1. Voluntary Improvement Work, South Essex Homes. Mark Elsworth – Lead Housing Inspector, East of England 18th January 2007

2. This session will cover… • The background to VIW work – and what it is • Why we did it • Findings from the work – both positive and negative • Continuous improvement • Preparing for inspection • And your questions

3. What is VIW? • It is voluntary improvement work... • ...as defined in the Audit Commission Act 1998 (section 35)... • ...which says... • ‘...The Commission may, at the request of the body concerned, promote or undertake studies designed to improve economy, efficiency and effectiveness in the management of any body subject to audit.’

4. And why does S.E.H. get it? • Both the council and the ALMO are subject to audit and inspection • AC and GO East have been working closely with S.E.H. since the ALMO was formed to advise and assist in improvement • Both the ALMO and the AC have worked to develop a positive and, hopefully, beneficial relationship • This is a way for us to train a critical eye on the ALMO outside the inspection regime

5. What form did it take? • Worked with S.E.H. to agree a format • Informal interviews • Desk top reviews • Reference to recommendations from previous reports • Feedback to the management team • Presentation to staff and the board (and the council?) • Short report

6. Background – previous inspections • Repairs and Maintenance 2004: • A POOR service with UNCERTAIN prospects for improvement • KEY MESSAGES: • Lack of tenant involvement in setting standards and monitoring performance • Concern about VFM and diversity • Decline in satisfaction with services • Poor reception facilities • Insufficient progress since the inspection in 2001 • Significant concern about the repairs service

7. Background – previous inspections • Landlord services 2006 • A POOR service with UNCERTAIN prospects for improvement • KEY MESSAGES • Concern about VFM (and repairs) • Service standards and the culture of customer care (though staff were praised for their treatment of customers) • Slow response to improving services or using improvement plans • BUT: better communication with residents • Evidence of service improvement

8. Background – working together • Following the last inspection – and the formation of the ALMO • Regular meetings: S.E.H., AC and Go East • Sharing of info and good practice • Input from DCLG • Links with the NFA • Liaison between key officers • And the VIW

9. What we found...the good... • Range of satisfaction surveys has been extended • Mystery shopping • Starting to show evidence of learning – from yourself and from others • Board away days – and growing confidence? • Training for staff and the board • Staff enthusiasm and commitment • Performance management – ‘expert’ working with you • Better target setting

10. What we found...still good... • Effective use of support services to help managers – budget training • Staff want to share performance information • Recognition that VFM is integral to the ALMO as a whole • Taking difficult decisions – area offices, DSO • Customer consultation • Consideration to different ways of working – call centres • HR supporting the organisation • Better staff communication

11. And could do better... • Be clear about how and when staff are informed – lack of information leads to rumour (careless talk costs lives) • Learn from what you are doing – complaints • Link staff targets to service plans and the organisation’s ethos • Cross reference between service standards • Work with the board to drive the organisation forward • Develop manager and staff ownership of performance • Consult, communicate, talk

12. Continued... • Clarify and communicate the main strands of the HR strategy • Feed improvement up as well as down • Don’t be afraid of failing – but be prepared to try • Keep customers up to date on what you’re doing • Share what works and what doesn’t • And learn from others

13. Continuous improvement: what staff and members can do • Staff came across as positive and committed – follows on from 2006 inspection • Challenge managers • Challenge working practices: what can be done better? • Review performance against the inspection recommendations • Make suggestions based on unique knowledge • And remember that this is just the start

14. So what’s next? • We continue to meet (S.E.H., A.C. and GO East) and hopefully continue to offer assistance • The report should be considered, key messages picked and pointers for good practice referred to • And continue to work towards the next inspection – and the one after

15. There is a lot to do... • ...and a long way to go. • Inspection in May 2007 (landlord services) and • Inspection in 2008 • And moving onto the next stage?

16. Preparation for inspection? • Continue to harness the enthusiasm we saw in October • Look at performance and targets and be as self critical as possible • Consider what else staff and members can do • Assist the ALMO as a whole in striving for one star, two stars and beyond • Look at what others have done – and ‘borrow’ it • Talk to the other ALMOs and learn from them

17. And any questions? • Mark Elsworth: m-elsworth@audit-commission.gov.uk • 07901 513875