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2012/13 DELIVERY PLAN

2012/13 DELIVERY PLAN. Background. A main requirement of the management agreement First draft was due to Council November 2011 No preliminary work undertaken 6 th December joint meeting with Council Request for Strategic Steer Week Commencing 19 th December -circulated Inspection report

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2012/13 DELIVERY PLAN

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  1. 2012/13 DELIVERY PLAN

  2. Background • A main requirement of the management agreement • First draft was due to Council November 2011 • No preliminary work undertaken • 6th December joint meeting with Council • Request for Strategic Steer • Week Commencing 19th December -circulated Inspection report • The delivery plan forms basis of management Fee

  3. Development of the Plan • We have used the Inspection Plan as a contributory document – but not exclusively • Focus is on Core Services to tenants plus mitigation of risk to HfN and NCC • Inclusive process: EMT;SMT;Middle Managers;Teams • Must be SMART(ER) • Not just 12/13 outcomes but work toward taken actions that may run into 13/14 and beyond • Will in form performance and budgetary management

  4. Format • Will be given preliminary and concluding text • Presented against the existing corporate objectives • Used as a cascade – “Golden Thread” Delivery Plan Corporate Directorate Plans EMT/SMT Service Plans Teams Appraisals Individuals

  5. Objective 1:- We will provideexcellent cost effective servicesthat are valued by tenants • In 2012/13 we will improve services to tenants by; • Providing resources to improve the customer service centre delivery • Review service delivery in housing management in conjunction with tenants • Review service delivery at Alnwick with all stakeholders • Provide wider opportunities for tenants to have a role in service delivery and development- tenant scrutiny • Develop local plans to have a more transparent service delivery • Review RI arrangements to address any gaps in representation • Review our service provision for older persons and vulnerable tenants

  6. Objective 1:- We will provideexcellent cost effective servicesthat are valued by tenants • Ensure we have stock condition data to inform the maintenance investment programme • Review all SLAs • Conclude Year 2 of the maintenance Multi Skilling programme • Improve the response levels of customer satisfaction surveys • Improve our communication - Website - Newsletter

  7. Cont…… Ensure we have stock condition data to inform the maintenance investment programme Review all SLAs Conclude Year 2 of the maintenance Multi Skilling programme Improve the response levels of customer satisfaction surveys Improve our communication - Website - Newsletter Objective 2:- We will maintain and improvethe standard of the properties we manage • In 2012/13 we will: • Create a trading account • Develop a client/contractor split • Multi Skilling – Year 2 • Reduce the amount of externally contracted work • Continue to invest in Green Technology and sustainable solutions • Support the 30 year HRA business plan by providing accurate stock • investment information • Consult on “Tenant Cashback” scheme

  8. Objective 3:- We will improve our tenants quality of life through effective partnerships • In 2012/13 we will: • Take steps to address the impacts of Welfare Reform • Further development of the role of tenants - Representation • - Scrutiny • - Complaints Panel • Improve communications • Review provision for older and vulnerable tenants • Review SLAs • Invest in Green Technology

  9. Objective 4:- We will increase the number of properties we own and manage • In 2012/13 we will; • Consult NCC on aspiration for future development or management • Keep Gentoo contract under review

  10. Objective 5:- We will maintain and improvethe reputation of HfN with our stakeholders • In 2012/13 we will; • Improve governance and accountability by review of the role of • Area Boards • Ensure we establish and develop the skills mix and training of • the Board(s) • Develop a 3-5 year business plan • Review SLAs • Develop a medium term financial plan • Improve performance reporting at all levels including satisfaction • surveys • Expand benchmarking framework

  11. Objective 6:- We will be a first choice employer • In 2012/13 we will; • Bring Policies and Procedures up to date and • Review and seek to harmonise Terms and Conditions • Invest in Multi Skilling • Develop a succession planning policy • Invest in tenants, staff and board

  12. Actions • Initial approval by Board • Consultation/dialogue with Council • Framework for tenant consultations • What is missing? • Agreement of Management Fee • Link to monitoring/reporting regime (3-5 years PI’s) • Wrap up outstanding actions from previous years

  13. Contributory Factors • Tenancy Strategy • Sheltered Housing Review • Welfare reform review and actions • Self Financed HRA • Accommodation issues • Clayport Street • Depots

  14. Questions

  15. Area Boards • Inspection comments • It is difficult to see how area boards contribute toward the achievement of corporate objectives • Few items for decision • If they are to have a purpose around monitoring service delivery and custemer engagement, then the membership balance needs to be reviewed • More tenants

  16. Area Board • Responsibilities • Housing and estate management • Supervision of maintenance, modernisation, improvement and responsive repairs work/contracts • Customer involvement • Rent collection including arrears • Enforcement of tenancy conditions • Collation of regular information and data for HfN • Development of continuous improvement plans

  17. Area Board • Responsibilities • Comply with HfN’s policies and procedures as appropriate to the Area committees work • Prepare, approve and implement policies and procedures relevant to the area of operation of the committee. • Produce draft area business plans and budgets for approval by HfN • Review and scrutinise detailed performance information • Review and monitor complaints from residents and act as a panel to hear complaints which have not been satisfactorily resolved.

  18. Area Boards • Not strictly governance • Not registered within Companies act framework • No formal delegation of authority or budget • Reports are often repeats of strategic board plus some performance and local information • Not service monitoring • Insufficient data

  19. Area Boards • What do we want it to be? • Governance? • Legitimate role to avoid conflict with strategic board • Ensure one organisation response • Service review? • Different structure and membership?

  20. Alnwick • Inspection comments • A strategic view should be taken of the need for a presence in Alnwick and, if it is to continue, a suitable office provided to fit the bill • Focus was on the office not the service

  21. Alnwick • Issues • Not big enough to stand alone • A fear of Blyth centric control • Terms and conditions conflicts • Proportion and age of service • Geography • Aspirations of local tenant base, board and other stakeholders

  22. Alnwick • Issues • Lionheart Depot- 12 months left • Clayport Street- unsustainable • Do we know what we want? • Need to make a “whole business” decision

  23. Both Issues • Members views and lead required • Area Board (To be considered by Blyth area Board also) • Alnwick service provision

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