant arrears recovery and increase income collection levels

[redacted] On Target

Review customer guarantee targets and update intranet copy of document

[redacted] Deferred to 2004/05

Embedding iWorld rent module into rent accounting, rent arrears and rent collection processes and implementation rent module enhancements e.g. rent arrears escalation

[redacted] In progress

Complete and consolidate the implementation of sx3 Housing System (From Housing Needs)

[redacted]

Completion will not be achieved until 2004/05

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Homes for Islington Key Objectives 2004/05

Set out below are the strategic objectives for the year 2004/05 and relate to the corporate objectives of Homes for Islington. It incorporates work of HFI’s Divisional Plans and also sets out how it links in with the council’s overall Performance Plan, Corporate Plan and Community Strategy. The objectives form the basis of the activities of the board and senior management team of Homes for Islington. In 2004/05 we will be improving the service delivered by HFI to obtain two stars or above in Homes for Islington inspection to access the funding required to reach the Decent Homes Standard.

Objective

Sub – Objective

Links to Corporate

Priority

Links to CPA Action Plan

Objectives

To deliver excellent housing services through a culture of best value & continuous improvement Lead officer: [redacted]

To improve housing services as a landlord to at least a 2* & improving standard Improve customer perception & satisfaction

Improving performance Focusing on the needs of our customers

Front line services getting it right first time Improving reputation

To enable resident involvement & empowerment through local management and effective representation at Board level Lead officer: [redacted]

Maximise tenant & resident involvement in the management of their homes

Focusing on the needs of our customers Involving & empowering communities & individuals

Improving our reputation

To ensure we value diversity as a matter of principle & as a business objective Lead officer: [redacted]

To tackle disadvantage & provide greater choice

Valuing diversity Involving & empowering communities & individuals

Improving reputation Keeping & finding the right people

To maximise investment in housing and the community and effectively manage expenditure to achieve Government targets and Council objectives Lead Officer: [redacted]

Achieve the Decent Homes Standard by 2010 and Islington Homes Standard by 2015

Regeneration of the borough Sustainable ‘greener’ future Improving performance

Improving reputation Sound financial management & control

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Objective

Sub – Objective

Links to Corporate

Priority

Links to CPA Action Plan

Objectives

To achieve sound financial management & control across the organisation Lead Officer: [redacted]

Improving performance

Sound organisational financial management & control

To develop and install efficient and effective systems and process to support the delivery of services & develop staff to achieve our mutual aims & objectives Lead Officer: [redacted]

Improving performance

Support systems & processes to do the job Keeping the right people with the right knowledge

To increase and develop partnership working as required with the council and its partners Lead Officer: [redacted]

Achieve council’s corporate objectives in relation to housing.

Regeneration of the borough Sustainable ‘greener’ future Improving performance

Improving reputation Sound financial management & control

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Homes for Islington Key Projects for 2004/05 HFI’s key objectives are broken down between the Board, its Chief Executive and three Divisional Directors. They represent the key targets to the different levels of the organisation. The intention is to relate targets at a lower level to those of HFI and the wider council objectives.

ALMO Board – [redacted]

TARGET

Ensure that Homes for Islington achieves at least 2 stars in Homes for Islington inspection and delivers high quality services.

Ensure effective governance arrangements are in place for HFI, including empowerment from the Board down to individual tenants and leaseholders.

Ensure that diversity is valued throughout the organisation.

Ensure effective delivery of the capital investment programme to achieve the decent homes target.

Ensure effective financial and other management arrangements are in place for HFI to deliver high quality services.

To develop partnership working with the council and other partners to achieve objectives on regeneration and sustainability

To effectively manage the Board as individuals and as a team.

To effectively manage the Chief Executive of HFI.

Chief Executive – [redacted]

TARGET

Ensure HFI delivers at least a 2 star service and implement the Best Value Review Improvement Plan

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Ensure HFI delivers on its empowerment objectives

To work with the HFI Board

To hold 1 or 2 staff conferences a year

To build relationships with the Council, other partners and other ALMOs

Ensure Homes for Islington delivers services within budget

Ensure that HFI delivers the decent homes target

Operations Division – [redacted]

TARGET

Successful implementation of new Operations Services Division within Homes for Islington.

Further re-organisation of structures to deliver HFI’s functions

Ensure targets in Service Delivery Plan achieved.

Property Services Division – [redacted]

TARGET

Successful implementation of new Property Services Division within Homes for Islington.

Effective establishment of Property Services Division within Homes for Islington.

Implementation of partnering contracts for planned maintenance and internal works to Decent Homes standard.

Ensure that sustainability issues are integral to the investment and procurement practices of HFI.

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Operations Division contributing to delivery of £1.8m expenditure on kitchens and bathrooms to bring approximately 300 properties up to the Decent Homes standard by October 2004.

Resources Division - [redacted]

TARGET

Successful implementation of new Resources Division within Homes for Islington.

Completion of the review of the Accountancy Team structure

Implement and manage statutory financial and company secretary functions

Prepare HFI financial forward plans

Review HFI HR policies & procedures

Prepare HFI training plan

Prepare HFI ICT strategy

Incorporate capital accounting activities into accounting processes

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Best Value Performance Indicator targets Table 3 sets out the 2003/04 performance achieved against the London upper quartile performers and targets for future years to reach the upper quartile position. Best Value Performance Indicators (BVPIs) are statutory information on performance that the government requires all council housing departments and ALMOs to collect in order to compare and monitor performance. In addition councils can decide to collect further key information, which are indicated as the Local Key Performance Indicators (LKPIs) in the table below. As well as being monitored at a local level by management and the council, Performance Indicators are audited by the Government Office for London (GOL) and the District Auditor (DA).

Table 3: Performance indicator information

PI No 03/04

Indicator London Upper

Quartile

Actual 03/04

Target 04/05

Target 05/06

Target 06/07

Target 07/08

Target 08/09

BVPI 8 The % of undisputed invoices paid within 30

days

87% 83% 100% 100% 100% 100% 100%

BVPI 63 Energy efficiency – the average SAP rating of local

authority dwellings

53.5 56 57 59 61 63 65

BV 66a Percentage of rent collected of rent due (inc.

b/f arrears)

97% 94.1% 95% 95% 96% 96% 97%

BVPI 74 (i) Tenant satisfaction with overall service provided by

the landlord

72.5% 55% 57% 60% 64% 69% 75%

BVPI 74 (ii) Satisfaction of BME tenants

70% 50% 54% 56% 60% 64% 73%

BVPI 74 (iii) Satisfaction of non-BME tenants

76% 56% 58% 63% 68% 73% 76%

BVPI 75 (i) Tenant satisfaction with opportunities for

participation

59% 38% 37% 41% 46% 49% 59%

BVPI 75 (ii) Satisfaction of BME tenants

N/a 41% 43% 45% 49% 55% 60%

BVPI 75 (iii) Satisfaction of non-BME tenants

N/a 30% 34% 37% 42% 43% 57%

BVPI 175 The % of racial incidents that resulted in further

action

100% 74% 92% 95% 100% 100% 100%

BVPI 184a The proportion of local authority homes which were non-decent at 1st

April 200

47% 55.8% 62% 58% 50% 40% 25%

BVPI 184b Percentage change in proportion of non-decent

homes between 01.04.03 & 01.04.04

N/a 12.1% 11.1% 6.4% 13.8% 20% 37.5%

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BVPI 185 The % of responsive (but not emergency) repairs for

which the authority both made and kept an

appointment

92% 96% 97% 97.5% 98% 98% 98%

LKPI 22 (BV 66b)

End of year current tenant arrears as a percentage of

the rent roll

N/a 8.55% 7.68% 6.87% 6.52% 6.02% 5.73%

LKPI 23 Average arrears per tenant N/a 302.23 301.56 302.63 299 292.51 284.61

LKPI 31 Percentage of dwellings that are empty and

available for letting or awaiting repair

N/a 0.48% 0.54% 0.54% 0.55% 0.55% 0.55%

LKPI 33 Average re-let time for LA dwellings let in the

previous year (days)

33.41 23 22 22 21 20 19

LKPI 35 The percentage of urgent repairs completed within H0, H1, H2 & H3 priority

time limits

95% 94% 94.5% 95% 95.5% 96% 97%

LKPI 36 Average time (calendar days) taken to complete non-urgent repairs with

£1000 upper limit

10.23 9 11 10 9 8 8

LKPI 37 Percentage of non-urgent repairs completed on time

N/a 93% 93.5% 94% 94.5% 95% 95.5%

Performance against these targets is key to ensuring that Homes for Islington ultimately delivers a top quartile performance and strives for a 3 star rating for its housing performance. More detailed reports on performance will be presented to the Board and its two ALMO Sub Boards on a quarterly basis. The Sub Boards will have the opportunity to refer matters of concern back to the main Board.

Best Value Review of Housing Management 2003 In accordance with the Best Value review five-year programme, a Best Value Review of Housing Management Services took place between April and October 2003. The Council’s Executive approved the review final report on 6th November 2003. This report set out a series of actions in an Improvement Plan that are designed to improve the performance of Housing Management Services to at least a two star (Good service) rating by the Audit Commission’s Housing Inspectorate. In January 2004 the service was inspected by Housing Inspectors in an Indicative ALMO Inspection. In their subsequent report the inspectors’ judgement was that the service provided was a 1 star service that had promising prospects for improvement. They also made a series of recommendations for improvement that have been agreed for implementation and have been added as actions in the Homes for Islington Improvement Plan which is attached as Appendix 9.

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Divisional Targets and Activities 2004-2005 The Divisional targets reflect the wider key objectives that the council and HFI’s Board has established for the Board, its Chief Executive and the three Divisional Directors which are set out earlier in the Service Delivery Plan. The Chair, Chief Executive and 3 Divisional Directors are responsible for reporting back on progress towards these targets to the Board and Sub Boards in September and to produce a final report on the outcome at March 2005. N.B. HFI objective 1, “deliver an excellent housing service and achieve at least 2 stars” applies to all targets. Homes for Islington Chair & Board of Directors – Key Activities & Targets

Targets - Key Activities 2004/05

HFI

objective #

Status September

2004

Outcome March 2005

Hold meetings of Board and Sub Boards in accordance with the agreed schedule (from April 04)

2

Hold meetings of Committees in accordance with the agreed schedule (from April 04)

2

Develop a training programme and achieve the Board’s fit to govern work programme (from April 04)

1, 5

Carry out appraisals of individual directors in accordance with the agreed schedule (Sep 04 & Mar 05)

5

Ensure Sub Board and Committees achieve their annual work programmes (Mar 05)

1, 5

Hold 4 meetings annually with recognised trade unions (agree quarterly schedule)

5

Hold 4 meetings annually with the council representatives as set out in the Management Agreement (agree quarterly schedule)

6

To monitor the performance of the Chief Executive of HFI (ongoing)

1, 5

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Homes for Islington, Chief Executive’s Key Activities & Targets The HFI Chief Executive will be responsible for reporting back on progress towards these targets to the Board and Sub Boards in September and to produce a final report on the outcome at March 2005.

Targets - Key Activities 2004/05

HFI

objective #

Status September 2004

Outcome March 2005

To ensure management and financial systems are in place to achieve at least the required 2 star service is achieved in Homes for Islington inspection (June 05?)

5

To hold regular meetings of AMT (ongoing)

5

To have regular one-to-one meetings with Divisional directors (officers) to review targets and general performance (monthly/quarterly?)

5

To ensure overall sound financial management of HFI (ongoing)

1, 5

To ensure effective management of HFI Board activity by officers (ongoing)

1, 5

To ensure effective co-ordination of activities within HFI (ongoing)

1, 5

To ensure new initiatives relating to HFI are effectively co-ordinated throughout the organisation (as and when they are put in place)

1, 5

To ensure investment and procurement systems are in place to deliver decent homes in line with targets (April 04)

1, 4, 5

To maintain effective working relationships with the council (ongoing)

6

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Homes for Islington, Director of Operations Key Activities & Targets The HFI Director of Operations will be responsible for reporting back on progress towards these targets to the Board and Sub Boards in September and to produce a final report on the outcome at March 2005.

Targets - Key

Activities 2004/05

HFI

objective #

Status September 2004

Outcome March 2005

AREA OFFICES

Closure of Area Office Cash Offices (2004)

5

Complete DDA Works to Offices (Mar 2005)

3, 5

Establish specialist Court & Antisocial Behaviour Officers (Autumn 2004)

1, 2

CALL CENTRE

LINKLINE & ERS

Relocate Linkline to ‘Contact Islington’ (Spring 2004)

6

Add at least one ‘back room team’ to Islington Repair Line (Spring 2004)

6

Double number of Rent & Service Charge payments taken (March 2005)

1, 5

Set up direct access to Caxton’s call centre (Spring 2004)

1, 6

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Targets - Key

Activities 2004/05

HFI

objective #

Status September 2004

Outcome March 2005

CUSTOMER FOCUS

Implement phase 3 of Customer Commitments

1, 2

Set up Customer Commitment monitoring systems

1, 2

Undertake two rounds of ‘Mystery Shopping’ (Autumn 2004)

1, 2

HOME

OWNERSHIP

Implement arrears recovery strategy (Spring 2005)

1, 5

Complete DDA Works to Main Office (March 2005)

3

Undertake further Leaseholder Survey (2004)

2

HOUSING

INVESTIGATIONS

Repossess 80 properties (March 2005)

1, 5

Take on all legal processes from Area Teams (2004)

1, 5

ESTATE PARKING

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Targets - Key Activities 2004/05

HFI

objective #

Status September 2004

Outcome March 2005

Complete roll out of visitors parking for 12 estates (March 2005)

1, 5

Establish centralised permits system (March 2005)

1, 5

RESIDENTS INITIATIVE

SCHEME

Review FITA SLA (Spring/Summer 2004)

1, 5

Review all Tenant Participation Procedures (2004)

2, 3

ANTISOCIAL BEHAVIOUR

Establish Antisocial Behaviour Officers in each Area Office

1, 5

Set up 4th MAGPI Panel

1, 5

PERFORMANCE

Continue robust PI collection and reporting with no qualifications (ongoing)

1, 5

Ensure successful use of new customer complaints database (Spring 2004)

1, 5

Regularly monitor performance of all TMO’s /TMC’s (ongoing)

2, 5, 6

Develop policy and procedures for the development of new TMO’s, TMO Governance, communications and information sharing with TMO’s (2004)

2, 5, 6

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Set up a representative forum for residents in PFI 1 to monitor the performance of Partners in Islington and develop service (Spring 2004)

2, 6

Ensure effective monitoring of Partners for Islington performance in meeting or exceeding targets in all key areas of refurbishment & housing management (ongoing)

5, 6

Achieve a decision on an alternative provider for the current Hyde Northside Area contract that ensures Best Value (2004/Mar 05)

1-6

Homes for Islington, Director of Property Services Key Activities & Targets

The HFI Director of Property Services will be responsible for reporting back on progress towards these targets to the Board and Sub Boards in September and to produce a final report on the outcome at March 2005.

Targets - Key Activities 2004/05

HFI

objective #

Status September 2004

Outcome March 2005

Implement borough wide framework arrangements to ensure readiness to deliver increased Homes for Islington resources in 2005/06 (2004)

2, 4, 5

Develop and implement partnering arrangements for delivery of the Homes for Islington heating & rewire programme (2004)

4, 6

Develop and implement new organisational arrangements for Homes for Islington Property Services Division (2004)

4, 5, 6

Retain ISO 2000 accreditation for new Property Services Division (2004)

1, 4, 5

Deliver 2004/05 Homes for Islington Capital Programme (Mar 2005)

4

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Targets - Key Activities 2004/05

HFI

objective #

Status September 2004

Outcome March 2005

Ensure improved budget management of all maintenance contracts (ongoing)

4, 5

Ensure successful Homes for Islington Inspection (Autumn 2004)

1-6

Complete feasibility study for the provision of combined Heat & Power [CHP] initiative in Finsbury Clerkenwell area (2004)

4

Ensure 99.5% delivery of heating & hot water to communal heating systems (March 2005)

1, 4, 5

REPAIRS COORDINATION

Monitor and report regularly on budget progress (ongoing)

5

Service and support Repairs Policy Group (ongoing)

4, 5

Participate in Partnership liaison meetings (ongoing)

4, 6

Work collaboratively with Repairs Partnering Team (ongoing)

4-6

Maintain Partnership approach with Caxton (ongoing)

4, 6

Ensure Caxton’s Depot move proceeds with minimum service disruption (2004)

4, 6

Establish Repairs Budgets for 2005/06 (Jan 05)

5

Support Homes for Islington Chief Executive (ongoing)

1, 4, 5

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INVESTMENT

Ensure successful outturn of 2003/04 capital programme (Spring 2004)

4

Negotiate and sustain resources for 2004/05 (complete)

4

Targets - Key Activities 2004/05

HFI

objective #

Status September 2004

Outcome March 2005

Support 2004/05 HRA Business Plan and HIP Forms process (Jul 05)

1-6

Contract manage stock condition survey partner Monitor & take appropriate action (2004)

4, 6

Where failure, changes in plans required to deliver a successful 2003/04 capital outturn (Spring 2004)

1, 4, 5, 6

Lead the work of the Capital Programme Working Group (ongoing)

1, 4, 5

Support develop & implement OHMS or SX3 Planned Maintenance Module (Spring/summer 2004)

5, 6

Maintain liaison with Corporate Finance & Homes for Islington Resources Team on range of issues (ongoing)

5, 6

Work jointly with Marquess Project Team & Corporate Finance on delivering scheme & on financial issues related to New River Green Project (ongoing)

4, 5, 6

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Targets - Key Activities 2004/05

HFI

objective #

Status September 2004

Outcome March 2005

Work within Homes for Islington to obtain 2* Best Value rating (Autumn 2004)

1-6

Work within Homes for Islington towards delivering Decent Homes Standard by 2010 (ongoing to 2010)

4, 5, 6

REGENERATION

MARKET ESTATE

Complete Estate Master Plan Consultation (completed Nov 03)

4, 6

Complete detailed design consultation (complete)

2, 3, 4, 6

Submit and secure planning permission (Submit April 04, approval Oct 04)

4, 6

Complete offer document negotiations and publish offer document (complete)

4, 6

Maintain input from Greenspace and other key partners

4, 6

Resolve financial issues as required (ongoing)

5, 6

Develop VAT solution (resolved)

5, 6

Ballot residents by Spring 2004

2

Prepare/support development of legal agreement for transfer February 2005

6

Targets - Key Activities 2004/05

HFI

objective #

Status September 2004

Outcome March 2005

- 35 -

Consult and prepare legal agreement to facilitate new build on existing park land (Spring 05)

6

Secure compensation agreements on commercial leases (complete)

6

NEW RIVERGREEN/

MARQUESS

Complete Phase 6/7/8 (Spring 05)

4, 6

Complete phases 4 & 8 roads contract (Autumn 04)

4, 6

Let & complete Nightingale Park (Autumn 04)

4, 6

Deliver disposal of 80 Arran Walk Office (Autumn 04)

6

Work with Community on potential use of Sickert Court Community Centre (Autumn 04)

2, 3, 6

Work with Southern Housing Group and Local Office on collaborative management opportunities (ongoing)

6

Maintain financial position in liaison with Investment Team & Corporate Finance (ongoing)

4, 5, 6

Maintain ongoing partnering relationship with Kier Group (ongoing)

4, 6

Continue contractor/partner liaison meeting across project (ongoing)

4, 6

Get all the adoptable roads adopted (autumn 04)

6

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Homes for Islington, Director of Resources Key Activities & Targets

The HFI Director of Resources will be responsible for reporting back on progress towards these targets to the Board and Sub Boards in September and to produce a final report on the outcome at March 2005.

Targets - Key Activities 2004/05

HFI

objective #

Status September

2004

Outcome March

2005

ACCOUNTANCY

Effective financial management of Homes for Islington accounts, including budget monitoring, cash flow forecasting and company accounts (ongoing)

1, 5

Implement commitment accounting for Homes for Islington accounts (asap 2004)

5

Complete restructuring of Housing budgets for the implementation by Homes for Islington (Spring 2004)

5

Continued improved performance of 28 day invoice processing turn around (target to be set) (ongoing)

5

Increase usage of direct debt and debit card for housing payments (ongoing)

5

Incorporate capital accounting and capital programme budget monitoring into the section (Spring 2004)

5

Implement new posts in Accountancy section (Spring/summer 2004)

3, 5

Implement new statutory requirements relating to accounting and taxation (Spring/summer 2004)

5

Prepare financial statements for Homes for Islington Business Plan (Summer 2004)

5

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Targets - Key Activities 2004/05

HFI

objective #

Status September

2004

Outcome March

2005

HUMAN RESOURCES

Effective management of HR function for Homes for Islington including the provision of training to both HFI and the Council’s Housing & Performance Dept. (ongoing)

3, 5, 6

Ensure the successful transfer of staff to Homes for Islington and Council sections (March/April 2004)

3, 5, 6

Ensure the delivery and monitoring of the Homes for Islington Equalities Action Plan (ongoing)

3, 5

Ensure all staff transferring to Homes for Islington, receive induction training (2004)

3, 5

Implement new Homes for Islington HR section (Spring 2004)

3, 5

Prepare and implement Homes for Islington HR strategy (2004)

3, 5

Achieve IIP accreditation for the Homes for Islington (March 2005)

5

ICT & INFRASTRUCTURE

Effective management of IT function for Homes for Islington including the provision of iWorld and OHMS system support to both HFI and the Council. (Ongoing) Provision of high quality management of HFI operational buildings. (Ongoing)

5, 6

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Targets - Key Activities 2004/05

HFI

objective #

Status September

2004

Outcome March

2005

Complete implementation of SX3 Housing System, including standard reports (2004)

5, 6

Implement SLA with Council for iWorld / OHMS system support (W/e from April 2004)

5, 6

Implement new Homes for Islington ICT & Infrastructure section (Spring 2004)

5, 6

Support the implementation of Homes for Islington website (ongoing)

5, 6

Incorporate Homes for Islington facilities management within the section (Spring/summer 2004)

5

Prepare and implement Homes for Islington ICT strategy (20040

5

Review TSG SLA (2005/06 onwards)

5, 6

INCOME CONTROL

Effective management of rent debit and former tenant arrears functions for HFI (ongoing)

5

Reduce HRA former tenant arrears (target to be set)

5

Complete market testing / review of arrangements with external debt recovery agencies (Summer/autumn 2004?)

5, 6

Complete transfer of rent restructuring information on to iWorld rent module and develop rent rebate subsidy limitation reporting using iWorld (2004?)

5, 6

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Targets - Key Activities 2004/05

HFI

objective #

Status September

2004

Outcome March

2005

Update iWorld database for additional ODPM stock archetypes information (2004)

5, 6

Implement new Homes for Islington Income Control section (2004)

5

Implement Homes for Islington invoicing and income recovery system (2004)

5

HFI BOARD ADMINISTRATION

Implement new statutory company secretary functions (2004)

5

Implement administrative support to Homes for Islington board (2004)

5

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RESOURCES Staffing Structure

Introduction 634 permanent staff will transfer as current employees of the Council to Homes for Islington. Where vacancies exist, Homes for Islington is likely to re-employ existing agency staff on similar terms and conditions to those which currently apply with the Council.

Staff Terms and Conditions

Staff will be transferred under TUPE and their employment terms and conditions, including length of service, will therefore be protected. Homes for Islington will be a scheme employer within the Council's pension scheme, thereby enabling transferring employees to remain in or join the Council's pension scheme, as appropriate.

The future terms and conditions (including pay) of Homes for Islington staff will be

determined by Homes for Islington Board through appropriate negotiation with staff and trade union representatives.

Homes for Islington will take into account, but will not automatically match, future changes to Islington Council terms and conditions.

The Council confirms that the terms and conditions offered to new staff recruited by Homes for Islington will be no less favourable overall than those of employees transferring from the Council will.

Staffing Structures

Staff structures with related functions are to be found in the appendices to this document. Divisional Structures

Below the Chief Executive there are 3 main divisions, which reflect the functions and

staffing required to achieve Homes for Islington’s overall objectives.

Property Services Division

This will deal primarily with:

delivery of day to day repairs/maintenance functions

formulation and delivery of Capital Programme

delivery of additional ALMO expenditure to achieve the Decent Homes Standard

Operations Division

This division will deal with:

delivery of day to day Housing Management Services

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delivery of specialist services, e.g. Estate Parking, Housing Investigations, Anti-Social Behaviour

Home Ownership Services

A range of functions related to service improvement and monitoring

Resources Division This division will provide:

Homes for Islington with its support services including Finance, IT and Human Resources.

It will provide Homes for Islington Board support and company secretary functions

It will be responsible for delivery of some operational functions, e.g. Rent/Service Charge Accounting and collection of former tenants’ arrears

Following completion of the Housing Management Best Value Review in November 2003, the structures will be reviewed and amended as individual recommendations in the review are implemented. Shadow Board Involvement A specific Human Resources Working Group comprising of Officers and Shadow Board Directors has been established and it will be overseeing the appointment of the Senior Officers as well as devising and recommending to the main Board a broad Human Resources strategy for Homes for Islington. Supporting Mechanisms The Housing Department achieved the Investors in People accreditation in 2001 and Homes for Islington will be applying for this accreditation in its own right early in 2004.

Homes for Islington will also develop a Learning and Development Plan based on the model already in existence.

Use of IT and other required assets

Homes for Islington will use the computer systems currently used for the delivery of the Council’s housing services. The software licence, support and maintenance agreement will remain under the Council’s name. Homes for Islington will make payment under these contracts using the Client Services Account.

Homes for Islington will take all practical steps to protect these systems against unauthorised access and abuse. It will make the systems and data therein open to inspection by the Council. It will not modify the systems or use any systems that interface with the Council’s system without Council’s consent.

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Homes for Islington will comply with the Data Protection Acts and will keep the Council’s data up to date and accurate.

Homes for Islington will agree arrangements and project plan with the Council for implementation of remaining iWorld (the Council’s housing management IT system) housing management modules. The Council will meet Homes for Islington’s cost of implementing this project plan.

Homes for Islington will require the Council’s consent to change the main housing services system.

Homes for Islington will maintain a register of all IT assets transferred from the Council. It will update the register for additions and disposals. It will seek Council authorisation before disposing of IT assets remaining under Council ownership.

Accommodation and Service Delivery Points

Introduction In order to delivery high quality Housing Management Services, Homes for Islington will have

staff based in the following:

Headquarters building: Highbury House, 5 Highbury Crescent, N5 1RN.

This will deal with resources, property services and staffing issues for Homes for Islington.

A number of decentralised offices housing both frontline and support services staff.

A dedicated Housing Call Centre which will take an increasing level of telephony/ electronic service requests.

Housing Offices These can be sub-divided into those that are public access points and those accommodating

Support Services staff.

Public Access Points

Directly Managed Services

Area Housing Offices

Holland Walk Area Housing Office, 85-88 Holland Walk, N19 3SX

Isledon Road Area Housing Office, 50 Isledon Road, N7 9LP

Boleyn Road Area Housing Office, 65 – 79 Boleyn Road, N16 8LB

Upper Street Area Housing Office, Northway House, 257 Upper Street, N1

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Central Street Area Housing Office, 85 Central Street, EC1 8DT

These offices provide a full range of tenancy management services.

Other

Home Ownership Office, 2-4 Tufnell Park Road, N7. (This office deals with all enquiries on Right to Buy Applications and Leasehold Management and can deal with both telephone and personal callers).

All of the above offices deal with telephone/personal callers and are open from 9am to 5pm Monday to Friday.

Contracted Services

Lyon Street Area Housing Office (Managed by Hyde Northside), 1 Lyon Street, N1 1DQ.

This provides similar services to the 5 Area Housing offices listed above.

Partners for Islington, 4-6 Colebrook Row, N1 This office deals with the management of tenanted and leasehold properties under the Council’s PFI Scheme. The office deals with personal callers, but also has a dedicated Call Centre with a freephone number for all services.

Other Other offices have support services staff as follows:

95a Sotheby Road, N5 This building houses the Residents Involvement Team and the Estate Parking Team.

60 Highbury New Park, N5 This building houses Engineering Services staff who deal with planned and responsive repairs.

Telephony/Electronic Services

Housing Call Centre There is a dedicated Housing Call Centre based at Northway House which provides the following services:

Repairs reporting 8am – 8pm Monday to Friday and 8am – 12noon Saturday on freephone

Payment of Rent and Service Charges by telephone

Rehousing Enquiries

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Plans for 2004-05 With the implementation of the Housing Management Best Value Review Improvement Plan

and changes in management arrangements post implementation of stock transfer and PFI initiatives the following changes are likely:

Further expansion of the Housing Call Centre providing an increased range of Housing Services through telephony/e-mail/internet. A number of specialist services to be accessed via the Call Centre, e.g. Income, Estate Parking, Anti-Social Behaviour, Housing Investigations

Co-location of all staff responsible for the delivery of Capital and Planned Maintenance Programmes to Highbury House

A review of the number of public access points post implementation of stock transfers and second phase of PFI

- 45 -

GOVERNANCE Governance

Homes for Islington is a company, limited by guarantee, which is wholly owned by the Council. It is governed by a Board comprising, 5 members appointed by the Council, 7 representatives of tenants and leaseholders and 5 independent members, the latter being appointed by the Board itself. The purpose of the company is to manage the whole of the Council’s remaining housing stock. Homes for Islington’s key goal for 2004 will be to improve housing management services to reach the standards required to achieve the Government’s 2 or 3 star rating to secure additional resources. Homes for Islington will then have the additional responsibility of implementing the biggest investment programme in the stock for decades. The aims of Homes for Islington and the details of its governance arrangements are set out in the Memorandum and Articles of Association, which will be agreed by the Shadow Board prior to the incorporation of the Company. It is envisaged that, subject to Members’ final approval, the company will be incorporated in March 2004 and that the company will assume responsibility for managing the stock from 5th April 2004. The relationship between the Council and Homes for Islington will be governed by the Management Agreement. The Agreement includes provisions concerning:

The services Homes for Islington is required to provide and the additional services which it may provide, at its discretion

The service standards which Homes for Islington is required to meet

The action which will be taken if the services are not provided to the Council’s satisfaction

The programme of repairs and improvements which is to be implemented

Finance: the way income and expenditure will be accounted for and the fee which the Council will pay for the service

Monitoring arrangements The Agreement between Homes for Islington and the Council sets out in detail the Council’s requirements for the provision of information and monitoring arrangements which include the following: Homes for Islington will supply the Council with any relevant information to enable it to deal with its statutory obligations in connection with the Services or their future provision or any similar services. Homes for Islington will meet with the Council monthly to ensure this process is in place (and at any other frequency the Council requests). This will be in relation to any enquiries by the Council’s Monitoring Officer, its Chief Financial Officer, Standards Committee, Standards Board, District Auditor, Ombudsman and or any similar persons or bodies. The monthly meeting will discuss but will not be restricted to:

Quality of service provision

Financial Issues

Any other relevant issues, such as performance against the Council’s key objectives as set out in the performance management requirements

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Homes for Islington will provide information and contribute to the Council in updating and developing strategies and policies, including the HRA Business Plan, the Housing Strategy Statement and the Council’s Community Plan. Homes for Islington will operate equal opportunities policies and procedures in all aspects of its work and will provide information on these policies and procedures to the Council. Homes for Islington will review Homes for Islington Tenant Compact objectives and performance annually with the Council. The content and performance of the Delivery Plan and Business Plan will be reviewed quarterly or earlier if requested by either the Council or Homes for Islington. The Homes for Islington Board or appropriate Committee will receive monthly monitoring information and will identify issues for discussion by the nominated Board Directors attending the quarterly review. The following will attend these meetings:

Senior Officers of the Council

Chief Executive of Homes for Islington

Nominated Board Directors of Homes for Islington

Representatives of the Managed Property and Contracted Services Committees

At the request of the Council, Homes for Islington will supply information on the following:

Documents in relation to contracts administered on behalf of the Council

Information which shows that Homes for Islington is complying with the Data Protection Act

Documents in relation to formal complaints for inspection by the Council

Co-operation and access to personnel and records to assist the Council in carrying out any investigations which are already under way at the commencement of the Agreement and any investigations which are carried out after the termination or expiry of the Agreement

- 47 -

FINANCIAL MANAGEMENT Finance Delivery Plan

An accountancy team located within the Resources Division will manage the accountancy functions for the HFI’s accounts, the Housing Revenue Account and Housing Capital Programme. It will be an essential job specification requirement for the Director of Resource and the Chief Accountant to be fully qualified accountants.

Financial Management

HFI will operate a Managing Agent/Client Services split. Expenditure incurred in the name of Homes for Islington Ltd. will be charged to the Managing Agent Account (MAA), while expenditure on contracts remaining in the name of Islington Council (e.g. Caxton Islington, Partners for Improvement in Islington Ltd., TMOs, utilities etc.) will be charged to the Client Services Account (CSA).

The funding for the HFI MAA will be from the Council’s management fee. The CSA will be managed by HFI on behalf of the Council. CSA invoices will be raised in the name of the Council and payments processed through the Council’s bank account.

HFI and the Council as part of the initial plan have agreed a formal chart of headline accounts. This will be revised by agreement each year. This is shown below as ProForma1.

HFI will exercise its own discretion in setting up sub-accounts and in managing budgets and expenditure within these, but will not vire budgets between headline accounts without the agreement of the Council.

HFI will prepare a revenue budget in agreed format each year for discussion and agreement with the Council. Monthly management accounts will be produced for the HFI Finance and Audit Committee and managers and significant variances against the budget will be explained. See Pro Forma 2 below for Pro Forma Management Accounts.

Budgets and Capital Expenditure

Nominated HFI and Council officers will liaise annually to agree budget preparation arrangements for both the HRA and Housing Capital Budget for the next financial year.

The HRA and Housing Capital budgets for the forthcoming year will be approved by the Council and the HFI Board of Directors before the start of the financial year.

During the year, the budgets can be amended by agreement between the Council and HFI. This process will be triggered by one of the following:

Additional services being requested by the Council

Rationalisation of provision of services agreed by the Council, HFI or with any other party

Any other unforeseen extra costs outside the control of HFI

- 48 -

Homes for Islington Budget 2004/05

£000s Managing Agent Account (MAA) (Directly managed activities) Service Divisions Operations (including Chief Executive) 20,610 Property Services 9,028 Resources 4,453 Services provided by Islington Council 3,379

Total 37,470 Client Services Account (CSA) (Managing contracts remaining with LBI) Service Divisions Repairs Account 35,840 PFI 1 Street Property Contract 6,012 TMO / TMC / EMB allowances 3,909 Hyde Northside (Lyon St AHO) 2,991 Utility accounts, rents, building insurance other miscellaneous expenditure remaining 7,108 in the name of LBI Total 55,860 GRAND TOTAL 93,330

Treasury Management

HFI will operate separate bank accounts from the Council for expenditure incurred in its name and income received for providing these services.

In the first year, the present Council bankers will be used by HFI. Discussions with the Council’s bankers and Director of Finance and Property Services will be held before April 2004 to discuss and confirm arrangements. These discussions will include confirming cash transfer arrangements between the Council and HFI.

The Council has sought advice from its tax advisors on the HFI management fee. The payment arrangements for services provided by the ALMO to the Council will be agreed between the two parties.

Capital Investment Cashflow Forecast

HFI will prepare a capital investment cashflow forecast each year following agreement of its capital programme (for discussion and agreement with the Council). Capital cashflow statements will be prepared on a monthly basis. Payments for contracts let by HFI in it’s name, will be charged to the HFI MAA and the cost recovered by HFI from the Council as part of the HFI management fee

- 49 -

Payment Mechanism

HFI will use its own purchase ledger and bank accounts to make cheque payments to suppliers. Receipts

Invoices will be raised as appropriate and receipts will be banked to the appropriate bank account. Annual Accounts

HFI will produce Limited Company Annual Accounts and Returns (see Pro Forma 3 below) in accordance with the relevant company laws and statements of Accounting Practices. It will also produce a statement in the statutory HRA format to be amalgamated with the Council’s statutory HRA Accounts.

Surpluses (or deficits) at the year end

In the event that the HFI management fee exceeds the actual expenditure for the contract year, then such amounts shall be repaid to the Council.

In the event that HFI actual expenditure exceeds the management fee for the contract year then such excess, subject to a limit of £500,000 in any one contract year and £1,000,000 in aggregate over the contract period, shall be paid to HFI.

Payment for Services provided by or to the Council

HFI will receive invoices from other Council departments for services provided. It will pay for the invoices from the appropriate bank account. Similarly HF will invoice other departments for services provided.

Delegated Authority / Authorised Signatories

In respect of contractual commitments undertaken in its own name, HFI will maintain its own scheme of delegated authorities, authorised signatories and associated procedures. HFI Budget managers will have delegated authority for spending within their authorised budget limits.

HFI will follow a scheme of delegation arrangements agreed with the Council in respect of contractual commitments and procurement entered into by HFI in the Council’s name.

The authorised signatories to the two ALMO bank accounts will be the ALMO’s Chief Executive, Directors of Resources, Operations and Property Services and the Chief Accountant. Payment authorising arrangements and the signing of manually raised cheques will be included in the ALMO’s financial regulations. All computer-generated payments will be in the name of the ALMO’s Director of Resources.

Financial Regulations

HFI will adopt its own Financial Regulations to be used as a framework for conducting its business.

Service Standards

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HFI will ensure compliance with Accountancy Professional Standards and with Companies’ Act requirements.

HFI will alert nominated Council officers promptly to any financial problem emerging during the year from the preparation and review of management accounts and cashflow forecasts.

Council costs charged to the HRA and Capital Programme

The Council will determine the following HRA and Housing Capital Programme financial items:

HRA debt charges

Central Support Recharges (Core Services)

Finance recharges (Corporate & Democratic Core, Unallocated overheads, Superannuation expenses, District Audit fee)

Housing & Performance Department recharges

HRA contingencies and bad debt provisions

The Council will notify figures and provide working papers to HFI for the forthcoming financial year before the start of the financial year. The Council will provide HFI with quarterly monitoring reports and explanation of variances between budget and current forecast.

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PRO FORMA 1

Pro Forma Headline Accounts

Managing Agent Account (MAA)

Income

ALMO management fee

Other fees and charges

0

ALMO operating expenditure

Total

Client Services Account (CSA) Repairs and Improvements

Services

Council contracts managed by Homes for Islington

TMOs / TMCs/EMB payments

Total 0

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PRO FORMA 2

Pro Forma ALMO Management Accounts

Including Annual Budget

Type Description Budget To Date

Actual To Date

Annual Budget

Forecast Actual at Year End

Forecast Variance

MMA

Management Costs

Staff Costs

Office Accommodation

Supplies & Services

Council SLAs

Total

Income

ALMO management fee

Other fees and charges

Total

Surplus

Total Operational Account

CSA

Repairs & Improvements

Capital Programme

Responsive Repairs

External Decorations

Aids & Adaptations

Gas Services

Lifts Services

District Heating Services

Electrical Services

Door Entry

Fees

Board Initiatives

Other

Services

Central Heating

Communal Lighting

Concierge

TV Aerials

- 53 -

Grounds Maintenance

Other Services

Tenants Disturbance Payments

Council Contracts

Hyde Northside

Partners

Caxton Management Fee

TMO, TMC’s & EMBS

Total

Funds transferred by Council

Balance

- 54 -

PRO FORMA 3

Pro Forma Audited Accounts

Income and Expenditure Account ( Year ended 31 March 200x)

31 March 200x

31 March 200y

Turnover Operating Costs

Operating Surplus Interest Receivable Interest Payable

Surplus for Period Transfers To Reserves Revenue Reserves brought forward

Revenue Reserves

Summary Balance Sheet (Year ended 31 March 2003)

31 March 200x

31 March 200y

Fixed Assets

Current Assets

Debtors Cash at bank and in hand

Creditors: due within one year

Net Current Assets

Total Assets Less Current Liabilities

Creditors: due after one year

Capital and Reserves

Revenue Reserves

- 55 -

Pro Forma 4

Pro Forma Schedule of Delegated Authority

Description Delegated To

- 56 -

CAPITAL PROGRAMME & PROCUREMENT Stock Condition

Background In 1999, the Housing Department appointed an external firm of consultants (Hunter and Partners), to undertake a full stock condition survey (SCS) of the Department’s Housing stock. The survey was undertaken in accordance with 'good practice', as published by the then DETR. The survey was based on a visual inspection of 100% of the external fabric and a 10% sample survey of internal components. The internal surveys undertaken reflected the 'type and age' of the housing stock, and the results extrapolated to 100% of the stock. Updating of the database The stock condition database is a free-standing Microsoft (MS) Access system. The SCS is updated annually to inform our HIP submission, Business Plan and Decent Homes BVPI. Our consultants, Hunter and Partners, carry out the updating. We supply our consultants with -

New stock list (RTBs and disposals can be archived in database)

Copies of any bespoke surveys completed during the year (e.g. Tollington, Lyon Street, Sheltered, PFI)

A detailed listing of major works completed in the previous year. (Information is held on our own MS Access database. This includes addresses, work types and costs. Information is collated at contract letting stage).

The consultant adjusts the database with the above information. The revised data is issued to us and is audited via the updating process for HIP submission, Business Plan and Decent Homes BVPI. Stock Condition analysis The stock condition database, plus the linked Decent Homes database, enable us to analyse data at a number of levels. In terms of assessing resources required to 2010/11, this amounts to £596m. Following the negative ballot at Tollington, a further assessment of the investment need to 2010/11 has been undertaken, which increases the need to £615m. Our investment strategy includes developing PFIs (Phase 1 operational) and stock transfers where tenants support this process. Analysing the stock information, we are able to assess the impact on stock investment if the PFIs proceed, as well as the transfers at the Market Estate and the sheltered portfolio. The level of investment needed to 2010/11 reduces from £596m to £515m.

Stock condition - ongoing assessment We are confident that our current stock condition database provides robust information. We recognise that, as we implement our plans to achieve the Decent Homes Standard, the opportunity will exist to improve upon our stock knowledge through information gathered from the intrusive surveys to support our investment programme. We are in the process of introducing a new role of Database Manager who will take responsibility for co-ordinating the information we gather from both our own staff and systems and also from independent surveyors, who we intend to benchmark against and quality sample data input.

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The new role of database manager will involve ensuring that the database is available on a 'view' basis across our service to relevant professional, technical and management staff to assist in local prioritisation and programme monitoring.

The main objectives for the updating of the stock condition database are to:

ensure that all information currently available to the Council through other surveys and databases (e.g. tall blocks, door entry, Mechanical and Electrical) are included within the SCS database and supplemented by additional surveys each year where it is considered further information is required

provide an assessment of the level of homes being made decent each year and the level of homes remaining and moving into non decency

assist the Council in developing our strategy to achieve 100% decent homes by 2010

Decent Homes assessment The 1999 SCS was undertaken based on best practice issued by the Government at that time (i.e. prior to the Decent Homes Standard). In order to assess the level of decent and non-decent homes in Islington, our consultants were commissioned to undertake further analysis and report back on this. The consultants were able to make this judgement based on the updated 1999 survey, plus further survey work and improvement works undertaken since then. The information enabled the Council to make an assessment of investment required to the stock, resources available and the level of funding required through becoming an ALMO to meet the Decent Homes Standard by 2010. We have recently completed an independent validation exercise on our stock condition survey, and our assessment of the levels of decent and non-decent homes in Islington. The validation exercise was undertaken by Fairthorn, Farrell and Timms (FFT). It was completed in November 2003, with the main conclusion being that 92% of the assessments made on the selected sample for compliance with the DHS are accurate and that, if the findings of the sample surveys are representative of the situation across the stock as a whole, this would result in a marginal net increase in the proportion of 'non decent' stock. We are therefore confident that, based on the current stock information, we will be able to deliver the Decent Homes Standard by 2010 with Homes for Islington resources currently agreed. Decent Homes sub analysis From the SCS we are also able to report on the level of current and potential 'non decent' homes and the criteria under which they fail. Table 4 summarises the cost and criteria:

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Table 4: Non Decent Homes - 2004 to 2010

Current Current

Current (£'s) Potential Potential

Potential Total (£'s)

dwgs dwgs £'s

(£'s) to 2010

Section A

Current Statutory Minimum Standard

No Bath/Shower/W Basin 1349 878,199 0 0 878,199

Exclusive use WC 1387 4,514,685 0 0 4,514,685

Food preparation facilities 1465 2,384,288 0 0 2,384,288

Freedom from dampness 675 1,098,563 0 0 1,098,563

Lack natural light 304 494,760 0 0 494,760

Lack of ventilation 803 1,306,883 0 0 1,306,883

No effect drainage 19 61,845 0 0 61,845

No heating 107 52,243 0 0 52,243

Serious disrepair 313 4,584,668 0 0 4,584,668

Structural Instability 96 3,124,800 0 0 3,124,800

Sub total 18,500,932 0 0 18,500,932

Section B

Reasonable State of Repair

Main

Key Element - Chimneys 622 505,339 177 141,600 646,939

Key Element - Chtg Boiler/Fire 7445 23,021,801 1467 4,459,680 27,481,481

Key Element - Electrical System 3962 14,185,941 1254 4,414,080 18,600,021

Key Element - External Doors 11942 13,604,924 1171 1,303,680 14,908,604

Key Element - Roof Covering 1010 8,218,875 137 1,088,000 9,306,875

Key Element - Roof Structure 112 218,736 90 172,800 391,536

Key Element - Wall Structure 359 5,842,725 15 240,000 6,082,725

Key Element - Windows 4648 11,972,378 8314 50,891,680 62,864,058

Secondary 0

Secondary Element - Bathroom 321 1,421,003 130 565,760 1,986,763

Secondary Element - Htg Distribution System 75 366,188 404 1,939,200 2,305,388

Secondary Element - Kitchen 396 3,222,450 811 6,488,000 9,710,450

Secondary Element - Wall Finishes 18 29,295 152 243,200 272,495

Sub total 82,609,654 71,947,680 154,557,334

Section C

Reasonable Modern Facilities & Services

MF - Bathroom > 30Yrs 29 128,377 0 0 128,377

MF - Kitchen >20Yrs 96 781,200 0 0 781,200

MF - Kitchen Space & Layout 191 621,705 0 0 621,705

MF - W/C Location 92 74,865 0 0 74,865

Sub total 1,606,147 0 0 1,606,147

Section D

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Thermal Comfort 1214 7,903,140 0 0 7,903,140

TOTAL 18,911 109,013,726 10,051 71,947,680 180,961,406

The “Homes for Islington Standard” The ODPM’s guidance on Decent Homes accepts that it is a ‘minimum’ standard and should be a ‘trigger action’ for further works to meet resident aspirations. We have therefore set ourselves a target of achieving a higher standard by 2015. This standard includes:

Statutory obligations: adaptations for the disabled

Contractual obligations: communal areas/lifts/security systems

Government targets: Agenda 21/crime reduction We aim to achieve the Homes for Islington Standard through:

A 7 year cyclical maintenance programme (this will reduce the number of homes becoming ‘non decent’ in the future)

Replacement of ‘key’ components (e.g. windows, roofs, structure, heating, rewires) that require replacing but do not meet the ‘old’ criteria as specified in the DHS guidance (this will reduce the number of homes becoming ‘non decent’ in the future). These key components account for 70% of current non-decent properties and a high proportion of potential non-decent stock

Providing double-glazing where window renewal is required (contributing to increased security, energy efficiency and noise insulation)

A programme to renew lift services

A programme to provide adaptations for households with disabled people

A programme to address community safety (via concierge, CCTV and access control systems)

Programmes to address tenant priorities and environmental improvements

Delivering the Decent Homes Standard and Homes for Islington Standard With the increased resources to achieve the Decent Homes Standard through Homes for Islington, it is not considered that the usual procurement through tendering individual contracts will achieve the desired results. It is therefore our intention to deliver the programme through long term partnering arrangements with contractors, based on the Egan principles of procurement. The key objectives are:

To reduce duplication in terms of the current annual tendering process

To reduce tender costs for the Council and contractors

To show significant improvements in customer care, customer liaison and increased customer satisfaction

To give the Council the ability to add or reduce the volume of work required without penalty and without the normal long lead in times under the traditional procurement method

A 'pilot' framework contract is in place for £2.5m of work in 2003/04. Thirty-one tenders for the 'Boroughwide' framework contracts have recently been returned and will be analysed prior to April 2004, with a target for the framework contracts to commence in 2004/5 to deliver part of the capital programme and, from 2005/6, the major part of the capital programme.

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As well as developing our capacity to physically deliver the increased capital programme, it is accepted that there will be a need to increase our capacity to 'client' an increased programme of work and we are procuring a range of construction consultancy services. We already have in place the following delivery structures:

Established long - term strategic partnering arrangements for the delivery of day to day repairs. This has been widely recognised as best practice in its field and led to a Local Government Chronicle award in 2001

Established partnering arrangements for both the maintenance and installation of heating systems

Established pilot partnering arrangements for the maintenance and renewal of lift installations

Procured and established one of the first Housing Revenue Account PFI contracts for the management, maintenance and refurbishment of our street properties

Resources It is essential that resources be used as effectively as possible in view of our high investment needs. This is done by:

Establishing user and stakeholder priorities

Developing partnership working

Aligning limited resources with assessed need

Maximising access to additional resources through competition

Effective asset management Homes for Islington Our submission to the Government to become an ALMO included an assessment of resources compared to investment need, including the Decent Homes Standard to 2010/11. However, taking into account the investment need at Tollington, our revised assessment to 2010/11 is estimated at £615m. Resources are estimated at £336m to 2010/11, giving a shortfall of £279m. However, our strategy in relation to developing two PFI projects, and transfers at the Market Estate and the sheltered portfolio, reduces the shortfall to £178.078m, which is the revised level of ALMO funding requested. Our investment gap to achieve the Decent Homes Standard from 2004/5 to 2010/11 is assessed at £169.598m (plus £8.480m 'sustainability funding'). We are confident that, through our strategies including estate transfers, PFI's and current funding programmes we will achieve the Decent Homes Standard by December 2010. However, achieving the Decent Homes Standard by 2010 will depend on Homes for Islington resources coming on stream and our current assessment of future resources from the MRA, HIP etc. being sustained, and that we will continue to be able to direct resources from our revenue budget in support of the capital programme. 5.6 Priorities for Homes for Islington The key objective for Homes for Islington is to achieve the Decent Homes Standard by 2010. We have established the amount of resources that are needed to achieve this objective. Our provisional annual programme and work criteria, under which Homes for Islington resources will be targeted are detailed in table 5:

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Table 5: Proposed ALMO resource allocation by work category

Decent Homes work category

2004/5 2005/6 2006/7 2007/8 2008/9 2009/10 2010/11 Total

Roofs/ chimneys

150 947 1011 1169 1200 1273 569 6319

Heating 250 2738 2920 3583 3468 3650 1643 18252

Electrics 400 1827 1948 2157 2314 2436 1096 12178

Windows and doors

305 7237 7939 9606 9167 9649 4342 48245

Structure 100 7100 7498 9097 9165 9395 4264 46619

Bathrooms 0 694 740 925 879 973 416 4627

Kitchens 0 1244 1327 1659 1576 1742 746 8294

Thermal comfort

0 722 771 963 915 1012 433 4816

Sub total 1205 22509 24154 29159 28684 30130 13509 149350

5% ‘sustainability’

60 1125 1207 1458 1434 1506 680 7470

Total 1265 23634 25361 30617 30118 31636 14189

156820

Table 6 details our assumption with regard to resources to 2010/11 and the level of resources required from Homes for Islington.

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Table 6: ALMO resources

2004/5 2005/6 2006/7 2007/8 2008/9 2009/10 2010/11 TOTAL

MRA 20361 20461 20538 20627 20703 20790 21314 144794

HIP 10147 10576 10364 10157 9954 9754 9559 70511

Capital receipts 2900 4433 4433 4433 4433 4433 4433 29498

Revenue contribution 4000 13000 13000 13000 13000 13000 13000 82000

Sub total 37408 48470 48335 48217 48090 47977 48306 326803

New Deal 1000 1000 1000 1000 1000 1000 1000 7000

SRB 1160 775 0 0 0 0 0 1935

NRF 100 100 100 100 100 100 100 700

Sub total 2260 1875 1100 1100 1100 1100 1100 9635

TOTAL 39668 50345 49435 49317 49190 49077 49406 336438

Investment required 76018 87819 87561 92559 94569 96994 80993 614579

shortfall 36350 37474 38126 43242 45379 47917 31587 278141

less PFI 1 9328 1841 1680 960 1668 2360 2360 20197

less PFI 2 16539 10380 6756 7358 9374 10081 10082 70570

less sheltered 3096 599 280 281 281 454 454 5445

less Market 1987 224 328 328 328 328 328 3851

Sub total 30950 13044 9044 8927 11651 13223 13224 100063

Shortfall 5400 24430 29082 34315 33728 34694 18363 178078

ALMO spend profile 1265 27178 28903 34160 33662 35179 17731 178078

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QUALITY STANDARDS Quality Assurance System Homes for Islington is committed to delivering a quality service to its customers and has developed a quality assurance strategy. The strategy is underpinned by the Customer Focus Work programme, which ensures that all service development activities are designed with the needs of the customer in mind. Homes for Islington is developing a documented quality system with the aim of ensuring consistent achievement and development of service standards. This will embrace the requirements of ISO 9002. A pilot project for this has already been identified. A system for internal quality monitoring is in place. Quality audits, both programmed and random, are carried out to assess compliance with procedures and service standards. Policies and procedures are in place covering the range of housing management functions and staff can access these procedures through the computerised Intranet system. Homes for Islington will review annually and develop existing policies and procedures to ensure that they demonstrate best practice, comply with legislative requirements are effective and available to staff and customers alike. A training plan is in place for staff and Homes for Islington will ensure that staff are effectively appraised, trained and developed. Customer Involvement Homes for Islington will ensure that consultation and participation with customers is a mainstay of its service practices. Homes for Islington will:

Review Islington Tenants’ Compact

Review the existing consultative structures and Tenants’ and Residents’ Associations, Area Housing Panels and Housing Consultative Panel

Establish a joint working group of its Managed Property and Contracted Services Committees to develop Committee relationship with residents

Explore adopting focus groups and make regular market testings as key themes of its consultative strategy

Protocols Homes for Islington will actively work with the Council to develop cross service working practices and protocols with other services and partners. Current examples include:

Housing & Social Services Protocol

Information Sharing Protocol with police, RSLs and other departments Equalities Action Plan Homes for Islington will adopt the Council’s Equalities Action Plan and will continue to develop and review this plan to ensure it is fit for Homes for Islington’s business purpose. Development and outputs will be monitored through the performance management framework.

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Homes for Islington is committed to promoting the values of diversity and equality of opportunity in both the services it delivers and within its own workforce. This is reflected in the adoption of the commitment to the council’s plan and the “Dignity for all” policy. In 2003/04, the Housing Department has undertaken a number of “Impact Assessments” required by the Race Relations Amendment Act to ensure that the policies which will be adopted by HFI will not impact unfavourably on any group or groups of customers. This includes having in place policies and procedures that are flexible enough to meet the needs of the diverse communities that it serves. HFI will use these to make improvements to the way in which services are delivered and in the way in which it engages with its customers in consultation over and participation in the services. Investors in People The Housing Service has a current Investors in People (IiP) accreditation. Homes for Islington is committed to achieving independent accreditation for the new company and will apply for this in its first year.

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Staffing Structures

Homes for Islington

Divisional Structures and Senior Management Arrangements

Chief Executive

Director of Property Services

Director of Operations Director of Resources

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Resources Division

Director of Resources

Personal Assistant

Chief Accountant Income Manager

Head of HR & Company

Administration

Head of IT & Infrastructure

HRA

Housing Capital

Company Accounts

Exchequer (payments, cash, & bank accounts)

Liaison with Auditors

Liaison with LBI Finance (include Finance SLA)

HRA Business Plan

Rent Accounts

Arrears Recovery Strategy

Former Tenant Arrears

ALMO Accounts – Invoicing & debt recovery

HR functions

HR Strategy

Board support

Company Secretary functions

Training

Communications

ICT functions

ICT Strategy

Sx3 Management & Development

OHMS Management

Liaison with Islington IT (including SLA)

Building Management

Office Management

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Property Services Division Structure

Director of Property Services

Personal Assistant

Manager Asset Management

Manager Repairs Delivery

Head of Capital Programme Delivery

Manager Support Services

Delivery Team

Manager Services

Engineering

Delivery Team

Manager Structure &

Fabric

Delivery Team

Manager Cost

Control

Manager Project

Management

Admin Manager

Account Manager

Quality Manager

Group Leader

Mechanical

Group Leader

Electrical /lifts

Group Leader Team A

Group Leader Team B

Group Leader Cost

Control

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Operations Division

Director of Personal Operations Assistant

Tenancy Management Contact Centre Central Services

X 3 SAHMs Manager

X 5 Area Housing Teams

Reception Centres

Tenant Management

IRL

ERS

Rehousing Enquiries

Debt/Credit Card Payments

Other Council Services

Home Ownership

ASB Team

Estate Parking

Housing Investigations

Contracts Commissioning

Rehousing

Customer Focus

Policy/Procedures/Housing Management Support

Resident Involvement Team

Equalities

Complaints/Customer Care

Performance Monitoring

Best Value/Procurement

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STRATEGIC RISK MANAGEMENT PLAN

Strategic Objective Risk Risk Assessment Mitigation strategy Lead accountability

Reporting & Early Warning

Corporate viability Financial viability Low/Medium

(Low likelihood/Medium impact)

Financial regulations

Fee negotiations

Professional indemnity insurance

Reviewing skill mix required as a company

Budgetary control

Audit regime

Financial training for Managers

Director of Resources

Operation & Service Budgets Reports – Divisional Managers

Specific Team Budgets

Monitored through Board & Chief Executive Management Team (CEMT)

Failure to plan for shrinking business (e.g. impact of further stock loss through any partial stock transfer)

Manageable

(Low/ Medium)

Scenario planning

Review of core business plan assumptions around consolidation

Additional borrowing powers for ALMOs

Powers for ALMOs in regeneration areas

Identify additional income

Chief Executive Review stock loss

Scenario Planning Exercise

Annual Service Plan exercise

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Strategic Objective Risk Risk Assessment Mitigation strategy Lead accountability

Reporting & Early Warning

Delivering Decent Homes

Insufficient resources for the planned capital programme

Manageable

(Medium/Medium)

Three star action plan to facilitate access to enhanced borrowing

Continuing dialogue with the Council to help guarantee additional capital funding

Further leasing of plant (e.g. lifts, heating systems)

Developing strategic partnering to help control costs in key areas e.g. window replacement

Best Value Review of Support Services

Chief Executive HRA Budget Negotiations

Cost Monitoring

Change in subsidy regime

Reports to Finance Committee

Capital programme spending report

Slippage on the capital programme

Manageable

(Medium/Medium)

Twenty contractors to deliver programme

Additional resources to Property Services Team to ensure adequate monitoring

Director of Property Services

Reports to Finance & Investment Committee

Figures to be published quarterly

Performance Report

Capital Spend to Finance & Audit

Monthly report of budgets to CEMT

Weak procurement and commissioning processes

Low

(Low/Medium)

Audited processes and procedures

Specialist procurement team

Framework Contracts

Reviewing resources

Annual procurement plan

Director of Property Services

Quality of bids

Internal audit reports

CEMT annual review of procurement schedule

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Delivering Decent Homes (cont’d)

Success of partnering contracts

Manageable

(Medium/Medium)

Active learning from best practice authorities

Specialist team in place

Annual procurement plans

Director of Property Services

Customer Feedback/ Satisfaction Surveys

Contract Monitoring Process

Key Performance Indicators

Quarterly returns to ODPM

Failure to effectively manage tenant expectations of the decent homes programme

Manageable

(High/Medium)

Regular resident communication including newsletters to help manage expectations

Resident involvement in designing the capital programme

Resident involvement in appointing consultants and contractors

Prime contractors will each appoint dedicated resident liaison officers

Developing wider Asset Management Plan to establish investment case for non-decent homes improvements e.g. Entry phones

Director of Property Services

Customer Feedback/ Satisfaction Surveys

Contract Monitoring Process

Key Performance Indicators

Area Housing Panel Reports

Complaints

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Strategic Objective Risk Risk Assessment Mitigation strategy Lead accountability

Reporting & Early Warning

Delivering Decent Homes (cont’d)

Increased lessee dissatisfaction as a result of the Decent Homes programme implementation

Low

(High/Low)

Three year planning for major works

Accurate billing strategy

Getting it right booklet

Developing enhanced consultation strategy

Additional consultative functions to resident initiatives team

Contract Monitoring

Work with LFG and leaseholders on Board / Committees

Director of Property Services & Director of Operations

Section 20 Consultation Outcome

Leaseholder Forum

Levels of complaints

Reports to CEMT

Leaseholder Valuation Tribunal to be contacted

Resident engagement

Failure to improve tenant satisfaction

Vulnerable

(Medium/High)

Estate services, HB, repairs, arrears strategies as key focus areas

Regular communication

Effective responses to customer satisfaction surveys through service improvement plan

Effective organisational learning from complaints process

Customer care training

Focus Groups

Commission opinion tests other than annual survey

Chief Executive Mystery Shopping

Contracts Monitoring

Complaints

Annual Tenant Survey

Opinion test & focus Group reports

Reports to CEMT

Damage to reputation Manageable

(Medium/Medium)

Strong Communication Team

Internal information control protocols

Chief Executive Mystery Shopping

Contracts Monitoring

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Resident engagement (cont’d)

Insufficient resident engagement

Low

(Low/Medium)

Tenant Participation strategy

Systematic resident involvement in service planning

Comprehensive range of opportunities for residents to get involved

Succession planning

Revised tenant participation compact

Director of Operations

Performance indicators

Tenant satisfaction indicators

Area Housing Panels

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Strategic Objective Risk Risk Assessment Mitigation strategy Lead accountability

Reporting & Early Warning

Improve Housing Management Performance

Failure of residents to access services

Manageable

(Medium/High)

Contact Centre publicity

E-govt strategy

Diversity – Disability or language

Chief Executive Equalities Plan – to Human Resources Committee

Impact Assessment Programme

BV Action Plan monitoring

Major Health & Safety failure (e.g. gas leak, asbestos exposure, serious accident to staff or contractor, assault on

staff)

Medium

(Medium/High)

Gas Servicing procedure

Health & Safety policy & procedures

Director of Property Services

Gas Servicing Rates – on Operational Performance Report

Staff Incidents – to HR Committee

Reports to H&S Committee

Asbestos monitoring

Inefficient recovery of debt Manageable

(Medium/Medium)

Rent Strategy

Specialist team

Multiple rent payment options

HB liaison protocols

Rent arrears recovery procedure

Void control procedure

Service charge recovery procedures

Publicity campaigns

Rent and service charge

Recovery of major works

Section 125s

Adequate bad debt provision

Chief Executive Weekly figures

Monthly Schedule

Performance Report – to Management Team and Performance Committees (quarterly)

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Strategic Objective Risk Risk Assessment Mitigation strategy Lead accountability

Reporting & Early Warning

Improve Housing Management Performance (cont’d)

Failing to meet repairs targets Medium

(Medium/High)

Repairs procedure

Partnership working

Appointments procedure

Continuing development of partnership working with Caxton Islington

Co-location of all technical teams in single location

Use of small local companies for specialist repairs & project work

Repairs Policy Group

Director of Property Services

Main PIs to Operational Committees

Main PIs to Area Housing Panels

Quarterly report to Board

Contract monitoring

2-weekly reports to CEMT

Slow void turnaround Low

(Low/Low)

Void control procedure

Specialist teams

Developing partnering working with voids contractors

Director of Operations

Main Performance Report to CEMT and PI monitoring

Main performance Report to Area Housing panels

Quarterly report to Board

Contract monitoring

Monthly reports to CEMT

Failure to recruit & retain sufficient key technical staff, particularly surveyors

Vulnerable

(High/High)

Trainee scheme

Pay market supplements

Exit interviews

Considering alternative delivery models e.g. partnering contracts for repairs & maintenance

Director of Property Services

Staff turnover – quarterly monitoring

HR Mitigation Strategy

Agency staff and vacancy rates to CEMT

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Strategic Objective Risk Risk Assessment Mitigation strategy Lead accountability

Reporting & Early Warning

Improve Housing Management Performance (cont’d)

Critical system failure of core housing management application

Low

(Low/High)

Business Continuity Plan

Service review of IT

Director of Resources

Service Review of IT

Failure to respond effectively to anti-social behaviour

Low

(Medium/Low)

Specialist Officers

Tenants’ Handbook

ASB Procedure

Warden scheme

Inter agency working (Anti-Social Behaviour Team)

Anti-Social behaviour bill

Use of police protocol

Director of Operations

Targets

Evaluation of warden services

Satisfaction surveys

Complaints analysis

Report to Operational Committees

Managing Diversity Inability to establish a representative workforce amongst middle and senior management

Manageable

(Medium/Medium)

Mentoring for BME officers

Regular review of management ‘profile’

Positive action to attract a balanced workforce – recruit/retain

Positive action staff placement

Director of Resources

Report to HR Committee

Report to CEMT

Inability to provide equality of access to services

Low

(Low/Low)

Race Equality Scheme

Translation services

E-government strategy

Staff trained in signing

Home visits

Serving disabled customers

Director of Operations

Monitoring of equalities action plan

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Strategic Objective Risk Risk Assessment Mitigation strategy Lead accountability

Reporting & Early Warning

Managing Diversity (cont’d)

Failure to adequately support vulnerable tenants

Low

(Low/High)

Race Equality Scheme

Specialist officers

Home visits

Vulnerable tenants register

Director of Operations

Performance Report to CEMT

Failure to effectively respond to incidents of harassment

Low

(Low/High)

Specialist officers

Harassment Policy & Procedure

Third party reporting

Use of police protocol

Director of Operations

Main Performance Report – to CEMT Meetings

Case summaries on main performance report

Inability to address higher levels of dissatisfaction amongst BME residents

Manageable (Medium/Medium)

Consolidation of existing resident data to create area/estate profiles

Develop targeted action plans

Director of Operations

Satisfaction Surveys

Focus group outputs

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Strategic Objective Risk Risk Assessment Mitigation strategy Lead accountability

Reporting & Early Warning

Maintain Business Continuity

Business Continuity Plan not adequate

Poor performance of Board and Committees

Manageable (Medium/Medium)

Manageable

(Medium/Medium)

Ensure regular review of plans

Scrutinise Board and Committee performance

Director of Resources

Chief Executive and Director of Resources

Update and republish plans

Monitor Board/ Committee training and development plans

Minimise Industrial Action

Service disruption Low (Low/Low) Quarterly meetings with Unions

Monitor grievances

Chief Executive Relations with trade unions

Agree regular meetings with trade unions

Remove Institutional Racism

Inequality, demotivation and litigation

Low (Low/Med) Regular review of policies and service outputs

Chief Executive Monitoring of staff profiles

Equalities plan

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LIST OF SUPPORTING DOCUMENTS/APPENDICES – SERVICE DELIVERY PLAN

1. Housing Strategy Statement 2003 – 2006 2. Islington Housing Revenue Account Business Plan 2002 - 2032 3. Housing Services Performance Plan 2003 - 2004 4. Tenant Participation Strategy 5. Quality Assurance Strategy 6. Customer Focus Work Policy – with Customer Commitments 7. Equalities Action Plan & Impact Assessment Programme 8. Housing Services Learning and Development Plan 2002 - 2004 9. Best Value Review of Housing Management – Final Report & Improvement Plan 10. Best Value Review of Housing Management – Report Executive Summary 11. Repairs and Maintenance Best Value Inspection Report 12. Best Value Review of Rehousing Service – Report & Improvement Plan 13. Arms Length Management Organisation – Bid for a place in the Round 3 programme 14. Summary Building Costs models –Appendices 1, 2 & 3 (with letter to CHTF) and Appendix

4 – Investment by work element and archetype 15. Section 27 Decision by Islington Council Executive 16. Section 27 application 17. Complaints procedure