Report - ALMO Business Plan Appendix B

BUSINESS PLAN ACTION PLAN REPORT TO HCP 21ST JULY 2004 – APPENDIX B

ORGANISATIONAL DEVELOPMENT Strategic objective Lead Operational Measure Completion date Develop Effective Joe  Develop the Board into an effective, strategic, cohesive body that provides Ongoing Governance of PHP leadership to PHP  Meet the obligations of the Companies Act Ongoing  Meet the CHTF Governance Guidelines Oct 2004  Meet the Audit Commission inspection criteria Oct 2004

Develop PHP Management Joe  Create a cohesive, effective, strategic management team. March 2005 Team  An effective working relationship with the Board based on a March 2005 strategic/operational split  Review with Board, implementation of an overall organisational development March 2005 tool such as EFQM

Develop the Staff Team  Achieve IiP Standard Develop Tight Financial Joe  Ensure effective training programmes March 2005 Control  Amend financial reporting system to empower managers to effectively manage March 2005 budgets

 Review financial regulations and standing orders to ensure they support March 2005 Columb business effectiveness  Ensure programme of internal and external annual audit March 2005  Develop financial control function across Board and officers March 2005 Ensure Value for Money Columb “Value for money is the optimum combination of whole life cost and quality (or fitness across PHP and its services for purpose) to meet the user’s requirements” H.M. Treasury.  Ensure that VFM principles are maintained when major post-procurement March 2005 changes are necessary  Make intelligent use of benchmarking techniques March 2005  Instil the concept of VFM in all those managers that make procurement March 2005 decisions by running an appropriate training session.  Maintain regular Capital Programme progress reviews March 2005  Achieve annual efficiency savings to 2% of budgets to be reinvested in stock March 2005 improvements

of 9 BUSINESS PLAN ACTION PLAN REPORT TO HCP 21ST JULY 2004 – APPENDIX B

Finance  Ensure value for money from services purchased from the Borough of Poole sub  Carry out Best Value Reviews of each ‘bought back’ service March 2005 group Ensure effective Business Joe  Consultation with key stakeholders Oct 2004 Planning for PHP and HRA  Submit ‘fit for purpose’ business plan for 2004. Oct 2004

Joe/  Develop PHP Business plan with Board. Oct 2004 Columb  Ensure Plans are understood by staff, Board and other stakeholders March 2005

 Meet action plan targets March 2005

Be an independent ‘arms Joe  Move to new offices. Dec 2004 length’ organisation  Become a key player in the Federation of ALMOs Dec 2004

 Establish the ‘branding’ of PHP through Marketing strategy March 2005 Maximise Business  Review income opportunities March 2005 opportunities  Track wider ALMO development March 2005

ASSET MANAGEMENT Strategic objective Lead Operational Measure Completion date

Achieve Decent Homes Mark  Carry out stock condition and enhanced level ‘O’ Energy Surveys to 15% of the May 2004 housing stock.

 Remodel stock condition data to produce accurate forecast for decent homes July 2004 compliance and future targets, including future investment requirements.

 Develop and implement an asset management strategy. Aug 2004

 Develop and implement a capital works procurement strategy. July 2004

 Complete the 2004/5 investment programme to the housing stock March 2005

 Finalise and agree the ‘Poole Standard’ with all stakeholders. A policy document August 2004 that defines Poole Housing Partnership’s performance specification for repair and improvement works, policies and standards.

August 2004  Procure and implement an asbestos management software system

 Ensure a process for asbestos surveying and sampling Asbestos Management July 2004

Embrace Egan agenda Mark  Procure and appoint preferred partners to deliver 5 year investment programmes Sept 2004 for; o Bathroom replacement o Warm deal – central upgrading and insulation scheme. Sept 2004 o Safe as houses – electrical improvement scheme o Asbestos sampling/surveying o Asbestos removal/remedial action

 Audit and review existing partnering contracts, to include: Sept 2004

o Kitchen replacement o Door replacement o Electrical repair o Gas servicing and maintenance o External repair and redecoration July 2004  Carry out review of responsive repair contract including standards, policies and procedures. Sept 2004  Implement recommended actions arising from the Housing repairs and systems review.

Provide Energy Efficient Mark  Achieve 2 members of staff to become fully qualified NHER Registered Mar 2004 Homes Assessors.  Achieve Board commitment to developing a ‘best practice’ energy efficiency strategy for PHP. Mar 2004

 Develop energy efficiency strategy and action plan. Aug 2004

 Develop an investment plan for all sheltered schemes to ensure affordable Aug 2004 warmth to all elderly residents. Aug 2004

 Negotiate with energy suppliers to maximise discounting for communal heating systems to sheltered housing.

DELIVER EXCELLENT SERVICES Strategic objective Lead Operational Measure Completion date Achieve high satisfaction from: David  Publicise annual performance report to all residents

 External customers  Analyse outcome of 2003/4 tenant satisfaction survey and communicate results. Develop action plan arising from the results of the survey to improve satisfaction ratings.

 Develop customer feedback systems in repairs and estate management Oct 2004 functions.

 Carry out annual resident satisfaction survey Feb 2005

 Achieve Chartermark on reassessment

Achieve high satisfaction from: Sandra  Meet all commitments in Communication Strategy Mar 2005  Staff Sandra  Carry out annual staff survey based on IiP survey Oct 2004

Sandra  Spend 1.5% of staffing budget on training and development Mar 2005

Joe/Board  Review all staff contracts terms and conditions to ensure equitable and fair. Mar 2005

 Review staff handbook and publicise to all staff. Sandra Mar 2005  Prepare for IiP inspection Achieve Investors in People Joe/Sandra Sept 2004 /Personnel Award  Achieve accreditation Sub-group

Provide continuously Joe  Implement a performance management culture. March 2005 improving high quality  All managers clear on areas of accountability March 2005 services  Achieve top quartile position in most performance indicators against March 2005 all ALMOs

IT Sue  Implement Academy system; March 2005

o Phase 1 o Phase 2 o Phase 3 March 2005  Develop electronic interface with maintenance contractors March 2005  Implement Document management March 2005  E.Govt

Prepare for Inspection Joe  Implement recommendations of the sheltered housing best value review. Mar 2005

 Undertake reviews of:

o Rent accounting and arrears management Oct 2004 o Estate management services March 2005 o Tenant participation service Sept 2004 March 2005 o Leaseholder service

 Prepare for Audit Commission inspection in October 2004.

BUILDING SUSTAINABLE COMMUNITIES Strategic objective Lead Operational Measure Completion date Develop Tenant David  Undertake review of tenant participation. Sept 2004 Participation  Improve representation of different sections of the community. March 2005  Establish focus groups that represent all sections of Sept 2004 tenants/leaseholders.

Meet Equalities Agenda David  Ensure compliance with CRE code of conduct for rented Aug 2004 housing.  Develop performance management systems to measure Sept 2004 fairness of service delivery.  Develop race equality scheme Aug 2004  Monitor key services by ethnicity to ensure fairness Sept 2004  Carry out annual refresher training for frontline staff, managers, Oct 2004 resident representatives, Board members

Meet Supporting People David  Appoint Supporting People Manager July 2004 Agenda  Revise shopping and cleaning service. Aug 2004  Prepare services for Reviews March 2005

Support Sustainable David  Develop involvement of residents through tenant participation Sept 2004 Communities review.  Ensure rigorous programme of estate inspections. March 2005  Allocate a proportion of the capital budget to estate planning Feb 2005 initiatives and environmental works.  Work in partnership with other agencies to tackle anti-social Sept 2004 behaviour.

Strategic objective Lead Operational Measure Completion date

WORKING IN PARTNERSHIP Embrace wider Council and Joe  Link Business Plans to wider objectives Government objectives and  Link through to staff appraisals 5 Council Priorities

Maintain close working with Joe  Monthly Monitoring meeting with client to develop service Council.  Review cross boundary working with key SUHs  Present effective annual report to Cabinet  Chief Executive to attend Council PD Group meetings Identify and work jointly with Sue  Develop working arrangements with the following: key partner agencies  Dorset Race Equality Council o Local RSLs o Local Housing Authorities o Police o Citizens Advice Bureau