Docstoc

Solihull Community Housing

Document Sample
Solihull Community Housing Powered By Docstoc
					Solihull Community Housing - Service Improvement Plan 2009/10
OUTCOME TARGET
Customers Efficiency / VFM Measure of Success

Appendix A
LEAD OFFICER /
RESOURCES

ACTION

DUE DATE

STATUS

1.. HOUSIING MANAGEMENT 1 HOUS NG MANAGEMENT
1.1 Extend the private sector ASB Team (2 additional posts)
Improved satisfaction Increase in customers accessing service Provision of a range of suitable TA Greater capacity to deal with more cases Meet targets and service standards
 Recruit

and train

officers

Mandy Mason

Jun 09

1.2

Evaluate appropriate alternatives for temporary accommodation (TA)

Increase availability of supply of TA

More alternative TA available Improved customer satisfaction

 Investigate

1.3

Create a „surgery style‟ - Financial Inclusion Centre

Provide a one stop shop service for debt/money advice Sustain tenancies

Early intervention/pre vent escalating debts

Increased take up of EBICo, Credit union membership & loans

1.4

Review the use of „HUB‟ IT system for ASB case management

Ensure montoring system is customer focussed

the feasibility of pilot scheme utilising private sector leasing  Seek funding from SMBC to allow us to implement pilot scheme  Set up pilot scheme of 3 properties with private landlord on private sector leasing arrangement  Awaiting decision on funding from SMBC  Awaiting results of tender at Pertemps Apr09  Project implementation – Create Financial Inclusion Centre -Sep 09  Review instigated and lead by CD - suggestions to move into Policy and corporate services

Kim Holmes /Adrian Thomas

Jul 09

Rob Emery

Sep 09

Chris Deery Mandy Mason

Oct 09

1

Solihull Community Housing - Service Improvement Plan 2009/10
OUTCOME TARGET
1.5 Implement new IT system (Abritas) for management of Homeless service Review Safe and Sound team operations including working arrangements, use of IT systems and databases Review of Rent Incentive scheme Customers
Track progress on cases more readily

Appendix A
LEAD OFFICER /
RESOURCES Kim Holmes

Efficiency / VFM
Free up more officer time Implement new working practices More efficient „back office‟ administration; potential to broaden service Evaluate effectiveness of offering incentives Improve collection rates Greater access and coverage of arrears cases Achieve more efficient working practices Early intervention/pre vent escalating debts

Measure of Success
Provision of accurate data for analysis and to demonstrate trends Modernised service delivery to a range of vulnerable customers Increase in collection rates Reduction in arrears
 Chris

ACTION
Deery to oversee and approve amendment to contract.  Implementation of homeless module
 Scope

DUE DATE
Oct 09

STATUS

1.6

Free up more officer time to focus on customer outcomes

review with relevant stakeholders  Agree and implement recommendations
 Consult

Adrian Thomas

Nov 09

1.7

Chance to win a prize To reward & encourage customers to make payments

 Review

1.8

Implementation of the outcomes from the review of income collection processes reported at SIPF 18/3/09

Sustain tenancies by offering advice and guidance

Increase income collection Reduction in arrears

the effectiveness of the current scheme  Consult with residents on options  Consider extension of marketing campaigns eg Christmas cards  Introduce a 6 month pilot scheme to cease Saturday working Jul 09  Expand prevention activites – recruit a part time Prevention OfficerSep 09  Further develop home working for Income Collection staff - Sep 09  Work with Capita to review operational processes and fully utilise IT system – Dec 09

Rob Emery

Dec 09

Rob Emery

Dec 09

2

Solihull Community Housing - Service Improvement Plan 2009/10
OUTCOME TARGET
1.9 Implement action plan to ensure VFM is delivered on core housing management services deferred from 2008/09 Customers
Maintain / improve service to customers at no extra cost

Appendix A
LEAD OFFICER /
RESOURCES Adrian Thomas

Efficiency / VFM
Deliver core services more cost effectively

Measure of Success
Improved benchmarking performance outcomes

ACTION
 Identify

DUE DATE
Feb 10

STATUS

1.10

Agree strategy to extend the scope of Solihull Home Options

Increased choice / housing options

Increase scope of service at proportionate cost Better use of housing resources Enable young people to approach for assistance before crisis

Extended options available through SHO

high cost services  Conduct benchmarking exercise against comparable organisations  Agree / implement recommendations of working group  Implement action plans - Cross ref SHO Development & Trailblazer plans  Consultation with SMBC on long term plans for SHO
 Monitor

Heather Clarke

Mar 10

1.11

Develop and relaunch education programme to young persons in Solihull (re homeless and allocations service)

Raise awareness of homelessness amongst young people

Prevention of homelessness amongst young people

the schools attended by 16/17ys approaching the prevention team – Apr 09  Work with schools and colleges to establish demand – Apr 10  Agree approach utilising partner agencies and if necessary secure funding – June 10  Deliver education programme in schools – Sep 10

Kim Holmes (working in partnership with SMBC Housing Strategy Team)

Sep 10

3

Solihull Community Housing - Service Improvement Plan 2009/10
OUTCOME TARGET
Customers Efficiency / VFM Measure of Success

Appendix A
LEAD OFFICER /
RESOURCES

ACTION

DUE DATE

STATUS

2.. ASSET MANAGEMENT 2 ASSET MANAGEMENT
2.1 Ensure Opti-Time is implemented and fully operational
Quicker effective delivery & more service

Greater productivity /use of time & resources

Complete options appraisal





2.2

Implement Joint Training initiative between MST and Pathways

Greater accessibility to employment & training opportunities

Training & skills investment results in more efficient & effective working

Complete strategy



2.3

Develop the MST Vision into the VANE‟s of the organisation

Maximise opportunities to communicate business objectives.

Enhanced consultation will deliver efficiency savings.

Specific Efficiency savings related to ideas derived from MST‟s workforce.



Opti-time project group established and mobilised. Internal audit review of implementation plan completed with positive endorsements. Rollout and development programme instigated. Internal mentoring programme established with Pathways. 8 trainees will undertake planned skill training with MST operatives over the next 6 months. The first phase of this process was undertaken on the 2/04/2009 (Vision Day). Ideas from the day will be investigated over the next 6 months.

Greg Lakin

June 09

Greg Lakin

Nov 09

Greg Lakin

Nov 09

4

Solihull Community Housing - Service Improvement Plan 2009/10
OUTCOME TARGET
2.4 Undertake value for money review of Decent Homes Partnership Customers Maximising number of components installed in Tenants properties Improving customer satisfaction will be a key focus of the review Efficiency / VFM Ensure ongoing value for money Measure of Success Reduction in average cost per plot within existing budget allocations Reduce customer complaints. Reduce costs improved liaison with tenants 

Appendix A
LEAD OFFICER /
RESOURCES Mike Bethell

ACTION
Detailed VFM review will cover all possible efficiencies including renegotiation of prelims, overheads, profit, shared

DUE DATE
May 09

STATUS

2.5

Undertake strategic review of Decent Homes

Ensure ongoing value for money

2.6

Develop Business case for Spend to Save 2 to improve communal areas of flats

Improved living environment for customers /increased satisfaction with landlord

2.7

Annual review of Future Capital programmes to ensure synergy with Business Plan

Improved living environment for customers /increased satisfaction with landlord

Planned programme will reduce future maintenance liabilities in communal areas Potentially better use of resources/ productivity

Obtain funding for scheme

Complete Capital Proramme within Funding available

Detailed review will cover the following areas:  Customer satisfaction and feedback  Continuous improvement  Improvement to TLO role  Resident involvement  Detailed survey of properties  Prepare estimate of costs  Prepare business case  Prepare contract documents  Focus on 30 Year Investment Plan  Review priorities  Feasability Studies  Compliance with income streams

Mike Bethell

Sept 09

Mike Bethell

July 09

Mike Bethell

Nov 09

5

Solihull Community Housing - Service Improvement Plan 2009/10
OUTCOME TARGET
2.8 Progress Climate Change Delivery Action Plan Customers Reduce Carbon Footprint, Reduce Tenants fuel bills Reduce Carbon footprint Efficiency / VFM Reduced maintenance liabilities and fuel & energy costs Reduction in revenue expenditure on communal energy costs Reduction in revenue expenditure on communal energy costs Measure of Success Implementati on against plan 

Appendix A
LEAD OFFICER /
RESOURCES Kevin Donohoe

ACTION
Progress individual projects within plan and undertake annual update

DUE DATE
Sep 09

STATUS

2.9

Identify Climate change projects which are self funding

Potential savings demonstrate d



2.10

Extend Photo voltaic programme to further 15 high rise blocks

Reduce Carbon footprint

Installation complete

   

2.11

Undertake Review of in-house delivery of Energy Performance Certificates for properties which become void and for RTB applications

Provide info to enable tenants to make informed choices

Potentially better use of resources/ productivity

Completion of EPC‟s on time for property Relets and Right to Buys.



Identify and assess business case for climate change projects which will reduce revenue costs and will self fund Obtain 50% grant funding Complete programme to time and within budget Monitor impact of savings through six month review Assess resource implications of inhouse production of EPC‟s Undertake VFM review of in-house / external delivery

Kevin Donohoe

Mar 2010

Kevin Donohoe

Mar 2010

Kevin Donohoe

July 09

6

Solihull Community Housing - Service Improvement Plan 2009/10
OUTCOME TARGET
2.12 Regeneration of South Solihull. Obtain planning permission for Mason‟s Way development; Customers Improvement in housing provision and environment for residents Efficiency / VFM New developments will incorporate measures to reduce maintenance liabilities & improve building efficiency Measure of Success Planning approval obtained 

Appendix A
LEAD OFFICER /
RESOURCES Kevin Donohoe

ACTION
Proposals to Council's Development Team Meeting.  Incorporate comments from Planning Shareholders, transport and highways, secure by design etc.  Obtain Planning Permission  Initial feasibility study completed April 2009.  Cost benefit assessments analysis will be instigated June and outcomes reported to Senior Management team.  Options then forwarded to AMSC / SCH Board Test Files from Contractor – May 2009

DUE DATE
April 09

STATUS

2.13

Review of future Accommodation needs

Opportunity to create Asset Management “one stop shop” within SCH

Opportunity to provided bespoke accommodatio n for the same expenditure over a 50 year period.

Planning approval obtained for building.

Greg Lakin

Sept 09

2.14

Ensure Links between the Academy module and IT systems for the gas and electrical contractors are fully operational

Greater productivity /use of resources

Chris Deery

June 09

7

Solihull Community Housing - Service Improvement Plan 2009/10
OUTCOME TARGET
2.15 Develop and implement Enhanced asbestos module Complete the review of Management Arrangements for Adaptations in Solihull Efficient Streamline of service Customers Efficiency / VFM Potentially better use of resources/ Productivity Achieve Value for Money status Measure of Success Implemented effective Asbestos management software Meet delivery dates and meet budget allocations

Appendix A
LEAD OFFICER /
RESOURCES Chris Deery

ACTION
Review Targets in Asbestos Management Plan – May 2009

DUE DATE
Jan 2010

STATUS

2.16

  

Review service levels Carry out consultation Review operations

Mike Bethell

TBA

Need to consult SMBC re agreeing date to complete review. Likely to be Autumn „09

2.17

Ensure effective implementation of Public Sector HIA Implement training programme for procurement in operational teams.

2.18

Improved service delivery of adaptations Deliver the same or higher quality of service for lower cost Maximising number of components installed in Tenants properties

Ensure value for money achieved Greater productivity /use of resources

Reduce adaptation costs Increased capacity within the Procurement Team Increased purchasing power

   



2.19

Maximise existing resources by identifying and securing external funding

Ensure ongoing value for money

 

Location Structure Measure effectiveness Simplify the procurement pathway (flow process diagram) Devise quotation and tender toolkits Compile Single Capital Pot Bid Maximise HCA Social Housing Grant Levels

Mike Bethell

June 09

Peter Gardner

June 09

Kevin Donohoe

Sept 09

8

Solihull Community Housing - Service Improvement Plan 2009/10
OUTCOME TARGET
2.20 Undertake market appraisal to identify opportunities for future Development of MST Customers Strategic growth of internal business unit. Efficiency / VFM Greater productivity and / use of resources Measure of Success Increase MST core business.


Appendix A
LEAD OFFICER /
RESOURCES Greg Lakin

ACTION
Undertake market appraisal. Sept 09  Identify key areas of existing MST business that could be successful marketed to increase revenue.  Review current contractual arrangements for service delivery in the South.  Consider future options for SCH. Review Service levels Update procedures and protocols Review consultation process Review at Operational Meetings. Identify areas to be benchmarked. Identify current costs/time scales. Carry out review/produce Action Plan. Redefine our targets. Produce new Benchmark figures at end of process.

DUE DATE
Mar 2010

STATUS

2.21

Undertake VFM review of responsive repairs in South Solihull

Efficient Streamline of service

Baseline external partners delivery costs for effective benchmarking

Reduce existing expenditure. Deliver the same or more for less Streamline and target services to address needs identified through the data profiling.         

Greg Lakin

July 09

2.22

Tailor services to meet the needs of customers accessing Asset Management services as identified by customer data profiling Develop action plans from Housemark or other benchmarking in all areas of Asset Management

Improved service delivery for customers/ improved satisfaction levels

Mike Bethell / Greg Lakin / Kevin Donohoe

Jan 2010

2.23

Improved customer focus and raise satisfaction levels

Improved value for money

Benchmarkin g that indicates SCH as being top quartile in terms of VFM

Mike Bethell / Greg Lakin/ Kevin Donohoe

Jan 2010

9

Solihull Community Housing - Service Improvement Plan 2009/10
OUTCOME TARGET
2.24 Review service standards for all Asset Management Services Customers Improved services for customers Efficiency / VFM Improved value for money Measure of Success Tenants able to “sign up” to revised service standards   

Appendix A
LEAD OFFICER /
RESOURCES Mike Bethell/ Greg Lakin/ Kevin Donohoe

ACTION
Consult customers on expected service standards Review existing service standards / repair priorities Face to face consultation on all capital schemes (where appropriate)

DUE DATE
Oct 09

STATUS

10

Solihull Community Housing - Service Improvement Plan 2009/10
OUTCOME TARGET
Customers Efficiency / VFM Measure of Success

Appendix A
LEAD OFFICER /
RESOURCES

ACTION

DUE DATE

STATUS

3.. FIINANCE 3 F NANCE
3.1 Develop management offer for West Mercia Review of process for tenant board member elections in agreement with board members and tenants.
Improved succession planning and involvement of more customers Increase number of candidates standing in elections and percentage of tenants using vote


3.2

3.3

3.4

Implement new IT system for the leaseholder service (testing and parallel running of system ready for going live in April 2010) Undertake a Stock Options appraisal

Improved billing

Automated charges

Implementati on

Develop costed proposal  Agree with stakeholders  Discuss with Board Members in light of best practice  Agree any change in process  Develop appropriate advertising/training/awar eness programme  Work in conjunction with I.T to agree options  Decide on preferred option  Develop implementation plan


Karen Preece/ Rob Semple Karen Preece Mary Moroney

Jun 09

Sept 09

Julie Atkins /Jo Bailey /Housing IT

Dec 09

Scope work in preparation for Council exercise  Prepare plans for external validation of stock condition data

Karen Preece / Rob Semple

Mar 10

11

Solihull Community Housing - Service Improvement Plan 2009/10
OUTCOME TARGET
3.5 Develop arrangements for shared and other forms of tenancy including legal agreements, IT, Academy management and frontline services such as sign up process Customers Efficiency / VFM Measure of Success
 

Appendix A
LEAD OFFICER /
RESOURCES Karen Preece /Rob Semple/ Julie Atkins/Adrian Thomas/Hou sing IT

ACTION
Scope work Test IT solutions  Set up new procedures & systems

DUE DATE
Mar 10

STATUS

12

Solihull Community Housing - Service Improvement Plan 2009/10
OUTCOME TARGET
Customers Efficiency / VFM Measure of Success

Appendix A
LEAD OFFICER /
RESOURCES

ACTION

DUE DATE

STATUS

4.. POLIICY AND CORPORATE SERVIICES 4 POL CY AND CORPORATE SERV CES
4.1 Develop model to deliver Contact Centre service to other organisations
To ensure customers are not adversely affected by offering the service externally Continuous improvement in service delivery Ensure adequate resources and sufficient profit margin to extend service externally Effective investigation processes to minimise staff time in handling complaints Must work for both SCH as a business and for external clients Reduction in number of complaints moving to stage 2 Improved satisfaction levels


Lourdes Sharpe

Apr 09

4.2

Conduct a review of formal complaint handling including quality of response, training for investigating managers and new monitoring system

 Review  Review

current system audit s of complaint handling and learning  Identify training needs  Specify requirements for new system of complaint monitoring  Evaluate effectiveness of new system


Mary Moroney

March 10

4.3

Review staff appraisal system

4.4

Develop an action plan /mechanism for sharing learning from Customer Contact Days, NI 14, Mini STATUS, Mystery Shopping and Complaints.

Learning from feedback to improve services

To ensure that the appraisal system acts as an incentive for improved performance. Focus resources towards improved service delivery

Approval by HRE&D Sub Committee Successful implementatio n in 2010. Reduction in avoidable contacts /repeat complaints

Sheena Heaton

Oct 09

 Analyse

trends in learning  Conduct mystery shopping  Promote learning /service improvements

Mary Moroney

Dec 09

13

Solihull Community Housing - Service Improvement Plan 2009/10
OUTCOME TARGET
4.5 Move the SCH Contact Centre to a new base Review the effectiveness of the revised customer involvement structure Customers Efficiency / VFM Measure of Success

Appendix A
LEAD OFFICER /
RESOURCES Lourdes Sharpe

ACTION

DUE DATE
Nov 09

STATUS

Uniterrupted Reduced service delivery overhead costs during relocation

4.6

Satisfaction with customer involvement structure

4.7

Review of Incentive Schemes across SCH

Clear policy on use of resources

Staff settled.  Systems working No disruption of service Increase in no.  of customers attending meetings. Increase in positive outcomes from meetings Policy  Review incentives developed offered across all teams /implemented in SCH  Compare with other ALMO‟s /housing organisations  Review effectiveness of current arrangements  Make recommendations for change

Michelle Hocknull

Jan 10

Mary Moroney

Dec 10

14

Solihull Community Housing - Service Improvement Plan 2009/10
OUTCOME TARGET
Customers Efficiency / VFM Measure of Success

Appendix A
LEAD OFFICER /
RESOURCES

ACTION

DUE DATE

STATUS

15

Solihull Community Housing - Service Improvement Plan 2009/10
OUTCOME TARGET
Customers Efficiency / VFM Measure of Success

Appendix A
LEAD OFFICER /
RESOURCES

ACTION

DUE DATE

STATUS

16