report - Local democracy and decision making | Lambeth Council
LAMBETH LIVING BOARD Date: Wednesday 25 March 2015 at 7.00 pm Venue: YMCA, King George's House, 40 Stockwell Road, SW9 9ES Contact Officer: Lambeth Living Hambrook House Porden Road SW2 Despatched: Friday 20 March 2015 Terry Gallagher Interim Chief Executive Tel/Voicemail: Tel: 020 7926 3804 Email: tgallagher@lambethliving.org.uk Website: http://www.lambethliving.org.uk AGENDA PLEASE NOTE THAT THE ORDER OF THE AGENDA MAY BE CHANGED AT THE MEETING Pages 1. Introductions and Apologies 2. Declarations of Interest 3. Minutes and Matters Arising 1-6 Presenter: Chair 4. Chief Executive's Update 7 - 10 Presenter: Terry Gallagher 5. Draft Annual Delivery Plan for 2015/16 11 - 38 Annex A - Lambeth Living Performance Indicators 2015/16 Annex B - Connection Highlights Presenter: Mark Healy 6. February Performance Digest and Dashboard 39 - 54 Presenter: Terry Gallagher 7. Risk Register 55 - 64 Presenter: Terry Gallagher Lambeth Living in the Community 8a) Resident Training Scheme - High Trees Verbal report Presenter: Mark Howarth 8b) Edible Living Verbal report Presenter: Ivor Picardo 8c) Vulnerable Support 65 - 74 Presenter: Idoya D’Cruze 8d) Service Plus Presenter: Paul Webb 75 - 80 9. Forward Planner 10. Any Other Business 11. Private Session Presenter: Chair 81 - 82 This page is intentionally left blank Page 1 Agenda Item 3 LAMBETH LIVING BOARD Wednesday 4 February 2015 at 7.00 pm MINUTES PRESENT: Hazel Barlow, Nick Cattermole, Keith Hill (Chair), Lynn Holman, Sarah Jane Lucas, Faisal Butt, Lucy Williams (Vice-Chair), Councillor Jane Pickard, Councillor Matt Parr, Stephen Tate and Councillor Jennifer Brathwaite APOLOGIES: Danny Sutcliffe, Christine Scales and John Green ALSO PRESENT: Councillor Matthew Bennett, Terry Gallagher, Mandy Green (Associate Director Commissioning), Cedric Boston (Director of Housing Services) and Mark Howarth Action required by 1. INTRODUCTIONS AND APOLOGIES Introductions were made and apologies were received as outlined above. 2. DECLARATIONS OF INTEREST There were no declarations of interest. 3. MINUTES & MATTERS ARISING RESOLVED: That the minutes of the meeting held on 26 November 2014 be agreed subject to the following amendments: Addition of Rachel Sharpe, Commissioning Director, as an attendee Vice Chair designation to be changed from Lynn Holman to Lucy Williams Page 3, second resolution: delete “and Vice Chair” Page 7, item 8, second bullet point: amend “areas” to “arrears” Matters Arising Page 2, fifth bullet point: written reassurance of the point referred to had been received from the Commissioning Director Page 3, top paragraph, final sentence: it was confirmed that the Chair had received clarification from the Commissioning Director on the legal position referred to Page 2 4. COMMITTEE HIGHLIGHT REPORTS a. AUDIT AND RESOURCES COMMITTEE Nick Cattermole explained that the budget and due diligence being carried out by the Council were the most important issues discussed at the Audit and Resources Committee. These were discussed in detail earlier at the away day and he would not therefore elaborate further here. The Committee had also received an interesting report on staffing including statistics on age, ethnicity, sick leave and a variety of other factors which may be very useful when housing services were reintegrated into the Council, which had been circulated subsequently to all Board members. Comments had been made on the risk register and this would come back to the next meeting. It was also noted that the last Audit and Resources Committee was inquorate so no formal decisions could be made; however, the majority of reports were for noting. b. INVESTMENT COMMITTEE Stephen Tate explained that the Investment Committee had discussed the Decent Homes standard and the Lambeth Housing Standard (LHS) programmes. There were challenges regarding the accuracy of the lifespan database and whether there was enough money to complete the LHS programme; this meant that while the Decent Homes work had been carried out, it had not been possible to do everything desired in relation to the LHS. A report would come back to the Investment Committee regarding the timescale to complete the programme. The claims for GLA backlog funding had been submitted for Q2 and Q3. The asset management database, Keystone, would go live in April and would link all aspects of data; this should help with decency figures and programming. Performance data had been scrutinised and it was noted that the indicator on overdue repairs was only red because of an anomaly in the system and was not a big concern. On the short-cycle voids indicator, which was also red, there had been a bad start to the year but the direction of travel was positive. An update had been given regarding transition arrangements and this would be written up and circulated. In response to questions, the following points were made: 5. Repairs in the south of the borough had been moved from Keepmoat to Mears and a joint procurement exercise was taking place with the Council to re-procure for the next 2-3 years, after which a strategy would be in place to procure repairs services for the whole borough It had been a common experience across the country that base data on Decent Homes was not as resilient as it should have been and this had resulted in costs rising after initial assessments had been done; however, there was now two and half years’ worth of good data which, along with Keystone, would help to improve things immensely. It was noted that in Lambeth the original GLA bid had been £230m and only £100m of funding was given, which further exacerbated the situation CHIEF EXECUTIVE'S REPORT Terry Gallagher, Chief Executive, introduced the report (agenda item 5) and stated that: Several of the items included had been covered in the afternoon session at the away day and would therefore not be discussed further here With regards to the integration process, a leadership group meeting had taken place the previous week and the Cabinet Member for Housing, Page 3 Leader of the Council and Deputy Leader had held a constructive Q&A session with managers, which had then been cascaded downwards to staff across the business In relation to interim structures, conversations had taken place with the Council regarding the portfolios taken on by himself and Cedric Boston, Director of Housing Services, and more reassurance was being sought regarding risks. An action plan had been produced which would be presented to the Board in due course In response to questions, the following points were made: Loughborough TMO had held a ballot regarding whether to continue or come back into the Council. The vote was overwhelmingly in favour of staying with the TMO but this was contingent upon a number of criteria, including the proper auditing of prior years’ accounts. Lambeth Living were still providing interim management. It was noted that there were many settlement issues that needed to be unpicked and that this would take time but it was hoped a conclusion could be reached within six months. Councillor Matt Parr stated that he was back on the board of Loughborough Estate Management Board The decision as to whether to continue using staff surveys would be for the new Director of Housing Management but the Interim Chief Executive stated that he would recommend it, using the current methodology. It was noted that tracking trends over time could be very valuable; one-off surveys, on the other hand, could be wasteful RESOLVED: That the report be noted. 6. PERFORMANCE EXCEPTION REPORT (DECEMBER 2014) Members questioned Terry Gallagher and Cedric Boston on the report and the following points were made: More benchmarking would be useful for the Board There was no rating for the major works indicators as there were gaps in the data and returns to the GLA, which had been delayed by Oracle, were still being composed. Councillor Matt Parr asked that an updated performance summary including this information be sent Board members when available The Short Cycle Voids Average Cost indicator was being met until the last quarter and it was unclear why it had then gone up. This was being looked into and it would then be possible to more accurately assess whether the target would be achieved A pilot was underway enabling Mears to operate with a £1,000 variation limit as opposed to £150 to give them more flexibility to complete additional work when called to repair jobs. The effects of this were being analysed and would be reported to the next meeting Concern was raised over the position in relation to section 20 service charge collection. It was reported that final bills had not been sent out at the rate anticipated and the changes to the Oracle system had hampered the issuing of final accounts. A way forward had now been agreed which involved using a different system in the interim; this meant it was possible, though not certain, that the target would be met. There were some risks in terms of matching up the two systems. The Board asked that resources be deployed to collect the money Regarding the red ASB indicator, Councillor Jennifer Brathwaite queried Page 4 which of the North, Central and South services needed most improvement. She believed it would be useful to have the data split into area and also for trends to be included. Cedric Boston stated that the ASB trend was improving and the main reason for being below the target was the fact that in-house surveys (which were used previously) returned a better satisfaction rate than external ones (which were used at present) as they were done more quickly. It was noted that a lot of ASB solutions were “uneasy truces” and if surveys were carried out soon after this, satisfaction was higher, whereas the situation could then deteriorate again. The Customer Services Committee received data broken down by area and this could be forwarded on but it was stated that the North area was performing the best and the Central area worst The quality of estate cleaning and maintenance was measured by Lambeth Living staff; a small number of customers were also involved. It was anticipated that fewer calls would be received on this as other customer access avenues were developed but at present they were staying constant RESOLVED: That the report be noted. 7. ESTATE SERVICE REPORT Cedric Boston, Director of Housing Management, introduced the report and made the following points: The Board received a report last year regarding raising satisfaction with estate services and this was an update on action so far 30 estates with low satisfaction had been identified and targeted with a series of measures. Of those which had had all measures implemented, there had been a lot of success; however, internal and external decorative jobs on some estates had not yet happened and this had led to lower satisfaction levels Planned Lambeth Housing Standard (LHS) work which had yet to be done was highly visible including maintenance of common areas and this was a setback in driving up satisfaction with Estate Services The picture generally was improving but not as much as hoped or expected. An annual planned maintenance programme looking at such visible works would be needed, otherwise estates would continue to look tired A lot of vital componentry had been fixed but this was less obvious In response to questions, the following points were made: There had been savings and efficiency gains on responsive repairs last year and it had been agreed to reinvest these into a planned programme. The Council had asked Lambeth Living to make 5% cuts in the delegated and fees budgets. Given that a lot of the delegated budget was fixed – for example, the cleaning contracts – it was likely that planned maintenance may need to be scaled back to balance the budget. Board members were disappointed at this The Director of Housing Management advocated a fixed planned maintenance budget, which the Housing Revenue Account surplus could be used to achieve. He believed that cuts in planned maintenance had frequently occurred in response to overspends within the overall budget Responsive repair costs fluctuated from year to year depending on demand. This could be driven by factors such as harsh winter weather Page 5 Components such as boilers and lifts had to be prioritised over decorative work and environmental improvements In the first 2-3 weeks of the initiatives aimed at tackling litter dumping (see para. 3.6), many people were warned and eight fixed penalty notices were issued following patrols on estates. However, the level then dropped off significantly and it was discovered that the external contractors had not been working to the required standard. Different ways of providing the service were now being looked at and it was hoped it would continue but it was acknowledged that it was not cheap CCTV was being installed to tackle fly tipping Councillor Jennifer Brathwaite queried the 70% reduction in complaints referred to in para. 4.2. Cedric Boston stated that a different way of dealing with complaints had been introduced which involved dealing with the issue at hand at an early stage rather than encouraging people to use the formal complaints procedure, and this had improved performance markedly. Cedric Boston would write to Councillor Brathwaite with more details on this Estate blitzes had been carried out which had been well received The Chair summed up by stating that although there were some problems highlighted in the report, there were also areas of excellence – particularly the targeting of the 30 low satisfaction estates and the blitz approach. Complaints were also down and this was an area of delivery to which the Board attached great importance. RESOLVED: That the report be noted and the comments above received. 8. LAMBETH LIVING BOARD AND COMMITTEES MEETING SCHEDULE FOR 2015 RESOLVED: That the meeting schedule be noted. It was also confirmed that the next North Lambeth Area Forum was taking place on Tuesday 10 February 2015. 9. AOB None. CLOSE OF MEETING The meeting ended at 8.20 pm CHAIR LAMBETH LIVING BOARD Contact for Enquiries: Terry Gallagher Tel: 020 7926 3804 E-mail: tgallagher@lambethliving.org.uk Web: http://www.lambethliving.org.uk The action column is for officers' use only and does not form a part of the formal record. This page is intentionally left blank Page 7 Agenda Item 4 Agenda item Meeting Date 3. LL Board 25 March 2015 Chief Executive’s Update For Information Prepared by: Terry Gallagher Approval Purpose To brief the Board on general issues not otherwise covered on the Board agenda. Summary 1. 2. 3. 4. 5. Progress with Reintegration Communications with Staff/ Workforce Issues Budget for 2015/16 and Financial Update Decent Homes Delivery and GLA funding Lambeth Living & PACCA TMO Key risks & Opportunities These are flagged in each item as appropriate Financial implications As above Recommendation For the Board to note the report and to raise any issues arising at the March Board 1 Page 8 1. Lambeth Living Reintegration We have continued to make progress on this project and the various work streams and activities are all being done or prepared for where many will relate to the year-end or the June handover. We had the first of a series of tripartite meetings with the trades unions and this was positive. They have asked the Council to signal any support services reviews that may take effect between now and July in order that their members in Lambeth Living are not disadvantaged if these take effect before they transfer back to the Council. We agreed to look at each on a case by case basis. The Project board run by the Cabinet Member has asked us to extend the engagement work on the future shape of Housing Services to Lambeth Living staff. We have worked on material and agreed a set of 6 sessions to try and allow the maximum number of our workforce to attend and at the time of writing we had held the first of these in Hambrook House. This secured a high level of participation and a lot of material for the Council to digest and reflect upon as part of their feedback to the Cabinet in April. When the council have processed all of this material we will share this with the Board. The board will recall their briefing from the legal team at the away day in February where it was agreed in principle that the Council we seek appointees to succeed to the Board if the Lambeth Living Board are prepared to serve through to July to receive the 2015/16 accounts and use this as a suitable break point to handover legal responsibilities. 2. Communications with Staff/ Workforce Issues We are maintaining regular communications with staff and morale seems to be relatively high so I think managers are doing a very good job in sustaining staff focus on performance and delivery. The engagement workshops described above are supplementing the opportunities for staff to understand and shape the future role for Housing in the Council. Managers are reinforcing the key message that the core services will continue to be delivered from the operations so there should be minimal impact on most areas and services in terms of employment. Managers are also focusing on many positive developments and seeking to avoid the reintegration being the principal focus for staff. These include a strong programme of refresher training on residents first and customer focus. We have also launched an exciting management development training programme for middle managers and the early feedback on this has been very positive. We are launching mentoring programme for the first cohort into our talent management programme and we are preparing for the latest round of our own in-house apprenticeship scheme intake. It is encouraging to note that we have very high retention rates from the scheme with most of the young people securing fulltime positions within the business. 3. Budget for 2015/16 and Financial Update The Board received a report from the Head of Finance at the February away day and asked us to seek ways to preserve the new planned maintenance programme developed from within Responsive repairs as this was under pressure from the requirement to show 5% efficiencies. Unfortunately discussions are still ongoing on this topic although I think there is a will to secure this. We have had questions too on the fee budget for the business and are discussing some of the details surrounding those enquiries but the managers have cooperated to develop the fee budget that delivers the required savings. Both budgets in 20145/15 are coming to a close and the management accounts received this week at the senior management team continues to show a positive set of results. Both the company budget and the Delegated budgets (on repairs, cleaning etc) are underspending by 1.3% and 1.2% respectively and are 2 Page 9 expected to be pretty much in line with those (February) results at the year end. Lambeth Living is still predicting a healthy set of reserves to hand back to the shareholder of over £3m. Similarly at the rime of writing the capital programme remains on course to deliver close to the original budget of C£100m in the current financial year. 4. Decent Homes Delivery and GLA funding The Investment Committee will be receiving the detailed reports on this business area. We have been doing a lot of work on the 15/16 budget and forward years and working with the Council on the challenges presented by the higher volumes of work required to deliver Decent Homes as the original baseline was lower than has emerged in practice. The GLA has asked for independent survey work and validation of the quality of delivery as part of their grant claims and we are working on this for Q2-3 of this year and will replicate this for the Q4 grant claim as well as the claim to support the additional grant recently confirmed of £23m. 5. Lambeth Living & PACCA TMO We took formal responsibility for this TMO recently under the North Area and they had a successful launch with staff, residents and local councilors and this was very well received and we are looking forward to a very smooth transition of this stock and its residents to our day to day services. 3 This page is intentionally left blank DELIVERY PLAN 2015/16 Page 11 Agenda Item 5 Page 12 Delivery Plan 2015/16 1. Introduction This Delivery Plan for 2015/16 sets our priorities for the coming year through which we aim to secure the wider strategic outcomes set out in our 2012-17 Business Plan. The vision set out in that five year plan is that by 2017: Our residents will have one of the best housing management services in London Our residents will see the benefits of a massive investment programme in our housing stock to meet the Lambeth Housing Standard Our residents will express higher levels of satisfaction with their housing services We will be valued and trusted by residents We will be seen as a good place to work by its staff. In addition to delivering that vision, this year’s annual delivery plan looks at how we seek to maintain continuity of service as the ALMO is reintegrated into the Council during the second quarter of 2015/16. The future shape of the post-integration housing service is not yet fully clear. However, this plan places the emphasis on maintaining the momentum that we have built up over the last five years and focusses also on working with Council colleagues to ensure that the re-integration process is well managed and minimises disruption to services. Mindful of that need to maintain consistent momentum in delivering that vision through reintegration, our particular priorities for 2015/16 remain closely aligned with our priorities for 2014/15. These priorities are to: deliver the Lambeth Housing Standard (LHS) capital investment programme improve resident satisfaction, in particular for leaseholders where we know we need to make the most progress expand and enhance our approach to resident engagement, with a continuation and expansion of the use of co-production based approaches in designing, delivering, and reviewing services improve communication – making information about the business more visible and accessible for residents, and making more use of web-based technologies so that residents have more flexible and convenient means of accessing services. Progress in delivering these priorities and in delivering other services will be monitored through our monthly, quarterly, and annual KPIs which are set out in Annex A. The plan also takes account of the Council’s wider objectives set out in the 2013-16 community plan, and annex B shows how the actions set out in this plan support the 13 outcomes in the Council’s community plan. Lambeth Living adds value to the community Plan objectives in a number of ways, for example, all our major works and repairs contracts have Community Social Responsibility clauses where contractors are expected train and employ a percentage of local staff and develop an apprenticeship scheme for local young people. In addition to this business-wide delivery plan, the Annual Service Delivery Plans produced by each head of service set out the specific operational detail that shows how priorities will be delivered and managed at an operational level. 2 Page 13 1.1 Highlights and key themes for the 2015/16 delivery plan For the 2015/16 plan, the key areas of change are: the upcoming reintegration of Lambeth Living into London Borough of Lambeth, which will take place during quarter 2 of 2015/16, and which means that an emphasis on maintaining service continuity and stability need to be key themes for the plan the continued delivery of a planned maintenance programme the delivery of over £100m of potential investment in our homes a targeted approach to raising satisfaction at estate level. This will build on the progress made in 2014/15, in which we’ve placed more emphasis on rigorously gathering each month information on resident satisfaction with estates services, and using that business intelligence to identify and correct service failures. This approach has helped us to secure an improvement in satisfaction levels from 63 per cent at the beginning of 2013/14 to 66 per cent at the end of 2014/15 a revised delivery model for the Lambeth Housing Standard (LHS) including delivering the actions from the Leaseholder Task and Finish Group. Again, this will build on progress made in 2014/15. During the quarters 3 and 4 of 2014/15 we completed an extensive survey of leaseholder satisfaction with the LHS programme. This entailed surveying residents on all stages of the works including the consultation process, the works themselves, and the billing process. The business intelligence we captured through that work is now informing changes and improvements to service design and delivery to enhance the resident experience and drive up leaseholder satisfaction throughout 2015/16. One specific early example of these improvements is the changes that have been made to the whole end-to-end process for Major Works which has recently been agreed and through which closer working between the Homeownership Services team and Capital Works team will deliver a much better managed experience for leaseholders a different approach to complaints to promote early resolution and reduce complaints from over 1000 in 2013/14 to under 550 this year and with further reductions planned for future years development and delivery of the capital programme for the next three years to agreed time, cost and quality indicators robust management of capital projects demonstrating value for money (VFM) delivery of Leaseholder Action Plan (LAP) in conjunction with leaseholders and the independent expert. A number of underlying themes run through the plan: championing the use of external benchmarking to move Lambeth Living towards ‘one of the best housing management services in London’. This is reflected in the draft Performance Targets for 2015/16 at appendix 1. Lambeth Living performance has deteriorated from 9th from 21 housing organisations in 2013 to 14th from 26 housing organisations in 2014 focus on high quality customer services we provide to leaseholders and how we bill them. The latest Survey of Tenants and Residents (STAR) Survey results showed that levels of leaseholder satisfaction had decreased from 36 per cent in 2013 to 24 per cent in 2014 continuing to maximise the benefits of the significant investment we have made in new IT systems over the last few years 3 Page 14 continue to improve the overall customer experience and widening the opportunities for customers to get involved such as the reprocuring of the LPC South area contract and assisting in the preparation of the reprocurement of all LPC contracts. 2. Property and Housing Services 2.1. The Repairs Service 1. Deliver a planned and cyclical programme from headroom in the repairs budget. 2. Reduce the volume of aged disrepair cases and average case completion times with a view to decreasing cases to as few as possible below a target of 150 live cases by year end. We will achieve this by actively reducing cases and improving case management to reduce the cost of disrepair. 3. Extending a revised Solutions Team approach including further development of the service that offers customers an immediate site visit by a surveyor when a service failure is reported to ensure all inspections have a specific focus. 4. Reduce the average end-to-end completion time for responsive repairs to 13 days in quarter one to 11.5 days in quarter 4 of 2015/16. This will be achieved by actively working with Area Office colleagues to maximise opportunities to co-ordinate repairs. 5. Through the actions described above and other initiatives, to drive improvements in the in the delivery of the repairs service, including: 95 per cent of appointments made and kept 90 per cent tenant satisfaction with repairs service, and 90 per cent satisfaction with the quality of the repair 90 per cent of repairs right first time Proportion of repairs overdue maintained below one per cent of all repairs (The full suite of KPIs through which we will measure performance of the repairs service is set out at annex A). 6. Support the Council in the re-procurement of LPC south area contract and the development of the strategic approach to all LPC procurement, in accordance with the re-procurement project’s PID and project plan. Ref No: 8 Indicator Percentage of all repairs completed on-time Average time to complete a responsive repair 8a 9 10 11 12 Repairs for which appointment was made and kept Percentage of tenants satisfied with repairs Percentage of repairs right first time Percentage of repairs overdue Agreed target for 2015/16 KPI withdrawn Q1 13.0 days Q2 12.5 days Q3 12.0 days Q4 11.5 days 95.0% 90.0% 90% 1.0% 4 Page 15 12a 13a 13b Percentage of repairs overdue which are more than 6 weeks overdue Average cost of repair jobs Percentage of tenants satisfied with the quality of their repair 0.0% info only 90% 2.2 The Capital Investment Programme 7. Ensure the LHS programme is delivered, and develop strategies to bridge any identified investment gaps in conjunction with the Council. 8. Review the staffing structure to: ensure the appropriate staff structure and staff are in place to deliver the programme ensure that the staff’s skill levels are appropriate for their roles foster the appropriate culture of project ownership and customer service. 9. Review existing management information systems to confirm suitability with emphasis on making best use of Northgate and Keystone systems to improve the planning and monitoring of works and to facilitate more timely and accurate reporting. 10. Deliver the following outputs (to be agreed), which will be measured through our performance indicators: Ref No: improve 4,616 homes to the Decent Homes standard improve 2,100 homes to the Lambeth Housing Standard (LHS) which will be based on the agreed approach identified in action 7 above improve the percentage of residents satisfied with the quality of major works to 90% predict contract sums compared to delivery costs with 90% accuracy complete internal modernisations within 15 days Continue to work towards achieving the average SAP rating of 55 to 58 (Rating D) as a minimum on all Lambeth Living homes. Deliver the Leaseholder Action Plan (LAP) in conjunction with residents and the independent expert. Indicator 15 Number of Homes Made Decent In-year 16 Number of homes improved to meet the LHS 17 Residents satisfaction with the quality of the works 18 19 38 Cost predictability Time for internal modernisation Average SAP Rating [Annual] 7 Annual Capital Spend Agreed target for 2015/16 4,616* 2,100* 90% 90% 15 Days Equivalent to 55-58 or D rating 100.0% *still to be agreed 5 Page 16 2.3 Technical Services 11. Audit all properties within the borough not currently on the gas plan, ensuring the target of 100 per cent gas certification compliance is met and maintained throughout the year. 12. Complete the water tank verification exercise to all shared structures across the borough to identify any unidentified water tanks not currently incorporated within the planned maintenance programme This is dependent on the outcome of a funding review. 13. Ensure that any newly identified tanks are made compliant and included in future years planned programmes. 14. Ensure that all Landlords electrical services are compliant with Institute of Electrical Engineers (IEE) regulations. 15. Undertake and complete the 2015/16 programme of testing to maintain the rolling programme of Periodic Inspection Report (PIR) inspections to communal systems. Ref No: 14 Indicator Gas Servicing non-compliance (CP12) Agreed target for 2015/16 0% 2.4 Home Ownership Services 16. Provide a high quality customer-focused service and ensure that complaints are reduced and satisfaction with the team is increased. As set out in section 1, we recognise the need to drive up leaseholder satisfaction as one of our key priorities for 2015/16. Driving this improvement will be dependent on actions from many teams across the whole business, but the Homeownership Services team will take the lead in setting the direction and strategy. This will entail closer consultation and coproduction with leaseholders, using the Major Works Committee as a key channel of engagement alongside other consultation, and delivering the actions set out in the Leaseholder Action Plan (LAP). 17. Maximise income collection from both day to day and major works service charges so that we stabilise the business, render it financially viable and provide it with the capacity, space and scope to improve customer services. To collect some £5 million in section 20 service charges, and to collect 95 per cent of the day-to-day service charges in the year, and 100.5 per cent including charges recovered that relate to previous years. 18. Improve communication with leaseholders and develop customer profiling. 19. Demonstrate value for money by reviewing high costs services and making them more efficient. 6 Page 17 3 Leasehold service charges % collected Proposed target for 2015/16 100.50% 3b Leasehold service charges % collected 95.0% 6 Recovery of (S20) major works contributions from Leaseholders Ref No: Indicator £5m 2.5 Estates & Tenancy Services 20. Investigate new ways to publicise and deliver estate services to residents, for example, working with the Lambeth Living Information Technology Team to implement a mobile application for the reporting of environmental and housing issues. 21. Improved publication of how and when blocks will be serviced to improve the management of residents’ expectations. 22. To improve the overall management of estates, by encouraging residents to take an active role in decision making about the management of their estates, for example, by establishing block champions. 23. Increase the physical presence of estates housing officer (EHO) staff using local resident engagement models that include monthly estate surgeries at designated community facilities, “coffee morning” and “Meet your EHO/Cleaner” events. 24. Develop and extend the “Hurst Street model” through which residents are engaged through a voucher scheme to conduct inspections on the standard of estates cleaning and to report concerns to their EHO as a more cost effective and rigorous means of quality assurance. 25. Undertake specific “estate cleaning” presentations for residents at tenant and resident association (TRA) meetings to improve the quality of estate cleaning so that resident satisfaction is maintained at or above 90 per cent throughout the year. 26. Maintain resident satisfaction with grounds maintenance at or above 90 per cent throughout the year. 27. Publicise the details of all planned improvements works in advance of work commencing on site. To ensure that details of all planned works are published as soon as practicable once they are agreed so that residents can have early sight of works for current and future years. Ref No: Indicator 26 27 CORE Quality of estate cleaning 28 Quality of grounds maintenance 41 Quality of estate services Agreed target for 2015/16 95% 90% 90% 70% 7 Page 18 2.6 Enforcement 28. Increase satisfaction with the tenancy enforcement service by 10 per cent. 29. Increase satisfaction for antisocial behaviour management to 62 per cent, with 96 per cent of all closed ASB cases resolved. Ref No: 24 25 Indicator Agreed target for 2015/16 ASB measure: Number of closed resolved cases as a % of closed cases 96% ASB measure: % of respondents very or fairly satisfied with the way their ASB complaint was dealt with 62% 2.7 Empty Homes 30. Work with the Planning and Performance Team to improve processes, maximising value for money and efficiency in particular, for voids and disrepair performance, ensuring we meet the end of year targets for empty homes of 21 days for short cycle voids and 25 days for long cycle voids. 31. Maintain the total number of empty properties at or below 157, and maintain the re-let times for short and long cycle voids at or below 21 and 25 days respectively. Ref No: Indicator 20 Total number of empty properties 21 Average number of days to re-let SCV 22 SCV average cost 23 Number of days for LCV turnaround time, by area and total Agreed target for 2015/16 157 21 days £4,000 25 days 2.8 Customer Care 32. Achieve effective client management of call handling contract with our General Dynamics IT (GDIT) call centre by ensuring they meet all contractual key performance indicators (KPIs), in particular ensuring that 80% of calls are answered within 20 seconds. 33. Maintain effective performance in the management of all complaints and enquiries, so that: 90 per cent of members’ enquires are answered on time 8 Page 19 no more than 20 complaints are received through the Independent Housing Ombudsman, with no more than 50 per cent of those complaints upheld the number of local resolution complaints is reduced to no more than 600 for the year escalation rates for local resolution complaints is maintained at or below 15 per cent the proportion of review stage complaints upheld is maintained at or below 30 per cent the number of complaints per 1,000 properties is maintained at or below 21 for the year. 34. Carry out accurate analysis of complaints to understand pressure points and use this analysis to drive service improvement reviews through the Performance and Planning team. To include a review of the service failures giving rise to complaints about the repairs service and to work with the asset managers and other key colleagues to correct any systemic weaknesses underlying these complaints. 35. Deliver the final phases of Northgate Housing Customer Service Module (CSM) Project. 36. Maximise the benefits of the new Northgate Housing Customer Services Module and Task Manager workflow functionality, including better Document Management and a system for managing Disrepair cases. 37. Embed ‘Residents First’ behaviours and values to drive up the quality of residents’ experience with the service, to help drive tenant satisfaction up to 70 per cent, when it is next measured through the survey of tenants and residents (STAR) Ref No: Indicator 29 Percentage of Members’ enquiries answered on time (10 working days) 30a 30b Independent Housing Ombudsman - Number of complaints received 31b Independent Housing Ombudsman - % of complaints upheld Total number of local resolutions stage complaints received Total number of early resolutions received 32 Percentage of local resolutions escalated to review stage 33 Percentage of review stage complaints upheld 34 Percentage of calls handled on time by GDIT call centre 35 Overall tenant satisfaction with service provider [Annual] Number of complaints per 1000 properties 31a 39 Agreed target for 2015/16 90% 20 50% 600 For info 15% 30% 80% 70% 21 9 Page 20 2.9 Central Income Team 38. Deliver the Housing Benefit “Bridging the Gap” initiative, which aims to generate £600,000 of additional rental income between April 2015 and March 2016 through housing benefit assessments and Discretionary Housing Payment processing. 39. Increase the variety of methods used to notify tenants of their arrears through expanding the number of channels used to do this by greater incorporation of text messaging, email and other non-standard methods of communication. 40. Manage increasing arrears cases combined with 50/50 Casework Monitoring Initiative to improve the overall standard of case management, increase the number of cases that are compliant and help maximize income collection levels and drive down arrears to the target of 4 per cent during 2015/2016. 41. Improve former tenants’ arrears recovery combined with revising the former tenants’ arrears escalation procedure to create a more streamlined and efficient process for managing these debts that in turn improves collection / arrears reduction performance with a view towards achieving this year’s collection target of £3.5m. 42. Maintain an effective rent collection service so that: Ref No: The percentage of rent and arrears collected for the year is at or above 95.1 per cent In year rent collection for the year as a whole is at least 99 per cent. Indicator Agreed target for 2015/16 95.10% 1 The percentage of rent and arrears collected (BV66a) 2 In-Year rent collected 99.00% 4 Current tenant arrears 4.00% 5 Former Tenant Arrears £3.5m 2.10 Welfare Reform 43. Minimize the impact of welfare reform through effective intervention by reducing 200 households that are affected by Size Criteria. This will be achieved by: contacting all households annually to determine their needs monthly monitoring of size criteria cases who are in arrears, working with them to identify solutions monthly monitoring of benefit cap cases. 44. Continue the roll-out of the rental exchange programme. This is an initiative developed with Experian Business Strategies and the Big Issue that enables tenants’ rent payments to be counted towards their credit score, helping them create an online” digital proof of identity and to build up am improved credit score through the timely payment of rent. This initiative supports our financial inclusion agenda by helping tenants to access affordable credit and avoid “pay day” loan companies, and also acts as an incentive to tenants to pay their rent in full and on time. 10 Page 21 45. Based on our modelling, the scheme is expected to increase the proportion of tenants with digital proof of identity from the current low base of 35 per cent to a much more inclusive 83 per cent. In addition, 42 per cent of Lambeth Living tenants would see an immediate positive impact upon their credit score through the incorporation rent payment data, with over 700 of those tenants immediately gaining access to previously inaccessible credit and services. 2.11 Resident Engagement 46. To continue driving forward a programme of activities that reflects the resident engagement strategy. The strategy was first adopted in 2013, and the priorities outlined in the strategy were re-iterated and confirmed at the residents’ conference in 2014. Our priorities for 2015/16 will continue to build on that strategy. 47. Continue to effectively manage the Getting Involved (GI) grants programme worth £150k which last year involved 26 TRAs and over 3,500 residents. To hypothecate money received through the mobile telephone mast income paid by telecoms providers to fund the programme going forward. 48. Consolidate ‘Edible Living’ by increasing food growing areas by 50 per cent. 49. Expand Learning works to 40 residents for Community Action in Housing course; 24 for Level 3 in Award in Education & Training; 40 for finance/bookkeeping & 20 for managing community facilities. 50. Launch Community Pride awards (which will replace the Estate Pride awards) by March 2015 with awards ceremony in November 2015. Throughout 2014/15 we consolidated the achievements secured in the first year by working on 10 estates with a variety of communal projects identified by residents as priorities. These ranged from landscaping on Solon Estate to providing outdoor gyms on Sackville and Vauxhall Gardens. In 2015/16 new projects will be themed around refuse and recycling, healthy living and designing out crime subject to consultation with residents. Ref No: Indicator 36 ALMO tenant engagement [Annual] 37 ALMO BME tenant engagement [Annual] Agreed target for 2015/16 52% 52% 3. Supporting the operational teams 3.1 Finance 51. Deliver another year of value for money savings. Review of contracts including tightening the financial controls around contact management. 52. Ensure that Lambeth Living complies with its statutory priorities in closing down the company at re-integration. 53. Deploy our reserves to support Lambeth’s strategic priorities. 11 Page 22 54. Lead the delivery of a 5 per cent reduction in the fee budget for 2015/16 by working with heads of service by agreeing savings in staffing and non-staffing budgets. This will include reducing the number of interim and agency staff and making posts permanent where possible. Looking at rationalising posts where there are current vacancies. 55. Lead the delivery of a 5 per cent reduction in the delegated budget for 2015/16. 56. Deliver all closedown tasks as agreed with Corporate Finance. 3.2 Human Resources 57. Enable and empower managers to lead and manage staff through their own development in key areas of management skills. 58. Provide appropriate support to the business to ensure a smooth and effective reintegration of Lambeth Living back into the council on 26 June 2015. 59. Working as part of the Council to resource job roles with the right skills and experience through effective recruitment and selection processes. 60. Ensuring induction, probation and appraisals are completed on time and in line with organisation objectives, and provide SMART objectives aligned to the Business plan 61. Using management information and business intelligence to challenge manager performance management. 62. Assisting in the reduction of absence, attrition and the improvement of performance through a learning culture and positive environment. 63. To drive forward capacity and capability building through: the new management development programme and a second round of Residents First training based on the Mary Gober Institute approach. To deliver a total of 24 management training days, 2 one-day and 8 half-day residents first workshops take forward the fourth cohort of Lambeth Living direct apprentices sponsoring colleagues to undertake professional qualifications via the PQS the general training calendar, delivering Microsoft Office training packages, functional skills (underway with 20 participants), business IT skill and soft skills 14 technical skills modules covering project management, contract management, property inspections, schedule of rates and tenancy management talent management ( with a current cohort of 8). Development activities covering mentoring, shadowing, leadership and management skills development and membership of the Service Improvement Group (SIG). 3.3 Performance and Planning 64. Continue to embed the programme management office (PMO) function by working closely with project managers across the business to provide monitoring, advice and guidance to deliver successful and timely project outcomes. 65. To make best use of business intelligence to shape Lambeth Living’s strategic direction and priorities: expand LHS survey to include tenants and years 2 and 3 12 Page 23 secure agreement from HouseMark to re-introduce withdrawn KPIs champion the use of the Best in London index as a means to drive service improvement. 66. Develop the team’s performance improvement function by agreeing a programme of business reviews and developing the scrutiny and governance tools necessary to ensure that the recommendations from these reviews are implemented. 67. Lead the business’s operational and strategic planning and monitoring functions. To support all heads of service in developing cogent and well-focussed service delivery plans, and to lead the work in monitoring and reporting on progress in delivering those plans. To included leading the quarterly, six monthly and annual reviews for the Board and Client team. 3.4 Information and Communications Technology (ICT) 68. Implement functionality for managing the Capital Programme in our new Keystone system which will make possible enhanced contract management, a better and more structured approach to planned maintenance, and better management of asbestos and fire safety across our housing stock. 69. Improve our repairs and appointments systems. 70. Improve our rent and service charge collection facilities, particularly in relation to welfare reform, and major works recharges. 71. Provide excellent training to ensure colleagues understand all the recent improvements to our IT systems and use them effectively to improve efficiency and customer service. We plan to develop our eLearning Library and provide around 1,300 classroom places during 2015/16, training colleagues to manage all areas of our work using our Northgate Housing and Keystone systems, including around 300 training days for Repairs and Disrepair, 300 for Tenancies & Voids, 100 each for Introduction to Northgate, CSM, Arrears, Document Management, Reports, and the Capital Programme, and 50 for Service Charges. We will also provide approximately 100 Training Surgery days at satellite offices. (We recognise that these numbers may change in response to new priorities after reintegration). 72. Develop our Residents’ Portal, SMS messaging, and other new cost-saving and convenient channels for communicating with residents. To continue the approach begun in 2014/15 of working closely with our Council counterparts (especially Customer Service Transformation Manager) to manage the re-integration of the Lambeth Living website and the ‘My LL’ residents’ portal into the Council’s web environments. 73. Maintain and improve our management information reporting system, and ensure data on our systems is accurate and complete. 74. Investigate ways to improve IT facilities for new parts of the Housing Service following reintegration with the Council. 13 Page 24 3.5 Communications 75. To manage consultation and transition arrangements throughout the process of reintegration to minimise service disruption. 76. Post integration we will develop process to engage with the Council on the continuation, integration or deletion of the current suite of Lambeth Living publications. 77. We will communicate improvements in the delivery of key services to residents through: Living Local magazine (4 issues) Lambeth Talk magazine (11 issues) Weekender newspaper (12 issues) Web-based channels including the website Twitter account. 78. We will ‘show and tell’ residents about the benefits of the investment in the Lambeth Housing Standard (LHS) through: News items disseminated through the channels listed above The Lambeth Country Show Ward-level website updates to councillors, with at least 4 issues for each of 21 wards A ‘What to Expect’ booklet for external works Publicity for the Community Investment Core Group (CICG) about the benefits for the borough arising from the apprenticeships and other social investment components of the capital programme. 79. We will build a feeling of pride, break down silo working and promote the core value of working together and build engagement through: Living Voice magazine, 11 issues Facilitating at least 6 meetings and reports for the Committee for Communication Organising and running the annual conference Re-launching Living Space and new file sharing functionality on a suitable new web browser. 14 Page 25 Annex A: 2015/16 Performance measures <see separate document> 15 Page 26 Annex B: links between the 2015/16 Lambeth Living Delivery plan and the 2013-16 Council Community Plan. <See separate document> 16 Lambeth Living Performance Indicators 2015/16 Income Collection Ref No: Indicator Type Available on Housemark Definition Rent and charges collected as a percentage of this year’s rent and charges owed including any current tenant arrears outstanding at the beginning of the year. Rent and charges collected as a percentage of this year’s rent and charges owed. Monitoring frequency & mode Monthly - PD Type (KPI /PI) 2014/15 target KPI 95.10% Current performance (December 2014) 95.56% Monthly - PD KPI 99.00% Monthly - PD KPI Yes - Annual In-Year Rent Collected Yes - Quarterly 3 Leasehold Service Charges % Collected Cumulative yearto-date Cumulative yearto-date Leasehold Service Charges % Collected Cumulative yearto-date No Measures the total service charges collected in a year, including any arrears or prepayments, as a percentage of total service charges due. Monthly - PD 3b Current tenant arrears Snapshot No Total sum of current tenants arrears Former Tenant Arrears Snapshot No Total sum of former tenant arrears Recovery of (S20) Major Works contributions from Leaseholders Cumulative yearto-date No Cumulative amount of section 20 charges collected over the course of the year Annual Capital Spend Cumulative yearto-date No % Spent against the Capital budget 1 2 4 5 6 7 No 95.10% 95.10% 98.45% 99.00% 99.00% 100.50% 118.9% Same measure, Same target (100.5%) 100.50% KPI - - 95% 95.0% Monthly - PD PI 4.03% of rent roll. £5.097 4.00% 4.00% Monthly - PD PI £3.550m £3.457 £3m £3.5m Monthly Finance Client Meeting KPI £3m £1.809m £8m £5m CWG _ 100% - Monitoring frequency & mode Type (KPI /PI) 2014/15 target Current performance (December 2014) Monthly - PD KPI 97% 96.6% 100.0% Responsive Repairs Ref No: Indicator % All Repairs Completed on-time Type In-month 8 8a 9 No Average time to complete a responsive repair Repairs for which appointment was made and kept % Tenants Satisfied with Repairs Cumulative yearto-date 13a 13b LL2015/2016 Agreed target for proposed target 2015/15 97% KPI withdrawn Q1 13.0 days Q2 12.5 days Q3 12.0 days Q4 11.5 days Q1 13.0 days Q2 12.5 days Q3 12.0 days Q4 11.5 days Monthly - PD KPI - Monthly - PD KPI 95% 86.4% 95% 95.0% Monthly - PD KPI 90% 86.9% 90% 90.0% Yes - Quarterly Monthly - PD KPI 80% Q2 85% Q3 90% Q4 84.50% 90% 90% No Monthly - PD KPI 0% 0.40% 1.00% 1.00% Monthly - PD PI 0% 0.2% 0.0% 0.0% Quarterly - PD PI N/A £127.00 info only info only Monthly - PD KPI - 89.6% 90% 90% Cumulative yearto-date Yes - Annual % Repairs Right First Time Number of responsive repairs (standard and technical) completed on time within the month as a percentage of all responsive repairs (standard and technical) completed within the month. The average number of (calendar) days between the responsive repair being requested and its completion including the day of request and the day of completion. Yes - Quarterly A/B*100 Where A = the number of tenants who reported being satisfied or very satisfied when asked 'Overall, how satisfied or dissatisfied were you with the service you received from the repairs staff?' and B = total number of responses to the same question. All responses year to date provide the score. In-month 11 12a Yes - Quarterly Definition In-month 10 12 Available on Housemark Percentage of repairs overdue Snapshot Percentage of repairs overdue which are more than 6 weeks overdue Average cost of repair jobs [Snapshot] No In-month % Tenants satisfied with the quality Cumulative yearof their repair to-date No Yes - Quarterly A/B * 100 where A = the number of overdue repairs which are overdue by more than six weeks and B = the total number of repairs which are overdue. Average costs of repairs A/B*100 Where A = the number of tenants who reported 'yes' when asked 'Are you happy with the quality of your repair?' and B = total number of responses to the same question excluding 'don't know'. All responses year to date provide the score. Page 27 The percentage of rent and arrears Cumulative yearcollected (BV66a) to-date LL2015/2016 Agreed target for proposed target 2015/15 Gas Servicing non-compliance (CP12) 14 Snapshot Yes - Quarterly Number of properties with a landlord owned gas appliance, for which the landlord does not hold a current, valid gas certificate to confirm that the annual safety check has been completed, when due, as a percentage of all properties with a landlord owned gas appliance. Monthly - PD KPI 0% 0.000% 0% 0% Page 28 Major works Ref No: Indicator Type Available on Housemark 15 Number of Homes Made Decent In- Cumulative yearyear to-date 16 Number of homes improved to meet the LHS Cumulative yearto-date No 17 Residents satisfaction with the quality of the works Cumulative yearto-date No Cost predictability Cumulative yearto-date No 18 19 38 Average SAP Rating [Annual] Cumulative yearto-date Snapshot Monitoring frequency & mode Type (KPI /PI) 2014/15 target Current performance (December 2014) Quarterly - PD PI 2500 1000 (as at Q2) 4616 Quarterly - PD PI 3,000 1206 (as at Q2) 2100 Monthly - PD KPI 90% No data for December 90% 90% Quarterly - PD PI 85% 96% (as at Q2) 90% 90% Quarterly - PD PI 15 Days 11 days (as at Q2) 15 Days 15 Days Annual - PD PI Equivalent to 5558 or D rating - Equivalent to 55- Equivalent to 5558 or D rating 58 or D rating Monitoring frequency & mode Type (KPI /PI) 2014/15 target Current performance (December 2014) LL2015/2016 Agreed target for proposed target 2015/15 Monthly - PD KPI 180 152 157 157 Monthly - PD KPI 21 Days 23.5 21 days 21 days Quarterly - PD PI £4,000 £4.442 £4,000 £4,000 Quarterly - PD PI 25 Days 24.7 days 25 days 25 days Monitoring frequency & mode Type (KPI /PI) 2014/15 target Current performance (December 2014) Quarterly - PD PI 90% 97.9% 96% 96% Quarterly - PD PI 72% 55.7% 60% 62% Quarterly - PD PI 95% 96.2% 95% 95% Quarterly - PD PI 90% 92.6% 90% 90% Quarterly - PD PI 90% 92.0% 90% 90% Quarterly - PD PI 70.00% 65.3% 70% 70% LL2015/2016 Agreed target for proposed target 2015/15 Total number of homes improved to meet the DH standard since April 2014 No Total number of homes improved to meet the LHS standard since April 2014 % of Residents satisfaction with the quality of the works Agreed contract sum compared to final delivery costs of works No Yes - Annual A/B Where A = the total number of days taken to complete internal modernisation works since April 2014 and B = total number of properties which have received internal modernisation works since April 2014. Average energy efficiency of tenanted dwellings Empty homes Ref No: Indicator Total number of empty properties Type In-month 20 21 22 23 Available on Housemark Yes - Quarterly Average number of days to re-let SCV Cumulative yearto-date SCV average cost Cumulative yearto-date Cumulative yearto-date Number of days for LCV turnaround time, by area and total Definition Number of rental dwelling stock vacant at the end of each month, excluding squats, unauthorised occupants and client long cycle properties Average number of days to re-let SCV Yes - Quarterly No A/B, where A = total SCV void repair costs and B = total number of SVCs completed Time taken to complete LCV works No Housing management Ref No: Indicator Type In-month 24 ASB measure: Number of closed resolved cases as a % of closed cases In-month 25 ASB measure: % of respondents very or fairly satisfied with the way their ASB complaint was dealt with CORE In-month 26 27 Quality of estate cleaning Quality of grounds maintenance 28 41 Quality of Estate Services Available on Housemark Definition Number of closed resolved cases as a percentage of closed cases Yes - Quarterly % of respondents very or fairly satisfied with the way their ASB complaint was dealt with Yes - Annual Cumulative yearto-date Cumulative yearto-date Cumulative yearto-date LL2015/2016 Agreed target for proposed target 2015/15 No No No Yes - Annual % of CORE surveys completed A/B*100 where A = estates passing inspection and B = number of estates inspected A/B*100 where A = estates passing inspection and B = number of estates inspected % of respondents fairly or very satisfied with the quality of estate services provided by LL Page 29 Time for internal modernisation Definition Customer Care Ref No: 29 30a 30b Indicator Percentage of Members Enquiries answered on time (10 working days) Type In-month No Independent Housing Ombudsman Number of complaints received Cumulative yearto-date Independent Housing Ombudsman - Cumulative year% of complaints upheld to-date Cumulative yearto-date 31b Total number of early resolutions received Cumulative yearto-date Percentage of local resolutions escalated to review stage In-month 32 Percentage of review stage complaints upheld In-month 33 % Calls Handled on Time by GDIT Call Centre In-month 34 Overall tenant satisfaction with service provider (STAR) [Annual] ALMO tenant engagement (STAR) [Annual] Annual ALMO BME tenant engagement (STAR) [Annual] Number of complaints per 1000 properties Annual 35 36 37 39 Definition A/B*100 where A = members enquiries answered in within 10 working days and B = total number of members enquiries due. Type (KPI /PI) 2014/15 target Current performance (December 2014) Monthly - PD KPI 90% 97.7% 90% 90% Customer care summary PI 40 n/a 20 20 Customer care summary PI 50% n/a 50% 50% Monthly - PD KPI 1350 (total for 14/15) 380 1200 600 Monthly - PD PI New - No target For info Monthly - PD KPI 15% 48% PI not KPI 15% Monthly - PD KPI 30% 69.2% PI not KPI 30% Monthly - PD KPI 80% 83.7% 80% 80% Annual - PD PI 68% 54% 70% 70% Annual - PD PI 49% 39% 52% 52% Annually - PD PI 50% 47% 52% 52% Quarterly - PD PI 68 13 LL2015/2016 Agreed target for proposed target 2015/15 Total number of enquiries made by IHO No No A/B*100 Where A = number of Ombudsman enquiries report events with 'maladministration' outcome decision and B = Number of Ombudsman enquiries report event closed) YTD Number of local resolution stage complaints recorded since April 2015 No Number of early resolution complaints recorded since April 2015 No No No No Yes - Annual Annual A/B*100 Where A = the number of review stage complaints due for response in the month and B = the number of local resolution stage complaints due for a response in the month. A/B*100 Where A = the number of review stage complaints investigated and fully or partially upheld in the month and B = the number of review stage complaints closed in the month. Number of calls answered within 20 seconds as a percentage of all calls answered by the GDIT call centre within a month. % of respondents very or fairly satisfied with the service provided by their social housing provider. Satisfaction that LL listens to and acts upon your views Yes - Annual Yes - Annual Cumulative yearto-date Monitoring frequency & mode No How satisfied or dissatisfied are you that your social housing provider listens to your views and acts upon them? A/B * 1000 Where A = the number of local resolution stage complaints received and B = total number of Lambeth Living properties including leaseholds 21 Page 30 Total number of local resolutions stage complaints received 31a Available on Housemark Link to report section 2.9 2.9 2.4 2.4 2.9 2.4 2.2 Link to report section 2.1 2.1 2.1 2.1 2.1 2.1 2.1 2.1 Page 31 2.9 2.3 Page 32 Link to report section 2.2 2.2 2.2 2.2 2.2 Link to report section 2.7 2.7 2.7 2.7 Link to report section 2.6 2.6 2.5 2.5 2.5 2.5 Page 33 2.2 Link to report section 2.8 2.8 2.8 2.8 2.8 2.8 2.8 2.8 2.8 2.11 2.11 Page 34 2.8 Lambeth Living Delivery Plan 2015/16 Highlighing the connections: Key areas where Lambeth Living’s 2014/15 Delivery plan supports the London Borough of Lambeth Community Plan (2013-16). Council Community Plan 2013-2016: Outcomes 1 Vulnerable children and adults get support and protection 2 People are healthier, for longer 3 Crime reduces 4 5 6 7 8 9 10 11 12 Older, disabled All Lambeth Lambeth residents People achieve Lambeth plays All young People have People lead People take and vulnerable communities have more financial security a strong role in people have the skills to environment greater people can live feel they are opportunities for London’s opportunities find work ally responsibility independently and valued and are better quality economy to achieve sustainable for their have control over part of their homes their lives neighbourhood their lives neighbourhoods ambitions 13 People live in, work in and visit our vibrant and creative town centres 1 Deliver a planned and cyclical programme from headroom in the repairs budget. 2 3 4 5 6 Reduce the volume of aged disrepair cases and average case completion times with a view to decreasing cases to as few as possible below a target of 150 live cases by year end. We will achieve this by actively reducing cases and improving case management to reduce the cost of disrepair. Extending a revised Solutions Team approach including further development of the service that offers customers an immediate site visit by a surveyor when a service failure is reported to ensure all inspections have a specific focus. Reduce the average end-to-end completion time for responsive repairs to 13 days in quarter one to 11.5 days in quarter 4 of 2015/16. This will be achieved by actively working with Area Office colleagues to maximise opportunities to co-ordinate repairs. Through the actions described above and other initiatives, to drive improvements in the in the delivery of the repairs service, including: a. 95 per cent of appointments made and kept b. 90 per cent tenant satisfaction with repairs service, and 90 per cent satisfaction with the quality of the repair c. 85 per cent of repairs right first time d. Proportion of repairs overdue maintained below one per cent of all repairs Support the Council in the re-procurement of LPC south area contract and the development of the strategic approach to all LPC procurement, in accordance with the re-procurement project’s PID and project plan. The capital investment programme 7 Ensure the LHS programme is delivered and develop strategies to bridge any identified investment gaps in conjunction with the council 8 Review the staffing structure. 9 Review existing management information systems to confirm suitability with emphasis on making best use of Northgate and Keystone systems to improve the planning and monitoring of works and to facilitate more timely and accurate reporting. Deliver the following outputs (to be agreed), which will be measured through our performance indicators: • improve 4,616 homes to the Decent Homes standard • improve 2,100 homes to the Lambeth Housing Standard (LHS) Plus the supporting outcomes set out in the main body of the plan. Audit all properties within the borough not currently on the gas plan, ensuring the target of 100 per cent gas certification compliance is met and maintained throughout the year. Complete the water tank verification exercise to all shared structures across the borough to identify any unidentified water tanks not currently incorporated within the planned maintenance programme This is dependent on the outcome of a funding review. Ensure that any newly identified tanks are made compliant and included in future years planned programmes. 10 12 13 Technical services 11 Page 35 The repairs service Lambeth Living Delivery Plan 2015/16 Highlighing the connections: Key areas where Lambeth Living’s 2014/15 Delivery plan supports the London Borough of Lambeth Community Plan (2013-16). Council Community Plan 2013-2016: Outcomes 1 Vulnerable children and adults get support and protection 2 People are healthier, for longer 3 Crime reduces 4 5 6 7 8 9 10 11 12 Older, disabled All Lambeth Lambeth residents People achieve Lambeth plays All young People have People lead People take and vulnerable communities have more financial security a strong role in people have the skills to environment greater people can live feel they are opportunities for London’s opportunities find work ally responsibility independently and valued and are better quality economy to achieve sustainable for their have control over part of their homes their lives neighbourhood their lives neighbourhoods ambitions 14 Ensure that all Landlords electrical services are compliant with Institute of Electrical Engineers (IEE) regulations. 15 Undertake and complete the 2015/16 programme of testing to maintain the rolling programme of Periodic Inspection Report (PIR) inspections to communal systems. 13 People live in, work in and visit our vibrant and creative town centres Homeownership services 16 Provide a high quality customer-focused service and ensure that complaints are reduced and satisfaction with the team is increased 17 Maximise income collection from both day to day and major works service charges so that we stabilise the business, render it financially viable and provide it with the capacity, space and scope to improve customer services 18 Improve communication with leaseholders and develop customer profiling. 19 Demonstrate value for money by reviewing high costs services and making them more efficient. Estates and tenancy services 20 21 22 23 24 Investigate new ways to publicise and deliver estate services to residents, for example, working with the Lambeth Living Information Technology Team to implement a mobile application for the reporting of environmental and housing issues Improved publication of how and when blocks will be serviced to improve the management of residents’ expectations. To improve estates management, by encouraging residents to take an active role in decision making about the management of their estates, for example, by establishing block champions. Increase the physical presence of estates housing officer (EHO) staff using local resident engagement models that include monthly estate surgeries at designated community facilities, “coffee morning” and “Meet your EHO/Cleaner” events. Undertake specific “estate cleaning” presentations for residents at tenant and resident association (TRA) meetings to improve the quality of estate cleaning so that resident satisfaction is maintained at or above 90 per cent throughout the year. 26 Maintain resident satisfaction with grounds maintenance at or above 90 per cent throughout the year. 27 Publicise the details of all planned improvements works in advance of work commencing on site. To ensure that details of all planned works are published as soon as practicable once they are agreed so that residents can have early sight of works for current and future years. 25 Page 36 Develop and extend the “Hurst Street model” through which residents are engaged through a voucher scheme to conduct inspections on the standard of estates cleaning and to report concerns to their EHO as a more cost effective and rigorous means of quality assurance. Lambeth Living Delivery Plan 2015/16 Highlighing the connections: Key areas where Lambeth Living’s 2014/15 Delivery plan supports the London Borough of Lambeth Community Plan (2013-16). Council Community Plan 2013-2016: Outcomes 1 Vulnerable children and adults get support and protection 2 People are healthier, for longer 3 Crime reduces 4 5 6 7 8 9 10 11 12 Older, disabled All Lambeth Lambeth residents People achieve Lambeth plays All young People have People lead People take and vulnerable communities have more financial security a strong role in people have the skills to environment greater people can live feel they are opportunities for London’s opportunities find work ally responsibility independently and valued and are better quality economy to achieve sustainable for their have control over part of their homes their lives neighbourhood their lives neighbourhoods ambitions 28 Increase satisfaction with the tenancy enforcement service by 10 percentage points. 29 Increase satisfaction for antisocial behaviour management to 62 per cent, with 96 per cent of all closed ASB cases resolved. Empty homes 30 31 Work with the Planning and Performance Team to improve processes, maximising value for money and efficiency in particular, for voids and disrepair performance, ensuring we meet the end of year targets for empty homes of 21 days for short cycle voids and 25 days for long cycle voids. Maintain the total number of empty properties at or below 157, and maintain the relet times for short and long cycle voids at or below 21 and 25 days respectively. Customer care 32 33 34 35 36 37 Achieve effective client management of call handling contract with our General Dynamics IT (GDIT) call centre by ensuring they meet all contractual key performance indicators (KPIs), in particular ensuring that 80% of calls are answered within 20 seconds. Maintain effective performance in the management of all complaints and enquiries, so that: • 90 per cent of members’ enquires are answered on time • no more than 20 complaints are received through the Independent Housing Ombudsman, with no more than 50 per cent of those complaints upheld • the number of local resolution complaints is reduced to no more than 600 for the year • escalation rates for local resolution complaints is maintained at or below 15 per cent • the proportion of review stage complaints upheld is maintained at or below 30 per cent • the number of complaints per 1,000 properties is maintained at or below 21 for the year. Carry out accurate analysis of complaints to understand pressure points and use this analysis to drive service improvement reviews through the Performance and Planning team. To include a review of the service failures giving rise to complaints about the serviceofand to work Housing with the asset managers and other (CSM) key Deliver therepairs final phases Northgate Customer Service Module Project. Maximise the benefits of the new Northgate Housing Customer Services Module and Task Manager workflow functionality, including better Document Management and a system for managing Disrepair cases. Embed ‘Residents First’ behaviours and values to drive up the quality of residents’ experience with the service, to help drive tenant satisfaction up to 70 per cent, when it is next measured through the survey of tenants and residents (STAR). Central income team 38 Deliver the Housing Benefit “Bridging the Gap” initiative, which aims to generate £600,000 of additional rental income between April 2015 and March 2016 through housing benefit assessments and Discretionary Housing Payment processing. Page 37 Tenancy enforcement 13 People live in, work in and visit our vibrant and creative town centres Lambeth Living Delivery Plan 2015/16 Highlighing the connections: Key areas where Lambeth Living’s 2014/15 Delivery plan supports the London Borough of Lambeth Community Plan (2013-16). Council Community Plan 2013-2016: Outcomes 39 40 41 42 Increase the variety of methods used to notify tenants of their arrears through expanding the number of channels used to do this by greater incorporation of text messaging, email and other non-standard methods of communication. 1 Vulnerable children and adults get support and protection 2 People are healthier, for longer 3 Crime reduces Manage increasing arrears cases combined with 50/50 Casework Monitoring Initiative to improve the overall standard of case management, increase the number of cases that are compliant and help maximize income collection levels and drive down arrears to the target of 4 per cent during 2015/2016. Improve former tenants’ arrears recovery combined with revising the former tenants’ arrears escalation procedure to create a more streamlined and efficient process for managing these debts that in turn improves collection / arrears reduction performance with a view towards achieving this year’s collection target of £3.5m. 4 5 6 7 8 9 10 11 12 Older, disabled All Lambeth Lambeth residents People achieve Lambeth plays All young People have People lead People take and vulnerable communities have more financial security a strong role in people have the skills to environment greater people can live feel they are opportunities for London’s opportunities find work ally responsibility independently and valued and are better quality economy to achieve sustainable for their have control over part of their homes their lives neighbourhood their lives neighbourhoods ambitions 13 People live in, work in and visit our vibrant and creative town centres Maintain an effective rent collection service so that: • The percentage of rent and arrears collected for the year is at or above 95.1 per cent • In year rent collection for the year as a whole is at least 99 per cent. Welfare reform 43 44 Minimize the impact of welfare reform through effective intervention by reducing 200 households that are affected by Size Criteria. This will be achieved by: • contacting all households annually to determine their needs • monthly monitoring of size criteria cases who are in arrears, working with them to identify solutions • monthly monitoring of benefit cap cases. Continue the roll-out of the rental exchange programme. Page 38 DELIVERY PLAN 2015/16 Page 39 Agenda Item 6 Page 40 Delivery Plan 2015/16 1. Introduction This Delivery Plan for 2015/16 sets out Lambeth Living’s priorities to achieve the aims set out in its Business Plan 2012-17. As the aims of the Business Plan broadly remain the same the emphasis here is on the continuation of our main areas of activity. (The Annual Service Plans contain the necessary detail for these priorities to be managed at the operational level). The key areas of change are: The reintegration of Lambeth Living into London Borough of Lambeth The introduction of a planned maintenance programme. The delivery of over £100m of investment in our homes. A targeted approach to raising satisfaction at estate level. A revised delivery model for the Lambeth Housing Standard (LHS) and improvements to the Section 20 consultation process for leaseholders. A different approach to complaints to promote early resolution. A number of underlying themes run through the plan: Championing the use of external benchmarking to move Lambeth Living towards ‘one of the best housing management services in London’. This is reflected in the draft Performance Targets for 2015/16 at appendix 1. Focus on high quality customer services we provide to leaseholders and how we bill them. Maximising the benefits of the significant investment we have made in new IT systems over the last few years. Improving the overall customer experience and widening the opportunities for customers to get involved. 2. Property and Housing Services The Repairs Service I. Deliver a planned and cyclical programme from headroom in the repairs budget. II. Reduce the volume of aged disrepair cases and average case completion times to below 150 live cases by year end. III. Launch a revised Solutions Team approach that offers customers an immediate site visit by a surveyor when a service failure is reported, eliminating blind inspections. IV. Reduce the average end-to-end completion time for responsive repairs to 13 days in quarter one to 11.5 days in quarter 4 of 2015/16 V. Introduce a revamped and enhanced strategic contract management system. VI. Through the actions described above and other initiatives, to drive improvements in the in the delivery of the repairs service, including: 2 Page 41 a. 95 per cent of appointments made and kept b. 90 per cent tenant satisfaction with repairs service, and 90 per cent satisfaction with the quality of the repair c. 85 per cent of repairs right first time d. Proportion of repairs overdue maintained below one per cent of all repairs The Capital Investment Programme I. Identify affordability gap in the delivery of the LHS programme and to develop strategies to bridge those gaps. II. Review the staffing structure to: • ensure the appropriate staff structure and staff are in place to deliver the programme • ensure that the staff’s skill levels are appropriate for their roles • foster the appropriate culture of project ownership and customer service. III. Review existing management information systems to confirm suitability with emphasis on making best use of Northgate and Keystone systems to improve the planning and monitoring of works and to facilitate more timely and accurate reporting. IV. Deliver the following outputs, which will be measured through our performance indicators: improve 4,616 homes to the Decent Homes standard improve 2,100 homes to the Lambeth Housing Standard (LHS) improve the percentage of residents satisfied with the quality of major works to 90% predict contract sums compared to delivery costs with 90% accuracy complete internal modernisations within 15 days improve the average SAP rating of Lambeth Living homes to 55 to 58 (Rating D). Technical Services I. Audit all properties within the borough not currently on the gas plan, ensuring the target of 100 per cent gas certification compliance is met and maintained throughout the year. II. Complete the water tank verification exercise to all shared structures across the borough to identify any unidentified water tanks not currently incorporated within the planned maintenance programme. III. Ensure that any newly identified tanks are made compliant and included in future years planned programmes. 3 Page 42 IV. Ensure that all Landlords electrical services are compliant with Institute of Electrical Engineers (IEE) regulations. V. Undertake and complete the 2015/16 programme of testing to maintain the rolling 5 year programme of Periodic Inspection Report (PIR) inspections to communal systems. Home Ownership Services I. Provide a high quality customer-focused service and ensure that complaints are reduced and satisfaction with the team is increased. II. Maximise income collection from both day to day and major works service charges so that we stabilise the business, render it financially viable and provide it with the capacity, space and scope to improve customer services. To collect some £5 million in section 20 service charges, and to collect 95 per cent of the day-to-day service charges in the year, and 100.5 per cent including charges recovered that relate to previous years. III. Improve communication with leaseholders and develop customer profiling. IV. Demonstrate value for money by reviewing high costs services and making them more efficient. Estates & Tenancy Services I. Investigate new ways to publicise and deliver estate services to residents, for example, working with the Lambeth Living Information Technology Team to implement a mobile application for the reporting of environmental and housing issues and publicising how and when blocks will be serviced to improve the management of residents’ expectations. II. To improve estates management, by encouraging residents to take an active role in decision making about the management of their estates, for example, by establishing block champions. III. Increase the physical presence of estates housing officer (EHO) staff using local resident engagement models that include monthly estate surgeries at designated community facilities, “coffee morning” and “Meet your EHO/Cleaner” events. IV. Develop and extend the “Hurst Street model” through which residents are engaged through a voucher scheme to conduct inspections on the standard of estates cleaning and to report concerns to their EHO as a more cost effective and rigorous means of quality assurance. V. Undertake specific “estate cleaning” presentations for residents at tenant and resident association (TRA) meetings to improve the quality of estate cleaning so that resident satisfaction is maintained at or above 90 per cent throughout the year. VI. Maintain resident satisfaction with grounds maintenance at or above 90 per cent throughout the year. VII. Publicise the details of all planned improvements works in advance of work commencing on site. 4 Page 43 Enforcement I. Increase satisfaction with the tenancy enforcement service by 10 percentage points. II. Increase satisfaction for antisocial behaviour management to 60 per cent, with 96 per cent of all closed ASB cases resolved. Empty Homes I. Work with the Planning and Performance Team to improve processes, maximising value for money and efficiency in particular, for voids and disrepair performance, ensuring we meet the end of year targets for empty homes of 21 days for short cycle voids and 25 days for long cycle voids. II. Maintain the total number of empty properties at or below 157, and maintain the re-let times for short and long cycle voids at or below 21 and 25 days respectively. Customer Care I. Achieve effective client management of call handling contract with our General Dynamics IT (GDIT) call centre by ensuring they meet all contractual key performance indicators (KPIs), in particular ensuring that 80% of calls are answered within 20 seconds. II. Maintain effective performance in the management of all complaints and enquiries, so that: 90 per cent of members’ enquires are answered on time no more than 20 complaints are received through the Independent Housing Ombudsman, with no more than 50 per cent of those complaints upheld the number of local resolution complaints is reduced to no more than 600 for the year escalation rates for local resolution complaints us maintained at or below 15 per cent the proportion of review stage complaints upheld is maintained at or below 30 per cent the number of complaints per 1,000 properties is maintained at or below 21 for the year. III. Carry out accurate analysis of complaints to understand pressure points and use this analysis to drive service improvement reviews through the Performance and Planning team. To include a review of the service failures giving rise to complaints about the repairs service and to work with the asset managers and other key colleagues to correct any systemic weaknesses underlying these complaints. IV. Deliver the final phases of Northgate Housing Customer Service Module (CSM) Project. 5 Page 44 V. Maximise the benefits of the new Northgate Housing Customer Services Module and Task Manager workflow functionality, including better Document Management and a system for managing Disrepair cases. VI. Embed ‘Residents First’ behaviours and values to drive up the quality of residents’ experience with the service, to help drive tenant satisfaction up to 70 per cent, when it is next measured through the survey of tenants and residents (STAR) 6 Page 45 Central Income Team I. Deliver the Housing Benefit “Bridging the Gap” initiative, which aims to generate £600,000 of additional rental income between April 2015 and March 2016 through housing benefit assessments and Discretionary Housing Payment processing. II. Increase the variety of methods used to notify tenants of their arrears through expanding the number of channels used to do this by greater incorporation of text messaging, email and other non-standard methods of communication. III. Manage increasing arrears cases combined with 50/50 Casework Monitoring Initiative to improve the overall standard of case management, increase the number of cases that are compliant and help maximize income collection levels and drive down arrears to the target of 4 per cent during 2015/2016. IV. Improve former tenants’ arrears recovery combined with revising the former tenants’ arrears escalation procedure to create a more streamlined and efficient process for managing these debts that in turn improves collection / arrears reduction performance with a view towards achieving this year’s collection target of £3.5m. V. Maintain an effective rent collection service so that: The percentage of rent and arrears collected for the year is at or above 95.1 per cent In year rent collection for the year as a whole is at least 99 per cent. Welfare Reform I. Minimize the impact of welfare reform through effective intervention by reducing 200 households that are affected by Size Criteria. II. Continue the roll-out of the rental exchange programme. This is an initiative developed with Experian Business Strategies and the Big Issue that enables tenants’ rent payments to be counted towards their credit score, helping them create an online” digital proof of identity and to build up am improved credit score through the timely payment of rent. This initiative supports our financial inclusion agenda by helping tenants to access affordable credit and avoid “pay day” loan companies, and also acts as an incentive to tenants to pay their rent in full and on time. Based on our modelling, the scheme is expected to increase the proportion of tenants with digital proof of identity from the current low base of 35 per cent to a much more inclusive 83 per cent. In addition, 42 per cent of Lambeth Living tenants would see an immediate positive impact upon their credit score through the incorporation rent payment data, with over 700 of those tenants immediately gaining access to previously inaccessible credit and services. 3. Resident Engagement 7 Page 46 I. Continue to effectively manage the Getting Involved (GI) grants programme worth £150k which last year involved 26 TRAs and over 3,500 residents. To hypothecate money received through the mobile telephone mast income paid by telecoms providers to fund the programme going forward. II. Consolidate ‘Edible Living’ by increasing food growing areas by 50 per cent. III. Expand Learning works to 40 residents for Community Action in Housing course; 24 for Level 3 in Award in Education & Training; 40 for finance/bookkeeping & 20 for managing community facilities. IV. Launch Estate Pride awards by March 2015 with awards ceremony in November 2015. 4. Supporting the operational teams Finance I. Deliver another year of value for money savings. II. Ensure that Lambeth Living complies with its statutory priorities in closing down the company at re-integration. III. Deploy our reserves to support Lambeth’s strategic priorities. IV. Lead the delivery of a 5 per cent reduction in the fee budget for 2015/16. V. Lead the delivery of a 5 per cent reduction in the delegated budget for 2015/16. Human Resources I. Enable and empower managers to lead and manage staff through their own development in key areas of management skills. II. Provide appropriate support to the business to ensure a smooth and effective reintegration of Lambeth Living back into the council on 26 June 2015. III. Resourcing job roles with the right skills and experience through effective recruitment and selection processes IV. Ensuring induction, probation and appraisals are completed on time and in line with organisation objectives, and provide SMART objectives aligned to the Business plan V. Using management information and business intelligence to challenge manager performance management. VI. Assisting in the reduction of absence, attrition and the improvement of performance through a learning culture and positive environment 8 Page 47 VII. To drive forward capacity and capability building through: the new management development programme and a second round of Residents First training based on the Mary Gober Institute approach. To deliver a total of 24 management training days, 2 one-day and 8 half-day residents first workshops take forward the fourth cohort of Lambeth Living direct apprentices sponsoring colleagues to undertake professional qualifications via the PQS the general training calendar, delivering Microsoft Office training packages, functional skills (underway with 20 participants), business IT skill and soft skills 14 technical skills modules covering project management, contract management, property inspections, schedule of rates and tenancy management talent management ( with a current cohort of 8). Development activities covering mentoring, shadowing, leadership and management skills development and membership of the Service Improvement Group (SIG). Performance and Planning I. Continue to embed the programme management office (PMO) function by working closely with project managers across the business to provide monitoring, advice and guidance to deliver successful and timely project outcomes. II. To make best use of business intelligence to shape Lambeth Living’s strategic direction and priorities: expand LHS survey to include tenants and years 2 and 3 secure agreement from HouseMark to re-introduce withdrawn KPIs champion the use of the Best in London index as a means to drive service improvement. III. Develop the team’s performance improvement function by agreeing a programme of business reviews and developing the scrutiny and governance tools necessary to ensure that the recommendations from these reviews are implemented. IV. Lead the business’s operational and strategic planning and monitoring functions. To support all heads of service in developing cogent and well-focussed service delivery plans, and to lead the work in monitoring and reporting on progress in delivering those plans. To included leading the quarterly, six monthly and annual reviews for the Board and Client team. Information and Communications Technology (ICT) I. Implement functionality for managing the Capital Programme in our new Keystone system which will make possible enhanced contract management, a better and more structured approach to planned maintenance, and better management of asbestos and fire safety across our housing stock. II. Improve our repairs and appointments systems. III. Improve our rent and service charge collection facilities, particularly in relation to welfare reform, and major works recharges. 9 Page 48 IV. Provide excellent training to ensure colleagues understand all the recent improvements to our IT systems and use them effectively to improve efficiency and customer service. We plan to develop our eLearning Library and provide around 1,300 classroom places during 2015/16, training colleagues to manage all areas of our work using our Northgate Housing and Keystone systems, including around 300 training days for Repairs and Disrepair, 300 for Tenancies & Voids, 100 each for Introduction to Northgate, CSM, Arrears, Document Management, Reports, and the Capital Programme, and 50 for Service Charges. We will also provide approximately 100 Training Surgery days at satellite offices. (We recognise that these numbers may change in response to new priorities after reintegration). V. Develop our Residents Portal, SMS messaging, and other new cost-saving and convenient channels for communicating with residents. VI. Maintain and improve our management information reporting system, and ensure data on our systems is accurate and complete. VII. Investigate ways to improve IT facilities for new parts of the Housing Service following reintegration with the council. Communications I. To manage consultation and transition arrangements throughout the process of reintegration to minimise service disruption. II. We will communicate improvements in the delivery of key services to residents through: Living Local magazine (4 issues) Lambeth Talk magazine (11 issues) Weekender newspaper (12 issues) Web-based channels including the website Twitter account. III. We will ‘show and tell’ residents about the benefits of the investment in the Lambeth Housing Standard (LHS) through: News items disseminated through the channels listed above The Lambeth Country Show Ward-level website updates to councillors, with at least 4 issues for each of 21 wards A ‘What to Expect’ booklet for external works Publicity for the Community Investment Core Group (CICG) about the benefits for the borough arising from the apprenticeships and other social investment components of the capital programme. IV. We will build a feeling of pride, break down silo working and promote the core value of working together and build engagement through: Living Voice magazine, 11 issues Facilitating at least 6 meetings and reports for the Committee for Communication Organising and running the annual conference 10 Page 49 Re-launching Living Space and new file sharing functionality on a suitable new web browser. 11 Page 50 Annex 1: 2015/16 Performance measures <Summary table to be included> 12 Page 51 Key Performance Indicators 2014/15 Monthly Summary February-15 Week 47 RAG Status & direction of travel this month Annual target Profiled target Performance this month Rent collection rate in-year (YTD) 99.00% 99.00% 98.92% Amber Percentage of rent and arrears collected (YTD) 95.10% 95.10% 95.92% Green Leasehold service charge collection: day-to-day (YTD) 100.5% 99.1% 118.4% Green Section 20 Collection (YTD) £3.00m £2.73m £2.43m Red 96.3% Amber Key performance indicator Expected to meet target Collecting income Repairs and voids Percentage of all repairs completed on time 97.0% Percentage of repairs right first time 90.0% 90.0% 76.1% Red Appointments made and kept 95.0% 95.0% 89.2% Amber Percentage of overdue repairs more than six weeks overdue 0.0% 14.7% Red Percentage of tenants satisfied with repairs 90.0% 86.8% Amber 0.0% Green Green Gas servicing non-compliance (snapshot) 0% (green 0.5%) Empty homes (snapshot) 180 175 Percent of stock empty Average number of days to re-let in year SCVs (0.9%) 21.0 22.2 Amber 90.0% 93.1% Green 90.0% 90.9% Green 477 Green Major works Percentage of residents satisfied with the quality of major works Customer care Percentage of member's enquiries answered on time (10 working days) Total number of local resolution stage complaints received 1350 1237 Percentage of review stage complaints upheld1 30.0% 90.9% Red Complaints escalated to review stage2 15.0% 36.2% Red Percentage of GDIT contact centre calls answered on time (20 seconds) 80.0% 83.9% Green 1 Equivalent to last year's stage 2 complaints upheld KPI Equivalent to last year's stage 1 escalated to stage 2 KPI 2 Page 2 This page is intentionally left blank Lambeth Living Performance Dashboard Key Performance Indicators Feb-15 Position at Feb-15 Repairs and Empty Properties Repairs completed on time Percentage of tenants satisfied with repairs Percentage of repairs completed at first visit Number of empty properties as a percentage of rental stock Average empty property turnaround time (days) Gas safety non-compliance Appointments made and kept Percentage of overdue repairs more than six weeks overdue 97.0% 90.0% 90.0% 1.0% 21.0 0.0% 95.0% 0.0% 99.0% 99.1% 95.1% £2,725,000* 80.0% 90.0% 15.0% 112 30.0% 70.0% 90.0% 66.0% 38.0% Where are we now? Major Works Percentage of residents satisfied with the quality of major works 83.9% 90.9% 36.2% 47 90.9% Where are we now? Housing Management Percentage of residents satisfied with estate services Percentage of residents satisfied the handling of their ASB case 98.92% 118.4% 95.9% £2,430,000 Where are we now? Customer care Percentage of calls answered on time Members' enquiries answered on time Percentage of complaints escalated to stage two Total number of resolution stage complaints received Percentage of review stage complaints upheld 96.3% 86.8% 76.1% 0.9% 22.2 0.0% 89.2% 14.7% Where are we now? Income collection Percentage of rent collected (in year) Percentage of leaseholder service charges collected Percentage of rent and arrears collected (in year) Section 20 collection (in year) Where are we now? 90.0% 93.1% Compared to last Compared to month last year Compared to the last six months' average Down Down Down Down Up Same Down Down Down Up Down Down Up Up Up Up Up Up Down Down Down Up No data No data Compared to last Compared to month last year Compared to the last six months' average Up Down Up Up Up Up Up Up Down Up No data No data Compared to last Compared to month last year Compared to the last six months' average Up Down Down Same Down Up Up Down Down Down Up Down Down No data No data Compared to last Compared to month last year Compared to the last six months' average Up Down Down Down Up Down Compared to last Compared to month last year Compared to the last six months' average Up Up Note: Data collection for some indicators began in 2014/15 and therefore cannot be compared with previous years' performance. No data Compared to last month Up Down Same Compared to last Compared to the year last six months' average 6 12 7 8 0 0 7 11 2 Page 53 Target On or above target Just below target Below target Number on or above target Number just below target 8 Number below target 6 6 This page is intentionally left blank Risk register Risk Ref Description LL0023 Financial Threat Current Financial and performance management undermined Medium 8 Cause(s): Legacy control weaknesses Effect(s): Uncertainty in management control procedures Risk Scores Target Medium 8 Review Date: 6-Jul-2015 Risk Owner: Terry Gallagher Control Ref Control Measures Control Owner LL0023/001 Current delegated powers have been in place since the ALMO's go live date in July 2008 (85.00% complete) Terry Gallagher Details: Progress continues and more active management close downs are now being implemented internally and stronger protocols established between PWC and Directors to sign off audits. LL have made progress to ensure that a number of outstanding internal audit issues have been cleared down however there are currently two commissioned internal audit reviews from the council into contract procurement, which will need to be addressed when the outcomes from those reviews are made available. LL are still awaiting the outcomes from the reviews undertaken by the Council . One the final reports have been agreed PWC will undertake a review of the LL Audit tracker again in May before reintegration. Review Date: 6-Jul-2015 Created by Risk and Insurance Page 1 of 10 Risk register Risk Ref Description LL0030 Reputational Threat Capital Programme delivery does not match the programme / budget in 2014 / 2015. Cause(s): The difficulties in delivering the programme that were experienced in 2012 / 2013 reoccur in 2014 / 2015 due to under-performance by the main contractors, procurement obstacles or insufficient programme management. Risk Scores Current Low 4 Target Low 4 Effect(s): The Council and residents become frustrated by the lack of delivery on the programme. This will impact on resident satisfaction and pressure upon Lambeth Living. Review Date: 6-Jul-2015 Risk Owner: Terry Gallagher Control Ref Control Measures Control Owner LL0030/001 The logistical problems in mobilising the LPC contractors in year 1 have largely been addressed (75.00% complete) Terry Gallagher Details: The programme over delivered against budgets for 2013/14. Control measures have been effective year to date . New processes for 2014/15 are being delivered through the new LHS framework. The Lambeth Living senior team and Audit and Resources Committee (ARC) acknowledge that there remains a risk going into 2014/2015 and that this risk should be defined and kept under review. A report was delivered to tenants council which showed that LL was ahead on delivery of the LHS programme and would deliver more units on decent homes while due to spend £108m in 2014/15 which is in line with budget. The balance on Oracle is £80m in February with £5m of accruals and circa £15m-£20m of March valuations to be processed. Review Date: 6-Jul-2015 Created by Risk and Insurance Page 2 of 10 Risk register Risk Ref Description LL0031 Financial Threat Current Failure to comply with the Regulatory Reform Order (2005) regarding Fire Risk Medium 8 Cause(s): The span of responsibility across 33,000 homes is significant and requires active management. Responsible, trained staff and significant remedial works that will necessarily take time to implement. Risk Scores Target Medium 8 Effect(s): Non-compliance are serious legal breaches and attendant risk to residents, staff and property. Review Date: 6-Jul-2015 Risk Owner: Terry Gallagher Control Ref Control Measures Control Owner LL0031/001 A full Health and Safety team has been established within Lambeth Living (75.00% complete) Terry Gallagher Details: This team has the requisite professional skills, training and qualification to ensure that Lambeth Living complies with this Order. There has been substantial progress in developing a Fire Risk Assessment database. There has been significant training of operational staff and related bodies, such as Tenant Management Organisations (TMOs) to ensure vigilance and discharge of management responsibilities. There has been and continues to be a programme of remedial works to the fabric of the estates when required on a risk-based programme. The in year programme will be completed as scheduled. All properties have a fire risk assessment. There is an on going programme for re assessment which will incorporate regarding the risk of properties. Risk Grading determines the subsequent review period. Review Date: 6-Jul-2015 Created by Risk and Insurance Page 3 of 10 Risk register Risk Ref Description LL0033 Management Threat Welfare Reform changes accentuates poverty and thus makes housing management much more difficult. Cause(s): Housing Benefit reforms will be the first of several legislative changes that will severely prejudice the financial circumstances of residents. Effect(s): Financial hardship may well mean that residents struggle to pay rent & service charges. We may collect less cash & incur lots of extra costs managing debts. It could also create hardship & tensions which produces much more social problems so we may see increased instances of anti-social behaviour. Risk Scores Current Medium 12 Target Low 4 Review Date: 6-Jul-2015 Risk Owner: Cedric Boston Control Ref Control Measures Control Owner LL0033/001 Secure processes to be implemented & monitored to ensure that benefits continue to be received (80.00% complete) Cedric Boston Details: We are on target to achieve the rent collection target for 2014/15. In addition we are confident that the other rent KPIs will be achieved. The measures to mitigate the effects of welfare reform are working well . A report is going to Tenant’s Council this month recommending using rent payment information to help social housing tenants improve their credit profile and qualify for more affordable credit and other services . Many social housing tenants are excluded from affordable credit and services due to the lack of a credit history and this means they are more likely to be refused or pay more, putting extra pressure upon challenging finances. By sharing rent payment history it will help tenants to create an online proof of identity and a good credit history will make it easier for tenants to open bank accounts, receive better amenity rates, or obtain cheaper credit. LL bid for the Flexible Support Funding (FSF) from the DWP. This Grant improves employment or prospects of employment outcomes for long-term unemployed individuals and groups facing complex and intractable barriers to work and to help individuals access and/or re-integrate into the labour market. Working in partnership with St Mungo’s Broadway, our Welfare Solutions team have launched a new Employment Service (Work Wise).This service is targeted at LL tenants on benefits and are affected by the Under Occupancy Charge (bedroom tax) The Work Wise team will support tenants who are at risk of losing their homes due to the reduction in their Housing Benefit. The aim will be to support tenants towards getting into employment and becoming more self-reliant and in a position to manage their finances independently. Review Date: 6-Jul-2015 Created by Risk and Insurance Page 4 of 10 Risk register Risk Ref Description LL0034 Reputational Threat Current Improving Resident satisfaction with the Repairs Service. Medium 12 Cause(s): Repairs performance by the Partnering Contracts continues to fail to deliver the performance levels. Effect(s): Contractors’ performance is below the required standards . Risk Scores Target Low 4 Review Date: 6-Jul-2015 Risk Owner: Cedric Boston Control Ref Control Measures Control Owner LL0034/001 Active Contract Management via Core Group meetings and day-to-day operational contact to secure best value for money (75.00% complete) Cedric Boston Details: We have agreed with the Council a set of KPIs that we believe will enable us to manage repairs contractor performance more effectively . We have launched a planned maintenance programme and we are hoping there will be budgetary provision to sustain this next year. The focus of spend will be on internal and external improvements to the common parts as well as works to improve the estate environment. A major initiative has been the piloting of a more customer friendly post inspection services. This involves the Solutions Team offering customers an immediate site visit by a surveyor when a service failure is reported, eliminating blind post inspections that many customers find inconvenient and intrusive. We will also reduce the average end-to-end completion time for responsive repairs to 13 days in quarter one to 11.5 days in quarter 4 of 2015/16. About 25 of repairs are P4s. This means the contractor has 28 days to complete them. This time period is unpopular with customers and we are working with the contractors to shift more p4s to other categories where they will be completed sooner. The new Opti-time system is due to be implemented and this will make repairs appointments more efficient. Through the actions described above and other initiatives, to drive improvements in the in the delivery of the repairs service, including: a. 95 per cent of appointments made and kept b. 90 per cent tenant satisfaction with repairs service, and 90 per cent satisfaction with the quality of the repair c. 85 per cent of repairs right first time d. Proportion of repairs overdue maintained below one per cent of all repairs Review Date: 6-Jul-2015 Created by Risk and Insurance Page 5 of 10 Risk register Risk Ref Description LL0035 Financial Threat Current LPC Contractor at risk of going into liquidation or administration Medium 8 Cause(s): Downturn of the construction industry and general market conditions. The move to a single Repairs contractor on the South means that LL/ LBL are now reliant upon a single supplier. This inevitably brings with it additional risks and this is being actively managed. For this reason the risk increased from a low to a medium by the Audit and Resources Committee rating for decision at LL Board. Risk Scores Target Low 4 Effect(s): Inability to deliver the responsive repairs service and the capital programme. Review Date: 6-Jul-2015 Risk Owner: Cedric Boston Control Ref Control Measures Control Owner LL0035/001 Local Partnership Contractors (LPC) (50.00% complete) Cedric Boston Details: Continue to monitor supply chain to ensure that we have as much warning as possible of any potential issues. The procurement of the new LHS framework introduces additional assurances, with financial appraisals of supply chain partners. Reports continue to provide regular checks on the financial resilience of suppliers. There are currently 10 LPC contractors. PWC are currently undertaking a due diligence exercise which should help to resolve any issues prior to re-integration and the Council are considering re-procuring some of those contracts in the future. The work to re-procure the south responsive repairs contract is underway and currently on target. There is a project team that meets regularly and they are guided by a project plan that has recently been agreed by the Procurement Board. The agreed procurement route is a Qualifying Long Term Agreement (QLTA) which will run for 1.5 years from January 2016. The procurement of the QLTA will be carried out through OJEU procedures under EU procedure regulations, utilising restricted procedure. The current focus is on benchmarking the cost of the existing contracts and this works has been tendered. It was agreed some time ago that we would turn our attention to the development of a strategic procurement plan for all LPC contracts only after we had completed the South Area procurement because this experience has the potential to profoundly influence our strategic approach. For example if the south procurement suggests that the current LPC costs for the Centre and North are very good value for money despite the risk of insolvency the best strategy may be to exercise the option to extend them to 2020. Review Date: 6-Jul-2015 Created by Risk and Insurance Page 6 of 10 Risk register Risk Ref Description LL0037 Financial Threat Major Works billing. Leaseholders will be billed up to £70m over the next four years as their contribution to the cost of the works under the Lambeth Housing Standard. Lambeth has a poor record for Major Works income recovery from leaseholders and in the past it has had to write off large sums of money. Cause(s): The main reasons money has been written off in the past were a failure to comply with Section 20 requirements; an inability to demonstrate compliance with Section 20; taking too long to bill or expedite Section 20 debt recovery; and confusion caused by the politicisation of Service Charge recovery. The new Task and Finish working group has produced recommendations that LL needs to respond to and manage whilst working collaboratively with the relevant stakeholders to improve communications and transparency and demonstrate value for money and enhance the efficiency of the billing and its subsequent collection. Risk Scores Current Medium 12 Target Low 4 Effect(s): Service charge monies recovered from leaseholders is one of the income streams to fund the Lambeth Housing Standard programme. The Council relies on maximum recovery from leaseholders to fund future work under the Lambeth Housing Standard. Review Date: 6-Jul-2015 Risk Owner: Cedric Boston Control Ref Control Measures Control Owner LL0037/001 Major Works Billing (75.00% complete) Cedric Boston Details: Both HOS and Property Services have reviewed and revised their procedure for undertaking major works in order to improve the communication with and information to leaseholders. The new processes have been endorsed by the Council and the Task and Finish Group and will be implemented in time for the 14/15 major works. The new processes contain control measures intended to reduce greatly the risks both of non compliance and disputes with customers. In addition we have employed an interim manager with a huge amount of leasehold experience to manage the major works team and the staffing levels in the team has increased by 40% to cope with the volume of work. We are working with the Council on an action plan to show progress against the recommendations of the Leaseholder Major Works Task and Finish Group . We have also run a project to improve the IT system that supports major works billing and this should be completed by March 2015 to make the process more resilient going forward. The risk has halved because on current projection the amount billed to leaseholders under LHS will be no more than £35m. There is only one scheme older than 12/13 that has not been billed. It is a very complex scheme and we are expecting it to be billed before the end of March. There are 25 12/13 schemes. Four have been billed, eight more will be billed by the 31st March and ten will be billed in April. Three schemes are currently still on site. Once this is done we will focus on the 13/14 schemes which we aim to bill 100% in 15/16. This will effectively bring us up to date because there were no new leaseholder schemes in 14/15 Review Date: 6-Jul-2015 Created by Risk and Insurance Page 7 of 10 Risk register Risk Ref Description LL0038 Financial Threat The Councils Estate Regeneration Proposals and Programme have been under development for some time but have also been delayed. Their impact on the LHS Major Works programme has been difficult to track and there is a significant risk that many estates which would originally have been invested in under this programme will now require significant expenditure pending the decision or commencement of those Regeneration programmes. Cause(s): The estates which were potentially to be covered under the Regeneration programme may now need intermediate or “Meanwhile” works to ensure they meet the basic standards required to make them wind and water-tight. The extent of these works needs to be assessed and surveys are in hand to help with this Risk Scores Current Medium 12 Target Medium 8 Effect(s): The additional works may well need to be designed into the Lambeth Housing Standard (LHS) Some of this work will be to sustain those estates until the Regeneration programme can be confirmed and delivered. This will increase pressure on the logistics of delivery of LHS. It will also compete for scarce funds within the budget and resources available. And lastly it will bring a risk of less effective value for money if we invest in elements whose life will be curtailed by remodelling. This in turn will require some trade off in the amounts that can be recovered from Leaseholders. This will be addressed as part of the capital programme budgets but may generate some impact on revenue repairs. The intention is to minimise the associated risk from Disrepair claims. Review Date: 6-Jul-2015 Risk Owner: Terry Gallagher Control Ref Control Measures Control Owner LL0038/001 Survey affected estates (30.00% complete) Terry Gallagher Details: Survey affected estates and assess the potential costs of meanwhile or more extensive capital works. Assess this against the headroom achieved to date in overall affordability of the programme. Revise the Asset Management Strategic model to look at the scenarios and consult with the Council and affected Estates once proposals for Regeneration are decided by LBL Cabinet. The Cabinet paper in December included 6 schemes as part of Phase 1 and 2 for regeneration however meanwhile works need to be factored into the programme for those schemes not included in phase 1 and 2. The Council and LL are looking to reassess the regeneration programme within the Capital programme, offset against the scheme costs. Review Date: 2-May-2015 Created by Risk and Insurance Page 8 of 10 Risk register Risk Ref Description LL0039 Management Threat (for Corporate Health) Decision to reintegrate LL into the Council destabilises the Governance of Housing and performance deteriorates Cause(s): The decision not to extend the management agreement by two years as expected, and opt instead to reintegrate LL into a new Housing Service within LBL could lead to a crisis of governance. Risk Scores Current Medium 12 Target Low 4 Effect(s): The Board are legally responsible for the stewardship of LL and there could be a risk of resignations across the Board which could undermine its ability to effectively oversee the delivery of service and the full discharge of its duties including its sub-committees. The announcement could also destabilise leadership and management across LL if key senior personnel seek to leave the business early or are head-hunted. This will be challenging to manage given the uncertainty of the future for the housing services under a new council structure. Review Date: 6-Jul-2015 Risk Owner: Terry Gallagher Control Ref Control Measures Control Owner LL0039/001 Board and SLG Interventions (Existing) Terry Gallagher Details: The LL board have continued to remain and the re -organisation of the senior leadership team following the departure of the CEO and the Director of Property Services has had minimal impact on service delivery. The re-integration board have acknowledged the risk of losing key personnel prior to re-integration and this may have an impact on performance. Created by Risk and Insurance Page 9 of 10 Risk register Risk Ref Description LL0040 Financial Threat (for Corporate Health) System upgrade across Lambeth council continues to cause disruption to internal and external customers. Cause(s): The system implementation continues to create issues for internal and external customers. Effect(s): LL will continue to have issues with regard payments to suppliers /contractors and will have difficulty in obtaining the required information to manage key elements of the business. Risk Scores Current Medium 6 Target Low 4 Review Date: 9-Apr-2015 Risk Owner: Patrick Pedder Control Ref Control Measures Control Owner LL0040/001 Phase 2 (80.00% complete) Patrick Pedder Details: The Oracle project board have acknowledged that they were a number of issues around Phase 1 implementation that have been carried forward as part of the Phase 2 of the project and the ELS team are working on ensuring that support is provided across the business to ensure that there is a resolution to the remaining problems. This may have implications and increase the risk rating around the Key Financial Systems review carried out by PWC in January. There are still a number of reconciliations outstanding from Corporate finance, particularly bank recs which are important to close the accounts. Review Date: 9-Apr-2015 Risk Ref Description LL0041 Financial Threat (for Corporate Health) Capital Programme delivery for 2015/16, 2016/17, 2017/18 Cause(s): Lack of available resources to meet 2015/16, 2016/17 and 2017/18 programmes. Effect(s): The Council and residents become frustrated by the lack of delivery on the programme. This will impact on resident satisfaction and pressure upon Lambeth Living. Risk Scores Current High 24 Target Medium 8 Review Date: 6-Jul-2015 Risk Owner: Terry Gallagher Control Ref Control Measures Control Owner LL0041/001 The Capital programme is being reviewed (20.00% complete) Terry Gallagher Details: The Capital Programme is currently being reviewed to understand whether there are sufficient resources to deliver the programme over the next 3 years and what impact this may have. The Council have requested that LL do more surveys to match the affordability of the Capital programme for the ensuing years. Review Date: 6-Jul-2015 Created by Risk and Insurance Page 10 of 10 Page 65 Agenda Item 8c 25 March 2015 Vulnerable Support Prepared By: Idoya D’Cruze 1. PURPOSE This report attempts to make an assessment of the effectiveness of RSOs role and makes some recommendations to develop support to vulnerable people in Lambeth. A decision was taken in early 2014 to create three new Resident Support Officer (RSO) posts, SO1 scale, to support vulnerable Lambeth Living (LL) tenants to maintain their tenancies. The introduction of the new RSO post was part of a drive to enhance support given to vulnerable residents embracing the values of a caring social landlord. 2. SUMMARY The three Resident Support Officers (RSOs) were in post by April 2014. It is recognised that the level of “vulnerable” residents in Lambeth is too high to be covered by three Resident Support Officers (RSOs). The vision was that RSOs would not substitute the support so far given to vulnerable tenants by Lambeth Living (LL), as reflected in LL policies and good practice. The RSOs would provide an additional layer of support with different groups receiving specific levels of support. Care leavers, victims of domestic abuse and emergency transfer victims were identified as categories to receive greater support for a specific time period, while other vulnerable groups would receive ad hoc support to help them out of crisis. Following a restructure the Central Area Team plans to introduce an enhanced service for vulnerable tenants “Service Plus”. Service Plus aims to provide a personalised flexible support service for the most vulnerable. The defining criteria being those chronically sick and disabled residents and the over 75’s. The vision is to provide a holistic service, identifying welfare needs around key areas; housing, financial and social inclusion. The service is also complimented by the offer of additional practical services; good neighbour scheme, handyperson scheme, decorating / gardening schemes, and elevated repairs priority. It is understood that to deliver this programme, close collaborative working with stakeholders, voluntary partners and indeed internal teams is of paramount importance. Service Plus is being promoted as an approach requiring buy in and involvement from our internal frontline colleagues to make a reality. The data available for the report is sketchy as our current Northgate package does not include a Support Service Module to record support provided to residents and to help us produce reports on the type and effectiveness of the support. 1 Page 66 In the recent months the Council has expressed an intention to review services and to explore co-production from different directorates. The wish to develop a greater partnership work between housing and social services to improve effectiveness and make efficiencies appears high on the agenda. Although it is not yet clear how this will evolve the indications are that vulnerable support by housing management is a strong area of development. The implementation of Universal Credit brings an additional high risk to tenancy sustainment for vulnerable groups. It is therefore essential that Lambeth Living / Lambeth Council continue to develop preventative measures to support vulnerable clients. 2.1. Care leavers In November 2011 a report was written for SLB by the Lambeth Children in Care Council in response to the White Paper ‘Care Matters - Time for Change.’ Access to stable accommodation with suitable support, was identified as a key issue. In April 2013, representatives from Housing Commissioning and Lambeth Living presented a draft Housing and Leaving Care Protocol to the Corporate Parenting Board. The protocol detailed the processes by which young people are supported through their transition out of care and provided with a range of appropriate and sustainable accommodation as well as being explicit about which department/agency is responsible for providing a service to a care leaver. The first year of a Care Leaver’s (CLs) tenancy is critical to successful independent living. Housing and Living Care Protocol undertakes to support the CL during the first twelve months of tenancy. After this period, if the CL is managing the tenancy, he/she will be discharged after which support will only be provided to help out of a specific crisis. 2.2. Domestic Violence and Emergency Transfers Statistics confirm an average of two domestic violence (DV) homicides per week in the UK. The needs of DV and emergency transfer applicants are multiple and complex. LL commitment is to support victims during a crisis until resettled safely. In addition to support obtaining a new home the victim will receive guidance and help to claim benefits, liaise with the police, Social Services and any other practical matters. 2.3. Other vulnerable groups This category includes the elderly, the mentally and physically incapacitated. LL aims to provide ad hoc support to help the vulnerable resident out of crisis and to link the vulnerable resident(s) with charities and support groups, which aid independent living. 3. LANDSCAPE CHANGES AFFECTING VULNERABLE SUPPORT 3.1. Social Equalities Framework In 2006 Northgate Housing was configured to ensure that that Person Details fields could adequately record information on disability and vulnerability. However, changes and additions, over the past eight years, have confused duplications and inconsistencies. New features are also now available on Northgate, which could help to record person details in a better way, including the “Disability Instances” functionality. A project group has been set up to review and rationalize the information held on vulnerable residents. 2 Page 67 3.2. The Care Act 2014 The Act promotes wellbeing, with an emphasis on integration and partnership work. It recommends local authorities, together with their partners, to consider combining or aligning key processes in the care and support journey. The Act introduces the concept of combined assessments, in suitable circumstances and where assessors are trained to do so, to allow a more holistic picture of the person’s needs. It mentions the benefit of one point of contact with the person to promote consistency of experience, so that different types of support can be aligned. Timescales: December 2014 to March 2015 • Working with Association of Directors Adult Social Services in England (ADASS) and Dept of Health to ensure that the requirements re care accounts are understood. • Development on solution will be based upon assumption that requirements will not change post consultation / general election. April 2015 – People receiving care will require a care support plan, which will include a personal budget April 2016 – Funding caps will be introduced 4. PROGRESS SINCE APRIL 2014 This report sets out an update from April to December 2014; particularly the progress and outcomes following the development of the procedures - which have a key role in monitoring and reviewing the quality and effectiveness of housing related services for care leavers moving into independent living. The Care Leavers Procedure, Vulnerable Tenants Procedure and Domestic Violence Procedure were reviewed and updated to set clear guidelines and expectations on the level of support provided and to adopt best practices. Care Leavers (under 12 month tenancies & crises cases) Cases managed from April 2014 Closed cases Live cases North 22 7 15 Centre 17 8 9 South 18 6 12 North 14 8 6 Centre 19 16 3 South 12 7 5 Domestic Violence Emergency transfers (excluding DV) 3 Page 68 North 29 10 19 Centre 27 8 19 South 15 6 9 North 51 23 28 Centre 52 41 11 South 63 11 52 TOTAL 339 151 188 Other vulnerables Total number of cases managed by area office April to December: North 116 Centre 115 South 108 Challenges Northgate does not include a Support Service Module to record support to residents and to produce reports on the type and effectiveness of the support. Systems to record support provided are poor. Information has been captured on excel spreadsheets which have become increasingly difficult to maintain. This has an impact on the ability to produce reports conducive to monitoring and improving the service. Risk Management A SharePoint database has been created for the use of all area teams. The document will be an improved interim monitoring tool for vulnerable support. A recommendation will be made to acquire the Support Services Module 4.1. CARE LEAVERS Lambeth provides housing to approximately 25 care leavers per year, most of them are housed by Lambeth Living and a small proportion by TMOs and housing associations. In 2013-14 21 care leavers received tenancies, 19 in LL properties. This financial year Lambeth has awarded 21 tenancies to care leavers, 19 by LL, 5 in the North, 6 in the Centre and 8 in the South. 4 Page 69 4.1.1. Challenges Arrears Despite the support given to care leavers (CLs) and the initiatives taken to improve their ability to maintain a tenancy, a substantial amount of CLs given the tenancy this financial year are in arrears: 7 out of the 19 tenancies awarded in 2014/5 are in credit. 12 tenancies are in arrears, 5 in technical arrears pending housing benefit payments. 4 out of the remaining 6 cases are arrears accrued due to lack of occupation while waiting receipt of the settling up grant from the Leaving Care Team and irregular payments. Overall the percentage of care leavers in arrears for tenancies awarded in this financial year is 32%, which is high. The above, however, represents a significant improvement when compared with care leavers on arrears the previous financial year: 13 out of 18 tenancies awarded in 201314 in arrears, 72% of all tenancies in arrears. Risk management LL provides tenancy training for young people before they leave care Social Services provides budget management training Monthly monitoring of accounts and partnership intervention to manage debt Tenancy Maintenance Workshops delivered by LL and Social Services (SS) to provide tailored training and support to CLs in arrears Arrears Review Meetings, partnership solution focused approach to address eviction threats, attended by SS, RSO and Income Team The reasons for high level of arrears among CLs are complex, but their young age, difficulties managing very scarce budgets and familiarity with other people in debt are suspected drivers. Some arrears have caused by a delay from Social Services to pay the setting up grant for the CL to buy essential items to set a new home. As a result arrears have been accrued from the start of the tenancy, no housing benefit entitlement due to lack of occupancy. The issue has been raised with SS who are reviewing protocols. Incarceration CLs seem to be disproportionally affected by periods in remand or in prison. Since April 2014 LL has dealt with 9 cases where arrears have been accrued as the CL is in prison (4 in the South, 3 in the North, 2 in the Centre). Similar to other tenants affected by this problem CLs fail to disclose absence from their home. Typically, LL finds out about lack of occupation and imprisonment when high arrears have accrued and the CL is at risk of eviction. LL has intervened on 2 cases to agree strategies with SS to protect the tenancy. Risk management: 5 Advice is given to CLs during the tenancy training course on what to do if taken into custody. CLs are encouraged to inform LL with emphasis on the help that LL can provide to protect their tenancies Page 70 We have been in contact with an organization, Enterprise Housing Solutions (EHS) which provides caretakers for tenants whilst. We have met with EHS to discuss their service and the initial assessment is that LL would benefit from working with them. EHS is known to National Association for the Care and Resettlement of Offenders (NACRO) and they work with St Mungo’s and Lewisham Homes. All three organisations were written to for advice on their work with EHS. NACRO responded and confirmed that it is: “an invaluable service to offenders, allowing them to keep their tenancy and hence have a place to live upon release”. Gang threats A number of CLs seem to be preyed on by gangs, information sometimes indicates that the CL has gang involvement and in other cases CLs are being threatened by gangs who want to forcefully recruit them, 5 known cases experiencing gang difficulties (1 North, 2 Centre, 2 South). Risk management: LL has successfully rehoused 3 CLs at threat from gangs, one out of borough placement. LL has worked in partnership with Gang Violence Reduction, Community Safety, to provide advice and support to CLs to move away from gangs. As a result of the intervention one CL has made a new start away from gangs and is now in employment. 4.1.2. Processes and Strategy to help Care Leavers Care Leavers Procedure A revised Care Leavers Procedure was implemented in April 2014 setting clear guidelines on how to support care leavers (CLs) and confirming interactions and responsibilities by different partners. Leaving Care Successful Transition to Independent Accommodation The above booklet was developed to give care leavers simplified easy to understand information about the key issues setting into a new tenancy and maintain a tenancy. Tenancy Training LL provides tenancy to young people in preparation for leaving care as part of the “What Happens Next” training program organized by the Leaving Care Team. Tenancy Maintenance Workshops In conjunction with the Leaving Care Team LL delivers Tenancy Maintenance Workshops to CLs in arrears to help them to find strategies to manage the debt and minimize the risk of further arrears. Arrears Review Meetings These are multi agency meetings attended by Leaving Care Team, RSOs and Income Team to discuss CLs on arrears and at risk of eviction. In the meeting partners look at strategies to address the risk of eviction, which can include SS agreements to clear all or part of the debt. 4.1.3. Positive interventions 40% arrears decrease on tenancies awarded since April 2014 Emergency transfers facilitated 2 CLs due to gang related and DV risks, including one out of borough transfer. 6 Page 71 Help provided to CLs to obtain household goods and soft furnishings to settle in the new home. Helping to apply for backdating of housing benefit to bridge HB gaps and deal with benefit sanctions. Interventions with Leaving Care Team to speed up the settling up grants assessments. Rent Panels agreement by Social Services to part clear arrears for 3 cases Support to CLs to move away from gangs and into employment. 4.1.4. Risks The challenge of independent living at a young age with an unsettling and challenging background is a very real risk to CLs maintaining their tenancies Isolation and poor peer choices resulting in personal risks We have not achieved 100% one month and six month joint visit with Social Workers and escalation has not been followed to alert management in LL and SS of this Social Services delays providing the setting up grant, delaying CLs ability to occupy their new home 4.2. DOMESTIC VIOLENCE During the period April 2014 to January 2015 LL has dealt with 60 domestic violence (DV) cases. However, during the same period MARAC heard 100 cases connected to LL properties. The discrepancy in these figures reflects referrals to MARAC made by other parties such as Gaia, the police, Social Services and health and education colleagues. 4.2.1. Challenges The level of repeat victims of DV is high Unreported and undetected DV 4.2.2. Processes and Strategy to help victims Multi Agency Risk Assessment Conference (MARAC) Lambeth Living (LL) has been a MARAC partner since 2009. Lambeth MARAC scored 100% in the last quality assurance inspection, making it one of the best running MARACs in the UK. Internal audits have confirmed robust partnerships benefiting victims of domestic violence (DV). In 2013-14 Lambeth MARAC discussed 387 high risk victim referrals. This is a slight decrease of 2% on the previous 12 month period. Since April 2014 MARAC heard a total of 334 cases. 100 of these cases were within LL’s management and equates to 29.94%. North 27 cases Centre 35 cases South 38 cases Of the 100 cases, 20 were repeats. The MARAC is chaired by the Detective Inspector (DI) who has responsibility for the Lambeth Police Community Safety Unit (CSU) and the agency partners are Lambeth Living, 7 Page 72 Community Health, Probation, Children’s and Adult Safeguarding Services, and the specialist Lambeth VAWG service, the Gaia Centre. MARAC Steering Group LL is part of the steering group to analyze the effectiveness of the partnership and to evolve and develop by adopting best practices. MARAC steering group oversees the operation and reviews the performance of the MARAC. The steering group meets on a quarterly basis and is attended by all key MARAC agency representatives. The steering group is chaired by Detective Inspector from the Lambeth Police Community Safety Unit. The steering group is accountable to the Violence against Women and Girls Operational group, which is chaired by Ann Corbett, Assistant Director for Community Safety, Lambeth Council. This group is accountable to the Safer Lambeth Partnership Delivery Group and ultimately to the Safer Lambeth Executive which is Co-Chaired by Richard wood, Chief Superintendent Lambeth Police and Derrick Anderson, Chief Executive, Lambeth Council. MARAC update and information reports are presented to the Lambeth Safeguarding Children Board and the Lambeth Safeguarding Adults Partnerships Board on an annual basis. Domestic Violence Disclosure Panels As a response to Claire’s Law in March 2014 Lambeth set Domestic Violence Disclosure Panels. Although housing is not an essential panel member, we were invited to participate. Panels take place monthly and are chaired by the police. The presence of LL is desirable and strengthens the robustness of the panels as the landlord often holds important knowledge to assess the level risk pose by potential violent partners. Since March the panel has discussed 12 cases. 4.2.3. Positive Interventions LL made mandatory the Introduction to DV course for all staff Following a business case from LL the Council has agreed to consider the rehousing of DV cases, with children in the “at risk” register, in suitably sized properties, instead of applying the “like for like” size policy implemented on emergency cases MARAC has complimented the commitment and input of LL on the partnership 4.2.4. Risk Management: 8 Regular training of staff to enhance detection of DV and early intervention MARAC Steering Group continued review of strategies and adoption of best practices Page 73 4.3. OTHER VULNERABLES Since April 2014 LL has managed 166 cases under this overarching category, which includes: elderly, mental health, physical disability, substance misuse, hoarders. Interventions on these cases have been specific to address a crisis or to remove a threat of eviction. 75 cases have been closed following successful interventions and we have 91 live cases. The most common interventions have been: 1. Liaising with Income Team to progress backdating of housing benefit to breach benefit gaps 2. Organising repairs and solving repairs access issues 3. Making referrals and sign posting to support groups and Social Services for support to maintain independent living 4. Supporting the tenant to deal with tenancy breaches, such as hoarding 5. Helping to arrange transfers to suitable accommodation, including downsizing and sheltered housing 4.3.1 Challenges The quality of data held by LL is poor, hampering our ability to identify specific resident need The level of residents known to LL who could benefit from support is too high for to be met by three RSOs 4.3.2. Processes and strategies to help Vulnerable procedure Enhanced data recoding to determine needs and to record support agencies involved Access to food vouchers Improved partnership work with Social Services and support groups 4.3.3. Positive interventions 75 cases have been closed following successful interventions 2 long standing hoarding breaches addressed and closed 6 transfers to smaller properties List of voluntary organisations operating in Lambeth who can aid support to vulnerable tenants Hoarding training arranged 4.3.4. Key risks Failure to embed a consistent approach to vulnerable support may result in: Reputational damage through poor service provision Ineffective service delivery (cost and quality) through the failure to adopt an evidenced based approach to service planning based on identifying residents’ needs. 9 Page 74 5. FINANCIAL IMPLICATIONS The financial implications will be linked to the design and implementation of the report’s recommendations and would be scoped at the work stage. 6. RECOMMENDATIONS The Senior Management Team is invited to: 6.1. Northgate “Support Services Module” The need for additional housing support to vulnerable residents is on the increase to accommodate budget cuts by providing leaner services and to meet the expectation of the Care Act 2014. In order to manage this developing area of the housing services it is essential that Lambeth Living / Lambeth Council acquires a the adequate Northgate package “Support Service Module” to record the support provided to residents and to produce reports to analyse needs, trends and effectiveness. A presentation of the Support Service Module was delivered by Northgate in September, which showed the great potential of the benefits that it could provide to effective vulnerable support. Anchor Housing Trust has recently implemented Northgate support services module. A visit to Anchor HT is being arranged to discuss the implementation and effectiveness of the module. 6.2. Information Sharing Protocol An ISP is a key tool to improve support for vulnerable clients. LL is meeting with colleagues in Adult Mental Health Services to develop and adopt an ISP. 6.3. Access to Framework Database Negotiate access to the “framework” for nominated officers at LL. This will enhance LL ability to cater for vulnerable resident as it provides information on vulnerabilities known to the Social Services, together with details of social worker or support services assigned to the resident. 6.4. Enterprise Housing Solutions The above is a non-profit making organisation which finds guardians for tenant’s home while they are in prison. The service provided by EHS address the risk of arrears and threat of eviction for vulnerable residents who are in prison. Applications would be considered on one to one basis and criteria for approval will include type of crime committed locality where the crime was committed and the length of the custodial sentence. 6.5. Vulnerable training Mandatory training for all front line staff to identify and communicate effectively with vulnerable residents. 6.6. Hoarding Protocol Developing a protocol to support hoarders and to and to enhance partnership approach from housing, social services, fire brigade to have successful outcomes. 10 Introduction to Service Plus • Lambeth Living is committed to providing support to our most vulnerable. Item 8d • Service Plus targets those chronically sick and disabled and the over 75’s. Flexible support service with better links to council and partner services. Page 75Agenda • Service Plus is an extension of our current support service. Service Plus promise Page 76 ‘We will seek to identify potential Service Plus customers at the earliest opportunity to ensure that they receive appropriate advocacy and support to meet their essential needs; housing, health, financial and social inclusion. We will offer an innovative range of practical services to further support our residents to maintain independent living within their own homes. The service will be delivered by a creative, passionate and knowledgeable staff team’. How does it work on the ground? Page 77 • Early identification and intervention with vulnerable residents • Closer working with LL departments / sections • Closer working with carers, advocates and personal representatives of vulnerable residents • Increasing awareness of vulnerability, and promoting a culture of diligence • Improved information sharing • Dedicated RSO contact assigned to each live case. Case opened. Needs assessment completed by RSO Enhanced service plus Housing – Repairs, adaptations, transfers. Assisted gardening scheme Health – Ensure unmet health /care needs are addressed. Decorating scheme Aids & Adaptations Income – Benefit take up, debt management including arrears Handyperson scheme Good neighbour scheme Social inclusion – lunch clubs, day centres, volunteering Elevated repairs priority Protection from abuse - Safeguarding Recourse to emergency fund Case managed by RSO. Outcomes and case closure responsibility Page 78 Service plus support Collaborative working with the following to enable Service Plus provision:- Page 79 • Adult social care / Children & families • Community Mental Health Team • Revenue Services (Housing & Council Tax) • Age UK • Every Pound Counts • SLAM (Substance Misuse Treatment Service) • Carers Hub Lambeth • Lambeth MIND • Single Homeless Project (SHP) Alzheimers Society Lambeth This page is intentionally left blank Lambeth Living Board Forward Planner 4 February 2015 Estate services review 25 March 2015 LL in the community 27 May 2015 Page 81 Agenda Item 9 This page is intentionally left blank
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