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BERNESLAI HOMES DELIVERY PLAN

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BERNESLAI HOMES DELIVERY PLAN Powered By Docstoc
					                  BERNESLAI HOMES

                      DELIVERY PLAN

                            2011 - 2015




                              A fresh approach to people, homes and communities

Berneslai Homes Limited is a company controlled by Barnsley Metropolitan Borough Council.
   A company limited by guarantee, registered in England and Wales, number 4548803.
                  Registered Office: PO Box 627, Barnsley, S70 9FZ .
                               www.berneslaihomes.co.uk
               Berneslai Homes Delivery Plan 2011-15

                                   Preface




Councillor Bill Newman, Cabinet Spokesperson for Development

On behalf of the Council I am pleased to be able to present this delivery plan
that sets out the framework that will guide the delivery of services to Council
tenants and leaseholders over the next four years.

It is very clear that the proposals of the new Coalition Government will have a
direct impact on the provision of housing and related services. In developing
this plan the Council has tried to identify how Berneslai Homes can rise to
meet the challenges that we will face in the future and also how we can make
the most of any opportunities that do arise.

To summarise, some of the changes that we have had to take into
consideration for 2011-15 include:

•   Preparing for the changes to how Council housing will be financed in the
    future and being ready to respond to the Government’s self-financing offer;
•   Acknowledging that there will be very significant reductions in the funding
    available to support regeneration initiatives and to provide new affordable
    housing in the Borough;
•   Identifying that we will need to respond to the further changes in the
    regulation of housing services proposed by the Government when the
    Tenant Services Authority functions transfer to the Homes and
    Communities Agency;
•   Needing to prepare for further changes to polices and strategies in
    response to the recent consultation on the Reform of social housing; Local
    Decisions: A Fairer Future for Social Housing: and
•   Looking at the potential impact on housing from the changes to the welfare
    benefits system.

Housing plays an important role in under-pinning the wellbeing of individuals
and communities and the implementation of the Council’s delivery plan, by
Berneslai Homes, will help support sustainable communities in Barnsley.

Berneslai Homes has a strong track record in service delivery and they are
supported by the involvement of committed and enthusiastic tenants who are
able to engage fully with the Council and Berneslai Homes.

Therefore, the Council has every confidence in Berneslai Homes’ ability to
deliver the proposals as set out in this plan.
                                     CONTENTS

1.    Foreword

2.    Executive Summary

3.    Introduction

4.    Leading Change

5.    Analysis of business strengths and weaknesses

6.    Risk Management

7.    Integration and Community Cohesion

8.    Customer Excellence

9.    Maintaining the Barnsley Home Standard

10.   Housing Management

11.   Procurement of other goods and services

12.   Financial Plan

13.   ICT strategy

14.   Human Resources

Appendices:

Appendix 1           Maintaining the Barnsley Home Standard Programme
                     2011/12
Appendix 2           Glossary
Appendix 3           Swot and Pest Analyses
Appendix 4           Performance Management & Monitoring Framework
Appendix 5           Key Performance Indicators Dataset
Appendix 6           Business & Customer Services Directorate Service Plan
                     2011/12
Appendix 7           Asset & Regeneration Directorate Service Plan 2011/12
Appendix 8           Construction Services Service Plan 2011/12
Appendix 9           Housing Management Directorate Service Plan 2011/12
Appendix 10          Finance Directorate Service Plan 2011/12
Appendix 11          Chief Executive – Corporate Service Plan 2011/12
Appendix 12          Support Services Review Timetable
Appendix 13          Customer Profile (November 2010)
Appendix 14          Summary of delegations
Appendix 15          Local Area Agreement (LAA)
1. Foreword




Suzy Brain England OBE
Chair, Berneslai Homes Board

My Board and I are committed to build on the Company’s successes and we
were delighted to achieve the top rating of 3 stars excellent with excellent
prospects for improvement from the Audit Commission in their June 2009
report. We haven’t rested on our laurels and that’s why I was so pleased to
see that in the 2009 satisfaction survey 87% of customers told us that they
are happy with the services provided by Berneslai Homes.

The last year brought lots of changes (many of which are highlighted in this
plan) which we have welcomed and responded to. Moving to our new
headquarters, entering a new Property Repair and Improvement Partnership
with the Council and Kier and working in partnership with Barnsley Council to
secure funding to build the first Council homes in the Borough in 30 years are
just a few examples. The new social housing regulator the Tenants Services
Authority (TSA), which will see its residual functions transferred to the Homes
and Communities Agency (HCA), may now have a limited future but the work
that we have done to develop our offer to tenants and which is set out in our
2010 Annual Report ‘You and Berneslai Homes Moving Forward Together’,
sets out our clear commitments for the future.

Berneslai Homes has a fantastic track record and that comes down to the
efforts of all our staff and the Board working with key partners. I would
particularly like to thank the Tenants and Residents Federation and all of
those TARAs and individual tenants and residents who contribute so much of
their time and energy to working along side us to improve our services. Also
thanks to Barnsley Council’s Strategic Housing Service and Councillor
Newman the Cabinet Spokesperson for Development for their continued
support.

Our track record and spirit of partnership working mean that we are well
placed to respond to the new Coalition Government’s agenda such as
Localism and Big Society. We know that the next few years will present
challenges but we also know that by working together we can build a bright
future for our customers and Berneslai Homes.


                                       1
2. Executive Summary


Berneslai Homes aims to provide cost effective, excellent customer focused
housing services. Providing well managed homes and estates, treating our
customers well and delivering value for money services are core to their
service delivery. Having a clear strategy to maintain homes to a quality
standard in sustainable communities, and developing a clear vision on the
future direction of the organisation including business diversification are key in
order to ensure they contribute in a significant manner to the strategic housing
regeneration and community well being issues facing the Borough.

In 2009 Berneslai Homes achieved the highest possible rating from the Audit
Commission for the quality of its service provision, three stars excellent with
excellent prospects for improvement. This clearly demonstrated the journey
of excellence that they and their partners and customers have been on since
their establishment in 2002.

Berneslai Homes are particularly proud of their track record of service
improvement, ensuring that service areas are regularly reviewed and focus on
outcomes that work best for tenants, residents and leaseholders. The
ultimate test for any company is the level of overall satisfaction experienced
by customers. Year on year satisfaction levels with the services delivered by
Berneslai Homes has increased from 71% in 2005 to 87% in 2009. It is their
aim is to ensure that this high level of satisfaction is maintained.

Berneslai Homes became an ALMO on the 1st December, 2002 and is now in
its second 5 year contract with the Council which is due for renewal in 2012.
The company has robust governance arrangements supported by a delegated
decision making structure which ensures that the company is effectively and
efficiently managed and well placed to respond to the challenges and
opportunities set out in the plan.

In July 2010 Barnsley MBC along with Berneslai Homes, Barnsley Federation
of Tenants and Residents Association and Trade Unions evaluated the
Housing Revenue Account reform prospectus ‘Council Housing : A Real
Future’. This evaluation concluded that the existing housing subsidy system
is broken and that council housing is a local asset and to manage it properly
requires local decisions and local control.

The terms outlined within the prospectus allows Barnsley to maintain and
manage quality homes but it does not fund tenants’ aspirations such as
environmental works. The inclusion of the provision for new build as an
opportunity to meet increasing demand for council homes and to further
enhance the excellent partnership working in Barnsley with other registered
providers and private sector developers was welcomed.




                                        2
In the October 2010 Comprehensive Spending review the Government
acknowledged its’ intention to give authorities more flexibility in delivering their
landlord service by abolishing the existing housing subsidy system. The
detailed proposals for reform will be announced in 2011 with final settlements
determined by January 2012, aiming for an implementation date of April 2012.

By Spring 2011 the Council will conclude it’s option appraisal process to
determine who it wishes to manage and maintain its stock. Berneslai Homes’
track record of improving performance, value for money, tenant engagement
and partnership working are key factors that the Council will consider when
deciding on the appropriate mechanism for the delivery of the thirty year self
finance business plan.

The Delivery Plan has been developed in partnership between Barnsley
Council, Berneslai Homes, customers, key stakeholders and staff. Any
comments on this document are welcomed throughout the year by contacting
Dave Fullen, Director of Business and Customer Services, Berneslai Homes,
PO Box 627, Barnsley, S70 9FZ.




                                         3
3. Introduction

Vision, aims and objectives

Complementing the strategic direction set by the Council and its Partners, and
giving full regard to the national, regional and sub-regional policy
developments, the Berneslai Homes Delivery Plan will significantly contribute
towards the Local Strategic Partnership and delivery of the Sustainable
Community Strategy (SCS) for Barnsley. The vision for the SCS 2008 - 2020
is:

       “A successful, uniquely distinctive 21st century market town at the
       centre of a Borough that offers prosperity and a high quality of life.”

Within the strategy there are eleven ambitions of which Ambition One is:

       “Our communities are attractive, clean and sustainable places to live.”

Each ambition has an outcome, Outcome One’s is to:

       “Improve the quality of life in our communities including the quality of
       the housing stock and protecting the community from crime, disorder
       and other risks to their safety.”

This Delivery Plan is aligned to this outcome.

At a sub regional level it is aligned to the sub regional Sustainable Housing
Market Strategy 2008 - 2018 which has the vision:

       “To build and support sustainable communities and successful
       neighbourhoods where the quality and choice of housing underpins a
       buoyant economy and an improved quality of life.”

It is within this wider context that this Delivery Plan should be read.

Berneslai Homes are a valued partner to the Council and its partners and this
Delivery Plan is the Council’s plan for Berneslai Homes to progress over the
period 2011 – 2015.

It has been developed with tenants and leaseholders reflecting their issues as
well as emerging national and local circumstances.

The remainder of this document has been designed to reflect the need for
ownership of the Delivery Plan by Berneslai Homes.




                                        4
The Berneslai Homes Board recognises that to achieve the visions set out
above we always needs to adopt:

       “A fresh approach to people, homes and communities”

and this is our mission statement.

In order to translate this mission into reality we have set four strategic
objectives for the company. These are:

   •   To deliver excellent Customer Services
   •   To continue to deliver sustainable communities which are safe, healthy
       and attractive neighbourhoods which are accessible to all
   •   To actively contribute to and influence partnership working within
       Barnsley and the sub-region
   •   To be a successful well managed company

Company Values

       Our approach to achieving these strategic objectives is embedded in
       our strap line, Great Place, Great People, Great Company.

Who we are

Berneslai Homes is the Management Agent appointed by the Council to
manage the housing stock on behalf of the Council. The relationship between
the Council and Berneslai Homes is that of a mutually respectful and effective
partnership.

Berneslai Homes became an ALMO on the 1 December 2002. As at April
2010 Berneslai Homes managed 19,556 Council owned homes in the
Borough of Barnsley, including 311 leaseholders. In the past there has been
a high rate of properties sold through the Right to Buy but this is now
declining. The stock is mainly traditional with two thirds houses and a quarter
bungalows.

The Barnsley borough, with a population of around 223,500 spread over an
area of 127 square miles has the third lowest population density among the
36 metropolitan districts in England. The borough extends from the Pennines
in the west to the Dearne Valley lowland in the east. Barnsley is an area of
contrasts, whilst the rural west has social and economic conditions similar to
the national average the more urban eastern part of the borough is more
deprived.

In 2009/10 the recession and subsequent public sector cuts required to
contribute to addressing the country’s overall economic deficit has placed
significant challenges on Barnsley.




                                         5
             As at April 2010 Barnsley’s unemployment rate stood at 5.3% (based on Job
             Seeker Allowance claimant count), with many families experiencing inter
             generational unemployment. The level of incapacity benefit claimants as at
             November 2009 was 11.4% compared to a national average of 7.1%.
             Reforms to the housing and welfare benefits system are likely to impact
             adversely on Barnsley. Poor health is also an issue in Barnsley and the
             Primary Care Trust’s four life style priorities are smoking, alcohol, healthy
             weight and mental wellbeing.

             Berneslai Homes believes it has a central and crucial role to play beyond its
             core business activity of managing and maintaining homes. We know that
             good quality, well maintained homes have a positive impact on a person’s
             health. We know that decent homes and regeneration programmes positively
             impact on community well being by reducing crime and low level anti-social
             behaviour. We know that having active and engaged tenants, residents and
             leaseholders involved in how the company is run makes a difference to
             community ownership and accountability. This Delivery Plan demonstrates
             how Berneslai Homes adds value over and above its core business.

             Overseen by a Board of an independently appointed Chair and 9 Directors,
             comprising 3 tenants, 3 council nominees and 3 independent members, the
             company manages HRA Council homes and other housing assets. This will
             remain the core business of the company. However, as part of our
             diversification strategy we have expanded the range of services provided
             including innovative work managing properties in the private sector and
             developing regeneration schemes in partnership with the Council and
             registered providers which will see Berneslai Homes using its expertise to
             manage other registered provider properties.

             The Board is supported by three sub-committees as outlined below with a
             Remuneration Committee convened when required.

             BERNESLAI HOMES BOARD STRUCTURE

                                                          Chair




                                                         Suzy Brain
                                                          England

           Human Resources                          Customer Services
              Committee                                Committee                                 Audit Committee




Cllr Joe       Pam Gee       Clair Wright    Joan        Cllr Denise      Phil     Melvyn Lunn      Cllr Malcolm   Tony Alcock
Hayward                                     Whittaker       Wilde       Chambers                        Price


                                                            6
Underpinning this structure is a tenant involvement and engagement
framework, where customer interaction takes place on varying levels, with a
key role being played by the Barnsley Federation of Tenants and Residents
Association. Bi-monthly meetings take place with the Board, Executive and
Federation to ensure customer engagement on all key policy decisions is
undertaken in a systematic way.

Our Customer Engagement Framework is fully compliant with the Tenant
Services Authority’s Regulatory Framework for social housing in England
which came into force in April 2010. Our framework includes a co-regulation
scrutiny model organised and facilitated by the Barnsley Federation of
Tenants and Residents which will monitor our performance against the
national standards and our local offers, and feed into the production of our
annual report.

The company has an internal control framework which covers health and
safety, risk management, financial controls and governance. This is reported
upon annually by the Chief Executive and an assurance statement provided in
the Directors’ Annual Report and Accounts.

The company’s Memorandum and Articles of Association are regularly
reviewed and updated as required.

Our scheme of delegations ensures the correct level of decision making takes
place at Board, sub-committee and executive level. The company’s schemes
of delegations are contained in Appendix 13.

The implementation of the Board’s policies and the day to day running of
Berneslai Homes is delegated to the Chief Executive and the Senior
Management Team in line with the standing orders, financial regulations,
policies and terms of reference of the organisation.




                                      7
    The senior management structure of the organisation is demonstrated below:




                                     Helen Jaggar
                                    Chief Executive




Mark McGee             Alison Rusdale            Dave Fullen               Steve Davis
Director of Housing    Director of Finance       Director of Business &.   Director of Assets,
Management             (Company Secretary)       Customer Services         Regeneration and
                                                                           Construction




                                             8
4. Leading Change

The Berneslai Homes Delivery Plan, which is reviewed annually, presents a
medium to long term strategic framework for the transformation of social
housing in Barnsley. The plan shows what we intend to achieve for our
tenants and how we will continue to progress, working in partnership with a
variety of organisations, the modernisation and maintenance of homes, the
improvement of neighbourhoods and services and how we will manage the
funds available to us to undertake these major challenges.

In considering our future direction of travel we need to have regard to the
national, regional and local agenda.

Social housing became more of a priority on the national agenda in 2007
when Professor John Hills, in his review “Ends and Means: The Future Role of
Social Housing” raised the issues of affordability, promotion of mixed income
neighbourhoods and tackling worklessness. Professor Cave in his report
‘Every Tenant Matters’ advocated a single regulator for all social housing and
ensuring that the tenants voice was heard at a national level and The Green
Paper ‘Homes for the future, more affordable, more sustainable’ published in
July 2007 focussed very much on the supply/ delivery agenda of new build
affordable homes.

In July 2008 the Homes and Communities Agency (HCA) came into force with
responsibility for strengthening and streamlining the delivery of an enhanced
new build programme and regeneration activity. The HCA brought into one
body the various roles of the Housing Corporation, English Partnerships,
Urban Regeneration Agency, Commission for New Towns and certain parts of
Communities and Local Government investment functions such as Housing
Market Renewal, Decent Homes programme, stock transfer and Property
Finance Initiatives.

In December 2008 the Tenant Services Authority (TSA) was established and
became the cross domain regulator for all registered providers of social
housing in April 2010 on the publication of ‘The Regulatory Framework for
Social Housing In England from April 2010’. The framework outlines the six
national standards and the concept of local offers which each registered
provider should measure themselves against and identify outcomes in an
annual report to tenants.

In May 2010 the coalition government was formed which has led to policy
changes requiring an assessment of how they impact on Berneslai Homes’
ability to deliver both core and added value services.

Barnsley has a Local Strategic Partnership known as One Barnsley
responsible for delivering the Sustainable Community Strategy and outcomes
of the Local Area Agreement (LAA). From April 2011 LAAs will discontinue
and local authorities will not have to report against them, but the local
priorities and targets will continue to be used by One Barnsley to focus
partners’ priorities.


                                       9
In 2010 the coalition government disestablished the National Tenant Voice
(NTV) and undertook a review of social housing regulation. With effect from
April, 2012 the regulatory functions of the TSA will be transferred to the HCA
but based on an overriding statutory duty to regulate in a manner which
minimises interference. Co-regulation in respect of consumer protection will
be retained and enhanced but with minimum intervention by the HCA. In
respect of economic regulation the regulator will be more proactive on
ensuring value for money in the sector.

The coalition government have committed to reviewing the housing benefit
system and changes were announced in the June 2010 emergency budget
which centred on reduced payments linked to under occupation and length of
time in receipt of job seekers allowance. These changes will be introduced
from April 2013. We will be assessing the impact of these on income
collection rates and our 30 year business plan.

In July 2010 the government presented a consultation paper entitled ‘21st
Century Welfare’ which seeks to inform government thinking on reforms to the
benefits and tax credits system. The intention is to radically reform the way in
which benefits and tax credits are paid to ensure that ‘work pays’ and that the
welfare system does not inadvertently trap people into dependency and
worklessness.

The Comprehensive Spending Review (CSR) in October, 2010 reaffirmed the
government’s intention to introduce radical housing and welfare benefit
reform. In November, 2010 they published ‘Universal credit welfare that
works’ which paves the way for the introduction of universal credit. The
intention is to introduce a basic allowance with additional elements for
children, disability, housing and caring. There will also be an overall cap on
benefits of around £500 a week for couples and lone parent households and
£350 a week for single adult households. We will be continually assessing the
impact of all these proposals on income collection rates and our 30 year
business plan.

In November, 2010 the draft Localism Bill was published which will be the
statutory mechanism to reform the housing subsidy system and social housing
regulation. From April 2011 an ‘Affordable Rent’ scheme will be introduced.
This will allow housing associations to provide new homes at rent between
social and local market rents and with a tenancy agreement that will be
reviewed after an agreed period of time. We do not know yet whether local
authorities will have the same flexibility within the housing subsidy system
reform proposals.

The coalition government is keen to improve mobility for tenants in the social
rented sector and one of its first announcements was to launch a new national
affordable home swap scheme ‘Freedom Pass’. They are also exploring with
a number of local authorities a new Right to Move where tenants could ask
their landlord to find them a home in the area they want to live in.



                                      10
Our Fit

In June 2009 Berneslai Homes was rated as a three star organisation with
excellent prospects for improvement by the Audit Commission. This is the
highest mark achievable so we are well placed to face the opportunities and
challenges of the next five years.

We have a robust governance structure and our Board undertakes its duties
diligently ensuring they are up to date and abreast of new initiatives and policy
proposals through a board development and appraisal programme. To deliver
the Board’s vision it is critical that we recognise that our greatest asset is our
workforce. We wish to ensure a steady stream of committed, skilled and
empowered employees whose working environment is underpinned by
modern employment practices, all of which are demonstrated by our Investors
in People accreditation. Our Human Resources strategy sets out how we will
value and develop our people in order to maintain our success in the future
and our position as a best performing ALMO.

Although the LAA is ceasing in April 2011 Berneslai Homes remain committed
to delivering the jointly agreed targets of the Local Strategic Partnership by
having key roles on the following delivery partnerships.

       Adults and Communities Well Being
       Safer Communities and
       Sustainability

The Chief Executive sits on the Barnsley Central Investment Plan Group.

Berneslai Homes has an excellent track record in project managing large
scale housing regeneration schemes which have led to cohesive and
sustainable mixed communities and our challenge is to retain this focus within
the budgetary constraints the public sector face.

Barnsley has an ageing population and we will work closely with our partners
on realigning our services around individual budgets and personalisation. We
also recognise that many of our customers are vulnerable and have special
needs to be addressed. We are particularly proud of our role in the
Safeguarding agenda and our Vulnerability Strategy ‘Something Doesn’t Look
Right’.

Berneslai Homes is well placed to respond to the concepts of Big Society and
Localism. We already have in place a robust tripartite Customer Engagement
Agreement between ourselves, the Barnsley Federation of Tenants and
Residents and the Council which at a local level has a range of mechanisms
by which people have a say and influence in shaping policies and decisions.
Our scrutiny model has tenants at the heart and our ambition is for this to be
tenant led.




                                       11
Demand for social housing continues to outstrip supply, in 2010/11 Berneslai
Homes project managed the new build of 76 council homes funded through
the Local Authority Challenge Fund. Our self financing business plan allows
for 35 new build homes a year from year five onwards. This will not alleviate
the demand on the waiting list from both applicants and existing tenants and
so we will have to pay close attention to the policy debates on mobility and
security of tenure.

This will also be impacted upon by the significantly reduced Affordable
Housing Programme and the inevitable downturn in new build by our housing
association partners.

Berneslai Homes is committed to reducing its carbon footprint and operating
sustainably. Our commitment is three fold:

Firstly, to operate sustainably as a company reducing our carbon footprint,
reducing our use of fossil fuels, minimising our waste and where this is not
possible recycling as much as is possible.

Secondly, we will seek opportunities to reduce the carbon footprint of the
housing stock we manage and to reduce fuel poverty amongst our tenants.
We will achieve this by continuing to improve the housing stock, reducing heat
lost from those homes, continuing to introduce efficient forms of heating and
introducing alternative technologies to fossil fuelled energy.

Thirdly, we will seek every opportunity to explore and attract new funding
sources to support and increase the programmes above. This will include
new funding sources such as 'Passive Solar feed in tariffs', 'The renewable
Heat Incentive' and 'The Green Deal' as well as existing sources such as
CERT, CESP and ERDF.

So what are our service challenges and where do we wish to be?

The Delivery Plan details our four main challenges, the vision we have and
the targets we have set ourselves through our annual service improvement
plans.

      Integration and community cohesion
          - ensuring these principles are embedded in everything we do.

      Customer Excellence
        - ensuring ‘tenants at the heart of what we do’ is real.

      Asset Management
         - ensuring we maintain our stock to a quality standard and
            maximise our investment opportunities for regeneration and new
            build.




                                      12
       Housing Management
         - ensuring we use our skills and expertise in the wider
             neighbourhood arena.

Our biggest test and challenge facing the company during the 2011 to 2015
period will be to secure its financial viability and maintain excellent services
which have a long lasting impact on the sustainability of communities.




                                        13
    5. Analysis of Business Strengths and Weaknesses

This section of the plan explains how we know how well we are doing.

Each year we produce an annual performance report which reviews our
performance against the previous year and the promises/standards we have
made for tenants. The Annual Report, which is developed with support from
tenants and approved by the Council, is sent to every tenant’s home by the
beginning of October. Following the requirements of the TSA it demonstrates
the way in which National Standards and the local offers which we have
agreed with tenants are being met. It also sets out what we plan to do over
the next year to strengthen and improve services.

We examine our operating environment assessing our business strengths and
weaknesses. This enables us to focus our plans, budgets, service
development and improvement actions in an appropriate way. Only in this
way will we continue to improve our performance and deliver more efficient,
higher quality services to our customers. This analysis is done in 3 main ways
which are:

•     A ‘SWOT’ analysis which assesses our strengths, weaknesses,
      opportunities and threats.1
•     A ‘PEST’ analysis which looks at the external environment broken down
      into the categories of Political/Legal, Economic/Environmental,
      Socio-cultural and technological.
•     An analysis of benchmarking data arising from our membership of
      Housemark and Key Performance Indicators.

Importantly, the SWOT and PEST analyses are done collaboratively with
board members, the senior management team and tenant representatives. In
addition to these methods we have a comprehensive framework for involving
our customers and assessing their views and opinions on how well we are
doing. This framework was reviewed in 2010 to ensure that it fully captured
the spirit of co-regulation which has seen new routes for customer
engagement such as ‘The Berneslai Challenge’ introduced. The ways in
which this is done is covered in Section 8 - Customer Excellence.

Performance management is central in ensuring the delivery of key business
and service priorities. A comprehensive and robust performance
management framework is in operation. The structure is detailed in Appendix
4.




1
    The PEST and SWOT analyses are contained in Appendix 3.


                                           14
Performance targets are challenging, meaningful and linked to the aims and
objectives of the organisation. They were fully reviewed in 2010 and agreed
with our tenants and the Council as part of our response to the TSA regulatory
framework. A balanced scorecard methodology is used which considers
corporate and service directorate performance in the blocks of: financial
perspective, customer perspective, internal business processes and, learning
and growth. The scorecard has been further developed in 2010 to reflect new
priorities such as electronic access to services, which enhances customer
service and supports the development of more efficient back office processes.
A monthly performance meeting consisting of the Senior Management Team
and strategic managers brings together information from across the whole
organisation for each element of the framework. The meeting is used to
identify learning and agree actions to address any weaknesses and areas for
improvement. Actions agreed are then integrated into team action plans.

Our performance management framework is a continuous cycle of activity
based around the 4 key stages of Planning, Implementation, Monitoring and
Review/Evaluation.

Our performance framework includes both monthly and quarterly meetings
with our shareholder at officer and cabinet portfolio holder/Board level
respectively. We are keen to ensure our operational delivery and strategic
direction are aligned to the Council’s neighbourhood agenda. For this reason
we support the ongoing development of the Council’s Neighbourhoods and
Engagement Framework through participation at the Senior Officer Project
Board as well as its delivery by assigning a member of our SMT to be a
partner on each of the 5 Area Partnership Boards.

A key performance measure is the satisfaction of our customers. Until 2010
we undertook an annual STATUS survey. The sample undertaken enables
findings to be profiled by household composition and demographics (gender,
age and ethnicity). It also captured data relating to income and benefits
received, the incidence of long standing illness or disability and length of
tenure. In addition, the analysis is broken down into Housing Management
Team areas allowing managers to look at differences on a much more local
basis. STATUS was not undertaken in 2010 following a review and guidance
issued by CLG. We are confident that SEAP and our customer engagement
framework (covered in section 8) provides adequate assurance relating to our
customers’ satisfaction. However, in the future it will be difficult to accurately
benchmark tenant satisfaction with other Registered Providers as there will be
no standardisation of questions or methodology.

Table 5.1 gives an overview of performance for headline indicators (combining
general needs and sheltered tenants) from the 2009 survey and clearly
demonstrates the positive direction of travel over recent years.




                                       15
Table 5.1


Question             2009 2008 2007          2006    2005     2004   Improvement


Overall               87%    86%     82%     76%     71%      65%       +22%
satisfaction with
Berneslai Homes
as landlord

Value for money       83%    79%     79%     74%     61%      66%       +17%
from rent

Overall               86%    81%     79%     77%     62%      58%       +28%
satisfaction with
the repairs and
maintenance
service

Berneslai Homes continues to be a member of the Housemark Benchmarking
Club. Analysis of Housemark benchmarking data for the ALMO members of
the improvement club in September 2010 shows continued positive
performance in relation to our ALMO peer group (Metropolitan ALMOs).

Membership of the improvement club is important as it helps us to:
•   Compare costs with others and demonstrates year on year improvement

•   Understand the relationship between cost and performance and compare
    quality and performance with others

•   Identify areas of inefficiency prior to remedial action

•   Set and review efficiency targets which feed into the Delivery Plan.

Table 5.2 below summarises the top level cost and quality indicators.




                                        16
Comparison with Metropolitan Peer Group




                                17
Our performance against key performance indicators over the last few years
as well as our targets for the next 2 years are set out in Appendix 5.

In addition to the Annual Housemark benchmarking analysis of performance
and costs we participate in a range of benchmarking activities which span all
major service areas. A guiding principle in determining our participation in
benchmarking activity is, that it should enable us to learn from others and drill
down below statistics so as to be a tool to support service improvement.
Outcomes from benchmarking are regularly included in our quarterly
performance reports as well as in the Annual Value For Money Report. Some
of our key benchmarking activities are:

•   Internal benchmarking between Kier and Construction Services as part of
    the PRIP contract.
•   Housemark Repairs and Maintenance Benchmarking Club.
•   Efficiency North Decent Homes Capital Benchmarking Club.
•   Northern CBL Group.
•   Rent Income Excellence Network.
•   Sub-Regional Housing and Estate Management Peer Review Group.
•   Select 10 (core performance areas) and its sub-groups such as Human
    Resources.
•   Housemark Complaints and Compliments.

Our participation in these activities which is an important element in our
approach to co-regulation continues to demonstrate that we are a low cost,
high performing organisation.

External learning and sharing experiences with our peers assists in
developing our skills. Recent examples include: mediation training for
housing management staff organised with the NSU; MAPPA training for staff
involved in allocations and assessments in conjunction with the MAPPA team
from Sheffield; rents staff along with colleagues in council tax attending
sessions with a debt collection company on telephony techniques. In addition
we have delivered equality and diversity training to the board of A1 Housing,
given presentations to One Barnsley and the PCT on customer engagement
and undertaken a peer review for Kirklees Neighbourhood Housing.




                                       18
6. Risk Management

Approach to Risk Management

Risk Management is the process of identification, analysis and control of
those risks that can impact on the Company’s ability to deliver its priorities and
objectives. It is not only about protecting the health, safety and welfare of
Berneslai Homes staff and customers, it is also about the protection of our
reputation in ensuring that we meet the service objectives we have agreed
with Barnsley Council.

The purpose of risk management is not to remove all risk but to ensure that
risks are identified and their potential to cause loss is understood and
quantified. Based on this information, action can be taken to direct
appropriate levels of resource at controlling risk and minimising any potential
loss.

Quarterly meetings of the Strategic Risk Panel and Operational Risk Groups
are ongoing to review the risk registers, review implementation of control
actions and add new risks. The Risk Manager supports each risk group and
cross references risk identification and management across the business.

The Berneslai Homes Resilience and Continuity Plans are updated annually.
A fraud awareness strategy is in place and regularly reviewed.

Annual Service Plans are produced which consider the associated operational
risk register. The quarterly risk register meetings will ensure Service Plans
are updated as required.

Main Risks

The main areas of risk for the Company have been identified by SMT, key
strategic managers and Board members on the Audit Committee as follows:

Financial Viability

Ensuring the financial viability of the company post 2010 is the most
significant risk facing the company. In Autumn 2009 a full option appraisal
commenced, led by the Council and contributed to by the company and its
customers, to identify the most appropriate delivery model to safeguard both
excellent services and ensure a future for the company. In March 2010 the
government issued its consultation paper “Council Housing: A Real Future“
and it was agreed that the offer of self financing was the only option available
for consideration. In July 2010 the Council, with the support of Berneslai
Homes and the Barnsley Federation of Tenants and Residents, responded
positively to the offer recognising it would allow stock to be maintained at
decency levels and services to be retained at current levels over a thirty year
planning period.



                                       19
In addition, the core business of the Company is reducing due to loss of
dwellings through ‘Right to Buy’ sales, estate regeneration and as the Decent
Homes investment comes to a conclusion. If the company is to avoid
managing a declining business it needs to diversify.

The governance arrangements of the Company are ‘fit for purpose’ for the
challenges that lie ahead.

The 2010 CSR reaffirmed the government’s decision to dismantle the housing
subsidy system and implement radical housing and welfare benefit reforms.
The detailed proposals will be factored into our 30 year business plan and an
impact assessment undertaken on the key variables.

Stock Investment

The approved Decent Homes Programme was concluded in 2010. However,
the following points should be noted:

•   The plan was not a full improvement programme and did not address
    aspirations such as Decent Homes Plus and Lifetime Homes.
•   Reducing sales under the Right to Buy are increasing the number of future
    properties to be brought up to the Decent Homes standard and reducing
    the capital receipts being generated.
•   The budgets for Non-Decent Homes expenditure, including Replacement
    Items and Major Adaptations, continue to be under pressure, from time to
    time. There are signs that the Decent Homes Investment Programme has
    had an impact on reducing responsive repair requests which will have a
    positive impact on our budget position.
•   There is no funding for stock renewal or for widespread estate and
    environmental works within the self financing business plan.
•   There is a clear gap between estimated resources and requirement in the
    period following the Decent Homes programme completion, without self
    financing at the offer level provided in March 2010.

We are working to get best value from current funding and to maximise
opportunities from other funding sources.

Government Policy

Following the 2010 General Election a coalition government was formed
bringing about a change in policy direction. We will contribute to the debate
on any proposals and implement any new legislation to ensure we meet our
statutory requirements.




                                      20
We acknowledge national research published in September, 2010 (Experion)
which shows that out of 324 local government areas Barnsley is ranked the
311th least well placed area to cope with public spending cuts. This is the
lowest South Yorkshire ranking.

In partnership with the Council we will continue to make the case to
Government for additional resources to be invested in Barnsley through
raising our profile, providing information on best practice, lobbying and
responding to consultation exercises.

Health and Safety

We are committed to ensuring the health, safety and welfare of all employees
and everyone affected by our activities, including contractors and the public.
Our health and safety policy, reviewed in 2010, sets out our duties and
responsibilities from the Board to front line staff. We have comprehensive
training in place and effective management reporting through the Human
Resources Committee on a quarterly basis. Risk assessment and risk
mitigation focuses the organisation and ensures that our approach is fully
embedded in the culture of the company.

The Health and Safety Management Groups, one for Construction Services
and one for the remainder of the company, continue to meet separately to
discuss and work on both Strategic and Operational Health and Safety Issues.
An annual report is considered by the Human Resources Committee and the
Board.

A review of all the Health and Safety Assurance Standards and Occupational
Risk Assessments was completed in 2010.

The Company intranet hosts a dedicated Health and Safety section, which
holds the current Policy, Risk Assessments, Safety Assurance Standards and
the Resilience and Business Continuity Plans.

Berneslai Homes successfully underwent a health and safety audit in August
2009 by the Council, achieving an excellent 90% satisfaction score. This
demonstrates the robustness of the systems in place and gives credit to how
the company undertakes corporate health and safety at an operational level.

As a result of the requirements of the audit, Berneslai Homes introduced
Safety Assurance Monitoring, which requires managers to self-assess their
compliance with health and safety issues, with corrective actions monitored by
the Health and Safety Management Groups.




                                      21
Fire risk assessments are carried out in all premises managed by Berneslai
Homes as required by statute. These are mostly sheltered accommodation,
flats with communal areas, community centres, offices and depot premises.
Assessments are undertaken two-yearly, when alterations are carried out, or
when the premises manager changes. Recommendations from fire risk
assessments are reviewed and implemented as appropriate. Recent fatal
fires, such as the one at Lakanal House, London, have raised the profile of fire
risk assessments at a national level. Berneslai Homes have responded to this
with additional resources in the form of a 'responsible person', to fully ensure
our premises and fire safety management procedures are as safe as possible.
This additional resource will also help our customers to more fully understand
how to react in an emergency situation and as importantly reduce the risk of
fire from the daily activities they carry out in their home. Recently a mobility
scooter policy has been adopted to address the growing conflict between
scooter storage and fire safety in communal areas.

IT Infrastructure

The document management component of our Electronic Content
Management System (Hyperwave) is fully implemented as is the electronic
e-post room. All paper based records have been scanned into the system
and we have significantly reduced our reliance on paper documents and
storage costs.

A major enhancement of our Housing Management System (Northgate) is due
to be implemented early 2011 which will greatly improve working practices.

We continue to develop further electronic access to services, including
extending the range of forms available on our web page, introducing a text
messaging reminder service and scoping out on line services in relation to
tracking of repairs and rent account updates.

In order to keep abreast of new and improved technology, we are renewing
our pro mobile kit used by Construction Services in 2011.

We have mechanisms in place to mitigate any risks around ICT and projects;
these include refreshing our ICT Strategy annually; having an SLA in place
with BMBC covering ICT functionality; reducing risks by using Managed
Service Solutions as opposed to direct purchase (we recently used this route
when replacing our Northgate server); ensuring all systems are fully supported
by suppliers; using the Bull TCL Helpdesk for day to day maintenance and
ensuring all major projects are managed by a Project Board and maintaining a
risk register for each project.




                                      22
Mitigating Risk

Audit

Each year we set an Annual Audit Plan. The priorities and focus for internal
audit activity which are contained within the audit plan are identified on the
basis of the risk to the effective operation and governance of the company.
The Plan is agreed between the Chair of the Audit Committee, Senior
Management Team, the Council’s Assistant Director Finance (Audit and Risk)
and Assistant Director Strategic Housing.

Audit reports arising from internal audit activity are reported to the Audit Sub-
Committee which has responsibility for the monitoring of any action plans
which are produced to respond to audit findings. The Risk Manager now
monitors the implementation of internal audit recommendations with quarterly
reports to Audit Committee.

Internal Controls Framework

Through sharing best practice with the Council, Berneslai Homes chose to
adopt the Annual Governance Statement in 2009, in accordance with the new
CIPFA/SOLACE governance framework. This is a more rigorous evidence-
based approach to evaluating the system of internal controls than undertaken
previously. The purpose of the report is to advise on the effectiveness of the
systems in place.




                                       23
7. Integration and Community Cohesion

Berneslai Homes is committed to providing excellent customer services and
being an employer of choice. We are recognised nationally as a leader on
equality and diversity in the housing sector.

Our Shared Future published in 2007 by the Commission on Integration and
Cohesion sets out practical proposals for building integration and community
cohesion at a local level. The report launched a new definition of an
integrated and cohesive community where:

•   There is a clearly defined and widely shared sense of the contribution of
    different individuals.
•   There is a strong sense of rights and responsibilities.
•   Everyone has similar opportunities and access to services.
•   There are strong and positive relationships between people from different
    backgrounds in the workplace and neighbourhoods.

Berneslai Homes has its own Community Cohesion Strategy which looks at
what we mean by community cohesion and identifies specific actions by which
we contribute to this agenda.

Deprivation, crime and Anti Social Behaviour are key influences on community
cohesion. Berneslai Homes’ approach is firmly routed in rights and
responsibilities, our leadership in tackling ASB while supporting vulnerable
customers, our approach to community development and engagement
supporting all sectors of our community new or established, visible or hidden.

There are clear correlations between satisfaction with an area as a place to
live and opportunities for real participation and integrated communities.
Satisfaction of our tenants with their neighbourhoods as a place to live stands
at an impressive 87% (STATUS 2009) and compares favourably with the
wider population of Barnsley which shows 71% satisfaction (Interim Place
Survey 2009). Our approach to customer excellence and engagement with
72% of our tenants feeling that their views are taken into account (STATUS
2009) shows the level of trust that has been established and compares
favourably with the Borough wide figure of only 27% feeling they can influence
local decision making (Interim Place Survey 2009).

A key part of this approach is to ensure that equality and diversity issues are
fully considered and addressed and that equality of opportunity is promoted
and achieved. As a public body we fully embrace our community leadership
role in recognising, respecting and responding to different needs and securing
equality of treatment for everyone regardless of race, ethnicity, nationality,
religion, cultural background, gender, sexual orientation, domestic
circumstances, age, disability and illness.




                                      24
    Partnership working is core to our approach on equality and diversity whether
    with the Council and other partners on the Equality, Diversity and Inclusion
    Partnership (a part of One Barnsley), MAP (the Multi Agency Partnership),
    BBEMI (Barnsley Black and Ethnic Minority Initiative), supporting groups such
    as MARCO (Migrant, Asylum, Refugee, Community Organisation), B-PaTH
    (Barnsley Partnership against Transphobia and Homophobia) or the many
    other community groups and individuals who have expressed an interest in
    being more involved through our resident involvement framework. In addition
    we actively participate in events such as the All Barnsley Diversity Festival,
    Barnsley Pride, Refugee Week as well as more established local events such
    as the Mayor’s Gala.

    Barnsley Council has 4 housing related Key Equality Priorities. These are:

•      To increase the availability of affordable accessible housing for disabled
       people and their families.
•      To improve the provision of permanent and transit provision for the
       provision of Gypsies and Travellers within the Borough.
•      To increase the affordable housing provision for young people leaving
       care.
•      To further improve the provision of Extra Care housing for older people.

    We will continue to work closely with the Council to support the achievement
    of these priorities.

    In 2009 in partnership with One Barnsley we successfully secured external
    Migration Impact Funding. This has been used to deliver a training course for
    our TARAs increasing their understanding on Community Cohesion so that
    they can act as local champions in their own communities.

    Developing links and learning from others via membership of organisations
    such as Stonewall assists Berneslai Homes in its duty to act as a community
    leader. Berneslai Homes actively participates in the Stonewall Workplace
    Equality Index in order to have an independent assessment of our policies
    and procedures and provide a benchmark score against which future progress
    can be measured. We were delighted in 2009 to be the first ALMO to make
    the Top 100 employers list and to have improved our ranking further in 2010.
    Feedback from this process is driving change such as our partnership
    agreement with the Barnsley Community LGBT Forum.

    Excellent progress has been made over the last few years. Comprehensive
    staff training commences as part of the induction process. However, we
    acknowledge that the profile of our employees is still not fully reflective of the
    community we serve. We therefore embarked upon a scheme with PATH
    Yorkshire providing training placements for BME employees in housing
    management as well as in our Construction Services arm. Our commitment
    was recognised in 2010 when we won Supervisor of the Year and Trainee of
    the Year in PATH Yorkshire’s annual awards. In addition one former trainee
    has now been recruited as a permanent employee.



                                            25
We have achieved repeated accreditation with Job Centre Plus through their
‘2 ticks- positive about disabled people scheme’ including work preparation for
disabled people. To date we have hosted 5 placements. In addition we work
with local schools and colleges including Doncaster College for the Deaf to
provide young people work experience placements. Placements such as this
benefit not only the person gaining the work experience but provide an
invaluable opportunity for us to have our policies and procedures tested and
receive feedback on further improvements we can make.

In 2009 we were rated as achieving Level 3 under the Equality Standard for
Local Government. This has now been passported through to ‘achieving’ in
the Equality Framework for Local Government. We have worked with IdEA to
help develop a new assessment framework specifically for housing and aim to
seek Excellent status against this in 2011.

We have an equality standards monitoring framework which enables our
progress in integration and community cohesion to be effectively monitored.
We have a planned programme of Equality Impact Assessments, the
outcomes of which are published. Where appropriate we additionally
undertake Community Cohesion Impact Assessments.

We have a good understanding of the communities we serve and the profile of
our individual tenants which ensures effective service planning and the
tailoring of services to individual needs. In 2011 we will commence update of
this profile data which we will use to also capture e-mail addresses and
telephone numbers so that we can deliver more services electronically in
support of our approach to Value For Money.

Our governance arrangements are strong. A member of the board is
designated as Equality and Diversity champion ensuring appropriate scrutiny
at a board level and providing visible leadership in community events such as
Barnsley Pride. A model board profile has been developed to reflect the
increasing diversity of the Barnsley area. Working towards this a BME
capacity building/mentoring scheme was run in Spring 2009 for potential BME
Board members.

Our strengths are: 1. Our Community Cohesion Strategy. 2. Partnership
approach to delivery. 3. Stonewall WEI Top 100 ranking. 4. Work placements
for under representative groups. 5. ‘Achieving’ in the Equality Framework for
Local Government. 6. Approach to Equality Impact Assessments.
7. Understanding our customer profile.

Our areas for improvement are: 1. To refresh our customer profile. 2. To have
a more representative workforce profile. 3. To achieve ‘Excellence’ in the
housing sector Equality Framework.




                                      26
8. Customer Excellence

In 2009 Berneslai Homes were externally validated and awarded the Tenant
Participation Advisory Service (TPAS) kite mark award for customer
engagement; one of the first ALMOs to receive this accreditation. In 2010/11
we reviewed our Customer Excellence Strategy which aims to ensure that
every customer receives consistently excellent services.

In addition, the Customer Involvement and Engagement Framework, which is
built upon our strengths of engaging with customers through traditional
methods such as Tenants and Residents Associations and the Barnsley
Federation of Tenants and Residents Associations, was refreshed. The
framework which was originally launched in 2007 brings together many areas
of activity such as our Menu of Involvement, work to engage with Young
People and other ‘harder to reach’ groups into one clear framework. Central
to the framework is the Customer Panel which has proved successful in
creating a more flexible form of involvement. Based around 4 meetings a
year, the programme for the Customer Panel continues to be set by panel
members. Sessions such as the annual Question Time of the Senior
Management Team and Board members prove popular and a key method of
holding decision makers directly accountable to customers.

In 2010 we undertook an extensive programme of consultation with tenants to
develop our response to the Tenant Services Authority’s Regulatory
Framework for social housing in England which came into force in April 2010.
Our Annual Report which sets out the way in which we meet national
standards as well as the local offers developed through this consultation
process was delivered to tenants in October 2010.

We have empowered our local community by giving clear and simple ways to
scrutinise our performance, compliance with the standards and offers we have
jointly agreed and hold us to account through the ‘Berneslai Challenge’ which
is being co-ordinated independently by The Barnsley Federation of Tenants
and Residents Associations.

We are pleased that these newer methods of engagement are seeing
previously non-active tenants now getting actively involved. At the same time
we remain committed to supporting and developing new and existing TARAS
where this is the best vehicle for local communities to be empowered and help
drive local priorities and accountability.

Following finalisation of an updated Borough-wide Customer Involvement
Agreement in 2010/11 to reflect all of these recent changes we will in 2011 be
consulting on a local area basis to develop new local agreements which will
become more fluid and flexible plans for local areas.




                                      27
With a Customer Services Champion (customerchampion@berneslai
homes.co.uk) appointed by the board of Berneslai Homes there is a direct
route from residents into the Board. Teams within Berneslai Homes have
been restructured to support our fresh approach to customer excellence.

The Customer Services and Engagement team fully integrates customer
services and resident involvement into a co-ordinated, coherent function and
is responsible for:

•   Gathering customer views – via mystery shopping, satisfaction surveys
    and, the Your Comments Counts Procedure.

•   Ensuring that all sections of the community are able to be involved in
    influencing the decisions of Berneslai Homes in a way which meets their
    needs – from formal traditional structures to less informal methods such as
    our youth engagement projects; whether at service user forums, TARAs,
    attendance at conferences, the Customer Panel, and all of the other
    methods contained within the Menu of Involvement.

•   The marketing and communication of all our activities to our customers,
    giving feedback on what they have told us and how that has influenced
    and shaped our decisions, priorities and polices.

•   Effective liaison with other key organisations and bodies such as the
    Tenants Federation and the Council’s Neighbourhoods and Engagement
    Framework.

The chart below shows how the key elements of the engagement framework
fit together.




                                      28
We recognise that Customer Excellence and Engagement, like all other
aspects of our service, need to be able to demonstrate that they provide Value
For Money. Introduced in 2010 we now have a process which sees us
undertake an annual review of these services including TARA bases, grants,
and Community Buildings. The results of these reviews are made available
through our published Customer Involvement Impact Report.

Customer excellence means providing services to meet customer’s needs in a
friendly and efficient way. It includes:

•   providing good quality information so that customers know what to expect;
•   being responsive to customers needs;
•   listening to customers;
•   involving them in shaping the service;
•   providing easy access to services;
•   having good clear and up to date procedures;
•   providing the best services within the budget available; and
•   striving to constantly improve.

Our Service Excellence Assessment Programme provides a structured way in
which we involve customers in testing, assessing and improving our services
to ensure we deliver services to the standards that we have promised.
Importantly it has a clear rectification process to respond quickly to issues
raised as concerns by customers. On an annual basis we review the SEAP to
identify how it has contributed to service improvements.

We regularly review the profile of our actively involved tenants to ensure it is
representative of our customer base and actively recruit from under
represented groups if necessary. This ensures that our findings have a high
level of validity and reliability.

Similarly, we have a comprehensive and robust complaints handling service
‘Your comments counts’ which is based on the ethos of learning and service
improvement from customer feedback. In 2009/10 we were pleased to record
a 46% drop in the number of complaints being made and a 20% increase in
the compliments received.

Our strengths are: 1. TPAS accreditation. 2. Wide range of involvement
routes. 3. Approach to the TSA national standards and local offers.
4. Partnership working with individual tenants, TARAS and the Federation.
5. SEAP. 6. Your comments counts – low level of complaints, high
compliment rates. 6. The ‘Berneslai Challenge’. 7. Approach to co-regulation.
8. Approach is based on Value for Money.

Our areas for improvement are: 1. Developing new local agreements.
2. Embedding in our approach to the TSA. 3. Review procedures to align with
new regulatory regime e.g. complaints review panels.




                                       29
9. Maintaining the Barnsley Home Standard


Sustainable Homes and Communities

The period covered by this delivery plan may see significant changes in the
investment funding required to maintain the Home and the Quality of
Accommodation Standard achieved in 2010 through the completed Decent
Homes Programme.

Berneslai Homes and the Council agree with Government that ‘Self Financing’
is the best option to give long term funding stability and therefore maintain the
quality of accommodation standard. However, the Self Financing prospectus
offer made by government and accepted by the Council will only just allow the
standard to be maintained. The development of a local homes standard plus
which includes works to re-model our sheltered stock in the short to medium
term will not be possible. This together with a further new build programme,
both vital to future stock sustainability, will have to remain longer term
objectives.

Whilst ever the current subsidy system remains both Berneslai Homes and
the Council are subject to annual funding settlements. This gives a high
degree of financial uncertainty and it is not possible to predict under the
current system if stock can be maintained at the quality of accommodation
standard.

Berneslai Homes recognises that investment in the public sector stock cannot
be viewed in isolation from wider housing issues. Capital investment alone
cannot be expected to create sustainable communities. Thus the 30 year
investment plan has been developed in the context of ensuring that Berneslai
Homes contributes to the wider strategic objectives of the Borough and
continued regeneration takes place. In so doing we aim to have people
confident in their ability to realise their potential and local communities
empowered through local integrated services and neighbourhood
management to be active partners in delivering change.

Within this context Berneslai Homes will work with the Council and actively
engage with partners, funding and regeneration agencies to improve joint
working, share knowledge and maximise funding opportunities. A good
example of this is the funding attracted to build 76 new build properties which
will be brought fully into use during this Business Plan period.

The Berneslai Homes Asset Management Strategy and 30 year capital plan
shows the investment required for the period both in terms of maintaining the
quality of accommodation standard and if it were possible delivering a home
plus standard agreed with our customers and taking their aspirational goals
into account. The strategy has clear linkages to wider regeneration strategies,
sustainability, energy efficiency, social inclusion, crime reduction, health and
education.



                                       30
The key principle used to determine the lead organisation for regeneration in a
given area is based on the majority share of tenure. On this basis Berneslai
Homes oversees activity in Kendray, Worsbrough, Athersley and New Lodge
and Bellbrooke while the Council’s Strategic Housing Division lead in the
Housing Market Renewal area of the Dearne. In this area Berneslai Homes
will engage and support Strategic Housing particularly where it can make a
positive contribution to regeneration and sustainability.

Regeneration activity is co-ordinated through a joint Housing Regeneration
Forum to ensure that best practice is shared, and that all activity is set within
the context of the Borough’s Housing Strategy and the Local Investment Plan.

Wherever we lead on regeneration, we will fully engage and empower the
local community through neighbourhood based joint community and
multi-agency management structures. We believe that this approach unlocks
the potential of communities and front line workers to design and deliver a
genuinely joined up approach to multiple challenges like housing, health,
crime reduction and worklessness.

Berneslai Homes will continue to oversee area profiling of the housing stock
we manage, to give early warning of any developing sustainability issues and
allow early intervention. This will be phased throughout the year but produce
an annual report which will feed into the Berneslai Homes Business and
Service Improvement Plans and 30 year Capital investment plan reviews.
Area Profiling will be based on the 52 defined neighbourhoods within the
Borough and will typically cover:

•   Summary of the stock profile.
•   Voids analysis.
•   Tenancy sustainability.
•   Anti-Social Behaviour and Crime.
•   Deprivation Indicators.
•   Any major stock maintenance trend issues.

Housing Improvement Maintenance and Repair

Berneslai Homes, on behalf of the Council, manages the Revenue Repairs
and Planned Maintenance Budgets together with the Housing Capital
Programme.

The primary delivery vehicle for Repair, Planned Maintenance and
Maintaining the Barnsley Home Standard Programme will be the Property
Repairs and Improvement Partnership (PRIP). The partnership commenced
in April 2010 and involves the Berneslai Homes Construction Services
Division and Kier. The partnership is for 5 years with a further 5 year
extension possible dependant on performance. Our partners work on a two
thirds one third split of work and each work in defined geographic areas
delivering a full range of improvement, repair and planned maintenance.



                                       31
The PRIP governance structure has been designed to include tenants at all
levels and to ensure full customer engagement. Specialist services are
delivered by other partners on term contracts, principally Lanes for Drains
deliver below ground drainage repair and maintenance (currently being re-
tendered) and Stannah provide stairlift and hoist installation and maintenance.

Performance in Repairs and Maintenance continues to be high. Overall 86%
of tenants are satisfied or very satisfied with our repairs service. This has
increased from 76% in 2006, 79% in 2007 and 81% in 2008.

From April 2010 as part of the PRIP contract a new performance payment
mechanism is being used with both Kier and Berneslai Homes Construction
Services operating under that new mechanism. The mechanism rewards
success on 31 key performance areas including Cost, Time, Quality and
productivity measures. The targets set are stretching and focused to achieve
upper quartile performance across all benchmarked area. A new suite of 34
non-incentivised KPI’s is also being used and measured.

From August 2010 a key customer focused service improvement has been
introduced extending the range of bookable appointments to include weekday
evenings and Saturday mornings. Appointments can also be booked in two
hour slots. This compliments the existing dedicated 24/7 repairs hotline and
has been delivered without additional cost.

We will deliver and co-ordinate delivery of adaptations for the local authority
stock. This has been a key focus of improvement in service over the last two
years and performance meets challenging delivery targets. This area of the
service is likely to have growing demand as our population ages. The level of
rise in that demand and our ability to meet it financially are uncertain.

The Decent Homes Programme will come to an end in December 2010, when
all property managed by Berneslai Homes will meet that standard. The focus
thereafter will be a new programme of works ‘Maintaining the Barnsley Home
Standard’. The programme will target those properties where through the
passage of time elements like kitchens, bathrooms, heating systems, windows
and external doors have worn out and require replacement.

The delivery of Maintaining the Barnsley Home Standard will be focused on
delivery of the 30 year investment plan and the asset management strategy.
It will also have due regard to revenue programmes, cyclical maintenance and
the results of area profiling thus ensuring capital allocations are not spent on
dwellings which may become unsustainable in the short or medium term.




                                      32
In the main, maintaining the Barnsley Home Standard will be based on
improvement of whole dwellings in a short period of time rather than on an
elemental basis over a longer period. However, where opportunities exist to
tackle particular areas of element based need (particularly those that tackle
fuel poverty and the reduction in carbon emissions) these will be undertaken
as part of the programme.

Carbon reduction and the reduction of fuel poverty are key challenges in the
short, medium and long term. We will continue to improve the thermal
efficiency of the Council housing stock and reduce the use of fossil fuels,
supporting the Council’s carbon reduction targets. We will examine and use
emerging low carbon technology where it is cost effective in terms of
installation and cost for tenants. We will actively seek low carbon funding to
support and widen our own investment in new technology.

Construction Services

In 2010 Construction Services became a partner in the Property Repairs and
Improvement Partnership with Kier. This 5 plus 5 year partnership brings with
it both stability and challenge in terms of new ways of working, payment and
performance targets. The immediate focus for the business is to respond to
the new partnership and work with partners and customers to deliver high
performance and profitable service.

The economic outlook and the current uncertainty around levels of capital and
revenue funding means that in the short term turnover may be less than the
£22m estimated for the 2010/11 financial year. Construction Services will
respond to that challenge and seek to maximise business efficiency whilst
maintaining a skilled and valued workforce.

Over the life of this delivery plan we will:

•   Deliver the PRIP Contract aiming to maximise performance and
    profitability within the partnership.
•   Continue to match operational expenditure to the value of the PRIP
    contract, the repairs and maintenance and capital budgets set.
•   Work to reduce materials costs through collaborative procurement
    consortium like Efficiency North and Re:Allies.
•   Continue to develop and skill the workforce. Provide an apprentice or
    training place for each £1m of business turnover. Continue to encourage a
    more balanced gender workforce and to work where possible with local
    training organisations providing support and pathways for those returning
    to work.
•   Continue to look at business diversification but recognising market
    conditions and that our primary focus of work remains the delivery of the
    PRIP contract.
•   Maintain and develop our excellent Health and Safety record and culture.
•   Look to skill the workforce to deal with new and emerging technology
    particularly, low carbon technologies.



                                         33
•   Continue to reduce the carbon footprint of the operation by construction.
•   Waste recycling, reducing fossil fuel usage and ‘greening the vehicle fleet’.

Maintaining the Home Standard

Our Strengths are: 1. Customer Focused Service with very high satisfaction
levels. 2. High levels of performance and continuing focus on maintaining and
achieving even higher standards. 3. Strong track record of successful area
regeneration project management and stock investment based on area
profiling. 4. Project management including new build. 5. Customer
Involvement in key decision making processes. 6. Ability to change to new
market conditions. 7. Proven Value for Money Service price matched with the
private sector.

Our Areas for Improvement are: 1. Financial viability to deliver the 30 year
investment plan and the local home plus standard. 2. Delivering more for
less, particularly materials procurement. 3. Taking full advantage of new
opportunities to improve the carbon footprint of the stock and reduce fuel
poverty through new financial opportunities emerging from Photo-Voltaic (PV)
feed–in–tariffs, the ‘Renewable Heat Incentive’ and the ‘Green Deal’.
4. Continue to encourage a more balanced gender workforce.




                                       34
10. Housing Management

Berneslai Homes is committed to supporting all people living in the properties
that we manage. We recognise that a lack of appropriate support can
generate huge costs to public services. Support is vital in enabling an
independent, healthy life where people are connected to services, work,
training and social contacts. Our approach to housing management is twin
track - support the individual and support the community. We believe that this
is key to instilling civic pride in the communities we serve.

1. Supporting the Individual

   We recognise that support is particularly important to our most vulnerable
   customers. Our aim is always to enable vulnerable customers to
   successfully manage their own tenancies and have the skills and
   confidence to understand and abide by the conditions of their tenancy and
   to be active members of their community.

   Over the last 5 years, we have developed our housing management
   service to focus on preventative work rather than dealing with problems
   after they have emerged. Our ethos is that if the early warning signs are
   identified, support can be provided either directly by our staff or via
   specialist agencies to prevent problems from escalating.

   This approach permeates service delivery within all of the Housing
   Management division:

   •   Tenancy and Estate Management
   •   Community Safety
   •   Income Management
   •   Lettings
   •   Sheltered Housing Service

   Our Vulnerability Strategy: ’Something Doesn’t Look Right’ was launched
   in 2008 and reviewed in 2010. It provides a significant, practical and
   mainstreamed contribution to the ‘safeguarding’ agenda reducing the
   number of cases that escalate either via the safeguarding route to Adults
   and Children’s Services or to the Police. It capitalises on our unique
   position to identify early warning signs (we go behind the front door of
   thousands of homes every year and witness symptoms that would go
   beneath the radar of the police, social services etc). Similarly, rent arrears
   visits can unearth problems within families that can be addressed with
   practical support; while the assessment of housing applications can
   provide an ideal opportunity for intervention. Individual Support Plans and
   the provision of varied social activities in our Sheltered Schemes are
   designed to enable residents to live independently for as long as possible
   within their own homes.




                                       35
   If, after support is provided and a decision is made by the tenant not to
   abide by the tenancy agreement or behave in a reasonable manner,
   enforcement action will be taken.

2. Supporting the Community

   We recognise that all estates have differing priorities and we have
   developed strong local partnerships working to make sure that we address
   local needs - these are reflected in our Housing Agreements. Steering
   groups see local people setting local priorities at a local level. They are at
   the centre of our approach to co-regulation as a vehicle for many of our
   services to be scrutinised and the organisation ‘held to account’ by our
   customers.

   We have strong SLAs with BMBC’s Neighbourhood Services and Legal
   Services. Tenants are involved in monitoring, reviewing and agreeing the
   Grounds Maintenance Specification. Steering groups control their own
   budgets for environmental works meaning that works are targeted on what
   matters most to local people. It is a practical example of the way in which
   we empower our local communities.

   We publish an annual schedule of estate inspections which involve a
   range of interested parties including elected members, tenant
   representatives, Board members and senior managers from Berneslai
   Homes and the Council. These walkabouts encourage local people to get
   out and be involved in managing their estates and are used to ‘grade’ the
   estates and develop local action plans. To ensure consistency we are
   members of a benchmarking group with several other ALMOs (including
   Sheffield Homes, Nottingham City Homes, Derby Homes and St Leger
   Homes) in which tenants are involved in visiting other organisations and
   comparing standards. Steering Groups consider any issues on their
   estates. Any issues that need tackling are fed back through the monthly
   SLA monitoring meetings. The outcome of this approach is high (87%)
   satisfaction with our neighbourhoods (STATUS 2009).

   To tackle negative press and public perceptions of young people and
   youth nuisance we have developed our Junior Warden Scheme in
   partnership with the Fire Service and SNTs. Working with the local
   schools, we have recruited young volunteers to help identify, challenge
   and raise awareness with their peers on issues around community safety
   and their environment.




                                       36
3. How this approach is delivered through the teams

   Tenancy and Estate Management - The creation of Impact Teams in 2003
   was the cornerstone of our approach to tenancy and estate management.
   Formed as a direct response to customer demand they were set up to be
   a highly visible, patch-based, proactive service particularly focussing on
   ASB. They were responsible for ensuring the general cleanliness and
   upkeep of estates, as well as tenancy and housing management including
   void management, accompanied viewing, comprehensive sign ups, new
   tenancy visits, responses to complaints, low level tenancy support,
   anti-social behaviour and neighbour nuisance.

   The success of this approach led to a restructure of the Impact Teams in
   July 2008 under which 30 officers initially focus on ‘support’ and received
   appropriate in-depth training with the remaining 8 officers focusing initially
   on ‘enforcement’ with guidance from our Community Safety Team. This
   demonstrated a shift in resources and emphasis away from reactive
   enforcement and into prevention and support. This allowed effective ASB
   case management. If situations deteriorate and further enforcement
   actions are required this is co-ordinated by the ASB Manager who
   oversees the entire process. Reflecting the move away from high impact
   enforcement teams they were renamed Housing Management Teams in
   August 2010.

   Our thorough sign up process, ensures that new tenants have a full
   understanding of our services, their rights and responsibilities. This initial
   contact is an important opportunity to identify any support needs and a
   support assessment is completed if appropriate. This can include
   worklessness referrals to Barnsley Development Agency. We have
   operated an introductory tenancy scheme since 2003. Introductory
   tenants receive a minimum of 3 visits in their introductory period (those
   with support or special needs may have more dependant upon their
   re-housing plan). All other tenants have a visit a minimum of every 3 years
   where we discuss any issues, check and refresh customer details
   (including protected characteristics) or customer satisfaction with the
   service.

   A high profile ‘100 Worse Gardens’ exercise is run 3 times every year
   identifying and targeting the 100 worst gardens with action ranging from
   legal measures to a recharge being raised to cover the cost of the work for
   Neighbourhood Services to complete on the tenants’ behalf. The results
   are impressive with a resolution/improvement in the majority of cases
   within a four week period. The exercises have revealed that a number of
   vulnerable householders who were unable to carry out work to their own
   gardens were wary of employing gardeners to do the work for fear of being
   exploited. For this reason a preferred contractor ‘Gardening Scheme’ was
   introduced in August 2010.




                                       37
Our strengths are: 1. 87% satisfaction with area as place to live. 2.
Steering Groups as the hub for co-regulation. 3. Highly visible estate
based teams. 4. Emphasis on prevention and support. 5. Partnership
working on ASB. 6. Junior Warden Scheme. 7. Estate walkabouts.
8. 100 worst gardens initiative and Gardening Scheme.

Areas for improvement are: 1. Continue to develop use of a variety of
media to feedback customer outcomes to wider community. 2. Embedding
worklessness referrals to BDA.

Community Safety - We have an excellent track record of preventing and
tackling ASB. The Community Safety Service (CSS) leads on the
RESPECT Agenda and its head of service is Barnsley’s ASB Coordinator.
The CSS is a partnership between Berneslai Homes, BMBC and South
Yorkshire Police providing an integrated seamless service tackling crime
and ASB as the operational arm of Barnsley’s CDRP, the Safer
Communities Partnership. This service consists of a number of multi
disciplined teams, including:

•   Safer Neighbourhood Teams (SNTs)
•   Neighbourhood Safety Unit (NSU)
•   Policy and Performance

The SNTs consist of wardens, Community Support Officers, Police
Officers and Tasking Officers delivering neighbourhood policing of crime
and ASB. They provide a visible presence in communities and working
together through prevention (e.g. diversionary activities and supporting
schools), support (e.g. community clean ups and inclusion events) and
enforcement. The teams adopt a problem solving, proactive and planned
approach empowering and reassuring communities.

The NSU consists of:

•   The Family Intervention Project (FIP) challenging and supporting
    perpetrators and their families to positively change their behaviour;
•   The Enforcement Team intensively case managing the most serious
    and/or persistent manifestations of ASB requiring specialist
    interventions and/or legal outcomes;
•   Barnsley Estate Action Team (BEAT) of Police Officers proactively
    tackling crime and ASB in neighbourhoods and supporting the work of
    the enforcement and FIP team.
•   Legal staff making legal applications and presenting cases in court.

The CSS adopts a triple track approach (prevention/support/enforcement)
to tackling crime and ASB and links to the prevention/support/enforcement
agendas of partnership agencies.




                                  38
A review of our performance against the RESPECT standard was
completed in July 2010 and an action plan developed to ensure the
continued success of our approach

The cross tenure Family Intervention Project (FIP), which achieved level B
in its 2010 Supporting People inspection, positively changes the anti-social
behaviour of families reducing their impact on communities bringing
stability to families’ lives, preventing homelessness and improving
opportunities for children. FIP combines intensive support with focused
challenge. It is not a question of either/or; support and enforcement are
systematically linked to provide families with the incentive to positively
change their behaviour. Since FIP became operational in July 2007
reported incidents of anti-social behaviour have reduced in 100% of the
families engaged. Housing Management Teams are embracing this ethos
ensuring prevention, support and enforcement is at the heart of service
delivery.
Overall the success of the approach is evidenced by the results of the
STATUS survey which shows a positive trend year on year with most ASB
factors considered less of a problem (e.g. a 7% drop in terms of vandalism
and graffiti compared to 2008). The main problems now identified by
tenants relate to car parking (31%) and rubbish or litter (28%).

Our areas of strength are: 1. Community Safety Partnerships’ Joint
Strategic Intelligence Assessment shows a 21 year low in Crime and
Disorder in Barnsley. 2. Continued community confidence with 87%
satisfaction with area as place to live. 3. Well developed and effective
partnership working that continues to evolve to meet service demands. 4.
Emphasis on prevention and support. 5. National plaudits for the FIP. 6.
Launched 24/7 reporting of ASB.

Our areas for improvement are: 1. Further develop support services for
victims and witnesses. 2. Establish systems to understand perceptions of
perpetrators. 3. Continue to refine performance systems to evidence
success and demonstrate VFM.

Income Management- performance on current tenant rent arrears recovery
continues to be upper quartile with 98.75 % of rent collected in 2009/10.
Working in the framework of the multi agency Financial Inclusion Strategy
our success is evidenced by a continued reduction in the percentage of
tenants with debts exceeding seven weeks rent.

We have a dedicated team dealing with FTAs, and use a variety of
methods to reduce arrears, ranging from SMS reminders to attachment of
earnings.




                                   39
We continue to use a ‘firm but fair’ approach, dealing with arrears at an
early stage and advocating a ‘rent first’ culture. On tenancy sign up new
tenants are advised of their responsibility to pay, when to pay and the
consequences of non-payment. We continue to work with the Council to
reduce cash payments through Barnsley Connects as this is the most
expensive form of cash collection. Housing management staff have
undertaken training with our partners the CAB and now use our tenancy
visits as an opportunity to discuss issues around financial inclusion.
Additionally, we have provided funding for 3 years for a CAB ‘Money
Advice Worker’ to provide intensive advice and case management to
introductory tenants.

In the first 11 months of this project some 68 families with debts totalling
more than £125,000 were supported and secured additional benefits in
excess of £40,000.

Our rents toolkit, consisting of a wide range of preventative measures,
means that we seek possession only when all avenues have been
exhausted. Taking our own cases to court continues to be the fastest and
most cost effective method, reducing fees for our customers. We make
referrals to the Council’s Housing Option, Advice and Homelessness team
at least 7 days prior to any court application being submitted.

Throughout 2010/11 we will continue to promote payment via direct debits
and AllPay outlets as the cheapest way to collect rents and service
charges.

Our strengths are: 1. Upper quartile rents performance. 2. Approach to
financial inclusion. 3. Wide range of payment options. 4. Partnership
working with CAB and Credit Union.

Areas for improvement are: 1. Reducing number of cash transactions.
2. Improving efficiency in back office management of arrears with more
automated processes.

Lettings- An effective Lettings service is essential to address housing
need, meet aspirations and contribute to sustainable communities. It is
key in ensuring fair access to housing and balancing the needs of different
sections of the community from homeless households, those in need of
sheltered housing or those setting up their home for the first time. Given
that demand for social housing now far exceeds the supply, it is vitally
important that the public view the letting of council properties as fair and
transparent.

The average re-let time for routine voids during 2009/10 was 25.13 days
(upper quartile performance).




                                    40
During 2010, we undertook a review of the Council’s Choice Based
Lettings Policy making recommendations to the Council on a small number
of improvements which could be made to a policy largely found to be fit for
purpose.

The number of applicants on the waiting list at March 2010 was 9630
including 1962 transfer applications. During 2009/10 there were 1318
lettings carried out which demonstrates the scale to which demand
exceeds supply. We actively support tenants seeking to move home
through membership and promotion of the national Homeswapper mutual
exchange service. We also take full advantage of our nomination
agreements with Housing Associations in the Borough (nominating 100%
on new build with 50% nominations thereafter). A number of other
initiatives aim to maximise properties available at the same time as
diversifying our business:

•   Property Management Service (managing properties on behalf of
    private landlords).
•   Private Sector Leasing Scheme (managing properties BMBC acquire
    on leases as part of Empty Homes Strategy).
•   Plans to manage 130 properties developed by Chevin Housing
    Association in Thurnscoe.
•   Social Housing Fraud Initiative designed to identify and repossess
    tenancies obtained fraudulently with 3 properties successfully
    repossessed in 2010.
•   Reviewing properties used for non residential purpose such as TARA
    offices and community centres and bring them back into the stock for
    letting following consultation and support of the local community.

We have clear service standards and robust quality assurance systems in
place which include senior staff undertaking a 10% audit of allocations
supported by members of the Customer Services Committee undertaking
reviews of randomly selected assessments and allocations every 6
months.

Our Homeseeker team is split into two areas; Assessment and Lettings,
and managed by the Lettings Manager. The assessment team are
responsible for input and assessment of all applications. Any support
needs are recorded on Northgate (our housing management IT system).
Where appropriate the Special Assessment Process is undertaken to
ensure that support agencies put in place support packages prior to any
offer. Staff regularly organise and attend multi-agency case conferences to
undertake risk assessments on vulnerable service users. Risk
assessments are undertaken as part of MAPPA, MARAC, child and adult
protection and sex offender procedures. Allocations staff regularly attend
support group meetings with agencies representing disadvantaged
customers e.g. Moving on in Barnsley / Action for Children liaison
meetings.




                                  41
The lettings staff are responsible for dealing with the advertising of
properties and the offer process and ensures that individual applicants
who have asked for extra help and support are contacted if suitable
properties are available.

Housing Management Officers are also involved in the lettings process in
that they undertake accompanied views with prospective tenants. The
majority of homes are now let following accompanied views. Good links
exist between all staff involved in the process to ensure that allocations are
made in line with the lettings policy and are sensitive to the needs of the
individual and communities we serve.

Our strengths are: 1. Homeseeker - our CBL scheme. 2. 80% of
properties let on first offer. 3. Advertising private landlord and RSL
properties in CBL advert.

Areas for improvement are: 1. Reduce number of non-active applicants.

Sheltered Housing Service - We manage 21 sheltered schemes covering
747 tenancies and accounting for approximately 4% of the stock.
Wardens have undergone extensive training and now complete Needs and
Risk assessments and Support Plans for each client, tailoring support to
the assessed needs of the individual. Improved staff communication and
management by a centralised specialist team setting clear and consistent
service standards has made a significant improvement on customer
service and the professionalism of the service.

A comprehensive review of Sheltered Housing Schemes took place in
2005 to assess the sustainability of the schemes looking at their facilities,
condition, flexibility for remodelling, alterative options available (including
the planned extra care facilities) and demand. Schemes in Royston, New
Lodge, Grimethorpe, Goldthorpe were demolished. In the retained
schemes we have undertaken a programme of fire safety, decent homes
and general refurbishment making a positive change to the quality of the
stock. Staff and residents have been involved in the remodelling
programme. Consultation at schemes has identified priorities for
improvements and where practicable these have been included as part of
the Decent Homes works and in the provision of new furnishing, communal
kitchens, provision of scooter stores and a hobby room where space
allows.

A guide for residents living in sheltered housing gives clear advice to
customers. Regular scheme inspections between Planned Maintenance
Officers, and Scheme wardens, which are open to residents take place to
ensure schemes are well maintained. Our Sheltered Housing forum,
which is reviewing and updating service standards, ensures that residents
have a clear involvement route over and above those open to all residents.
Wardens, working with the Third Sector and tenants, develop and support
social activities with a preventative/well being agenda (e.g. healthy bones,
fitness and, cook and eat classes).


                                    42
Initiatives to tackle digital exclusion including participation in Silver Surfers
Day assist in building bridges between young and old in the community
fostering community spirit and promotes the schemes. Organising of
cross-scheme activities and gentle exercise classes has proved
particularly popular with residents.

A further review of sheltered housing is to take place encompassing
services provided, delivery models, personalisation, sustainability and
option appraisal. The vision is that investment is directed towards
sheltered schemes that demonstrate a sustainable future so that they
provide 21st century comfort and amenities with a warden service tailored
to personal need and enabling healthy independent living for as long as
possible. The Sheltered Housing Service has a key role to play in the
comprehensive provision of services for older people in Barnsley.

Tenant feedback on this service is very positive with an overall satisfaction
rating of 89% (STATUS 2009) and 75% being satisfied with the range of
activities on offer in their schemes.

A Supporting People Service Review of the Sheltered housing service in
August 2008 awarded a Level C.

Our strengths are: 1. Remodelled sheltered housing service. 2. 89%
satisfaction with sheltered housing. 3. Track record of change.

Areas for improvement are: 1. Achieve QAF level B. 2. Conclude
prioritised future investment action plan for retained schemes. 3. Work
with Third Sector/Private Sector companies to ensure digital connectivity
for all scheme residents.




                                     43
11. Procurement of Other Goods and Services

Support Services

Berneslai Homes procures its support services in line with Best Value
principles. An ongoing programme of reviews is undertaken to ensure support
services continue to meet the needs and requirements of Berneslai Homes
and provide Value for Money.

Importantly customers are actively engaged in the monitoring of those support
services which most directly impact upon them including:

•   Building Cleaning
•   Neighbourhood Services
•   Barnsley Connects

Service Level Agreements (SLA) are set for periods of between one and three
years depending upon the outcome of that particular review. Extensions of up
to 2 years may be given to an SLA agreement without a full review subject to
satisfactory performance and agreement on costs. Evidence files are
produced and maintained for each SLA Review. The achievement of
improvements is monitored through performance meetings including tenants
where appropriate.

As part of our commitment to achieving value for money in our support and
back office services for Berneslai Homes and our customers we have been
working with 2010 Rotherham, St Leger Homes and Sheffield Homes to
consider the viability of shared services across a number of functions. The
models that will be considered are outsourcing, procurement frameworks,
hosting and joint provision with housing associations or private partnerships.
The areas to be considered are Training, Legal Services, Health and Safety
and Audit.

Procurement

Berneslai Homes has a Procurement Strategy which is closely aligned to the
company’s value for money strategy and efficiency register, all these
constitute part of the internal control framework which is overseen by the Audit
Committee. The Procurement Strategy and its’ action plan is reviewed on an
annual basis by Audit Committee and reported to Board. We are members of
a number of procurement consortia, namely Northern Housing Consortium,
Procurement for Housing and Efficiency North which in 2010 joined with GM
Procure and North East Procure to form a new strategic alliance called Re
Allies. These frameworks drive significant savings for both the company and
the Property Repairs Improvement Partnership allowing savings to be
reinvested for the benefit of customers and the Council.




                                      44
12. Financial Plan

The 30 year capital and revenue plans were updated during 2010 to inform
the consideration of the Self Financing Offer received from Government in
March 2010.

The analysis demonstrated that the Homes Standard could just be maintained
over 30 years based upon the offer.

The plans are currently being rolled forward to reflect the revised planned start
date of April 2012 for Self Financing and updated for the 2011/12 Subsidy
Settlement. This will enable the viability of the Government’s revised offer to
be assessed. The revised offer is expected during January 2011 and the final
settlement to be agreed by January 2012. The Government’s intention is to
introduce self financing from April 2012 subject to parliamentary approval
through the Localism Bill.

The self financing 30 year business plan will be reviewed on an annual basis
and revised forecasts established if there are any significant variations to the
key components of the plan.

A draft 2011/12 HRA budget and Capital Programme have been developed
for consideration by the Council.

Management Fee

Each year the Berneslai Homes Delivery Plan is agreed with the Council.

Berneslai Homes is paid a Management Fee for delivering the services as set
out in the plan. For the year ending 31st March 2011 the fee agreed with the
Council amounts to £14.386M. The Management Fee is primarily funded from
the HRA and the financial health of the HRA is therefore a key factor in
determining the level of fee received.

The housing subsidy system continues to have an ongoing adverse influence
on the financial viability of the HRA.

We have received the housing subsidy determinations for 2011/12 and based
upon the determinations the budget for 2011/12 has been developed. The
management fee proposed for 2011/12 is £13.053M including savings of
£1.326M.

Construction Services

Construction Services is managed as a separate trading account within
Berneslai Homes Ltd. It is paid by the Council based upon a monthly
valuation rather than through the Management Fee. Construction Services is
part of the PRIP (Property Improvement and Repair) arrangement and has to
match the tendered prices of its private sector partner.


                                       45
Management of Council Budgets

Berneslai Homes manages the Housing Revenue Account and the Council
Housing capital programme on behalf of Barnsley MBC. Although these
transactions remain in the Council’s accounts Berneslai Homes control the
deployment of the resources within the agreed budget totals.




                                     46
13. ICT Strategy

Berneslai Homes uses Barnsley Council’s ICT systems, networks and
equipment through a service level agreement. The company is in a period of
stability in terms of core systems being bedded in for some time. Significant
progress has been made in how core systems integrate and the quality of
management information that can be produced.

During 2007 we made resources available to procure and introduce an
Enterprise Content Management System that provides electronic post and the
facility to store and manage electronic files and records. Business processes
have been reengineered in order to maximise the opportunities for the
introduction of up to date working practices leading to significant efficiencies in
back office functions as well as improving customer services. In 2008 e-post
went live followed by document management in 2009 supporting more
efficient data strorage and retrieval prior to the move to our new headquarters
at Gateway Plaza. Our approach to and implementation strategy for records
management and implementation will be determined in 2011.

The ICT strategy and programme has been reviewed and updated setting out
how we want to take advantage of ICT to deliver services in new ways to
customers and continually improve upon the quality of management
information. Initially this included the implementation of on-line application
forms and new Choice Based Lettings system that enables customers to
register interest in vacant properties either by telephone or the internet.
Following these successes a further 8 on-line forms were introduced in 2010
and a further suite is in development enhancing cost effective access to
service options for our customers. Our balanced scorecard has been updated
to include e-access measures.

Acknowledging the increased importance of web based services we are
reviewing our website which already attracts over 72,000 hits a year to make it
more user friendly and accessible. Refreshing the feel with animation and
videos we also intend to introduce social networking facilities as a means of
engagement with less involved customers e.g. younger people.

However, we understand that many tenants in social housing are excluded
from benefiting from on-line services as they cannot access high speed
broadband services. We will continue to work with the Council and the private
sector to maximise the benefits afforded by the Digital Region to develop
options to reduce digital exclusion in Barnsley, supporting the borough’s aim
for all, who want to, to be on line by 2012.

Following a successful pilot scheme which saw a reduction in no-access calls
we now issue text reminders to customers of their booked repairs
appointments. We are evaluating how such efficiencies can be replicated in
other service areas.




                                        47
We acknowledge that ICT solutions can sometimes take longer than desired
from initial scoping to implementation. We will work with our partners in the
Council’s Strategic ICT and Bull to identify ways in which we can reduce lead
in times.

Legislative Requirements

It is necessary to ensure our systems are fit for purpose in terms of their ability
to produce statutory returns, are compliant with Government security
standards and that they meet external audit requirements. It is also
necessary that we meet the stringent requirements concerning the
management of information contained within the Freedom of Information and
Data Protection Acts.

Technological Developments

We will continue to ensure that we keep up to date with new software releases
and any upgrade of hardware and infrastructure to take account of customer
demands to access services in different ways.

Our areas of strength are: 1. ICT Strategy. 2. Use of ICT solutions to improve efficiency
and access to services. 3. Legislative compliance.

Our areas for improvement: 1. Further develop electronic access to services. 2. Work with
the Council and Bull to speed up ICT implementation processes. 3. Work in partnership to
tackle digital exclusion. 4. Continue to examine ways to work more efficiently through ICT
solutions.




                                        48
14. Human Resources

Berneslai Homes is committed to ensuring excellence in coaching, training
and learning activities and to creating a culture that will ensure that the
organisation attracts, motivates, develops and retains the very best staff. We
are proud to have been approved as an organisation that invests in its people,
and we respect and appreciate the worth of all employees, and understand
the importance of enabling and encouraging them to explore and develop their
own potential. Our development activities will ensure that we will deliver a
continuously improving service to our customers.

As an accredited Investor in People, Berneslai Homes will demonstrate its
commitment to staff development and training by:

•   Co-ordinating, monitoring and evaluating staff development and training.
•   Allocating a staff development and training budget linked to the strategic
    objectives of the company.
•   Utilising internal training capacity, skills and resources within the
    organisation.
•   Working in co-operation with other organisations to maximise development
    opportunities.
•   Accessing multi-agency training.
•   Maximising external partnership working to facilitate shared learning and
    development for all staff.
•   Exploring models of best practice to access staff development and training
    resources.

Planning Staff Development and Training

Training and Development activities will be carefully planned, monitored and
evaluated to ensure that return on investment can be identified and evaluated.
The outcome of development activities must be to achieve key objectives by
enhancing performance at individual, team and organisational levels. In order
to ensure that individuals are motivated and assisted to continually improve
their performance, all managers will be required to identify training needs
effectively. This may be:

•   To bridge the gap between present and desired performance which is
    measured against an existing standard such as a competency framework.
•   To improve individual performance to achieve continually rising standards.
•   To innovate by doing new and better things to produce a step change.




                                      49
A Learning and Development Plan is produced each year, which supports the
priorities highlighted in the Delivery Plan, and evidences the contribution to
organisational achievements. In addition it indicates how priorities are to be
addressed, and the cost benefits for the organisation.

Performance Review

Every member of staff has a performance and development review on at least
an annual basis, and regular one-to-ones with their line manager, in order to
monitor performance against targets and establish if there is any additional
training need to be met.

Staff guidance on the review process explains how to get the most from it so
that they will understand which key objectives their job role supports, and will
discuss what personal development may be required to meet key
organisational, team and personal objectives at their review.

The Learning and Development Manager monitors performance and
development reviews. Quarterly meetings are held with Divisional Managers
to review training undertaken and plan emerging requirements.

In 2010 we reviewed the way in which we evaluate the value and impact of
training producing a simple matrix and guidance notes for managers. In order
to evaluate the effectiveness of development activities, learning objectives are
set, which clearly state the desired outcomes in terms of what staff should
know and be able to do. Training is evaluated for content, method, delivery
and relevance. Staff have debriefing discussions with their line manager, who
will offer support to enable the learning to be transferred to the job.
Performance is monitored and feedback given to the training provider.
Ultimate effectiveness and value for money of learning activities is assessed
by the impact of the learning upon the organisation with individuals and
managers able to identify actual outcomes which link back to key objectives.

Every member of staff has a training record, which is kept up to date on our
Training Management System and on individual personal development
portfolios.

Equality Issues

All employees have equal access to development and training opportunities
irrespective of whether they work full or part-time hours or shifts. Training
opportunities are effectively communicated across the Company, verbally at
team meetings, via the Intranet and email, or through the external postal
system.




                                       50
All training activities are monitored to ensure compliance with our duties under
relevant Equality legislation. The Learning and Development Manager works
closely with the Equality and Diversity Manager to optimise opportunities to
develop a more diverse workforce, which is reflective of the community in
which we work. This is achieved through such activities as:

•   Job placements.
•   Job shadowing initiatives.
•   Shared training opportunities.
•   Raising the profile of Berneslai Homes with established external agencies.

Human Resources

In 2008 we established our own in-house Human Resource Team. Their work
is delivered within the context of a robust HR strategy and action plan which is
monitored on a quarterly basis by the Human Resources Committee. The
Human Resources strategy has been developed to reflect the importance of
effective human resource management in achieving organisational goals. We
wish to ensure a steady stream of committed, skilled and empowered
employees whose working environment is underpinned by modern
employment practices. The strategy sets out our people objectives as:

•   To be an employer of choice with a compelling employer brand and a
    robust workforce planning framework in place ensuring that a
    comprehensive set of local conditions are in place which are compliant
    with legislative requirements.
•   To be a developer of people and recognised for this with IIP accreditation.
•   To influence change through the establishment of a Managing Change
    protocol and framework and effective relationships with our Trade Unions.
•   To value diversity with a workforce representative of the community we
    serve.
•   To make connections through effective communication systems.

Benchmarking through the Select 10 Improvement Club shows that we are
delivering significant outcomes with the lowest number of HR staff in the club.

The HR team has been a key driver to improve the efficiency of the company
for instance in reducing sickness in 2009/10 by one third; equivalent to a
£300,000 efficiency gain. This has been done by taking a holistic view which
encompasses training for managers and unions, the review and consistent
application of policies, working with partners such as occupational health and
introduction of new initiatives such as the physiotherapy service. In addition
the HR team has worked closely with relevant parts of the company to ensure
that organisational units have the right number of staff at the right levels and
with the appropriate skills to deliver work. Key areas have included the
restructure of Construction services, negotiation with employees and Trade
Unions on new terms, conditions and working patterns. Developing policies
and procedures which are fit for the purposes of a company of our size they
support and guide managers to effectively manage their teams and be
inspirational leaders for the organisation.

                                       51
We have invested in a bespoke Leadership Development Programme for
senior managers. Evaluation of this has shown a positive development of
their leadership capabilities. SMT meet with these managers at our
Leadership Forum twice a year to discuss, plan and share key developments
and issues within the company.

We have well established systems to ensure effective communication with all
staff including: an Annual Staff Conference, monthly team briefs, weekly key
messages, team meetings, tool box talks and one-to-ones.

In the same way that we believe in the importance of measuring customer
satisfaction and learning from feedback we equally believe it is important to
ensure we measures staff satisfaction. Since 2009 we have taken part in The
Times Best Companies survey as an effective tool to achieve this at low cost
and enable national benchmarking. In 2009 overall satisfaction stood at 70%;
we continue to work within teams to develop action plans to address any
underlying concerns that staff may have. This is particularly important in the
current climate of public sector cuts and pay freezes.

Our strengths are: 1. A robust HR strategy. 2. Learning and Development
Plan. 3. Investor in People accreditation. 4. Performance and Development
Review Process. 5. Training Management System.

Our areas for improvement are: 1. Have a workforce more representative of
the local community. 2. Continue to review policies and procedures in line
with the approved HR work plan.




                                      52
                                               Appendix 1


MAINTAINING THE BARNSLEY HOME STANDARD PROGRAMME 2011/12




             Area                Number of Properties

Brierley                                 159
Little Houghton                           45
Ward Green                                99
Worsbrough Bridge                         88
Cudworth                                 147
Town (Summer Lane Area)                  129
Wombwell                                 106




                          53
                                                        Appendix 2

             GLOSSARY/ABBREVIATIONS

ALMO        Arms Length Management Organisation
ASB         Anti Social Behaviour
BBEMI       Barnsley Black and Ethnic Minority Initiative
BMBC        Barnsley Metropolitan Borough Council
BME         Black Minority Ethnic
BVPI        Best Value Performance Indicator
CPA         Comprehensive Performance Assessments – a system
            by which the Government assesses council’s
            performance. The work done by Berneslai Homes is
            taken into account when the council is scored.
CSC         Central Service Charges – the council’s predominant
            method for recharging services between departments
CSR         Comprehensive Spending Review
CLG         Department for Communities and Local Government
DDA         Disability Discrimination Act
EDIP        Equality and Diversity Inclusion Partnership – a part of
            the One Barnsley structure, working across agencies
            towards improving equality and diversity which Berneslai
            Homes participates in
FTE         Full Time Equivalent posts – this is used as a measure
            given increasing number of employees taking advantage
            of flexible working options. E.g. 2 members of staff on
            job sharing a role and each working 18.5 hrs per week
            would be classed as one FTE
HCA         Homes and Communities Agency
HMR         Housing Market Renewal Area – an area in the east of
            Barnsley where the Council is undertaking major
            regeneration work
HRA         Housing Revenue Account
Housemark   An organisation which compares performance and costs
            between ALMOs who have joined it.
ICT         Information and Communication Technology
IIP         Investors in People – a national recognised scheme
            which assess how the workforce is involved in the
            business, managed and developed
KPI         Key Performance Indicator- how performance is
            assessed – usually used on repairs and maintenance
LAA         Local Area Agreement
LGBT        Lesbian, Gay, Bi-sexual, Transgender
LMS         Learning Management System
LVT         Leasehold Valuation Tribunal
MAPPA       Multi Agency Public Protection Arrangements (managing
            serious offenders in the community)
MARAC       Multi Agency Risk Assessment Conference (coordinates
            high level domestic violence cases)


                            54
MRA          Major Repairs Allowance
Northgate    Our housing management IT system
NTV          National Tenants Voice
Open House   Quarterly newspaper issued to all tenants and
             leaseholders
PCT          Primary Care Trust
PDR          Personal Development Reviews – the way in which staff
             performance is reviewed with mangers and training and
             development needs are agreed on
PEST         analysis which looks at the external environment broken
             down into the categories of Political/legal, Economic,
             Socio-cultural and Technological
PI           Performance Indicator – a way of measuring how well a
             service is provided which allows comparison year on
             year and other organisations
PRIP         Property Repair and Improvement Partnership – the
             partnership between Berneslai Homes, BMBC, and Kier
             which delivers repairs and maintenance work including
             capital work schemes
SAP          1. The IT systems used to support many functions e.g.
             Finance, Repairs ordering. 2. The standard assessment
             procedure used to calculate the energy efficiency of
             properties
SCS          Sustainable Communities Strategy
SP           Supporting People
SPRG         Strategy and Policy Review Group – a part of our formal
             tenant involvement structure
SLA          Service Level Agreement – used when we buy in
             services from the Council such as Human Resources to
             set out standards and who does what
SMT          Senior Management Team
STATUS       A standardised survey to measure customer satisfaction
             across all social housing providers
Stonewall    A national organisation campaigning for equality for
             lesbians, gay , bisexual and transgender people
SWOT         A way to assess the Strengths, Weaknesses,
             Opportunities and Threats facing the company
TARA         Tenants and Residents Association
TMS          Training Management System – an electronic system
             used to manage training records, requests, delivery of
             e-learning and manage the PDR process
TSA          Tenant Services Authority
VPN          Virtual Private Network – a computer network which uses
             the internet to provide secure access for remote
             individuals, offices, partner organisations to the
             company’s secure network
WLB          Work Life Balance – having flexible working patterns that
             support employees’ different circumstances.


                             55
                                                                                Appendix 3
                          SWOT AND PEST ANALYSES

                                 SWOT ANALYSIS
                Strengths                                      Weaknesses

•   An excellent service that has excellent      •   Lack of resources identified in 30 year
    prospects for improvement                        business plan to retain stock at decency
•   High customer satisfaction                       level post 2011 with specific funding
•   Clear objectives                                 gaps identified for environmental works
•   Strong brand identity                            and decent homes plus, replacement
•   Clear track record of continual                  stock
    improvement                                  •   Heavy reliance on single funding stream
•   External accreditations including IIP,           and grant funding
    TPAS, EFLG, Stonewall                        •   Board membership and staffing
•   History of successful partnership/multi-         structures are not fully reflective of the
    agency working including BMBC, Police,           local community
    Kier and Third Sector                        •   Outdated provision in some sheltered
•   Effective financial control                      housing schemes
•   Good business planning skills e.g. 30        •   Impact of public sector cuts in terms of
    year business plan                               staff morale, and sickness rates
•   Commitment to Barnsley, its community        •   Low overheads/management costs
    and economy                                      means little scope for R&D activity
•   Strong positive regional and national        •   Succession planning for Board and
    reputation                                       senior management
•   Effective national partnership working       •   Slow progress/capacity of BMBC to
    within the ALMO sector                           implement major ICT initiatives which
•   Area profiling of estates ensures that           would support VFM
    scarce resources are effectively targeted
    and that those areas with multiple issues
    and problems benefit from
    comprehensive master planning which
    involves the community
•   Achieved decent homes standard
    December, 2010.
•   Value for Money
•   Guaranteed cash flow through the
    management fee
•   Effective capital programme
    management
•   Skilled and balanced Board with strong
    and effective governance arrangements
•   Low staff turnover
•   Employer of choice
•   Effective and positive working
    relationships with Trade Unions
•   The commitment and enthusiasm of staff
    at all levels in the organisation.
•   Highly skilled and trained workforce
•   Effective internal and external
    communications e.g. team brief, tool box
    talks, web, Open House
    Comprehensive systems for tracking
    customer satisfaction through surveys,
    questionnaires and the mystery shopping
    programme demonstrating continued
    high levels of customer satisfaction



                                                56
                 Strengths                                       Weaknesses

•   A culture of honest and open evaluation
    of our strengths and weakness
•   Low management overheads when
    bench marked against other ALMOs
    while still delivering high quality services
•   A strong history of enforcement of
    tenancy regulations, estate management
    and tackling anti-social behaviour
•   Robust procedures for
    providing/facilitating support to vulnerable
    tenants including Family Intervention
    Programme
•   A strong relationship with a strong and
    effective Barnsley Tenants and
    Residents Federation
•   Effective and comprehensive tenant
    engagement arrangements
•   Partnership work with the wider tenants
    movement regionally and nationally
•   Leadership on community cohesion,
    equality and diversity
•   Recognition of need for company
    diversification and the development of
    projects generating non management fee
    income
•   Ability to innovate and deliver change
•   A strong approach to risk management
    and Resilience Plan
•   Range of housing stock
•   Affordable rents

              Opportunities                                         Threats

•   Self financing as a sustainable 30 year        •   FRS17/changes to pension
    investment/business plan                           arrangements
•   Digital region                                 •   Direct/indirect implications from public
•   Reduction in bureaucracy/external                  sector cuts – currently impact unclear
    regulation and shift to co-regulation          •   Impact of public sector reform e.g.
•   Increased appetitive to explore shared             benefits/welfare and impact on collation
    services/overheads including Super                 costs and rent arrears. Currently impact
    ALMOs                                              unclear
•   Maximise external funding that is              •   Uncertainty regarding future regulatory
    available e.g. Green initiatives                   framework and standards
•   Big society/neighbourhood engagement           •   Staff/public unrest and breakdown in
•   Build on Chevin ‘Seasons estate’ work              community cohesion/rise of far right
    and market services to other registered            extremism
    providers including scope to take over
    stock




                                               57
                                     PEST ANALYSIS
          Political and Legal                       Economic and Environmental

•   Coalition Government’s CSR 2010,            •   Inflation/interest rates
    spending cuts and policy reviews            •   Change from use of RPI to CPI
•   Outcome of Self financing HRA review        •   Ability to diversify
•   Outcome of BMBC housing option              •   Poverty and deprivation
    appraisal                                   •   Unemployment/worklessness
•   Change in political control of Council      •   Rising house prices/affordability
•   Big society and Localism                    •   Risk of increased homelessness
•   Minimum Council                             •   External funding opportunities
•   Pathway to home ownership                   •   Environmental and green agenda
•   Security of tenure                          •   Climate change – flood risk
•   Community cohesion agenda
•   Regional funding including City Regions
    and LIP
•   Changes in regulatory requirements

             Socio-cultural                                 Technological

•   Demographic changes leading to shifts in    •   Levels of expertise in ICT
    demand for location and types of            •   Barnsley Connects including call centre
    property                                    •   Implementing t-Government
•   Dependency culture                          •   Mobile working/homeworking
•   Crime, anti-social behaviour
•   Health and disability
•   Need for provision of need and affordable
    rented housing/intermediary tenancies
•   Increase in customer aspirations
•   Reduced stock turnover
•   Migration of workers
•   Increasing ethnic diversity in Barnsley
•   Regeneration of Town Centre
•   East/West of Borough economic divide




                                              58
                                                                      Appendix 4

         PERFORMANCE MANAGEMENT AND MONITORING FRAMEWORK


   STRUCTURE           PERFORMANCE             FREQUENCY           PURPOSE


Strategic Managers   Core Balanced Score                   Challenge
and SMT              Card
                     • Financial                           Accountability
                     • Customer
                     • Learning and          Monthly       Problem solving
                        Growth
                     • Internal Processes                  Tracking

                     Plus Delivery Plan                    Ideas
                     targets
Berneslai Homes      Monthly KPI’s           Monthly       Liaison
SMT/BMBC                                                   Challenge
Strategic Landlord                                         Exception reporting

Strategic Managers   Quarterly report        Quarterly     Confirm actions and
and SMT              plus Delivery Plan                    resolutions
                     targets
                                                           Preparation for Board and
                                                           BMBC Quarterly Report
Berneslai Homes      High level score card   Quarterly     Scrutiny and Challenge
Board                and progress against
                     Delivery Plan top 20
                     targets

Berneslai Homes      Quarterly report        Quarterly     Monitoring
Board and            plus Delivery Plan
SMT/BMBC             targets                               Delivery of contractual
                                                           arrangements
BMBC Cabinet         Quarterly report        Quarterly     Monitoring
                     plus Delivery Plan
                     targets
Berneslai Homes      High level score card   Bi-monthly    Shared understanding of
Board/SMT and        and progress against                  direction of travel
Federation           Delivery Plan targets

Berneslai Homes      Year end results        Annual        Review and forward
Board                                                      planning
All staff            Performance             Annual        Performance review
                     Development Review                    against outcome
                                                           measures and
                                                           identification of
                                                           development needs




                                             59
   STRUCTURE     PERFORMANCE           FREQUENCY                 PURPOSE

All Staff      Team Meetings (Team   Monthly              Information sharing and
               Brief) and Tool Box                        feedback
               Talks
All staff      121 Supervisions      Minimum 6 per year   Quality time update
                                                          Performance review
                                                          Support




                                     60
                                                                                                                                                      Appendix 5
                                                                  PERFORMANCE INDICATORS

                      Performance Indicators                                                                                                Proposed Targets

                                                                             09/10                             Target
Indicator Ref.                        Description                           Outturn          Upper Quartile    10/11          Qtr 2       2011/12       2012/13


                 The proportion of local authority dwellings which
                 were non decent dwellings at the start of the financial
                                                                                                                                                  2
    BH1          year                                                        2.54%               21%            2%           Annual         0%            0%
    BH2          Urgent repairs in time (PRIP KPI 7)                        99.11%               97%           98%           97.30%        98.71%       98.71%
    BH3          Average time for non urgent repairs (PRIP KPI 8)          6.12 days            11 days       10 days       8.35 days      9 days       9 days

                 Rent collected by the local authority as a proportion
    BH4          or rents owed on HRA dwellings                             98.75%              98.20%          99%          97.94%         99%          99%
                 Average time to re-let local authority housing
    BH5          (calendar days)                                           25.13 days             26.7           26        25.37 days        25           24

    BH6          Council Homes SAP rating                                    72.12                65             71          Annual          79           81


                 The percentage of all tenants, or a representative
                 sample of council tenants stating that they are
    BH7          satisfied with the overall service provided by their
                                            3
                 landlord when surveyed.                                    87.00%               82.5%          88%

                 Percentage of planned repairs funded from Revenue
    BH8          Expenditure                                                41.69%               54%            34%          40.72%         40%          41%

                 Percentage of responsive repairs for which the LA
    BH9          made and kept an appointment (PRIP KPI 14)                 94.68%               97%            96%          98.88%        99.08%       99.08%


       2
           The 0% target is subject to self financing settlement and is to be measured over a 5 year period.
       3
           Targets to be established following review of replacement for status survey being undertaken by Housemark in association with TSA. This relates to BH7,
           18 and 19.

                                                                                        61
                       Performance Indicators                                                                                        Proposed Targets

                                                                          09/10                               Target
Indicator Ref.    Description                                            Outturn        Upper Quartile        10/11      Qtr 2      2011/12    2012/13
    BH10          % of women in top 5% of earners                        41.94%            44.42%              44%      41.94%       44%        44%
    BH11          % of BME in top 5% of earners                            Nil             1.39%              2.50%       Nil        2.5%       2.5%
                  % of staff defining under the DDA definition of
                  disability in top 5% of earners
    BH12                                                                 6.45%          Not applicable        2.50%      6.45%      6.45%      6.45%
                  % of staff defining under the DDA definition of
    BH13          disability                                             4.85%              2.65%              6%        4.35%        6%         6%
                  % of BME staff in total workforce lost per FTE (Year
    BH14          end forecast)                                          0.50%              6.80%              1%        0.58%        1%         1%

                  Number of working days lost per FTE (Year end
                                                                                                          4
    BH15          forecast)                                               9.49            9.79days            8days    11.98 days     8           8

    BH16          FTAs as a % of the rent roll                           1.33%              1.19%             1.2%       1.31%       1.1%       1.1%


    BH17          Number of complaints received                           166           Not applicable         N/A        55
                                                                                                  5
    BH18          How good is BH at keeping you informed?                 85%               75%                85%      Annual
                  How satisfied are you that your views are taken into
                                                                                                      4
    BH19          account?                                                72%              68.1%               76%      Annual




       4
           Based on Housemark Almo benchmarking club report 2010
       5
           Based on Housemark benchmarking analysis




                                                                                   62
                                                                                                              Appendix 6

                    SERVICE BUSINESS PLAN 20011/12 – BUSINESS AND CUSTOMER SERVICES DIRECTORATE

Strategic Objective 1: To deliver excellent Customer Services


Task                               Lead Officer          Completion Date   Milestones                     Contributes towards
                                                                                                          Improving VFM

Review and refresh Marketing   Customer Services         July 2011         Commence review April 2011
and Communications Strategy to and Engagement                              Approved July 2011
include electronic forms of    Manager
communication and consultation


Further develop on line services   Performance and       Throughout        Evaluate efficiency and
for customers                      Information Manager   2011/12           effectiveness and produce
                                                                           recommendations for future
                                                                           actions.

                                                         April 2011        Roll out additional forms.

                                                         July 2011         Extend the scope of the text
                                                                           messaging service.




                                                             63
Task                            Lead Officer            Completion Date   Milestones                Contributes towards
                                                                                                    Improving VFM

Implement new                Customer Services and      June 2011 (est)   Implementation of
arrangements to capture      Engagement Manager                           replacement system for
headline ‘STATUS’ indicators                                              STATUS.
in light of national review.

Develop and deliver 2011        Customer Services and   December 2011     Programme completed and
tenants’ training programme     Engagement Manager                        evaluated

Implement uEngage system        Customer Services and   April 2011        System go live
including refresh of customer   Engagement Manager
profile data and maximise                               August 2011       Review engagement
opportunities of customer                                                 opportunities
feedback
                                                        November 2011     Produce new SEAP plan

Implement new complaints        Customer Services and   April 2012        Go live
process and structures to       Engagement Manager
comply with new Regulatory
Framework




                                                            64
Task                         Lead Officer            Completion Date    Milestones                    Contributes towards
                                                                                                      Improving VFM

Ensure compliance with TSA   Customer Services and   1st April 2011     Local standards in place
standards                    Engagement Manager
                                                     1st October 2011   Publish annual report for
                                                                        2010/11
                                                     January 2012       Jointly review Berneslai
                                                                        Challenge with Tenants
                                                                        Federation

Achieve TPAS Landlord        Customer Services and   September 2011     Complete gap analysis and
reaccreditation              Engagement Manager                         action plan
                                                     December 2011      Report to Customer Services
                                                                        Committee
                                                     February 2012      Inspection complete




                                                         65
Strategic Objective 3: To actively contribute to and influence partnership working within Barnsley and the Sub-Region


Task                           Lead Officer               Completion Date   Milestones                    Contributes towards
                                                                                                          Improving VFM

To continue to contribute to   Equalities and Diversity   Throughout        Contribute to the
the Borough’s community        Manager                    2011/12           development of All Barnsley
cohesion agenda                                                             Diversity Festival




                                                             66
Strategic Objective 4: To be a successful well managed company


            Task                   Lead Officer       Completion Date              Milestones              Contributes towards
                                                                                                             Improving VFM

Maintain Top 100 status in   Human Resources          January 2012        Produce Action plan based on
the Stonewall Workplace      Manager                                      previous year’s feedback April
Equality Index                                                            2011
                             Equality and Diversity
                             Manager                                      Submit application and
                                                                          evidence Sept 2011

Achieve ‘excellence’         Equality and Diversity   Quarter 3 2011/12   Develop action plan
standard in the Social       Manager
Housing Equality Framework                                                Confirm inspection date


To implement electronic      Human Resources          Quarter 3/4         Pilot system in HR Team
recruitment processes        Manager                  2011/12             Summer 2011

To achieve Investors in      Human Resources          February 2011       Gap Analysis Complete
People reaccreditation       Manager                  February 2011       Managers trained on new IIP
                                                                          standard
                                                      July 2011           Achieve
                                                      October 2011        Implement IIP Improvement
                                                                          Plan following receipt of
                                                                          report




                                                         67
           Task                    Lead Officer        Completion Date             Milestones              Contributes towards
                                                                                                             Improving VFM

Implementation of             Performance and Systems During 2011/12     N.B. Full roll out of release 5
Hyperwave Release 5           Information Manager                        is dependant on BMBC plan.
                                                                         Dates for testing, and training
                                                                         to be confirmed in association
                                                                         with BMBC
                                                                         N.B. As part of the
                                                                         preparation, review E-Post
                                                                         Room equipment to ensure
                                                                         continued fit for purpose
Implementation of Northgate   Performance and Systems June – August      System testing
V6                            Information Manager     2011

                                                      September 2011     Train Super users

                                                      October 2011       Train users

                                                      December 2011      Full roll out of V6

Implement Phase 2 of          Performance and Systems July 2011          To be completed by July 2011
Technical Refresh             Information Manager
Programme (Impact Officers
and Construction Services)
Implementation of Record      Performance and Systems June 2011          Establish working group
Policy and Procedure          Information Manager
                                                      September 2011     Commence staff training

                                                      December 2011      Full implementation



                                                          68
             Task                     Lead Officer        Completion Date           Milestones             Contributes towards
                                                                                                             Improving VFM

Revise data collection           Performance and Systems Spring 2011        Consider new regulations and
processes in light of TSA        Information Manager                        produce new processes and
reform of NROSH, and                                                        implementation timetable
CORE


Undertake annual risk            Performance and Systems October 2011       To be completed by October
assessment of the                Information Manager                        2011
confidentiality, integrity and
availability of information




                                                             69
                                                                                                                   Appendix 7

                        SERVICE BUSINESS PLAN 2011/12 – ASSET MANAGEMENT AND REGENERATION

Strategic Objective 1: To deliver excellent Customer Services


             Task                      Lead Officer (s)           Completion Date             Milestones                  Contributes
                                                                                                                           towards
                                                                                                                        Improving VFM
                                                                  March 2012        Engagement in and refresh of
Delivery of the strategy for     Investment & Regeneration                          BMBC Older Persons Strategy
regeneration and development     Manager
of Berneslai Homes older                                          March 2012        Feasibility Work on the future of
persons supported housing                                                           Sandhill Court and engagement
facilities                                                                          with development partners.
Ensure delivery of excellent     Asset Manager                    March 2012        Maintain regular Core and Task
customer services through        Investment and Regeneration                        Team Meetings.
management and contribution to   Manager                                            Annual Setting of PRIP
the Management of the Property   Director of ARCON.                                 Targets, relating to improved
Repairs and Improvement                                                             customer services.
Partnership

Programme manage the             Investment & Regeneration        March 2012        Completion of the 11/12
Maintaining the Home Standard    Manager                                            programme by Mid March
Programme, with a focus on the   Construction Services                              2012.
best possible customer service   Manager
evidenced by Key Performance     and Manager Kier                                   Meeting the PRIP Customer
indicators.                                                                         Service KPI targets.




                                                             70
              Task                        Lead Officer (s)        Completion Date                Milestones           Contributes
                                                                                                                       towards
                                                                                                                    Improving VFM
Refresh the Asset Management        Director of ARCON             August 2011           New Document aligned with
Strategy to align to ‘Self                                        (subject to self      delivery and capital plan
Financing’ and delivery of the 30                                 financing financial
year stock investment plan.                                       clarity).




                                                             71
Strategic Objective 2: To continue to deliver sustainable communities which are safe, healthy and attractive
neighbourhoods which are accessible to all


            Task                        Lead Officer             Completion Date             Milestones                 Contributes
                                                                                                                         towards
                                                                                                                      Improving VFM

Conclude New Lodge Master       Investment & Regeneration        March 2012        Work with Yorkshire Housing,
plan regeneration.              Manager.                                           Strategic Housing and HCA to
                                                                                   secure and deliver phase 2
                                                                                   scheme.

                                                                                   Work with partners to deliver
                                                                                   Village Green Project within the
                                                                                   resources available. Plan to
                                                                                   resolve ongoing maintenance
                                                                                   cost issue through the creation
                                                                                   of a community enterprise to
                                                                                   take on responsibility.

                                                                                   Produce an outturn report on
                                                                                   achievements linked back to the
                                                                                   masterplan blueprint.




                                                            72
           Task                     Lead Officer              Completion Date             Milestones                Contributes
                                                                                                                     towards
                                                                                                                  Improving VFM

Conclude Worsbrough Master   Investment & Regeneration        March 2012        Complete Bank End Central
Plan Regeneration.           Manager                                            Area Environmental Works
                                                                                Project on site by June 2011.

                                                                                Complete Strategic Acquisitions
                                                                                Harriet Close, Worsbrough
                                                                                Common Continue negotiated
                                                                                purchase where possible
                                                                                Execute compulsory purchase
                                                                                on remainder
                                                                                Work with RSL (south Yorkshire
                                                                                HA) to prepare planning
                                                                                application
                                                                                Strategic Acquisitions Baden
                                                                                Street
                                                                                Continue negotiated purchase
                                                                                where possible
                                                                                Execute compulsory purchase
                                                                                on remainder
                                                                                Work with RSL (South Yorkshire
                                                                                HA) to prepare planning
                                                                                application on phases 2 & 3

                                                                                Produce an outturn report on
                                                                                achievements linked back to the
                                                                                masterplan blueprint.



                                                         73
              Task                         Lead Officer            Completion Date             Milestones                 Contributes
                                                                                                                           towards
                                                                                                                        Improving VFM
Complete delivery of LA             Investment & Regeneration      March 2012        Practical Completion of works on
Challenge Fund Schemes              Manager                                          site.
                                    Development and Partnership
                                    Manager

Seek out and explore external       Director ARCON.                March 2012        Projects explored and packaged.
funding Opportunities for Low       Investment & Regeneration                        Funding Applications made.
Carbon Energy Projects and          Manager
which combat fuel poverty. In       Development and Partnership                      Projects brought to delivery
particular Solar Photo Voltaics –   Manager.                                         stage.
Feed in Tariffs, Renewable          M and E Services Manager.
Heat, Incentive, Community
Energy Saving Programme,
Carbon Emissions Reduction
Target and European Regional
Development Fund funding.
Convert and deliver such
opportunities into delivered
projects.




                                                              74
Strategic Objective 3 : To actively contribute to and influence partnership working within Barnsley and the Sub-region.


             Task                        Lead Officer              Completion Date            Milestones               Contributes
                                                                                                                        towards
                                                                                                                     Improving VFM
Contribution to Dearne Valley     Investment & Regeneration        March 2012        Initiate/Respond as required
Eco Vision Initiative             Manager,

Continue to work in partnership   Investment & Regeneration        March 2012        Initiate/Respond as required
with BMBC to develop              Manager
engagement with Homes and         Director of Assets,                                Funding Outcomes and
Communities Agency - Local        Regeneration and                                   Programme
Offer delivery                    Construction

Complete the Gypsy and            Investment & Regeneration        March 2012        Project Completed on site.
Travellers Project                Manager
                                  Development and Partnership
                                  Manager
Engage with Efficiency North      Director ARCON – Board           March 2012        Materials framework
Partnership specifically,         Repairs and Maintenance                            established, mainstreamed and
Partnership                       Group – Performance and                            used by Berneslai Homes and
Board, Repairs and                Business Development                               Kier.
Maintenance Group and             Manager
Materials Procurement             Asset Manager – EN Procure
Framework




                                                              75
Strategic Objective 4 : To be a successful well managed company


                 Task                         Lead Officer             Completion Date            Milestones            Contributes
                                                                                                                         towards
                                                                                                                      Improving VFM

Drive, explore and develop other new      Development and              March 2012        New business opportunities
business opportunities as agreed by       Partnership Manager                            developed and operating
SMT e.g. management of empty homes
for the private sector

Work with the Business and Customer       Asset Manager                March 2012        2 way VPN established
Service Division (project lead) on the
development of IT systems to establish
two way VPN with Kier, which will drive
integration and reduce duplication.

Continue to develop asset data and its    Investment &                 March 2012        Asset data more accessible
use                                       Regeneration                                   and usable
                                          Manager
                                          Asset Manager
                                          Principle Information
                                          and Research Officer




                                                                  76
                                                                                                                 Appendix 8

                                    SERVICE BUSINESS PLAN 2011/12 – CONSTRUCTION SERVICES

Strategic Objective 1: To deliver excellent Customer Services


              Task                          Lead Officer         Completion Date             Milestones                Contributes
                                                                                                                        towards
                                                                                                                     Improving VFM

Increase performance so that it     Construction Services        March 2012        In target zone for each
achieves the set target on all of   Manager                                        quarterly performance report in
the 21 incentivised headline                                                       11/12
KPI’s in the PRIP Contract


Increase performance towards        Construction Services        March 2012        Improvement in performance in
the targets set for non             Manager                                        these areas
incentivised KPI’s




                                                            77
Strategic Objective 2: To continue to deliver sustainable communities which are safe, healthy and attractive
neighbourhoods which are accessible to all


             Task                       Lead Officer             Completion Date             Milestones               Contributes
                                                                                                                       towards
                                                                                                                    Improving VFM

Improve re-cycling and waste    Transport and Depot              March 2012        Review methods of recycling by
management including the        Manager                                            March 2011 Monthly monitoring
development of targets and
benchmarks


Examine options to reduce costs Transport and Depot              September 2012    Review type and mix of
of vehicle fleet.               Manager                                            vehicles within the fleet




                                                            78
Strategic Objective 3 : To actively contribute to and influence partnership working within Barnsley and the Sub-Region


                  Task                           Lead Officer         Completion Date             Milestones                Contributes
                                                                                                                             towards
                                                                                                                          Improving VFM

Continue to operate fully within the PRIP     Construction            March 2012        Operational
Payment Mechanism                             Services Manager


Increase procurement from procurement         Commercial Manager October 2011           EN Procure framework in place
partnerships and frameworks, eg EN                                                      July 2011. Increased efficiency
Procure, Re: allies, where it will generate
efficiency


Increase public/private partnership           Construction            2011 to 2015      Increased efficiency within the
working with Kier within the PRIP             Services Manager                          arrangement
Contract




                                                                 79
Strategic Objective 4: To be a successful well managed company


                 Task                       Lead Officer           Completion Date             Milestones               Contributes
                                                                                                                         towards
                                                                                                                      Improving VFM

Realign resources to deliver workload   Construction               April 2011        Implement restructure by April
within the PRIP Contract                Services Manager                             2011


Upgrade mobile technology to maintain   Commercial Manager June 2011                 Upgrade to MAM 3.0 Roll out
supported solution                                                                   new devices


Achieve a surplus of between 1% and     Construction               March 2012        Monthly Monitoring
4% subject to application of new HSMP   Services Manager/
payment mechanism to Construction       Director of Assets,
Services                                Regeneration and
                                        Construction




                                                              80
                                                                                                                    Appendix 9

                                      SERVICE BUSINESS PLAN 2011/12 – HOUSING MANAGEMENT


Strategic Objective 1: To deliver excellent Customer Services


                   Task                       Lead Officer          Completion Date             Milestones                Contributes
                                                                                                                           towards
                                                                                                                        Improving VFM

Contribute to Borough wide strategic       Sheltered Housing    September 2011        Establish Berneslai Homes
review of Older Persons’ services and      and SP Manager                             options December 2010.
accommodation.                                                                        Contribute to Corporate review
                                                                                      in line with agreed milestones.


Respond to ‘Local Decisions: A Fair        Director Housing     Throughout 2011/12 In line with Government
Future for Social Housing’                 Management                              timescales regarding changes
                                                                                   to create flexible tenancies,
                                                                                   changes to allocations,
                                                                                   increased mobility, affordable
                                                                                   rents and more straightforward
                                                                                   succession.


Maintain existing delivery of excellent    Director Housing     Throughout 2011/12 Regular monitoring of
customer services in challenging           Management                              performance and customer
environment.                                                                       satisfaction (PI’s/SEAP, etc)




                                                               81
Strategic Objective 2: To continue to deliver sustainable communities which are safe, healthy and attractive
neighbourhoods which are accessible to all


                 Task                        Lead Officer            Completion Date            Milestones        Contributes
                                                                                                                   towards
                                                                                                                Improving VFM

Carry out review and implement outcome    Lettings Manager       April 2011            Council Approval.
of deregulation of older people’s                                                      Implementation
accommodation.


Roll out management of Chevin Group       Director of Housing    Throughout 2011/12 In line with Project Plan
properties at ‘The Seasons’, Thurnscoe.   Management/
                                          Private Sector
                                          Initiatives Manager




                                                                82
Strategic Objective 3: To actively contribute to and influence partnership working within Barnsley and the Sub-Region


            Task                     Lead Officer        Completion Date                  Milestones                    Contributes
                                                                                                                          towards
                                                                                                                         Improving
                                                                                                                            VFM

Implement findings of Steering Housing Management        March 2011         In line with Steering Group Action Plan
Group Review and ensure        Group Managers                               agreed at Customer Services Committee
effective contribution to                                                   14 October 2010
Berneslai Challenge.


To contribute to the Borough   Rents Manager/            Throughout         Performance against Action Plan
wide Financial Inclusion       Leasehold and Financial   2011/12            monitored at Financial Inclusion Group
strategy                       Inclusion Manager




                                                            83
Strategic Objective 4: To be a successful well managed company


              Task                     Lead Officer     Completion Date                  Milestones                  Contributes
                                                                                                                       towards
                                                                                                                      Improving
                                                                                                                         VFM

Achieve savings on cash           Director of Housing   April 2012        Withdrawal of cash payment facilities at
collection including closure of   Management                              4 offices April 2011.
cash offices                                                              Complete withdrawal April 2012


Ensure Property Management        Director of Housing   July 2011         Increase portfolio to ensure PMS self
Service is effective and viable   Management/Private                      financing in line with 3 year Business
                                  Sector Initiatives                      Plan.
                                  Manager                                 Continue to expand PMS by seeking
                                                                          core business within Barnsley, utilising
                                                                          Private Sector Leasing Scheme and
                                                                          exploring options outside the borough


Undertake and implement           Rents and Admin       September 2011    Review existing position.
review of service charges         Manager                                 Model options and establish community
                                                                          impact.
                                                                          Obtain approvals
                                                        April 2012        Implement




                                                           84
                                                                                                                   Appendix 10

                                      SERVICE BUSINESS PLAN 2011/12 – FINANCE DIRECTORATE

Strategic Objective 4: To be a successful well managed company


Task                                Lead Officer          Completion Date      Milestones                                 Contributes
                                                                                                                          towards
                                                                                                                          Improving VFM

Carry out review of risk            Director of Finance   May 2011             Review operation of risk management
Management and Internal                                                        and internal controls within the
Controls assurance and report                                                  company.
to Board                                                                       Agree action plan with SMT
                                                                               Report to Board
Review 30 year business plan        Director of Finance   Ongoing              Review financials as further information
financials                                                                     is available from Government
                                                                               Report to Board
Work with Construction Services     Risk Manager          May 2011             Write all new risk assessments and
to implement new Health &                                                      safe systems of work
Safety Risk Assessment System                                                  Approval by H&S Group
                                                                               Communicate to staff via mentor
                                                                               meetings
                                                                               Monitor through accident reporting and
                                                                               Risk Management Survey
Carry out support service           Director of Finance   As per detailed      Reviews commenced
reviews in line with timetable in                         timetable in         Reviews completed and approved by
appendix 12 of the delivery plan                          appendix 12 of the   SMT
                                                          plan
Work with BSS to ensure             Director of Finance   June 2011            Stage 1 of OCR in place
smooth transition to new invoice                                               Carry out testing of stage 2 with BSS
query system                                                                   Stage 2 of OCR in place


                                                             85
Task                             Lead Officer          Completion Date   Milestones                                   Contributes
                                                                                                                       towards
                                                                                                                    Improving VFM
Implement EDI for Water          Support Service       May 2011          Ensure all current water accounts are
charges                          Coordinator                             input on technology forge
                                                                         EDI file received from Yorkshire water
                                                                         and payments processed.
Review accounting processes to Director of Finance     November 2011     Review accounting processes including
identify the scope for efficiencies                                      costs centres, journals, descriptions
and minimise tasks which do not                                          Work with Council to amend
add value                                                                approach/systems as required
Develop and commence                Support Services   May 2011          Agree areas to be subject to review
implementation of a Service         Coordinator                          with SMT
Review Programme                                                         Agree timetable with SMT
                                                                         Reviews commenced
                                                                         Reviews completed and approved by
                                                                         SMT
Contribute to the Council’s      Director of Finance   March 2012        Respond to Council requests for
process to implement IFRS                                                information/analysis
Implement an approved            Support Service       September 2011    Ascertain all current contractors used
contractor/supplier list         Coordinator                             by BH Housing Management side
                                                                         Ensure correct procurement
                                                                         procedures have been used
                                                                         SMT agree approved
                                                                         contractor/supplier list
Produce annual audit plan        Director of Finance   April 2011        Consider areas to be subject to audit at
                                                                         SMT
                                                                         Meet with Internal Audit/Chair
                                                                         Plan agreed by audit Committee




                                                          86
                                                                                                                  Appendix 11

                     SERVICE BUSINESS PLAN 2011/12 – CHIEF EXECUTIVE – CORPORATE SERVICES PLAN

Strategic Objective 3: To actively contribute to and influence partnership working within Barnsley


             Task                     Lead Officer       Completion Date                   Milestones                      Contributes
                                                                                                                            towards
                                                                                                                         Improving VFM

Ensure Berneslai Homes activity   Chief Executive      2011/12               Direct contribution to and influencing of
is aligned with the strategic                                                outcomes within the LSP where
outcomes of the Local Strategic                                              Berneslai Homes has a contributory
Partnership ( LSP )                                                          role.

                                                                             Contribution to Delivery Partnerships
                                                                             and Barnsley Central Investment
                                                                             Planning group.

Ensure continued strategic fit    Chief Executive      2011/12               Director level representation at Project
with BMBC Neighbourhood and                                                  Board and Area Partnerships.
Engagement Framework
                                                                             Contribution to development of Area
                                                                             Plans

                                                                             Contribution to Think Family place
                                                                             based budgeting pilot.

                                                                             Participation in Ward Panels and
                                                                             Community events as required.




                                                            87
             Task                     Lead Officer    Completion Date                  Milestones                      Contributes
                                                                                                                        towards
                                                                                                                     Improving VFM

Maintain Board and Barnsley       Chief Executive    2011/12            Attend Federation AGM and Tenants’
Federation working relationship                                         awards event.

                                                                        Bi-monthly meetings of the Strategy
                                                                        Review and Policy Group.

                                                                        Active support and commitment to the
                                                                        Berneslai Challenge panels

Maximise networking and           Chief Executive    Annual             NFA Executive Steering Group three
promotional opportunities                                               times a year.

                                                                        Northern ALMOs CEO quarterly
                                                                        meetings.

                                                                        Coordination of quarterly Yorkshire
                                                                        ALMO Chair and CEO meetings.

                                                                        Promote Berneslai Homes through the
                                                                        NFA ‘ALMOs in Action’ magazine.

                                                                        Publicise Berneslai Homes best
                                                                        practice initiatives and entry to national
                                                                        award competitions as appropriate.




                                                         88
Strategic Objective 4: To be a successful well managed company


               Task                     Lead Officer        Completion Date                  Milestones                     Contributes
                                                                                                                             towards
                                                                                                                          Improving VFM

Implement BMBC preferred            Chief Executive        2012/13              Attend bi monthly Project Board and
option for the future delivery of                                               report to BH Board
Council housing stock                                                           Business plan modelling to be reported
management and maintenance                                                      to Board & BMBC as part of annual
and associated services.                                                        delivery plan and budget setting
                                                                                Negotiate new self financing
                                                                                partnership agreement
                                                                                Review governance arrangements as
                                                                                required
                                                                                Implement new delegated services as
                                                                                required

Responding to Government            Chief Executive        Throughout 2011/12   Implementation of actions arising from
initiatives and strategic policy                                                Localism Bill
direction                                                                       Review and impact assessment of
                                                                                Universal Credit proposals
To actively seek new work           Chief Executive        Throughout 2011/12   Regular review of tender opportunities.
opportunities that compliment                                                   Ongoing dialogue with Barnsley
our core business                                                               Development Agency
                                                                                Explore links with local employers
Continue to be an employer of       Director of Business   April 2012           Submit registration for July 2011
choice and achieve recognition      and Customer                                Survey September – Nov 2011
in the Top 100 companies            Services                                    Results Jan – Feb 2012




                                                                89
               Task                      Lead Officer    Completion Date                Milestones                     Contributes
                                                                                                                        towards
                                                                                                                     Improving VFM
Continual review of governance       Chief Executive    April 2012         Board and Sub Committee timetable
arrangements                                                               and forward plans in place

                                                                           Governance indicator annual report to
                                                                           Audit Committee, December 2011

                                                                           Chair and Board Director Appraisals
                                                                           scheduled for July 2011 and January
                                                                           2012.

Deliver annual Board training        Chief Executive    January 2011 -     Individual and group training needs
and development programme                               March 2012         analysis outcomes December 2010

                                                                           Programme of policy briefings and
                                                                           workshops established January 2011

                                                                           Individual training programmes in place
                                                                           by April 2011

                                                                           Annual Board event November 2011
Ensure delivery of Procurement       Chief Executive    December 2011      Annual report to Audit Committee
Strategy                                                                   October 2011.

Ensure that key outcomes,            SMT                Ongoing            PMF updated monthly to include key
actions and priorities relating to                                         risk actions
risk are incorporated into the
Performance Management
Framework


                                                             90
              Task                     Lead Officer    Completion Date                 Milestones                      Contributes
                                                                                                                        towards
                                                                                                                     Improving VFM

Review results of risk exercises   SMT                Quarterly          Risk exercises reviewed at Quarterly
carried out by Divisional Risk                                           risk panel and significant issues
groups and incorporate into                                              captured in Strategic Risk Register
Performance Management
Framework

To implement South Yorkshire       Chief Executive    2011/2012          To procure a legal services framework
ALMO options on achieving                                                To investigate feasibility of offering
efficiencies of back office                                              training on a reciprocal no fee basis
functions                                                                To investigate feasibility of outsourcing
                                                                         training to a single provider or gateway
                                                                         provider
                                                                         To collective procure external audit
                                                                         from April 2013
                                                                         To contribute to health & safety best
                                                                         practice network
                                                                         To work with BMBC on the ability to
                                                                         develop shared regional services
                                                                         across local authorities and/or
                                                                         discussions on a super ALMO.




                                                           91
                                                                                                          Appendix 12

                                        SUPPORT SERVICES REVIEW TIMETABLE


Support Service                             Lead Officer                                           Review end Date

Health and Safety and Occupational Health   HR Manager/Support Services Co-ordinator               October 2011

Business Support Services                   Director of Finance/Support Services Co- ordinator     December 2011

ICT                                         Performance and Information Manager/Support Services   October 2011
                                            Co –ordinator

Central Call                                Older Persons Manager/Support Services Co-ordinator    December 2011

Barnsley Connects                           Customer Services and Engagement Manager/Support       January 2012
                                            Services Co-ordinator

Internal Audit                              Director of Finance/Support Services Co-ordinator      March 2012


Insurance Services                          Support Services Co-ordinator                          June 2011




                                                           92
                                                                                                            Appendix 13

                                                CUSTOMER PROFILE (As at November 2010)

                       Disabilities                                                    Age
                                       No of                                          No of
                                      Tenants   Percentage                  Age      Tenants   Percentage
Total                                  7138                             Unknown        1795         9.59%
Distinct Cases                         5286                             Under 18         5          0.03%
                                                                        18-25           845         4.52%
                                                                        26-35          2035        10.88%
Breakdown of disabilities                                               36-45          2817        15.06%
Assisted walking                      2803                              46-55          2701        14.44%
Hearing Impairment                    1632                              56-65          2717        14.52%
Visual Impairment                      825                              66-75          2647        14.15%
Wheelchair user                        530                              76-85          2172        11.61%
Mental Health                          713                              Over 85         976         5.22%
Virtually no mobility                  247                              Total         18710          100%
Learning Disability                    250
Speech Impairment                      138
*Some customers have more than 1 disability
                      Faith                                                     Gender Breakdown
                                      No of                                          No of
                                    Tenants     Percentage                          tenants    Percentage
Christian                            11610          62.04%              Female       10497         56.10%
None                                  2489          13.30%              Male          8206         43.86%
Unknown                               3605          19.26%              Unknown         7           0.04%
Other                                  409          2.19%               Total        18710          100%
Prefer not to say                      347          1.85%
Muslim                                  44          0.24%
Buddhist                                22          0.12%
Hindu                                    5          0.03%
Jewish                                  2           0.01%
Catholic                               179          0.96%
Rastafarian                              2          0.01%
Total                                 18714          100%



                                                               93
                        Language
                                     No of
                                    tenants   Percentage
English                              11055        59.09%
Unknown                               7545        40.33%
Other                                  31          0.17%
Russian                                20          0.11%
Albanian                               12          0.06%
Polish                                 13          0.07%
Farsi                                  10          0.05%
Spanish                                 2          0.01%
Arabic                                  7          0.04%
Chinese                                 7          0.04%
French                                  5          0.03%
Bengali                                 2          0.01%
Urdu                                    1          0.01%
Total                                18710          100%

                        Ethnicity
                                     no of
Ethnic Origin                       tenants   Percentage
White                                14656        78.33%
Unknown                               3672        19.63%
Black African                          88          0.47%
Prefer Not To Say                      54          0.29%
Any Other White Background             67          0.36%
Any Other Ethnic Group                 38          0.20%
White Irish                            39          0.21%
Any Other Asian Background             19          0.10%
Chinese                                18          0.10%
White/Black African                    11          0.06%
White/Asian                             7          0.04%
Any Other Black Background              5          0.03%
Indian                                  5          0.03%
White/Black Caribbean                   7          0.04%
Black Caribbean                         3          0.02%
Any Other Mixed Background              4          0.02%
Black British                          6           0.03%

                                                           94
                           Ethnicity
Asian British                            3     0.02%
Pakistani                                1     0.01%
Bangladeshi                              1     0.01%
Gypsy Traveller                          2     0.01%
Gypsy Roma                               4     0.02%
Total                                  18710    100%

                       Sexual Orientation
Bisexual                                 14     0.07%
Gay Man                                  13     0.07%
Gay Woman/Lesbian                        20     0.11%
Hetrosexual/Straight                    3298   17.63%
Other                                     8     0.04%
Prefer not to say                        250    1.34%
Unknown                                15107   80.74%
Total                                  18710     100%

                       Length of Tenancy
2 - 5 years                             3065   16.38%
Over 5 years                           12928   69.10%
Under 2 years                           2717   14.52%
Total                                  18710     100%




                                                        95
                                                        Appendix 14


    DECISION MAKING FRAMEWORK – SUMMARY OF DELEGATIONS



                            SMT   COMMITTEE    BOARD        COUNCIL


1   Annual Berneslai        ®          ®
    Homes Delivery
    Plan

2   Annual HRA              ®          ®
    Business Plan

3   Annual                  ®          N/A
    Construction
    Services Business
    Plan

4   Annual Budget           ®
    Approvals
    • HRA                   ®          N/A
    • Berneslai
      Homes                 ®
    • Construction
      Services

5   Annual Company          ®          ®
    Accounts

6   Use of Surplus          ®          N/A

7   Annual Housing          ®          N/A        For
    Investment                                Information
    Programme

8   Release of
    individual Decent
    Homes Schemes


9   Variations to Capital
    Budget of less than
    £250K in total




                                  96
                             SMT   COMMITTEE    BOARD         COUNCIL


10   Variations to Capital   ®          N/A        For
     Budget of more                            information     Cabinet
     than £250K in total                                     Spokesperson

11   Disposals

12   Demolitions

     i)    Consultation on
           schemes below
           £100K

     ii)   Decision to
           demolition
           below £100K

     iii) Consultation on    ®          N/A
          schemes                                              Cabinet
          between £100 -                                     Spokesperson
          £250K

     iv) Decision to         ®          N/A
         demolition                                            Cabinet
         between £100 -                                      Spokesperson
         £250K

     v) Consultation on      ®          N/A       N/A
        schemes above
        £250K

     vi) Decision to         ®                     ®
         demolition
         above £250K

13   Area Based              ®          ®
     Regeneration

14   Funding Bids

15   Partnership Deals       ®          ®

16   Significant Policy      ®          ®
     Changes




                                   97
                           SMT   COMMITTEE   BOARD    COUNCIL


17   Service Level
     Agreement
        i) review
        ii) proposed       ®          N/A
            change

18   Significant Changes   ®          ®
     to terms and
     conditions

19   Staffing levels
     below Management
     Team (up to £50K)

20   Significant           ®
     Restructures                                    (Para 54.6.1
     (see note)                                       of Service
                                                      Agreement
21   Senior                N/A
     Management Team
     Recruitment

22   Chief Executive
     Recruitment           N/A        ®



           KEY
 Decision
Review and             ®
Recommend
 Delegate




                                 98
                                                                                                                         Appendix 15

                                                 BERNESLAI HOMES LAA TARGETS

From April 2011, LAAs will be discontinued. The One Barnsley LSP will therefore be reviewing its short, medium and long term
priorities to reflect the changes being introduced by the Coalition Government. Berneslai Homes will work to ensure that we
continue to contribute to the delivery of LSP priorities. The table included in this appendix sets out the contribution Berneslai Homes
makes to the existing LAA. This appendix is likely to be subject to early review.

                             Designated named                                                  Berneslai Homes Action

NI 1 % of people who believe people from different backgrounds get on            •   STATUS 2009
well together in their local area                                                •   Tenant involvement and engagement framework
                                                                                 •   Community Cohesion Strategy
                                                                                 •   BH is reporting centre for ‘Hate Crimes’
NI 4 % of people who feel they can influence decisions in their locality         See N1 1
NI 141 Number of vulnerable people achieving independent living                  •   All sheltered accommodation have individual
                                                                                     support plans in place where Supporting People
                                                                                     funding is received
                                                                                 •   Furnished tenancy scheme (assisting financially
                                                                                     vulnerable)
                                                                                 •   Ability to quantify those band 1 lettings as by
                                                                                     nature of that band these are probably
                                                                                     vulnerable by one definition or another
                                                                                 •   NASS contract
                                                                                 •   BH provide dwellings for Social Services group
                                                                                     homes
                                                                                 •   Impact staff now record support to vulnerable
                                                                                     clients
                                                                                 •   Deliver approved Equipment and Adaptations to
                                                                                     the Council stock to enable independent living



                                                                  99
                          Designated named                                         Berneslai Homes Action

NI 186 Per capita CO2 emissions in the LA area                        •   Biomass and pilots on alternative energy
                                                                          supplies in Council dwellings, contribute towards
                                                                          target as part of the Decent Homes Programme.
                                                                      •   Eco award for Construction Services fleet

                        Designated contribute

NI 17 perceptions of anti-social behaviour                            •   Safety Neighbourhood Partnership
                                                                      •   RESPECT agenda and Family Intervention
                                                                          Project
                                                                      •   STATUS Survey 2009 (see note NI 160)
NI 152 Working age people on out of work benefits                     •   Worklessness brief and outreach work proposal
                                                                      •   LA CORE

                        Non designated named

NI 2 % of people who feel that they belong to their neighbourhood     See N1 1
NI 3 Civic participation in the local area                            See N1 1
NI 155 Number of affordable homes delivered (gross)                   •   Regeneration schemes and new build agenda
                                                                      •   Work with the Council and Registered Provider
                                                                          partners, to increase the number of socially
                                                                          rented dwellings
NI 187 Tackling fuel poverty – people receive income based benefits   •   Improve the energy efficiency rating of Council
living in homes with a low energy efficiency rating                       dwellings as part of the Capital Works
                                                                          Programme
                                                                      •   Energy Performance Certificates for voids to
                                                                          enable tenants to make a more informed choice
                                                                          about energy costs when considering whether to
                                                                          rent a property


                                                          100
                          Direct responsibility

NI 158% decent council homes                                               •   Deliver the Decent Homes Programme.
NI 160 Local Authority tenants’ satisfaction with landlord services        •   BH conducted STATUS in 2009 (non compulsory
                                                                               year). Coalition government have ceased the use
                                                                               of STATUS in 2010. CLG guidance awaited on NI
                                                                               160. In the meantime BH operates a
                                                                               comprehensive programme of satisfaction surveys
                                                                               and service assessment involving customers.

                             Contribute to

NI 21 Dealing with local concerns about anti-social behaviour and          •   Safer Neighbourhood Partnership and RESPECT
crime by the local council and police                                          agenda
                                                                           •   FIP
                                                                           •   Logging of incidents and case management
                                                                               system
NI 22 Perceptions of parings taking responsibility for the behaviour of    •   As above and parenting contracts
their children in the area
NI 23 Perceptions that people in the area treat one another with respect   •   As above
and dignity
NI 24 Satisfaction with the way the police and local council dealt with    •   As above and satisfaction survey on all ASB
anti-social behaviour                                                          closed cases
NI 25 Satisfaction of different groups with the way police and local       •   As above
council dealt with anti-social behaviour
NI 27 Understanding of local concerns about anti-social behaviour and      •   As above and Multi Agency Action Groups
crime by the local council and police                                          (MAAGs)
NI 138 Satisfaction of people over 65 with both home and                   •   See NI 160. NB all surveys are analysed by
neighbourhood                                                                  protected characteristics.




                                                            101
                            Contribute to

NI 142 Number of vulnerable people who are supported to maintain            •   Vulnerability Strategy and Safeguarding Boards
independent living
NI 154 Net additional homes provided                                        See N1 155
NI 156 Number of households living in Temporary Accommodation
NI 159 Supply of ready to develop housing sites                             See N1 155
NI 196 Improved street and environmental cleanliness – fly tipping          • Estate and environmental management approach.
                                                                            • Neighbourhood Services SLA
Local measure financial inclusion – membership of Credit Union              • Working protocols with Credit Union and financial
                                                                               support




Key

Designated named           One of BMBC’s 35 stretch targets and Berneslai Homes are a named partner.
Designated contribute      One of BMBC’s 35 stretch targets which Berneslai Homes contribute to.
Non Designated named       BMBC local target and Berneslai Homes are a named partner
Direct Responsibility      Not identified by BMBC as a stretch or local target but one of the NI suite and that Berneslai Homes
                           are responsible for.
Contribute to              Not identified by BMBC as a stretch or local target but one of the NI suite and that Berneslai Homes
                           contribute to.




                                                             102

				
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