Service Improvement Plan
2009 – 2011
Guinness Trust is committed to excellence in customer service and creating neighbourhoods to be proud of.
To help achieve this goal Guinness Trust has set up a number of Service Improvement Teams (SITs) bringing together staff,
customers and other stakeholders to agree what actions need to be taken and implement these.
This Service Improvement Plan brings together the work of the Service Improvement Teams.
The table below sets out the list of SITs and the name of the team leader together with details of how to contact them for further
Service Improvement Area Team Leader Contact Details
Customer Service and Access Ellen Burge – Housing Manager Ellen.firstname.lastname@example.org
Equality & Diversity Ade Odukale – Area Housing Manager Ade.odukale@Guinness.org.uk
Value for Money Abidemi Talami – Management Accountant Abidemi.email@example.com
Stock Investment/Asset Management Joanne Knox – Housing Services Manager Joanne.firstname.lastname@example.org
Performance Management Asit Acharya – Service Improvement Director Asit.email@example.com
Tenancy & Estate Management Ebonie Marrett – Area Housing Manager Ebonie.firstname.lastname@example.org
Housing Income Management Osahon Lawrence – Income Recovery Manager Osahon.email@example.com
Customer Engagement Tim Gray – Area Community Investment Tim.firstname.lastname@example.org
Allocations & Lettings Tracey Savory – Housing Manager Tracey.email@example.com
Supported Housing is currently being looked at separately with advice from Guinness Care and Support
The work of the Service Improvement Teams (SITs) is just one part of the process for service improvement and sits alongside a
range of Partnership-wide and local initiatives. The diagram below illustrates where the work of the SITs fits in with other work.
Guinness Trust is determined to have as much customer involvement and scrutiny in the process as possible.
We have set four strategic objectives for our service improvement activities*. These are:
Listen to our customers and to others that we work with and act on their feedback.
Measure and report on our performance and improvements and take action as appropriate.
Compare performance and good practice within the Partnership and with others and use this to deliver improvements.
Regularly review outcomes and use these to improve how we do things and to raise standards.
*The Guinness Partnership Service Improvement Strategy (July 2009)
How will we monitor progress?
The Service Improvement Plan will be regularly monitored by the Guinness Trust Board and the Scrutiny Committee which involves
a joint process with customers. Reporting will be on an exceptions basis and the Plan will be updated regularly using the following
status in the Target Date column.
Colour Code Progress Status
BLANK There is little progress to report as the target date is in the future
GREEN This action has been completed
AMBER The deadline for this action is due and it is likely to be missed unless additional resources are identified
RED The deadline for this action has passed and it has not been completed – the comments column will identify what
corrective action is necessary
Guinness Trust Customer Scrutiny and Service Improvement
Guinness Trust Board
Customer Service &
Corporate Management Team Committee
Partnership Service Excellence
in Action Group Area Panels
Service Improvement Plan
SERVICE SERVICE PLANNING PERFORMANCE
Service Standards Performance Indicators
IMPROVEMENT Service Strategies Benchmarking
TEAMS Service Action Plans Customer feedback
e.g. Community Investment Mystery shopping
Area Plans Compliance checks
Business Plan Complaints learning
ACCESS and CUSTOMER CARE
Reference Number Issue to be Who raised the issue? Action to take Desired outcome Target date Original Updated Lead Resources Required (Staff, £, Evidence Available Required Progress report
1 How and when would customers like Mock Inspection Recommendations 1.1) Conduct survey to ensure opening A service that is considered Aug - Oct '09 Ian Hutchings Within existing staff resources. Log of surgery and office usage Surveys going out in August '09
to access our services? How hours meet the needs of customers and accessible by our customers and Possibly resources to fund Freepost newsletters. Some office hours
stakeholders for estate offices and main
can we adjust services to meet offices. Local analysis - Housing Managers reflects their needs. Address and Free phone number. extension already introduced e.g..
customer needs and aspirations? to have responsibility for this regarding Cost of producing questionnaire Aldgate evening surgery, Brighton
opening hours of estate offices. Office (printing). and Brixton offices.
Managers to have responsibility regarding
office opening times for District/Area
Offices. Questionnaires to be devised by Customer Access questionnaire sent
Dawn Irvine and Sue Williams, referring to with What's Brewing, Eastern News,
questionnaires produced by Guinness Spotlight (all three Area Newsletters)
Midsummer for similar survey.
in August. Returned questionnaires
Questionnaires possibly to go out in "What's
Brewing", "Eastern News" and "Spotlight" are being forwarded to Ian Hutchings
area newsletters or estate newsletters (as for analysis.
appropriate). Use of caretakers to deliver on More specific questionnaire relating
estates, use of Customer Insight data to
email questionnaires to those whose
to Office Surgery times were sent out
preferred method of contact is email and to to estates in South Area in
post remaining questionnaires to residents in September 09. Using CI data,
Existing Satisfactory Properties/other residents whose preferred method of
schemes where no caretaker. Possibly use
a Freepost address for the return of
communication is email were emailed
questionnaires. Dawn to find out about the questionnaire. All others
Freepost. Dawn to ensure that received the questionnaire via the
survey/questionnaire goes on the website caretaker delivering it. Completed
and that customers can respond on the
website. questionnaires have been returned
and Ellen Burge will look through the
results and make any necessary
recommendations for changes to
surgery opening times in the South
Area estates. Preliminary look
through indicates no changes
1.2) Supplementary phone surveys to A service that is considered Aug - Oct '09 Ian Hutchings New initiative but funded from within Phone survey commencing in August
above to be carried out. accessible by our customers and existing staffing budget '09.
reflects their needs.
1.3) Review access arrangements A service that is considered Aug - Oct '09 Ian Hutchings Time needed by Dawn Irvine, Sue Results of survey/questionnaires and Repairs Desk has already extended
for reporting repairs by telephone, accessible by our customers and Williams and Joanne Knox to devise any corresponding changes in hours to 8am - 6pm
including outside normal working reflects their needs. questionnaires. Time implications in opening hours/changes to the way
hours. terms of carrying out that customers access the service. Question to be asked by the Repairs
questionnaire/survey for office Desk has been agreed on and
managers and Repairs staff. Time question pads will be made up for the
needed by Ian to co-ordinate process repairs staff to use.
and record/analyse results. Possibly
resources to fund Freepost Address
and Free phone number.
2 Make existing information more Mock Inspection Recommendations 2) Produce tenancy pack in Braille, Key documents more accessible. Nov-09 Dawn Irvine Funding for alternative formats to be Good progress already made e.g..
accessible to our customers by e.g. large print, audio and on-line. determined tenancy agreements in alternative
providing key documents in languages, customer handbook on
alternative formats e.g. Braille, large disk, sensory impairment pilot project,
print, audio and an on-line version. documents in Braille, direct access
by tenants to phone interpreting
services in reception areas in two
offices (Aldgate and Stamford Hill)
where we have high incidents of non-
English speakers (Bengali and
Turkish) for all their needs. From
August '09 we have used Customer
Insight data to flag in GTxP (Housing
database) those who require us to
communicate in alternative formats,
so that all staff can tailor the service.
Text Relay has been introduced in
April '09. We have used our Insight
data to better target the translation
material that we provide. We are
analysing Insight data regarding
language to consider whether we
translate a new common tenancy
agreement. To assist tailoring of
services, all housing officers have
been provided with a list of tenants
who have physical, sensory and
Partnership leasehold handbook has
3 Improve business planning through Mock Inspection Recommendations 3.1) Implement new complaints Improve service reporting, monitoring April '09 Area Directors - Jon Slade, Sam 08/09 £80.5K (This is for delivering Completed Implemented in April - reports and
regular analysis of complaints and and Complaints Strategy 2009 system and satisfaction Scott, Justin King the project only. As part of the monitoring still being developed.
compliments Customer Quick Wins project funded
Ongoing running costs 09/10 GT
expects to spend £63.6K (total cost
to partnership expected to be £191K,
GT to pay 1/3).”
3.2) Implement soft training Improve complaints handling leading April 2010 Steve Mullings Within existing resources Ombudsman training delivered, which
programme to compliment the Gober to improved customer satisfaction. will be supported by communications
training and the recent complaints training in-house. Discussed with
training on the new software, to training officer who will incorporate in
relevant staff who handle complaints his training programme.
in Guinness Trust and Guinness
3.3) Ensure complaints monitoring Improve complaints handling leading Phase 2 of the new software will Area Directors - Jon Slade, Sam Within existing resources Log of learning from complaints Learning from complaints has been
system on new software includes to improved customer satisfaction. come into place 2010 and this will run Scott, Justin King shared within staff teams, through
learning from complaints, including reports for analyses and monitoring excellence in customer service
impact on service and costs. Until champion networks, area resident
this takes effect via Stage 2 of the panels, area newsletters to residents.
new software, complaints will be This will be improved with the new
monitored in the following ways: Any reporting facility.
live complaints to be raised at Area
level through Area Management
Team meetings in respective Areas
and Area Management Team to look
at lessons learnt, changes/ and cost
implications. Regional Management
Team to look at Stage 3 complaints
each month. Regular reports to
3.4) Develop an effective Promoting the existence of the September '09 Dawn Irvine Within existing resources Draft communications plan produced.
communication plan for the complaints service and encourage
complaints procedure and take-up
Complaints Service Standards.
Complaints analyses feeds into January 2010. Dawn Irvine Within existing resources Improvements publicised through
3.5) Publicise our performance, business planning and leads to area newsletters, and soon on
customer satisfaction levels and tangible changes to services website.
4 Develop customer involvement Resident involvement and community 4.1) Develop Mystery Shopping Ensure meaningful customer Pilot mystery shopping exercise July Tim Gray and Julia Collen Modest thank you gifts for tenants Results/analyses of pilot mystery Pilot being evaluated Aug '09.
processes in evaluating and investment action plan 2009 - 2010 project involvement in all levels of service 2009. shopping exercise Programme of mystery shopping to
designing services provision commence late Sept '09
4.2) Develop customer engagement July '09 Peter Ashby Modest additional expenditure for Customer feedback from asset Contractor selection training
in maintenance project tenant expenses for over night management consultation delivered to residents who have
expenses. subsequently been part of the
contractor selection process.
Significant input by tenants in asset
4.3) Offer flexible choices for End 2009 Tim Gray and Julia Collen. Within existing resources Log of use of Insight data Resident Statement was introduced
customer involvement. in 2008. We are using customer
Insight data to engage with residents
in their preferred way. Introduced
customer scrutiny with Board.
4.4) Develop fact pack for ideas to December '09 Dawn Irvine Developing good practice with Critical
consider when staff are planning Friend.
events, concerning accessibility
5 Customer Care Strategy 2009 5.1) Staff well trained and equipped Excellence in Customer Completed MD Kathy Mohan Out of 552 staff, 535 have had the Increased customer satisfaction by All new staff trained on customer
to provide excellence in customer Service/Customer Care Gober training @ £600 per head 11% to 81% between 2007 and service (Gober method) within 6
service total: £321,000. 2009. months. Prior to that, staff are
17 remaining staff will cost £10,200. introduced to the method before
Any new starter will cost £600 per having their formal training. Well
head. established champions and sponsors
network. Excellence in customer
service awards. Excellence in
customer service events. Talking
Neighbourhoods day planned for 1
5.2) Service Delivery Standards Completed Ian Hutchings Leaflets, posters and software costs Completed
launched (already quoted).
5.3) Service delivery performance 2010 Ian Hutchings Within existing resources Data collection in progress. First
compared and shared across the statistics due October '09.
Partnership and sector to establish HouseMark comparisons due in
and deliver best practice 2010.
5.4) Strive to eliminate discrimination August '09 Ade Odukale £2000 for events plus training costs Every member of staff receives
and promote good relationships with Equality and Diversity training.
customers from different racial Stonewall training planned for 2009
groups and cultures for all staff. Diversity days organised
across the company in 2009.
6 Analyse Customer Insight data to Resident involvement and community 6.1) Put in place monitoring Ensure customer involvement and Aug-09 Ian Hutchings Within existing resources Insight data collection rate now over
review accessibility and to determine investment action plan 2009 - 2010 mechanisms and use Insight data to consultation is inclusive and 80%. Focus groups set up in 2009
under-represented groups. establish under-represented groups. accessible to all for the following groups: Black and
Mixed Ethnicity, disabled persons,
those with sensory impairment,
Lesbian, Gay, Bisexual and
Transgender tenants and youth.
Outputs to be evaluated.
6.2) Contact customers in line with Ensure customer involvement and Mar-10 Ian Hutchings Within existing resources Insight log Actively using Insight data in many
their preferences, to provide consultation is inclusive and service areas.
information about options available accessible to all
and encourage them to be involved
as they wish.
6.3) Use Resident Involvement Ensure customer involvement and Mar-10 Ian Hutchings Within existing resources Customer Insight data, Resident Using Insight data to involve
Register to pinpoint those customers consultation is inclusive and Involvement Register customers that we do not usually
already involved and therefore to accessible to all hear from in surveys.
pinpoint customers not involved
7 Develop Guinness Trust website Mock Inspection 7) To improve the Guinness Trust Improved access for customers to October '09 Dawn Irvine 1 month secondment Geoffrey Woodley seconded to work
website in advance of work on services with Dawn Irvine in August '09
8 Improved signage on estates Mock Inspection 8) Improve signage at same time as Improved signage and accessibility March '10 Dawn Irvine To be confirmed Programme in place to replace
update for Partnership logo. signage on incremental basis.
Recommendations of sensory
impairment group to be incorporated.
9 Improve customer scrutiny of Mock Inspection 9) Review with tenants Agreed new framework including September '09 Asit Acharya Within existing resources Consultation with tenants July '09.
performance scrutiny Recommendation going to
EQUALITY and DIVERSITY
Reference Number Issue to be Who raised the issue? Action to take Desired outcome Target date Original Updated Lead Resources Required (Staff, £, Evidence Available Required Progress report
1 Set clear challenging targets to collect Mock Inspection Recommendations 1.1) Achieve 60% of collection of Better information on our customers' 31st March '09 Area Directors - Jon Slade, Sam Staff time, including overtime Target exceeded and over 80%
customer profile information and and London plan 09/10 Customer Insight data by March '09 needs to tailor services Scott, Justin King collected by July '09.
establish robust procedures for all
staff to keep the information up to 1.2) Achieve 90% collection of Better information on our customers' March '10 Area Directors - Jon Slade, Sam Within existing resources Currently achieving 74% collection
date. Customer Insight data by March '10 needs to tailor services Scott, Justin King rate. Housing Officer’s have personal
targets to reach the 90%.
1.3) Report to Area Panels on Customers can scrutinize our December '09 Area Directors - Jon Slade, Sam Staff time plus associated cost not yet Project evidence such as invitations Target of 80% which Guinness Trust
progress approach to Customer Insight Scott, Justin King known. to workshop, correspondence with South East has achieved 90% target
group and minutes of now set and progress is being made
meetings/workshop are available in to achieve by March 2010. Action No.
the Horley office has been completed. Recollection
and use of Customer Insight data.
1.4) Review methods of collecting Better information to tailor services February '09 Area Directors - Jon Slade, Sam Within existing resources Questionnaire completed by all new
data to include completing Scott, Justin King tenants on sign up. In order to monitor
questionnaires at sign up this more thoroughly, Ade requesting
report from IT that matches new
tenants' Customer Insight data Aug
1.5) Analyse and make available data Communicate with residents in an From April '09 Ade Odukale Within existing resources Insight evidence log From April '09 we are using the
to ensure staff can tailor services appropriate and preferred method of Insight data in many ways for example
more efficiently to groups identified in communication. sensory impairment project,
the data. consultation/surveys, invitations to
service improvement teams,
translations, visits to people identified
as having specific requirements.
1.6) Explore the potential to provide To undertake a pilot to tailor our October '09 Joanne Knox Workshops with customers, Questionnaire designed re preferred
tailor made services to customers services to meet the needs of visually contractors and Royal National communication, adaptations/
identifying themselves as having and hearing impaired customers. Institute for the Blind and Royal alterations required. Pilot in the South
visual or hearing impairments in the National Institute for the Deaf area with visits to all visually and
South Area. hearing impaired customers. Sensory
workshop for staff in August '09. Pilot
to be evaluated and action list agreed
by October '09.
2 Set up procedures to ensure that Mock Inspection Recommendations 2.1) Set up flagging system on GTxP Staff to be aware of customers' July '09 Ade Odukale Within existing resources A guide is now available and list of Guide in place and training completed
customers preferred methods of and London plan 09/10 (Housing database). individual requirements at point of staff trained on the customer flagging on flagging.
communication are automatically contact process.
checked by staff prior to contacting 2.2) Review and update procedures to Procedures remind staff to use Ade Odukale Staff time and cost of producing Ade Odukale to take to Partnership
customers or before responding to incorporate use of Customer Insight Customer Insight data procedure literature. Equality and Diversity Group and
customer contact data. Customer Insight Group.
2.3) Ensure all staff aware of the Procedures remind staff to use Ade Odukale Within existing resources Ade Odukale to take to Partnership
revised policy and procedures. Customer Insight data Equality and Diversity Group and
Customer Insight Group.
3 Monitor that customers preferred Mock Inspection Recommendations 3.1) Make use of mystery shopping Identify and remove barriers to ways Nov-09 Tim Gray Within existing staff resources + Mystery shopping pilot completed.
methods of communication are being and/or customer surveys to achieve in which customers access services customer expenses and modest gift Evaluation of pilot due Aug '09. To be
checked and provided. this to ensure equal access. incorporated in plan for mystery
shopping moving forward.
3.2) Review mystery shopping in Identify and remove barriers to ways February '10 Tim Gray Within existing resources
consultation with customers, partners, in which customers access services
staff and stakeholders. to ensure equal access.
4 Check each service for potential direct Mock Inspection Recommendations 4) Carry out Equality Impact Identify and address negative Mar-10 Customer Policy Team for new Within existing staff resources. Equality impact assessment training
or indirect discrimination Assessment Screening for new outcome from the Equality Impact Partnership policies and procedures - delivered. Focus groups held for
policies. Assessments. Nick Mardon, and operational youth, Black and Mixed Ethnicity,
managers for local changes to Lesbian, Gay, Bisexual and
services i.e.. Area Directors - Jon Transgender. Analysis to be carried
Slade, Sam Scott, Justin King out.
5 Develop detailed and regular Equality Mock Inspection Recommendations 5.1) Devise training and determine To raise staff awareness and promote March '10 Steve Mullings - Training and Within existing resources and external Required: Training records held by Each staff member had appraisal
and Diversity training (for Board who is to deliver the training (in house equality in service delivery. Development Manager, High training cost to be confirmed. Personnel. target to attend at least one new
members, staff, resident or external) Wycombe. Equality and Diversity course 09/10.
representatives and contractors) New equality and diversity training to
be launched Sept '09 for all staff. In
addition Lesbian, Gay, Bisexual and
Transgender training being delivered
by Stonewall 2009/10.
5.2) Evaluate the training by checking To raise staff awareness and promote May '10 Ade Odukale
that customers are benefiting by equality in service delivery.
carrying out a mystery shop and/or
customer surveys, and by reviewing
training in staff appraisals
6 Ensure that Guinness Trust has in Mock Inspection Recommendations 6.1) Ensure that the Guinness Trust To raise staff awareness and promote September '09 Asit Acharya Within existing resources
place clear equality priorities and Service Improvement Plan equality in service delivery.
targets for all six equality strands. incorporates targets for achieving
Produce annual Equality and equality of service for the six equality
Diversity report, in consultation with strands.
residents, staff, partners and
stakeholders to reflect progress. 6.2) Develop and publish information Information containing commitments Mar-10 Ade Odukale Staff Time and Publication Costs. Communication Team to publish Draft in circulation August '09. Work
and strategies on the six strands available on website, published in information on the website and currently in progress on Equality and
newsletter and information can be produce a copy of the report. Diversity plan for 09/10.
2. Evidence that information is used
when reviewing services.
7 Raise profile of Equality and Diversity Mock Inspection Recommendations 7) Involvement of customers Improved awareness. July '09 Ade Odukale Within existing resources Diversity days organised in
amongst customers Pansanger, Brighton, Brixton, Aldgate
and Hackney 08/09.
8 Collate information to show how the Mock Inspection Recommendations Improved awareness for Board, staff Mar-10 Dawn Irvine - Communications Staff Time. Table to show comparison between Diversity days organised for staff and
Board, staff and contractors reflect and contractors Manager, Sue Giles - Personnel Cost of producing and sending out staff and customers. tenants in Pansanger, Brighton and
the diversity of our customers. Manager and Ade Odukale information. London in 08/09.
Collate information to show how Ensuring that the balance of all staff October '09 Ade Odukale Within existing resources Table to show comparison between Data available. Analysis to be carried
Board, staff, resident groups and and contractors reflects the staff and customers. out.
partners/contractors diversity communities we serve.
compares to customer/census
Collate and publish an annual Ensuring that the balance of all staff April '10 Sue Giles Within existing resources Report currently only available for
employment monitoring report in reflects the communities we serve. ethnicity. Report being written to cover
relation to all six strands. other strands.
9 Set up a monitoring system to ensure Mock Inspection Recommendations 9) Set up monitoring system. Ensuring that the balance of all October '09 Justin King Within existing resources Our largest contractors who complete
that contractors Equality and Diversity contractors reflects the communities the majority of works orders have
policies are in line with Guinness we serve. supplied Equality and Diversity
Trust. policies. Ron Greatorex reviewing
these and chasing outstanding
10 Provide all repairs call-centre staff Mock Inspection Recommendations 10) Training plan required. Increased Customer Satisfaction November '09 Justin King Within existing resources Staff trained Refresher training arranged for
with appropriate refresher training to October 2009. ID cards and stickers
ensure that they can react quickly to for telephones have been provided.
the needs of non-English speaking
customers including reception staff.
VALUE FOR MONEY
Reference Number Issue to be Who raised the issue? Action to take Desired outcome Target date Original Updated Lead Resources Required (Staff, £, Evidence Available Required Progress report
1 Value for Money performance Value for Money - Service 1.1) Establish relative costs from Decision making and setting priorities Jan '10 Value for Money - Service Within existing resources The Guinness Partnership has
measurement and management; Improvement Team benchmarking (Repairs, Housing, based on understanding of high and Improvement Team + J.Chatterton rejoined HouseMark and data is
gathering information and building Services, Planned Maintenance via low cost areas currently being collected and input to
intelligence. HouseMark); launch findings with enable cost benchmarking via
'effective use of benchmarking' HouseMark. Benchmarking data will
training be available in December 2009.
Internal benchmarking between
companies within The Guinness
Partnership is already in place.
procurement is to be reviewed across
Guinness Trust and a new interim
Head of Asset Management is being
appointed to lead that review in
1.2) Analyse data to identify heavy To support a more proactive Oct '09 and review May '10 Abidemi Talabi + Frank Harding Within existing resources Meeting in August '09 to identify what
users of the responsive repairs approach to managing repairs reports are already available from
service to better target planned demand GTxP (Housing database) and specify
maintenance; visit sample to new reports if necessary.
determine causes and carry out catch
up repairs; monitor impact on
demand; and reduce costs
1.3) Analyse pattern of void costs by Business intelligence about key cost Abidemi Talabi + Frank Harding Within existing resources Consultants report obtained and will
key variables including area, property area to inform development of Value be discussed August '09 with
type, age for Money initiatives Abidemi Talabi and Frank Harding
1.4) Review of Budget setting and Greater awareness of operational cost Sept '11 Phillipa Campbell (Finance Director) Within existing resources Deferred to '11/'12 budget cycle due
Management (Zero based budgeting of delivery, to enable redirection of to Guinness Trust/Guinness
and review of budgetary control by resources to priority areas Midsummer merger. To be raised with
managers) - training and awareness Phillipa Campbell by Abidemi Talabi
1.5) Inclusion of budgetary April '10 Abidemi Talabi Personnel (time and training costs to To be incorporated in the training
knowledge as part of operational be confirmed) plan for 2010
1.6) Review Performance information Performance measure calculated, Dec '10 Abidemi Talabi + Frank Harding Within existing resources Abidemi Talabi and Frank working
to incorporate Value for Money derived and communicated to all and with John Chatterton and Alan
measures managers are required to monitor Petherbridge on benchmarking data
usage and reporting
1.7) Evidence log of Value for Money To evidence achievements in delivery July '09 Abidemi Talabi + Frank Harding Within existing resources Value for Money log In place and shared with Service
initiatives and assessment of impact of Value for Money strategic aims Improvement Team.
1.8) Establish the average hourly cost To assist in measuring the impact of Oct '09 Abidemi Talabi + Frank Harding Within existing resources Meeting to be progressed in August
per staff member for Guinness Trust staffing efficiencies (e.g. sickness 09 between Abidemi Talabi and
levels); to enable broad costing of Frank
specific initiatives; to assist decision
making when allocating staff
1.9) Establish unit cost of To understand relative costs, Oct '09 Abidemi Talabi + Frank Harding Within existing resources Project progressed by Katherine
transactions (rent payments, legal supporting moves to more efficient Rudkin in finance
actions, others) methods (e.g. migration to Direct
1.10) Establish and benchmark To enable decision whether to Dec '09 Abidemi Talabi + Frank Harding Within existing resources To be discussed at meeting with
permanent and temporary staff develop recruitment efficiency Frank and Abidemi Talabi
recruitment costs initiative
1.11) Review current identification Baseline intelligence leading to Dec '09 Abidemi Talabi + Frank Harding Within existing resources Already in place in Hackney and
and collection of recharges to revised approach delivering Value for timetable to be set for rest of
tenants. Money Guinness Trust
2 Procurement of repairs, services and Mock Inspection Recommendations 2.1) Benchmark average training Intelligence about who is getting Jan '10 Steve Mullings Within existing resources Abidemi Talabi to discuss with Steve
resources costs (per day, per staff) trained for what and how, as basis for Mullings
training impact assessment
2.2) Measure training impact (does it To have a greater understanding of Steve Mullings Within existing resources
get analysed or used intelligently) and the expenditure on training to enable
review to assess Value for Money. resources to be directed to achieve
2.3) Establish baseline analysis of Greater intelligence about cost of Jan '10 Head of Asset Management, Centre Within existing resources Procurement log Centre of Procurement Excellence
current external procurement to enable potential of Procurement Excellence - Helen produce X amount of savings in
suppliers/contractor/services rationalisation/ procurement of repairs Anderson 2008/09. Interim Head of Asset
expenditure for all external and services Management to be appointed Sept
contractors. (b). Option appraisal of '09
2.4) Option appraisal of repairs Head of Asset Management, Centre Within existing resources Procurement log Centre of Procurement Excellence
procurement of Procurement Excellence - Helen produce X amount of savings in
Anderson 2008/09. Interim Head of Asset
Management to be appointed Sept
2.5) Develop 'whole life costing' Pro-active approach to supply chain Head of Asset Management, Centre Within existing resources Procurement log Centre of Procurement Excellence
approach to procurement, initially management via joint working of Procurement Excellence - Helen produce X amount of savings in
applied to building components between Guinness Trust departments Anderson 2008/09. Interim Head of Asset
Management to be appointed Sept
2.6) Analyse estate services contracts Clear understanding of potential for Mar '10 Area Directors - Jon Slade, Sam Within existing resources London team to complete by March
(e.g. cleaning, grounds Value for Money improvement to Scott, Justin King '10 within London Plan and cycle for
maintenance); appraise options for enable rationalisation and efficiency South and East to be decided
rationalisation of each procurement gains
(Service Improvement Team, housing
management and resident
3 Communicating and Embedding a Mock Inspection Recommendations 3.1) Develop and deliver a staff 1. All staff understand Value for Dec '09 Jonathan Hewlings Within existing resources Managers Day for all managers in
Value for Money culture for staff communication plan, including Value Money is "part of the day job", and Guinness Trust held June '09
for Money on team meeting agendas how they will help achieve it incorporating Value for Money
3.2) Induction training to cover Value 2. New staff understand Guinness Mar '10 Steve Mullings Within existing resources Abidemi Talabi to discuss with Steve
for Money Trust's commitment to Value for Mullings Aug '09
Money and their responsibility in
3.3) Include Value for Money 3. New managers have Value for Mar '10 Sue Giles - Personnel Within existing resources Abidemi Talabi to discuss with Sue
competencies within recruitment for Money awareness and are able to Giles Aug '09
organisational manager level contribute to delivery of Guinness
Trust's Value for Money aims
3.4) Include Value for Money within 4. To enable managers take Mar '10 Steve Mullings Within existing resources The 2009/10 Business objective
staff performance review; incorporate systematic approach to setting cascaded down via the annual
Value for Money within management targets, assessing current Performance review requires each
development training performance and monitor ongoing staff to come up with a Value for
progress Money initiative that can be
3.5) Develop a Staff Value for Money Reinforce message that Value for Dec '09 Jonathan Hewlings Within existing resources Jonathan developing with
Suggestion scheme, with provision for Money is for all staff, obtain viable communications team as part of
recognition/ reward suggestions, reward achievement communications plan.
3.6) Review systems to monitor To assess staff productivity, to Mar '10 Sue Giles - Personnel Within existing resources Abidemi Talabi to discuss with Sue
sickness absence, staff attendance enable efficiency improvements Giles Aug '09
and working hours including
information to line managers with a
target of reducing by 10%
3.7) Raise Value for Money Value for Money is embedded into Mar '10 Abidemi Talabi Within existing resources Abidemi Talabi has a regular slot at
awareness among all Service Guinness Trust's Service Service Improvement Team team
Improvement Teams Improvement Planning approach leaders meeting.
4 Joint Procurement, Partnership and Mock Inspection Recommendations 4.1) Establish an approach to Highlighting area of good practice April '10 Jeff Baker and Community Within existing resources
partners working capturing inward investment through investment managers - Julia Collen,
working with other partners (funding, Tim Gray, Joy Odiatu
Bids and Grants) Identifying potential for the April '10 Jeff Baker and Community Within existing resources
Partnership investment managers - Julia Collen,
Tim Gray, Joy Odiatu
To quantify the benefit of fundraising April '10 Jeff Baker and Community Within existing resources
and economic development activities investment managers - Julia Collen,
and resources Tim Gray, Joy Odiatu
Identifying potential for future April '10 Jeff Baker and Community Within existing resources Community investment log Community investment teams are
partnering work investment managers - Julia Collen, actively engaged in attracting inward
Tim Gray, Joy Odiatu investment and capture this in a log
4.2) Involve active residents in joint Better understanding of residents' June '09 Value for Money -Service Within existing resources There are two resident
working with Value for Money - priorities Improvement Team, Community representatives on the Value for
Service Improvement Team Investment Managers - Julia Collen, Money-Service Improvement Team
Tim Gray, Joy Odiatu
5 Resident Involvement - Value for Mock Inspection Recommendations 5.1) Value for Money awareness, Residents to understand Guinness March '10 Jonathan Hewlings Within existing resources News article on Value for Money will
Money reinvestment priorities and feedback Trust is addressing Value for Money, be out to residents by end of
initiative with the wider Resident feedback to drive priorities, encourage August'09 and ongoing
population engagement and viable suggestions communication to be part of
5.2) Establish Communication Plan Provide mechanism to achieve Dec '09 Jonathan Hewlings
awareness raising and engagement
6 year on year value for money savings Corporate Management Team 6.1) Identify 5% savings on pay roll Reduce outgoings in light of negative Sept '09 Kathy Mohan (Guinness Trust All Regional Management Team
and 2.5% on overheads Retail Price Index leading rent director) asked to identify savings by August
STOCK INVESTMENT and ASSET MANAGEMENT
Reference Number Issue to be Who raised the issue? Action to take Desired outcome Target date Original Updated Lead Resources Required (Staff, £, Evidence Available Required Progress report
1 Provide high quality responsive Mock Inspection recommendation 1.1) Evaluate the existing multi- Guinness Trust can demonstrate January 2010 Head of Asset Management and Initial evaluation of different models Minutes of meeting The team have identified 6 potential
repairs service contract arrangements. the process to procure day to day Joanne Knox by which to procure contracts. models through which to deliver our
repair contractors is transparent, Staff resources of 20 hours. responsive repairs service.
provides Value for Money, and Initial evaluation of what our Organisations operating each model
provides the quality and flexibility of customers want contracts to have been identified. Staff and
service delivery our customers want consist of. Staff resources of 20 customer visits are being arranged
Guinness Trust can have real hours. Head of Asset Management to evaluate the experiences for both
control over penalties with a range funded from existing resources the organisations and customers.
of 'carrots and sticks' for monitoring
1.2) Re-tender responsive repairs performance August 2010 Head of Asset Management To be determined after phase 1 is As above
service considering different models The 'product' on offer is a desirable (Phase 2) complete
(multi vs. single contractor) and one, and one which Guinness Trust
Value for Money is clear of in terms of 'what we want'
2 Appointments Mock Inspection recommendation 2.1) Investigate the opportunities for Customer receive appointment August 2010 Joanne Knox To be determined after phase 1 is Pending review of contracts, pilot
providing appointments at first point times for all day-to-day repair works (Phase 2) complete was undertaken for booking
of contact. Contractors to provide flexible appointments for repairs carried out
appointment times by our own staff. Pilot has
highlighted technical IT issues and
training issues around IT, which are
being followed up. Appointments
with contractors discussed at
August Service Improvement Team
and views will be part of the
specification of the new service.
Discussions to be had with policy
2.2) Monitor and manage contractor Improvement in the number of Dec-10 Justin King To be determined after phase 1 is Post Repair Satisfaction Survey
performance in keeping to appointments being kept complete. In the mean time request includes this question, so we can
appointment times greater analysis of post repair monitor performance. At the
satisfaction surveys by contractor September South East
from the Customer Policy Team. Maintenance Managers Meeting
they will be analysing trends and
putting in place an action plan.
2.3) Benchmark performance To aim for performance in the top December '09 Joanne Knox Within existing resources Have rejoined HouseMark and are
against top quartile organisations quartile expecting fill benchmarking data
3 Completed first time Mock Inspection recommendation 3.1) Increase the number of works Value for Money achieved and August 2010 Joanne Knox To be determined after phase 1 is Big Contractor's League Table, Regional Repairs Desk are calling
completed in first visit. customer satisfaction increased as (Phase 2) complete. In the mean time request Regional Repairs Desk statistics back emergency work orders to
more work can be completed in one greater analysis of post repair showing calls made, and check with our customers their
visit. satisfaction surveys by contractor successful contact. repairs have been completed to
from the Customer Policy Team. their satisfaction.
3.2) Set targets and action plans to Standardised materials readily August 2010 Chris Wait Within existing resources. IT to Questionnaire and final report Chris Wait seconded to progress
improve contractor knowledge of available and contractors managing facilitate access for contractors to Promaster database. Chris to follow
stock and materials and the number their stock levels. Pro-master. up appropriate sharing with
of works 'completed in first visit' contractors.
Questionnaire being sent to
contractors requesting information
as to how Guinness Trust can
support stock controls/ completed
Recommendations along with IT
requirements presented to Asset
Management post for consideration
in a report.
3.3) Improve the information To reduce the number of queries Dec-10 Ron Greatorex £1,000 for design, printing and Example card A draft template has been produced
provided to customers for temporary whilst resident waits for full repair to distribution costs and will be used and implemented
repairs be completed. over the next four months. Letter
and example cards sent to principle
4 Improve repair response Mock Inspection recommendation 4) To consider our repair timescales To meet or exceed the new Dec-09 Ian Prendergast Initially to investigate options staff Emergency Repair time-scales Partnership-wide discussions have
timescales Partnership standard. time at five hours. been had within the Rapid
To implement changes in response Application and Design group.
categories unquantified. Monitoring of contractor
performance within target time
takes place by the Board down to
local teams. New report produced
to enable monitoring of emergency
repairs showing within how many
hours the repair was carried out.
The Service Improvement Team
have made recommendations for 2
additional categories, "Tenant
Preference" and "Vulnerable"
5 Vulnerability Mock Inspection recommendation 5.1) Review the procedures for Use Customer Insight information to July '09 Joanne Knox Within existing resources Customer Insight data at over 80%
responding to repair requests from inform decisions based on now and being used and GTxP
vulnerable customers vulnerability. (Housing database) flagging being
used to identify individual
requirements at the point of issuing
Produce guidance for staff to aid December '09 Joanne Knox Within existing resources Note to staff with vulnerability Vulnerability flags now active on
definition of vulnerability and definition. GTxP (Housing database) since
appropriate response. July '09
5.2) Review the priorities and review Joanne Knox August Service Improvement Team
appropriateness of response. have discussed and proposed a 5th
category for repair called
"Vulnerable" where staff can lift from
the normal priorities to expediate.
Justin to follow up with Repairs
6 Website Mock Inspection recommendation 6.1) Review the adequacy of Better access to information on the October '09 Dawn Irvine Geoffrey Woodley seconded and
information on reporting emergency website. working on this August '09.
6.2) Review the options for an Full interactive, and easy to use August '10 Dawn Irvine Option 1 - approximately £6,000 Has been discussed and reviewed
interactive pictorial service, web-site for customers to access Option 2 - approximately £20,000 at August project group reviewing
diagnosis and reporting facility. the repairs service. Both with additional annual service the website. Partnership
charges. discussions regarding website on-
For the Guinness Trust two options
are available, one providing
intermediate access to Repairs
Finder, the second providing full
access. Currently evaluating the
popularity of Guinness
7 Aids and Adaptations Mock Inspection recommendation 7.1) Review Aids and Adaptation To have one single model contract Sep-10 Head of Asset Management and Ian Service Level Agreement to be
joint working arrangements with between the Guinness Trust and Kane designed and agreed by Area
Health Authorities, Social Services. stakeholders. Maintenance Managers and
implemented for all Aids and
7.2) Review the budget provision. Budget managed and monitored Sep-10 Head of Asset Management and Minutes from Planned Maintenance Aids and Adaptations budget
regularly to provide forecasted Abidemi Talabi Talabi meetings reviewed monthly in Planned
expenditure. Maintenance meetings.
7.3) Record and monitor requests To provide a transparent advocacy Dec-09 Ian Kane Aids and Adaptations Spreadsheet A Guinness Trust central
from point of enquiry to completion. service for customers accessing spreadsheet represents all Aids and
Aids and Adaptations. Adaptations work.
Record, monitor and plan Aids and
Adaptations work centrally.
7.4) Provide customer with an Customers are aware of the Dec-09 Ian Kane Cost of design, print and distribution
information leaflet services available through the of the leaflet.
8 Fire Risk Assessments Mock Inspection recommendation 8.1) Action plan to undertake Fire All defined areas to have had a Fire March 2010 Ron Greatorex Fire Risk Log 2009 All London and South properties
Risk Assessments in communal Risk Assessment. assessed. East assessments being
areas. Information to be accessible. undertaken by Energy Footprint.
Execute an Action plan to tackle Action plans in place to record
necessary works. future inspections.
8.2) Use data to inform planned Up to date Fire Risk Assessment in March 2010 Chris Wait Information to be loaded onto Pro-
maintenance projects/ programme Pro-master system. master
9 Water Safety Plan Mock Inspection recommendation 9.1) Develop a Water Safety Plan All risks in all properties December 2010 Head of Asset Management and Water Safety Plan; Legionella Water Safety plan developed. To be
considered, managed and action Chris Wait management process flowchart integrated into Pro-master.
plan to continually improve. A water safety policy exists was
last reviewed 2008, and due for
review December 2009.
9.2) Water Safety information to Customers made aware of water Jul-11 Head of Asset Management August edition of Repairs Matters Distributed to customers in tri-
customers. safety. (page 3 is Water Safety) annual repairs publication.
10 Communal repairs Mock Inspection recommendation 10.1) Measure customer Continual improvement of customer Mar-10 Justin King 2009 Status Survey Action plan to be created and
satisfaction levels and target to satisfaction of communal areas. implemented following 2009 Status
10.2) Increased information to be Dec-10 David Shaw David Shaw to advise Estate inspection performance Explore the opportunities of
available to residents regarding providing estate notice boards in
repairs and estate services in communal areas.
communal areas. Information to be complemented by
regular feedback from quarterly
11 Post Inspection Mock Inspection recommendation 11) Provide feedback to residents, Guinness Trust can demonstrate December 2010 Head of Asset Management This out-come will be built into the
leaseholders and tenants and show quality workmanship through a clear (Phase two) evaluation of contract arrangements
how their comments have inspection regime. and procuring our day to day repairs
influenced the way we deliver service
12 Health and Safety Mock Inspection recommendation 12.1) Train all visiting staff to July '09 Peter Ashby
recognise and respond to potential
Health and Safety issues.
12.2) Undertake full 29 Housing Properties receive an annual December 2010 Head of Asset Management and Estimated impact equals one hour Chris Hyperlink pro-master module Use reporting mechanisms to
Health and Safety Rating System inspection Chris Wait per property multiply by 11,000 policy understand 'repairs per household'.
checks to our homes (HHSRS). Reduced day to day repairs properties. Hyperlink 'repairs per household' Explore the opportunities to link
expenditure through pro-active Basic HHSRS training for gas report pathway annual Health and Safety checks
rather then re-active intervention inspectors estimated at £500. with gas inspections and amend
CP12 to represent full inspection.
Use the East gas re-tender contract
as a pilot.
13 Gas Mock Inspection 13.1) Review gas servicing 13.1.1) To ensure the Guinness December 2010 Chris Wait and Richard Hall Staff resources on East re-tender Richard Hyperlink East 'Pre- East re-tender is progressing with
Recommendation procedures. Trust have competitive gas servicing 20 hours Qualifying Questionnaire' support from Centre of Procurement
contracts in place. Excellence team.
Centre of Procurement Excellence
providing Guinness Partnership
standard gas contract.
13.1.2) Gas servicing to be December 2010 Chris Wait and Richard Hall See above See above
delivered flexibly in response to
13.1.3) To ensure all Guinness December 2010 Chris Wait and Richard Hall Within existing resources Gas Performance data provided by Regular monitoring of gas
Trust properties have a valid gas David Shaw. performance embedded via
Certificate. specialised gas administrators.
13.2) Work with contractor to target Efficient processes in place to gain Mar-11 Head of Asset Management Gas Performance data provided by The Guinness Trust has adopted an
non-access. access. David Shaw. 11 month gas servicing cycle.
13.3) Complete Gas satisfaction To understand customer's July '09 Lianne Hart-Lincoln Within existing resources plus Results from: Satisfaction embedded into daily
survey perception of our services and to additional postage for survey - Telephone surveys monitoring activities.
implement actions to continually £3190 Postal surveys
14 Gaining access to carry out repairs Mock Inspection recommendation 14) How do we follow up 'non- The confidence in policy and December 2010 Joanne Knox Staff resources in testing 'fit for Joanne to hyperlink cancelled work A cancellation report has been
access' visits for essential repairs. procedure to be sure all critical purposes ness of our existing order reporting path identified providing an indication of
repairs are carried out and our PandP the work orders cancelled
properties are well maintained. Consider the data available in Work is being done to reduce
analysing 'Cancelled work order' cancellations by contractor request
reports on Regional Repairs Desk
More detailed descriptions of 'why'
work orders are cancelled is being
adopted by Regional Repairs Desk
15 Re-charge policy Mock Inspection recommendation. 15.1) Identify vulnerable groups. Provide a flexible re-charge policy December 2010 Joanne Knox Within existing staffing resources Explore the challenges with
Draft London Area Plan taking into account vulnerability. implementing the existing Guinness
Trust policy and procedure.
15.2) Provide costs to customers at Customers to be informed. Jul-10 Joanne Knox Within existing staffing resources Re-chargable repair cost tariff as Costs identified to be implemented
point of request. part of policy and procedure. into daily activities of Regional
15.3) Investigate opportunity for To be able to accept payment by Jul-10 Joanne Knox Estimated cost per Call Pay licence Initial analysis of facility
telephone payments. telephone. is £300 as an annual charge. undertaken. Call Pay software
Recommended to purchase 2 ordered.
15.4) Provide alternative contractors Jul-10 Ron Greatorex
15.5) Follow up DIY projects with a Sep-11 Head of Asset Management
visit to check conformity of required
16 Stock Rationalisation Mock Inspection recommendation 16.1) Grade assets to A) keep and Stock which comprises of an overall December 2011 Head of Asset Management Ian to highlight relevant section of
improve B) options appraisal package of well maintained homes, Repairs Strategy and hyperlink
desirable homes, and Value for
16.2) Produce a strategy to help to December 2011 Head of Asset Management
deliver national, regional and local
aims and help to deliver wider
community, local and regional aims
16.3) Increase capacity to build Sep-11 Danny Kaye
homes our customers want.
16.4) Review demand with existing Sep-11 Danny Kaye
stock and assess whether the right
homes are in the right places for our
17 Sustainability strategy Mock Inspection recommendation 17.1) Use SMART meters in our Understand the sustainability of our December 2011 Head of Asset Management Ian to highlight relevant section of
homes to enable customers to properties Repairs Strategy and hyperlink
monitor their energy use Enable our customers to link fuel
consumption and energy costs to
make informed decisions
17.2) Publicise the advantages for December 2011 Head of Asset Management
17.3) Meet or exceed carbon December 2011 Head of Asset Management
reduction targets and continually
plan to reduce
17.4) Identify funding and sources of December 2011 Head of Asset Management
17.5) Introduce contractor December 2011 Head of Asset Management
standards and plans for reducing
their carbon footprint
17.6) Review Sustainability December 2011 Head of Asset Management
18 Reporting repairs Mock Inspection recommendation 18.1) Provide customers one Guinness Trust understands the December 2011 Joanne Knox Initial evaluation. Staff resources of Customers can now access day
telephone number to access ways our customers wish to access 10 hours and evening responsive repairs
repairs. our services service through one telephone
Customers have a range of choices number: 0845 2 30 30 80
in how they can interact with our
18.2) Balance the cost and benefits Apr-10 Lianne Hart-Lincoln
of providing a free telephone
18.3) Review what is the best Apr-10 Lianne Hart-Lincoln
solution for mobiles
18.4) Consider implementing a ring March 2010 Caron Griffiths Customers now receive a call back
back service following all reports of emergency
Customers who abandon calls
receive a call back form the
Regional Repairs Desk.
Customers who are contacting the
Regional Repairs Desk on a mobile
phone are offered a call back
18.5) Consider a variety of options Apr-11 Joanne Knox
for customers to access our
19 Decent Homes Mock Inspection recommendation 19) Review the decent homes All properties meeting decent December 2010 Chris Wait Initial re-evaluation of our stock Ian to highlight relevant section of Pro-master recording 966 non-
standard homes condition. Staff resources of 20 Repairs Strategy and hyperlink decent homes. An action plan is in
hours place to bring these properties up to
CW preparing decent home report
to Corporate Management Team.
20 Decent Homes Plus Mock Inspection recommendation 20.1) The Guinness Trust to Develop an action plan to work December 2011 Head of Asset Management
recognise the Partnership decent towards Decent Homes PLUS
homes plus standard. standard.
20.2) Introduce other standard December 2011 Justin Cotchin
modules in Pro-master including
gas, project management,
budgeting and images.
20.3) Up-date Pro-master and use December 2011 Chris Wait The Pro-master project team have
to inform future investment. delivered the objective of bringing
the core information up to date.
20.4) Options Appraisal module December 2011 Head of Asset Management
with development by in4systems
20.5) Update stock condition December 2011 Head of Asset Management CW working with the Guinness
information to get a complete Partnership to produce a Pro-
picture of our homes and land. master user policy.
20.6) Extend the use of Pro-master December 2010 Chris Wait
creating read only options for
Housing Management staff to use
20.7) Train Housing Management December 2010 Chris Wait
21 Planned Maintenance Mock Inspection recommendation 21.1) Development of a 'menu of Transparent services displaying December 2011 Head of Asset Management Initial re-evaluation of our Chris to hyperlink Rapid Application Rapid Application and Design
choice' on major works for continual customer influence processes. Staff resources 10 and Design work teams have evaluated our services
customers. (Colours/ handles etc) hours and designed an alternative
approach. New design specification
to be agreed December 2009.
Note: This was recognised as
business critical, but work is
already underway in other parts of
21.2) Create options for customers December 2011 Head of Asset Management
to contribute towards added
benefits/ enhanced works. (sinking
electrics opposed to trunking)
21.3) Evidence resident Sep-10 Head of Asset Management (CW) The Customer Involvement
involvement, choice and influence in Summary provides a model for all
all projects planned maintenance works
21.4) Publicise planned March 2010 Head of Asset Management A national co-ordinator is included
maintenance programmes. (The in the planned maintenance
five year plan not just 12 months specification.
ahead) A 5 year planned maintenance
programme will be available to view
on our website.
21.5) Publicise cyclical repair March 2010 Head of Asset Management Regular reviews of the 5 year plan
programmes. (The five year plan to be included on the planned
and not just 12 months ahead) maintenance meeting agenda.
Reference Issue to be Resources Required (Staff, £, Evidence Available
Who raised the issue? Action to take Desired outcome Target date Original Updated Lead Progress report
Number addressed Partners) Required
Ensure that there is sufficient cost, Mock Inspection 1.1) Review all cost, performance and 1. Production of this information. Nov-09 Asit Acharya - Service within existing resources Board reports STATUS survey completed
performance and satisfaction data Recommendations satisfaction data in all services. 2. Reports regularly produced and Improvement Director and reported to Board,
available on all services to allow a full 1.2) Propose revised data to be collated provided at all levels of governance rejoined HouseMark and
assessment of success or failure to take involving customers, partners, staff and and staffing. benchmarking taking place
place. stakeholders. for 200/9, local Performance
1.3) Improve or set up systems to collate the indicators being produced
Ensure that all data shows direction of Mock Inspection 2.1) Collate data for past three years. 1. Production of this information. Sep-09 Alan Petherbridge / Ian within existing resources The Guinness Trust 1. The Guinness Trust
travel information for the past three years Recommendations 2.2) Show direction of travel. 2. Reports regularly produced and Hutchings Business Plan Business Plan now displays
and this current years monthly and year to 2.3) Ensure benchmarking included with top provided at all levels of the data for the past three years
date performance; always includes target quartile performers. governance and staffing structure. and the target setting
information to establish whether worksheet is being
performance is above or below target; and populated..
always shows top quartile performance of 2. The previous year's
2 comparable landlords to establish where performance and the targets
the company is in comparison to top for the next three years
performers demonstrate our direction of
3. A Performance Measure
Workbook has been
developed to include
Review performance management data so Mock Inspection 3.1) Review and take into consideration best Reviewed performance information Nov-09 Asit Acharya - Service within existing resources Board reports More trend information is
that it is easy to interpret. Recommendations practice. in place. Improvement Director being included in the
3.2) Consult with customers/ partners/ dashboard and the
stakeholders and staff on the revised dashboard has been
performance management data. reviewed in consultation with
Board Members. A
framework has been
developed and Alan
Petherbridge has met with
the Customer Strategy Group
to discuss which targets they
are interested in.
Develop challenging but realistic strategies Mock Inspection 4.1) Set standard templates for strategies 1. Production of the strategies and Sep-09 Asit Acharya - Service Interdependency with Service Improvement Service Improvement Teams
and SMART action plans are in place for Recommendations and action plans and also a standard plans for all key service areas. Improvement Director Customer Policy Team Team minutes and and Service Improvement
all service areas; and make sure the plans method of recording action plans. 2. Improved performance. Service Improvement Plan in place and progress
are updated regularly with progress 4.2) Determine strategies and action plans 3. Improved customer satisfaction. Plan being regularly reported,
information, are traffic lighted for risk, to required i.e. which service areas. Partnership-wide strategies
4 easily show customers and staff what 4.3) Set timetable for production and identify launched
progress is being made over time; and who is to produce them.
which areas require additional action to 4.4) Involve customers, staff, partners and
avoid non-completion on time, or urgent stakeholders.
action to complete having failed to
complete on time.
Set up a customer scrutiny process (South Resident Involvement 5) Agree structure in consultation with Customers checking provision of Oct-09 Asit Acharya - Service Board member and customer Board reports Board has agreed setting up
East Region) and Community resident Panels and Board services and providing feedback Improvement Director involvement of Scrutiny Committee
Investment Action which allows us to assess involving customers
Plan 2009 - 2010 performance and implement
Work with staff around inspection issues Resident Involvement 6) To ensure that staff can identify the Increase confidence in staff. Staff Sep-09 Kathy Mohan within existing resources Intranet Comprehensive self
and ensure better methods of recording and Community golden thread which links their role to will feel that their work has not assessment, Road shows,
practice ( South Area) Investment Action customer strategy gone unnoticed dry run, talking
6 Plan 2009 - 2010 neighbourhoods days,
Service Improvement Teams
involving wide cross-section
Ensure a procedure is applied consistently Mock Inspection 7) Review application of flags Safeguard health and safety of staff Oct-09 Ian Hutchings GTxP (Housing GTxP (Housing database)
so that staff can apply violent warning Asset Management database) reports flagging system in operation
markers on the housing management but no consistent application
system (GTxP) where appropriate to of procedure.
communicate personal safety to staff
Audit regional and area customer facing Mock Inspection 8) Carry out review of reception areas ensure that services meet the Nov-09 Ian Hutchings within existing resources Performance indicators Service Standards group set
information focusing on opening hours of Asset Management needs of customers up and monitoring system
the repairs desk, their service standards now in place, some mystery
8 and the translation request pro-forma to shops completed
ensure consistency of information overload
Improve monitoring - level of missed Mock Inspection 9) Get jobs done right first time and improve improve repairs satisfaction levels Feb-10 Joanne Knox Service Improvement Service Improvement Team
appointments, pre and post inspection jobs Asset Management value for money Team minutes and set up and currently looking
9 'right first time' and level of variations Service Improvement at this
TENANCY and ESTATE MANAGEMENT
Reference Issue to be Who raised the issue? Action to take Desired outcome Target date Original Updated Lead Resources Required (Staff, £, Evidence Available Required Progress report
Number addressed Partners)
1 Launch a new Anti-Social Behaviour Mock Inspection recommendation 1) Consult with customers over new Having a clear statement about how Apr-09 Customer Policy Team - Nick Mardon Within existing resources. Service standard Launched April 09 as planned
service standard service standard and launch we will deal with cases of Anti-Social
2 Keep performance records on Anti- Mock Inspection Recommendations 2) Launch new resolution software Ability to analyse performance, Apr-09 Lianne Hart-Lincoln Cost of software to be confirmed Resolution reports Software launched and xxxx staff trained in Guinness
Social Behaviour outcomes targets achieved, customer Trust. Teething problems with new software, so not
satisfaction improvements and getting full benefit of it yet.
information used when reviewing
procedures in order to improve
3 Consider 24 hour Anti-Social Mock Inspection Recommendations 3) Explore within the Partnership the Improved service and customer Oct-10 Lianne Hart-Lincoln Not yet known Customer Strategy Policy Group are progressing this for
Behaviour service best way to provide 24 hour service satisfaction all companies in the Partnership in phase 2 of the
customer service quick wins.
4 Peer support for Anti-Social Behaviour victims Area customer panel
London 4) Explore best model for customer Provide further Support to victims of Jan-10 Ebonie Marrett/ Ian Collingwood Subject to funding application Service Improvement Team minutes The sub-group of area panel suggested that additional
led support/ enterprise Anti-Social Behaviour out of office support/advice be provided to victims of anti-social
hours behaviour paying particular attention to a service
provided out of hours. A decision was made to explore
the option of a resident led business which would
provide an out of hours service in the South East. The
sub group have mapped out the issues and have
invited the voluntary sector to give presentations to
them in order to get a feel for what currently exists. A
Charitable application is to be submitted by the end of
August 2009 for funding for a Community Safety
officer/Project Manager to lead the proposed resident
led out of hours Anti-Social Behaviour initiative.
5 Provide a framework which sets out Resident Involvement and 5.1) Develop existing partnerships Prevent and deter Anti-Social Jul-09 Ebonie Marrett Within existing resources Minutes from Local Authority liaison Various initiatives in place throughout the South East
how staff can tackle anti social Community Investment Action Plan and create new Behaviour meetings and Tenant Representative region, most housing officers have good working
behaviour in the community by a 2009 - 2010 Associations. Publications of joint relationships with the local police and safer
robust process including prevention, surgeries Required: improved Anti- neighbourhoods team Anti-Social Behaviour panel
intervention and enforcement in Social Behaviour stats meetings with a variety of partners are held in all
partnership with a range of other boroughs and we are working towards 100%
agencies and use a wide range of attendance. Local initiatives are in place in individual
early intervention strategies to areas, e.g. joint surgeries held with the police. The trust
identify, tackle and resolve problems also support various neighbourhood watch initiatives
of Anti-Social Behaviour. that take place in conjunction with the Tenant
5.2) Improve working with To import Neighbourhood Warden Apr-10 Ebonie Marrett Not yet known, as local authorities Approaches have been made to Local Authorities with a
Neighbourhood warden schemes in services in order to reduce Anti-Social may require payment view to buying in the services of Neighbourhood
all boroughs where local authorities Behaviour on our schemes. Warden schemes e.g. Havering, Hackney. In areas
are prepared to assist. where they are in place joint working arrangements work
well and issues managed at various Anti-Social
Behaviour panel meetings. A further assessment
required to establish how best Neighbourhood Patrolling
will work best across the company.
5.3) Home Security Schemes To support witnesses and victims of Dec-09 Ebonie Marrett Within existing resources Required greater joint working Some joint working initiatives already in place i.e. victim
anti social behaviour and regularly arrangements to be in place support, crime prevention services, fire services
keep them informed of progress initiatives, neighbourhood watch schemes to name a
few in addition to this security/support is offered to
victims of domestic violence, however a further
assessment of this area of work needs to be carried out.
5.4) Youth intervention schemes To prevent and deter anti-social Sep-09 Ebonie Marrett A menu of diversionary activities across all age groups
behaviour are in place across the company. An NVQ programme
for residents is to be launched on the 1st September
working in partnership with various organisations
including Hammersmith and Fulham college and the
learning skills council. The programme encourages
people to learn in areas such as community investment,
housing management and economic development. Staff
are also being encouraged to act as mentors to the
applicants. Placements are initially being offered to 30
people and will last approximately three/four months.
Voluntary work placements are in the process of being
rolled out across the company with a milestone being
reached by the employment of the first vol work
placement within Guinness. In East London young
people aged 16-18 are working towards their NVQ 2 in
youth and play work, these in turn are preparing those
ages 14-16 to undertake the same NVQ. The 14-18
year old group above then collectively work with those
aged 8-14 and thus create a peer on peer on peer
structure. A new initiative working in collaboration with
partners in the West of London is the Income project.
This enables people in overcrowded accommodation to
be offered their own AST's on the condition that they
engage in education, employment or training. The
increasing flexibility of how we purchase contractors will
also allow us to be more flexible in the employment of
residents from our estates, thus creating a greater
income on our estates an example of this is the
5.5) Monitor effectiveness of starter Effective controls on new tenants Mar-10 Ebonie Marrett/ Ade Odukale Within existing resources cleaning arrangements at Loughboroughto starterSouth
Further work is in the process in relation Park in
tenancies in reducing Anti-Social tenancies, systems need to be put in place to enable
Behaviour effective monitoring of the tenancy itself and the review
periods. GTxP (Housing database) team to be asked to
create special code for starter tenancies to assist
Neighbourhoods to be proud of
6 Create local estate services London Area Plan 6) To pilot in Aldgate A workable and agreed agreement Jan-10 Nahide Cook Within existing resources Aldgate minutes Time plan agreed with Aldgate residents. Draft
agreements setting out expectation with both Guinness Trust and agreement being consulted over at October Annual
for services for each estate residents General Meeting and launched January 2010.
7 To ensure that all our customers do Area Panels 7.1) Work in conjunction with That 100% of estates visited as part Oct-09 Area Directors - Jon Slade, Sam Within existing resources Estate inspection forms A resident led sub group of Area panel worked together
feel that they live in neighbourhoods TA/Tenant groups to improve the of estate inspections reach good or Scott, Justin King to improve the estate inspection process. A new estate
to be proud of. standards on all estates above inspection form was implemented and rolled out across
the South East. A procedure was written based on the
views and decisions made at the sub group which
provided consistency across the region. Training has
been rolled out to staff and a robust monitoring
framework implemented. An ongoing review of
caretaking services will improve service delivery in
specific areas, i.e. grounds maintenance and
gardening, repairs and an enhanced out of hours
service. Further consultation required with residents to
establish a way forward in relation to evening
inspections, the development of estate action plans and
the prioritising of challenging areas. In recognition of
amber status there will be a special "making a
difference" day, titled "Talking Neighbourhoods" on 1st
October 2009 to engage with staff and tenants on
setting and maintaining excellent standards on estates.
7.2) Feedback from estate All customers should understand Oct-09 Area Directors - Jon Slade, Sam Within existing resources Tenant feedback, Mystery shops, spot Monitoring system has been set up recording visits
inspections should be provided what follow up actions are required Scott, Justin King checks carried out and rating of estate.
consistently. E.g. noticeboards, from estate inspections and be
Tenant Representative Associations, updated on progress
letters and using Insight data
HOUSING INCOME MANAGEMENT
Reference No. Issue to be Who raised the issue? Action to take Desired outcome Target date Original Updated Lead Resources Required (Staff, £, Evidence Available Required Progress report
1 Implement the Financial Inclusion Strategy 2009 1.1) Fully train staff on welfare We will provide customers with 31st Mar 2010 Osahon Lawrence Within existing resources plus £49 Training log and list of champions Staff across Guinness Trust have already been trained in and use "Quick Benefit
Partnership's Financial benefits and calculation software access to high quality benefit and per additional user for licence cost. Calculation Software" (QBC). 5/5/09 - Refresher training for Hackney Income staff on
Inclusion Strategy to debt advice. QBC. This training was reviewed at Service Improvement Team meeting on 11/8/09.
provide good advice to Kate Vaughton (Welfare right advisor) is working with reps across the company to
new and existing identify additional users by 31/08/09. Champions will also be identified to support
Email sent to Kate Vaughton on 7/9/09 and 5/10/09 requesting for an update on
identifying staff users for training on QBC and additional income for tenants in 09/10.
1.2) Bring in XXXX additional To help sustain tenancies through 31st Mar 2010 Kate Vaughton Within existing resources. Report from Kate Vaughton Email sent to Kate Vaughton on 7/9/09 and 5/10/09 requesting for an update on
income for tenants in 09/10. financial advice and support. identifying staff users for training on QBC and additional income for tenants in 09/10.
2 Increase payment Financial Inclusion Strategy 2009 2.1) Pilot Allpay machines or Promote and encourage a payment Aug-09 Osahon Lawrence We anticipate new payment Rent statement details payment Piloted use of two Allpay machines in London at cost of £1000 each. Have yielded
options available to all software in London culture. methods to be self-financing options. Transaction report from £61,000 income over 12 months. Pilot concluded June 2009
customers Allpay terminal
2.2) Roll out Allpay machines or Promote and encourage a payment Oct-09 Osahon Lawrence We anticipate new payment Discussed at Service Improvement Team meeting on 11/08/09 and appointments to be
software across the company culture. methods to be self-financing made for machines to be fitted.
Contact made with HM in the East, South and Loughborough Park, Brixton. Six Allpay
licences identified for various areas. Allpay license to be in place at various offices by
end Oct 09.
2.3) Improving and accelerating Paperless Direct Debit and more Jun-10 Osahon Lawrence To be determined Good practice from London Borough of Crawley. Discussed at Service Improvement
process for arranging Direct Debits choice of Direct Debit dates. Team meeting on 11/8/09. Osahon following up with Pauline McBride (Financial
Systems manager) outside of the meeting.
Feedback from Katherine Rudkin on 4/9/09 that paperless direct debit and more choice
of Direct Debit dates will be in place by June 2010.
2.4) Make it easier for leaseholder to To prevent financial hardship and Jan-10 Osahon Lawrence Managed within existing financial Billing in Hackney Former right to buy leaseholders with significant major works bills have in the recent
pay large bills. encourage a culture of budgeting year framework past been offered the option of interest free instalments for one year. These
and payments. leaseholders have had recent external decorations and it has been agreed that they
can also have interest free for one year on this.
2.5) Improve website access to Increase take up of internet payment Mar-10 Osahon Lawrence Within existing resources At Service Improvement Team meeting on 11/8/09 discussion took place and next steps
existing internet payment options. options. agreed
2.6) Analyse the cost and success Providing customers with costs of Mar-10 Osahon Lawrence Within existing resources Osahon discussed with Pauline McBride
rates of the different payment different methods to make an
methods. informed choice.
3 Work in partnership Resident Involvement and 3.1) Carry out pilot with Citizen's Financial and debt advice to avoid 30th January 2010 Tracey Savory Within existing resources and Required :report of Citizen's Osahon Lawrence has been in discussion with Tracey Savory (Housing Manager) who
with other Community Investment Action Plan Advice Bureau in Norfolk eviction and financial hardship. involvement with Citizen's Advice Advice Bureau Financial inclusion will provide report by October 09.
organisations on 2009 -2010 Bureau project at Norfolk .
preventative agenda Financial Inclusion Strategy 2009 3.2) Review existing partnerships Financial and debt advice to avoid Mar-10 Osahon Lawrence supported by Within existing resources
and set up new partnerships as eviction and financial hardship. Area Directors - Jon Slade, Sam
required Scott, Justin King
4 Ensure pre-court London Area Plan 2009/2012 4.1) Carry out a refresher training for 100% Compliance to Protocol Nov-09 Osahon Lawrence Within existing resources Training log.
protocol embedded all Housing Officers and Income
4.2) Carry out a 20% sample check 100% Compliance to Protocol Dec-09 Osahon Lawrence Within existing resources Osahon to extend to all Guinness Trust and set up monitoring system and manage.
of a percentage of cases to ensure
to monitor adherence to protocol.
5 Consider whether to Hermitage Housing Audit 5) Evaluate Guinness Hermitage Evaluate the GuinnessHermitage Mar-10 Tristan Girling Within existing resources
roll out the Guinness Commission Inspection Scheme and look for evidence of cost benefit analysis of running an
Hermitage Scheme difference incentive schemes have incentive scheme
made in other organisations
6 Create new service Measure of Good Practice 6) Review and update existing Clear Service Standards for income Jan-10 Osahon Lawrence Within existing resources Osahon to bring draft to September Service Improvement Team with a view to
standard service standards. management consultation with area panels in November/December cycle
7 Ensure that staff are Service Improvement Team 7) Ensure full suite of income Fully tailored Income recovery Nov-10 David Sesay Translation cost is £1175
using Insight flags to recovery letters translated into key services
tailor income services. languages
Reference Number Issue to be Who raised the issue? Action to take Desired outcome Target date Original Updated Lead Resources Required (Staff, £, Evidence Available Required Progress report
1 Develop performance framework for Mock Inspection Recommendations 1.1) Identify and address customers' Customer priorities influence local March '10 Tim Gray - Service Improvement Within existing resources On going and examples include:
resident involvement which priorities for their homes and and national decision making and Chair launch of service improvement
supports the Customer neighbourhoods ultimately increase satisfaction with teams, local scheme specific
Engagement and Involvement homes, neighbourhoods and consultations e.g. planned
Policy 2009-2012 services maintenance, parking, security
measures, status survey,
community investment action plan,
consultation with area panels,
Tenant's Services Authority National
1.2) Develop project monitoring Project monitoring framework in July '09 Tim Gray - Service Improvement Within existing resources Required: Performance framework; Project Monitoring form launched
framework, including value for place with information used to Chair Impact of performance framework July '09
money assessment, in consultation monitor the effectiveness and assessment
with customers, staff, partners and compliance with resident
stakeholders. involvement policy and procedure.
1.3) Produce Resident Involvement Measuring what impact residents July '09 Tim Gray - Service Improvement Within existing resources Resident involvement impact Resident involvement impact
Impact Assessment have had on the services we provide Chair assessment assessment produced
1.4) Establish Scrutiny Committee To improve customers' scrutiny of October '09 Asit Acharya - Service Improvement Within existing resources Customer consultation completed
with at least equal tenant performance and service. Director July '09. Board report Sept '09
1.5) Agree Performance Indicators To benchmark our performance November '09 Tim Gray - Service Improvement Within existing resources (already Researching potential Performance
based on HouseMark against best practice Chair re-joined HouseMark). Indicators.
1.6) Provide appropriate scrutiny Empower and enable customers to January '10 Asit Acharya - Service Improvement Within existing resources and Research to identify appropriate
training for scrutiny committee take an effective part in scrutiny. Director external training to be confirmed training providers in progress
members and Area Panel members
2 Development of resident Mock Inspection 2.1) Increase membership of East Customers given more opportunity Mar-10 Tim Gray - Service Improvement Within existing resources Comparison of numbers of Recruitment underway
consultation and involvement Recommendations and. Resident area customer panel to participate in management and Chair members between '09 and '10
structures Involvement and Community decision making at regional and
Investment Action Plan 2009-2010 national levels
2.2) Provide further training for East, Improved knowledge and skill for March '10 Tim Gray - Service Improvement Within existing resources and Twelve panel members attended
London and South Area customer panel members. Chair external training to be confirmed national TPAS conference in July
panels '09. South Area panel have had in-
house training on the development
2.3) Provide further opportunities for Customers given more opportunity March '10 Tim Gray - Service Improvement Within existing resources Panel role being expanded to
East, London and South Area to participate in management and Chair incorporate to include scrutiny plus
customer panels to participate in decision making at regional and panel membership of scrutiny
regional and national service national levels committee. Panel members
engaged in service standard
consultation. Panel members have
been invited to the national
customer conference in Oct '09
3 Promote the formation of new Resident Involvement and 3.1) Use Customer Insight data to Increased customer involvement at October '09 Joy Odiatu - Head of Community Within existing resources plus Customer Insight data available and
Tenant and Residents Associations Community Investment Action Plan identify customers interested in local level and development of skills Investment, London setting up grants of £2,000 staff will now be contacting
2009-2010 forming Tenant Representative and confidence for committee interested customers
3.2) Respond to requests from Increased customer involvement at March '10 Joy Odiatu - Head of Community Within existing resources plus Discussions under way with two
customers/estates to form Tenant local level and development of skills Investment, London setting up grants of £2,500 potential new Tenant
Representative Associations and confidence for committee Representative Associations
3.3) Advertise opportunities to set Increased customer involvement at March '10 Joy Odiatu - Head of Community Within existing resources This is done periodically - next
up Tenant Representative local level and development of skills Investment, London article to be featured in December
Associations through estate and and confidence for committee newsletters
area newsletters members
4 Further develop existing Tenant Resident Involvement and 4.1) Identify training needs for Increased involvement at local level Mar-10 Joy Odiatu - Head of Community Within existing resources plus Available: List of Tenant To be actioned
Representative Associations Community Investment Action Plan committee members and Development of skills and Investment, London training costs say £4500 Representative Associations at
through support and training 2009-2010 confidence for committee members 1.4.09
Required: List of training
List of consultations undertaken
4.2) Provide opportunities for Tenant Customers given more opportunity March '10 Joy Odiatu - Head of Community Within existing resources Organised engagement in the
Representative Associations to to participate in management and Investment, London national conversation with the
participate in regional and national decision making at regional and Tenant's Services Authority across
service improvement consultations national levels the South East.
5 Implement customer engagement in Resident Involvement and 5.1) Organise training for customers Customers involved in the selection Mar-10 Julia Collen - Area Community Within existing resources plus Required: List of interviews Planning for training under way.
staff recruitment project Community Investment Action Plan recruited to the project and recruitment of the staff who Investment Manager, South training costs of about £2,000 undertaken; list of customer Expected to deliver Oct/Nov '09
2009-2010 provide services to them. interviewers involved. (depending on customer availability)
5.2) Publicise the project to staff Customers involved in the selection March '10 Julia Collen - Area Community Within existing resources Customers recruited Spring '09 and
and customers and recruitment of the staff who Investment Manager, South all customers updated in Aug '09
provide services to them. area newsletters.
5.3) Provide support for customers Customers involved in the selection March '10 Julia Collen - Area Community Within existing resources
involved in the project and recruitment of the staff who Investment Manager, South
provide services to them.
6 Implement customer engagement in Resident Involvement and 6.1) Consult over proposed Customers involved in all stages of Mar-10 Julia Collen - Area Community Within existing resources Available: draft project structure Consultation with one group of
repairs and maintenance project. Community Investment Action Plan customer engagement model the repairs and maintenance Investment Manager, South Required: Lists of customers who customers as part of asset
2009-2010 process. wish to be involved; list of training management strategy consultation
organised; minutes of meetings, but wider consultation under way at
feedback from customers December Area panel meetings
6.2) Use Customer Insight data to Customers involved in all stages of March '10 Julia Collen - Area Community Within existing resources Initial Insight data available, further
identify customers who wish to be the repairs and maintenance Investment Manager, South evaluation required. Service
involved in the five levels of the process. Improvement Team established with
model. customer membership.
6.3) Arrange appropriate training for Customers involved in all stages of March '10 Julia Collen - Area Community Within existing resources plus We have provided some training to
customers, depending on the level the repairs and maintenance Investment Manager, South training costs of about £2,000 customers regarding selection of
at which they wish to be involved. process. contractors.
7 Develop worklessness agenda to Resident Involvement and 7.1) Make contact with partner To open the door to opportunities for August '09 Ian Collingwood - Head of Within existing resources Ian Collingwood's briefing Collaborations with other registered
further address inclusion, Community Investment Action Plan agencies our customers. Community and Economic providers, local authorities, Job
employment and training initiation 2009 - 2010 Development Centre Plus, private training
providers, Learning Skills Council
7.2) Bid for funds to run projects to To directly provide services for our March '10 Ian Collingwood - Head of Within existing resources Preferred providers for Learning
address worklessness customers Community and Economic Skills Council/ London Development
Development Agency, following successful pre-
7.3) Launch NVQ programme as To provide up to 100 NVQ August '10 Ian Collingwood - Head of Internal staff time to support Will be advertised in Aug area
pathway to work for our customers. qualifications to 30 customers Community and Economic trainees. Partnership with college newsletters with a view to first
Development and training provider who fund the trainees starting in September.
7.4) Work Fairs To target work and training April '09 Ian Collingwood - Head of Cost of day trip for young people in Ian Collingwood's document. Completed. Young people involved
information to young people in Community and Economic South London and Hackney. in diversionary activity canvassed
Hackney and South London Development for their aspirations - work fair
organised targeted to their areas of
interest and successful placements.
7.5) Raise funds for Hackney Youth Raise £50,000 towards existing March '10 Joy Odiatu - Head of Community Within existing resources Bids have been made to raise this
and Community Work activities in Hackney. Investment, London money, but so far unsuccessful e.g..
Positive actions for young people
(PAYP) in Hackney.
7.6) Continue to develop Customers given the opportunity to March '10 Ian Collingwood - Head of Within existing resources
employment and training access training leading to Community and Economic
opportunities for residents. employment Development
7.7) Invite an officer from Working Greater understanding of Working March '10 Ian Collingwood - Head of Within existing resources
Links to speak with Housing Links and a partnership established Community and Economic
Community Investment staff. with the organisation Development
7.8) Continue to negotiate cost Customers taking up March '10 Ian Collingwood - Head of Within existing resources
effective apprenticeships for apprenticeships Community and Economic
7.9) Work with other employment Partnerships established which give March '10 Ian Collingwood - Head of Within existing resources
partners such as Accent and customers access to employment Community and Economic
Community Resource Group opportunities. Development
(Slivers of Time initiative)
7.10) Identify areas experiencing To open the door to opportunities for March '10 Ian Collingwood - Head of Within existing resources
deprivation and seek to work with our customers. Community and Economic
others to improve the quality of life Development
in those areas
8 Implement the Customer Customer Engagement and 8.1) Provide a menu of opportunities Customer priorities influence local March '10 Tim Gray - Service Improvement Within existing resources Available: menu of involvement Completed.
Engagement and Involvement Involvement Policy 2009-2012 for involvement and national decision making and Chair opportunities; customers'
Policy 2009 -2012 ultimately increase satisfaction with involvement preferences; previous
homes, neighbourhoods and customer satisfaction data
services Required: data on training
requirements and training provided;
satisfaction data from STATUS
2009; Value for money
8.2) Identify customers' involvement Customer priorities influence local March '10 Tim Gray - Service Improvement Within existing resources Customers' involvement
preferences and national decision making and Chair preferences collected as part of
ultimately increase satisfaction with Customer Insight project. As of Aug
homes, neighbourhoods and '09 we have data on involvement
services preferences and are using it in a
variety of ways e.g.. Consultation,
involvement in groups, recruitment
services improvement teams
8.3) Provide appropriate support Customer priorities influence local March '10 Tim Gray - Service Improvement Within existing resources Training provided for panel
and training to enable customers to and national decision making and Chair members, Tenant Representative
be involved. ultimately increase satisfaction with Association committee members,
homes, neighbourhoods and customers involved in specific
services projects and customers involved in
selecting contractors. Training to be
provided for customer mystery
shoppers, customers involved in
staff recruitment, customers
involved in scrutiny
9 Increase involvement from our Resident Involvement and 9.1) Analyse our Black and Mixed To ensure that all sections of the March '10 Tim Gray - Service Improvement Within existing resources Insight data available Black and Mixed Ethnicity data
residents from various minorities to Community Investment Action Plan Ethnicity representation in existing community are given opportunities Chair collected as part of Insight project -
ensure that they are given 2009 - 2010 Tenant Representative Associations to get involved in our structures. need to use this to analyse Tenant
opportunities to get involved in Representative Association
assisting to improve service composition.
provisions 9.2) Use Customer Insight data to Increased involvement of residents March '10 Tim Gray - Service Improvement Within existing resources Required: List of people being To be actioned
identify customers from minority from various minorities. Chair involved; List of consultations;
groups who have indicated they feedback from consultations (TG)
wish to be involved.
9.3) Consult with customers on To ensure that all sections of the March '10 Tim Gray - Service Improvement Within existing resources To be actioned
service provision community are given opportunities Chair
to get involved in out structures
ALLOCATIONS and LETTINGS
Reference Number Issue to be Who raised the issue? Action to take Desired outcome Target date Original Updated Lead Resources Required (Staff, £, Evidence Available Required Progress report
1 Voids process Mock Inspection Recommendations 1.1) Carry out process reviews in the 1.Improved standard and efficiency of Sep-09 Justin King, Sam Scott, Jon Slade Within existing staff resources Area Directors will need to provide Complete
three Areas. processes. reports on each of the reviews
2.Improved performance - Performance carried out. To include how the
Indicators met and improving. process is managed now, changes
3.Increase rental income due to made and improvements as a result.
reduction in void loss.
1.2) Analyse Area Reviews to Jan-10 Tracey Savory Report to Allocations and Lettings
establish good practice across the Service Improvement Team
1.3) Analyse Rapid Application and Feb-10 Tracey Savory Report to Allocation and Lettings
Design for interim efficiencies. Service Improvement Team
1.4) Benchmark services with top Jun-10 Tracey Savory Benchmarking report
2 Customer satisfaction survey Mock Inspection Recommendations 2.1) Work with Customer Policy 1. Post let suvey is improved to capture Oct-09 Tracey Savory / Paul Webb - A specialist Research and Policy Existing post let survey. Results need Contact has been made with
Team to ensure that existing post let satisfaction data of whole of the Customer Policy Team Manager is to be appointed to to be updated. Customer Policy Team.
survey is issued and data analysed. allocations experience. progress this and other partnership
2. Areas of weakness are addressed research projects
and lessons learnt.
3. Evidence of 2. is used to improve the
allocations process for customers.
4. Targets set for customer satisfaction.
These Performance Indicators are met
5. Excellence in customer service.
2.2) Improve existing post let survey Mar-10 Tracey Savory / Paul Webb - New post let survey Contact has been made with
ensuring capture from start to finish Customer Policy Team Customer Policy Team. There will be
feedback of the allocations process. a new Housing Policy Manger
(Research) post and this will form a
workplan for a Partnership set of
3 Customer Service Standards Allocations and Lettings Self 3) Consult and develop with 1. Clear standards are set that meet Mar-10 Tracey Savory Within existing staff resources Customer service standards Contact has been made with
Assessment 08 and Status 09 customers service standards for expectations of customers. Customer Policy Team and
allocations and lettings service 2. Increase in customer satisfaction. agreement that Partnership
3. Excellence in customer service. standards will be developed. As this
was not originally on their workplan
target date to be advised.
4 Develop Guinness Trust website Allocations and Lettings Self 4) Develop Guinness Trust website in To improve the Guinness Trust website Oct-09 Tracey Savory / Dawn Irvine Within existing staff resources Guinness Trust website updated and Contact has been made with
Assessment 08 and Status 09 relation to Allocations and Lettings in advance of work on Partnership enhanced Geoffrey Woodley to agree what
website documents should be made available
on the site.
5 Review and monitor outcomes of Guinness Partnership Allocations 5.1) Audit of where they are being 1. Ensure that starter tenancies are Nov-09 Tracey Savory Within existing staff resources / Report to Allocations & Lettings Guinness Partnership Starter tenancy
Starter Tenancy Policy. Strategy used at present. being used in line with Partnership policy. Customer Policy team Service Improvement Team policy is being redeveloped. Early
2. Outcomes monitored to measure discussions with Customer Policy
impact of using starter tenancies. Team indicates a re-launch 4th Q
Thereby assessing whether their use is 09/10.
an effective tool in dealing with Anti-
Social Behaviour & tenancy sustainment.
3. Improved customer satisfaction in Anti-
Social Behaviour complaints.
4. Information provided to Board.
5.Assist towards creation of sustainable
communities and neighbourhoods that
everyone can be proud of.
5.2) Impact assessment to be Mar-10 Tracey Savory Impact assessment
developed to measure outcomes.
5.3) Outcomes to be reported to May-10 Tracey Savory Outcomes Report
Excellence in Action group for end of
6 Under-Occupation Guinness Partnership Allocations 6.1) Analyse Customer Insight data & 1. Better use of stock. Dec-09 Tracey Savory Within existing staff resources + Underoccupation report Contact has been made with Dan
Strategy transfer lists to establish 2. A means of assisting with agreed budget to made available Mary for testing of report.
underoccupancy rates. overcrowding.
3. Increased customer opportunities for
6.2) Report to Excellence in Action Feb-10 Tracey Savory Report to Excellence in Action group Downsizing is a Partnership policy to
mobility that offers flexibility.
Group on underoccupancy rates and be picked up 10/11
4. Increased customer satisfaction with
use of present scheme.
6.3) Pilot mail out to test demand for 5. To provide a simple scheme for Mar-10 Tracey Savory Mail out
incentivising moves. customers to understand and staff to
6. Excellence in customer service
7 Review quality of information Guinness Partnership Allocations 7.1) Review all information currently 1. To assist with best use of stock. Nov-09 Tracey Savory Within existing staff resources + £ for Information on a number of housing Info already exists on a number of
provided to existing residents of Strategy and Status 09 provided on housing options. To 2. Increase mobility opportunities for printing of leaflets options already exists e.g. options. This info needs to be pulled
housing options. include, transfers, mutual exchanges, customers. Homeswapper & Partnership transfer together into a "signposting"
local choice based lettings schemes, 3. Housing options information is made policy. document.
common registers. easily accessible for customers and
takes into account diversity
7.2) Create "I want to move" generic requirements. Feb-10 Tracey Savory "I want to move" leaflet
leaflet 4. Excellence in customer service.
7.3) Create template for local info to Feb-10 Tracey Savory Template
support "I want to move" leaflet
7.4) Launch "I want to move" leaflet & Mar-10 Tracey Savory Article on Guinness Trust intranet and
supporting template emails
8 New tenancy visits London Plan 09/13 and Status 09 8.1) Undertake review of new 1. Early identification of tenancy issues. 1-Dec Tracey Savory Within existing staff resources Minutes of Allocations & Lettings
tenancy visits to ensure these are 2. To support customers and minimise Service Improvement Team
being carried out in line with risk of tenancy failure.
procedure and consistently across 3. Deal effectively with emerging Anti-
Guinness Trust. Social Behaviour.
4. Deal effectively with rent arrears at
5. Excellence in customer service.
6. Assist towards sustainable
8.2) Review new tenancy visit Jan-10 Tracey Savory New Tenancy checklist
checklist to ensure that it conforms to
policy including starter tenancies
8.3) Agree and add percentage of Mar-10 Tracey Savory / Ian Hutchings Performance indicators included on
visits attempted and completed to weekly reports.
regional performance monitoring
reports produced by Ian Hutchings.
9 Local Lettings Policies Guinness Partnership Anti Social 9.1) Audit of where local lettings 1.To tackle Anti-Social Behaviour and Apr-10 Tracey Savory Within existing staff resources / Report to Allocations & Lettings
Behaviour Strategy policies are being used at present. reduce the reported incidents of Anti- Customer Policy team Service Improvement Team
9.2) Produce a suggested data set Social Behaviour. Jun-10 Tracey Savory Data set produced
for monitoring outcomes. 2. To assist with partnership working
9.3) Develop guidance for use and with local authorities . Dec-10 Tracey Savory / Paul Webb - Guidance launched Guidance for Local Lettings Policies
monitoring. 3. To provide a consistent approach to Customer Policy Team included in the updated CPT workplan
how and when local letting policies will for 2010/11
be requested .
4. Assist with sustainable communities &
creating neighbourhoods to be proud of.
10 Homelessness prevention training Homelessness Strategy and Action 10.1) Develop a training programme 1. Frontline staff are trained to have Sep-10 Tracey Savory and Steve Mullings There will be training costs yet to be Training programme developed
Plan 2009/12 for frontline staff on homelessness clear understanding of homeless identified + staff resources.
legislation and good practice. legislation & good practice, in terms of
Guinness' and local authority
2. To be able to better inform
3. To reduce number of failed tenancies.
4.Assist towards sustainable
10.2)Training to be scheduled as part Apr-11 Steve Mullings Evidence of number of staff and job
of induction and annual refreshers. function who have had training.
11 Information and signposting Homelessness Strategy and Action 11.1) Review homelessness 1.Information easily accessible in for Mar-10 Tracey Savory Within existing staff resources + £ for Report to Allocations & Lettings
Plan 2009/12 prevention and employment services customers taking into account diversity printing of leaflets Service Improvement Team
information available at local offices. issues.
2. Assist towards homelessness
11.2) Create generic information prevention and number of failed Jun-10 Tracey Savory Information leaflet
11.3) Create template to support 3. Excellence in customer service. Jun-10 Tracey Savory Template
11.4) Launch flyer and template Aug-10 Tracey savory Article on Guinness Trust intranet and
12 Tenancy sustainment Homelessness Strategy and Action 12.1) Research current good practice 1.Better communication & understanding Mar-10 Tracey Savory Within existing staff resources Report to Allocations & Lettings There is some early work being
Plan 2009/12 and/ or existing tenancy sustainment of roles & responsibilities between Service Improvement Team carried out on a protocol as part of
protocols. Guinness Trust and Local Authorities. the Norfolk RSL Alliance
2. To ensure that evictions are used as Homelessness Strategy (of which
last resort. Guinness is a member). It is also
3. Outcomes from protocol are understood that Guinness Northern
monitored. Counties are also developing a
4. Assist towards sustainable tenancy sustainment strategy and
communities. work may be carried out that we
could link into for this action.
12.2) Develop draft protocol taking Jun-10 Tracey Savory Draft protocol
into consideration regulatory, legal
and pre court protocol requirements.
12.3) Develop monitoring systems for Aug-10 Tracey Savory Evidence of outcomes e.g. what
use and impact of protocol outcome has been achieved by
referral to homeless prevention
services (eviction averted, arrears
12.4) Agree which local authority Sep-10 Tracey Savory Tenancy sustainment protocol
partners we will consult with on
development of and sign up to
13 Transfer policy Homelessness Strategy and Action 13) Develop a Guinness Partnership 1.Increased opportunities for customer Aug-09 Paul Webb - Customer Policy Team Within existing staff resources Policy & guidelines published on Complete
Plan 2009/12 transfer policy to enable customers to mobility. Guinness Partnership Intranet and
benefit from the Group structure. 2.Increase satisfaction with allocations & website on 03.08.09
3. Excellence in customer service.
14 Surrender of tenancies Homelessness Strategy and Action 14.1) Develop a "safe" tenancy 1. Reduce no. of abandoned tenancies Mar-11 Tracey Savory / Paul Webb - Within existing staff resources. Surrender of tenancy policy (to This will be picked up as Partnership
Plan 2009/12 surrender policy for vulnerable and possession orders. Customer Policy Team include residents entering prison and housing policy in 2010/11.
residents and residents entering 2. Reduction in associated landlord vulnerable residents).
3. Reduce former tenant arrears for
residents in these categories.
4. Assist towards homelessness
prevention and sustainable communities.
14.2) Consider tenancy surrender of Allocations and lettings project group
vulnerable tenants as part of the
Partnership Vulnerable Customers
Policy currently being produced and
due to be signed off Dec 09'
Reference Issue to be Who raised the Required Evidence Available
Action to take Desired outcome Original Lead Progress report
Number addressed issue? (Staff, £, Required
Mock Inspection Service
Develop strategy for resident involvement in sheltered
1 Recommendations Jan Develop strategy involving residents, staff, partners and stakeholders. Improvement
Identify areas where take up is low. Improvement
Collate information available, i.e. post let feedback, customer surveys, applications and nominations for
Explore reasons why take up of sheltered housing is low in
2 Recommendations Jan
09 Identify groups in the locations where sheltered housing is provided ( i.e. age concern, ethnic minority
groups) and ask them their opinion on the accommodation that is available
Also speak to stakeholders, current residents, agencies in the localities to ask their opinions or
information they may obtain about why the take up is low.
Produce easy to understand information that has been developed involving customers, staff, partners and
Make staff aware of the availability of information and circulate.
Communicate how the funding regime works for residents
3 Recommendations Jan
and what options are available
Obtain feedback from residents that use this information on its effectiveness.
Use feedback to improve.
Prospects for Improvement
Reference Issue to be Who raised the Action to take Desired outcome Target date Lead Resources Required Evidence Available Required Progress report
Number addressed issue? Original (Staff, £, Partners)
1 Enhance scrutiny in partnership with Resident Involvement 1) Set up a scrutiny structure in consultation with Area Panels which affords partnership working with Greater joint focus with customers Oct-09 Service Improvement within existing Minutes of Scrutiny Committee Scrutiny Committee agreed by South East Regional Panel 17 July.
customers to monitor performance trends and and Community customers as well as a measure of independence and can make a real difference by linking into exiting on priorities for service Director resources, within Membership and terms of reference to be agreed at September Board
progress on delivering service improvements Investment Action Plan decision making processes improvements existing tenant meeting
2009 - 2010 expenses policy
2 To have an effective Service Improvement Mock inspection 2.1) Set up Service Improvement Teams in key areas with input from customers and other stakeholders An effective process for Jul-09 Service Improvement within existing Minutes of Service Improvement Service Improvement Teams regularly taking place and Service
process in place to plan, implement and Recommendations continuous service improvement Team Chairs resources, within Team meetings Improvement Plan in place and being monitored by Excellence in
review service improvements in key areas existing tenant Action Group and Guinness Trust Board
2.2) Have an effective system in place to monitor and review actions within the Service Improvement Plan, Effectively track progress on Nov-09 Business Change would benefit from new Service Improvement Director and Business Change Manager have
software solutions to be considered at a partnership level achieving targets within Service Manager IT solution across the been to demonstration of Clearview tracking software and other
Improvement Plan Partnership solutions are being explored
3 How can we ensure that all staff understand Mock inspection 3.1) Carry out staff road shows Greater staff understanding, Jul-09 EMT within existing Roadshow feedback Evolution Roadshows in June 2009 attended by majority of staff and
the importance of service improvement and Recommendations commitment and accountability resources learning and feedback shared across the organisation
can appreciate the "Golden Thread" linking
the Guinness Trust's strategy and their role.
3.2) Include within annual appraisal process May-10 Regional within existing Appraisal assessments Is part of ongoing appraisal process and was included in staff
Management Team resources appraisals completed in 2009
3.3) Increase awareness through intranet, Talk of the Trust, events such as "talking neighbourhoods" and Sep-10 Regional within existing Talking Neighbourhoods day planned for 1 October 2009, SNI dry run,
team briefings Management Team resources information on intranet
4 How do we ensure that the changes we are Self assessment 4) To set up effective systems to measure the outcomes of service improvement including Resident To be able to measure the impact Mar-10 Service Improvement within existing Resident Impact Assessment, Mystery Shopping and Status Survey
putting in place have a positive outcome for Impact Assessments, Equality Impact Assessments and customer feedback including surveys and of improvements being made Team Chairs resources results have all measured the positive impact of improvements in the
customers mystery shopping. last 12 months
5 To become a learning organisation by looking Self assessment 5.1) Benchmark costs and performance through HouseMark To review best practice and reflect Jan-10 Regional Part of HouseMark and benchmarking data being produced for year
at best practice and performance within the on how we are doing and improve Management Team end 2008/9
sector and elsewhere performance
5.2) To learn from outside organisations by attending conferences, seminars and workshops Sep-09 Regional within existing Report back from site visits being learning routinely considered at PSIG and Excellence in Action Group
Management Team resources discussed at PSIG
5.3) To include external validation of plans (including mock inspection) and include critical friends Nov-10 SID Some Service Improvement Teams have critical friend such as access
wherever possible on Service Improvement Teams and customer care and resident involvement. Mock Inspection
planned for October 2009
6 Increase value for money ethos within the Self assessment 6) To ensure all staff know the importance of Value for Money initiatives and are encouraged to identify Achieve efficiency savings which Apr-10 Value for Money Log to capture initiatives set up, sessions at managers' away day on
organisation these within their area of work can be used to improve services Service Improvement 19 June, articles in Talk of the Trust
in other areas Team Chair
7 To promote a performance culture within the Self assessment 7) To put in place a comprehensive performance management framework Improve the range of performance Jan-10 Quality Assurance within existing Partnership Performance Manual in place, members of HouseMark,
Trust reports and value added analysis Manager resources Scrutiny Committee set up, local Performance Indicators being
of trend data produced on a weekly basis by Quality Assurance Manager