Delivery Plan 2012-2013
CONTENTS
Foreward by the Chair and Chief Executive ………………………….. ……… 3 1. Introduction ……………………………………………………….…………….. 4 2. Mission Statement, Vision and Values ……………………………. 4 3. Our Performance during 2011-2012 ……………………………….. 5 Provide an excellent service ………………………………… 5 Encourage more residents to participate…………………………… 13 Provide a value for money service ………………………… 16 Achieve efficiency savings on operational budgets…………...... 17 Brent’s diverse community ……………………… ………… 17 Regeneration in priority neighbourhoods ……… …………… 18 New Homes …………………………………………………… 19 Promote community safety …………………………… 19 Supporting the green agenda ………………………………… 20 4. Business and Service Objectives 2012-2013 ………………………… 20 5. Performance Management …………….………………………………… 29 Performance Management Framework ………………………… 29 Performance Indicators ……………………………………………… 30 6. Health and Safety ………………………………………………………….. 38 7. Resident Involvement ………………………………………………… 40 8. Value for Money …………………………………………. 41 9. Equalities and Diversity …………………………………………………. 44 10. Financial Management …………………………………………………. 45 11. Capital Programme …………………………………………………. 48 12. BHP Owned Properties ………………………………………………… 50 13. Governance and Monitoring Arrangements ………………………… 51
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Delivery Plan 2012-2013
Foreward by the Chair and Chief Executive of Brent Housing Partnership
On 30th September 2012 BHP will be celebrating its 10th year as an Arms Length Management Organisation managing homes owned by Brent Council and two years as a Registered Social Landlord owning 331 properties. So much has been achieved in the last ten years the highlights being;
At the end of March 2007 BHP completed its Decent Homes Programme, four years ahead of the Government‟s target. Customer satisfaction levels increased from 53% overall satisfaction with the service in 2002 to 79% at the end of 2011 including a 5% increase in satisfaction since Decent Homes were completed.
We consistently remain within the top 25% for rent collection of all housing organisations. A successful partnership contract and co-location with our responsive repairs contractor has been achieved and the implementation of a new state of the art computerised repairs system enables more jobs to be completed right first time. 5 Star and Gold Awards from the British Safety Council and ROSPA for occupational health and safety management have been a notable symbol of our success.
BHP along with all other housing organisations in the country face some exceptionally difficult times ahead due to much tighter budgets and welfare reform legislation coming into effect in 2013 which will have a direct impact on the lives of many of our residents. There is a greater need than ever to demonstrate value for money in all services we deliver to council tenants and leaseholders. We have a robust value for money strategy in place and have already started working with the Council on shared service arrangements to achieve greater efficiencies whilst ensuring standards do not drop.
We have just completed a major restructure to further reduce staffing levels following a review of BHP undertaken by Brent Council which recommended that BHP should aim to make at least 13.6% efficiencies over the next four years. Despite these difficult times we remain a positive forward thinking organisation with resident involvement and scrutiny as a key driver for service improvements.
We have an impressive challenging list of strategic and service priorities for the coming year ensuring we remain focussed and determined to continue to improve services despite the testing times ahead of us.
Kathy Ellison – Chair Gerry Doherty – Chief Executive
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1. Introduction
BHP manages 9,500 tenanted and 3,500 leasehold properties on behalf of the Council. BHP is a company „limited by guarantee‟ meaning there is only one Shareholder, Brent Council. The Council is in the process of drafting a new 10 year management agreement in consultation with BHP which defines how we will operate and deliver services to council tenants and leaseholders. The relationship between the Council and BHP is that of a mutually respectful and effective partnership.
BHP‟s core business is the management and maintenance of Council owned housing stock. We work closely with Brent Council to ensure that our plans meet their requirements and ensure that we deliver services in accordance with the Council‟s strategies and policies on housing. BHP‟s Delivery Plan is the tool we use to monitor and report on progress against our business priorities and also details the financial resources employed which enable BHP to deliver and perform its services. Sitting above the Delivery Plan is BHP‟s five year Business Plan 2008-2013 which sets out our longer term business objectives for the company and aligns itself to the Council‟s Housing Strategy 2009- 2014. Our five year business plan will be reviewed and updated during this coming year.
2. Our Mission Statement, Vision and Values
Our mission statement “Building on Excellence” has been in place for several years and was developed as a result of the 3 star excellent status we received from the Audit Commission in 2003. It is now time to review our mission statement and during 2012-2013 we will consult with both staff and residents to create a new mission statement to reflect our aspirations for the next 10 years. Our core values: Our core values are at the heart of the business, and are the principles and standards that influence the way we work and behave. Whilst consulting with staff and residents during the next few months on a new mission statement we will also seek views from staff and residents on whether any changes need to be made to our core values.
Pride in the services we deliver Respect for each other, our differences and what we all contribute Investing in homes, communities and people Valuing council tenants, leaseholders our staff and our partners Inclusion of tenants, leaseholders, staff and partners in what we do and how we do it Listening and learning from each other and from excellence elsewhere Equality of access and reflecting diversity in what we deliver Green, energy efficient and sustainable Efficient, value for money service delivery
We think it‟s a privilege to work for Brent council tenants and leaseholders in such a diverse and dynamic borough. 4
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3. How we performed against the Landlord and Strategic Business Objectives during 2011-12
This section gives an overview of our performance measured against the landlord and strategic objectives during the previous year 2011-2012. Detailed performance targets which are linked to the landlord and strategic business objectives for each of our divisions are shown in BHP‟s 5 year business plan 2008- 2013. Performance targets are also contained within „Service Plans‟ for each of the various departments within each division. Our 5 year Business Plan and Service Plans will be updated during the coming year to reflect changing priorities. Further performance information is published in the BHP‟s Annual Housing Report for Residents 10-11, available online at our website www.bhphousing.co.uk. The Annual Housing Report includes information on how BHP compare against other similar housing providers in Brent and in London generally and our plans for service improvements following borough wide consultation with residents. The Annual Report for Residents 11-12 is due to be published by lst October 2012. Taking on board the views of residents and the delivery of key performance targets is essential as is being able to demonstrate to our residents that we provide excellent value for money. Resident Involvement, Performance Management and Value for Money are all discussed in more detail in other sections of this Delivery Plan. Detailed below are the results of BHP’s performance against the landlord and strategic business objectives for 2011-2012:
Strategic Objective 1. Provides an excellent service which exceeds the requirements of the regulators
Rent collection and maximising income
The rent collected as a percentage of the total arrears owed was 98.0% during 2011-2012 which was the same as the previous year. The gross rent collected was 99.1%. This was due in part to a number of initiatives we undertook during the year, such as evening and weekend working, and targeted visiting days to tenants in arrears. Rent arrears of current tenants as a proportion of the rent roll for 2011-2012 was 1.9%. This was a slight improvement in performance of 0.2% in 2011- 2012 and well within the top 25% of housing organisations‟ performance of 2.5%. During the year 150 tenants were referred to the local Citizens Advice for money advice.
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Tenancy Management
The Tenancy Management team worked closely with the Council‟s Audit & investigation Department and managed to recover 36 properties due to illegal subletting/fraud of council homes. This compared to 33 recovered properties in the previous year. Brent Direct Leasing Scheme
The BDL scheme whereby BHP provides Housing Management Services for properties leased to the Council by private landlords continues to provide additional income. The scheme generated £227,695 additional surplus for our organisation during the financial year 2011-2012 compared to £275,508 during 2010-2011. The scheme has now achieved a total surplus of £1,656,070 since the start of the contract. BDL exceeded their collection target of 98% for the third consecutive year with a collection for 2011-2012 of 98.64. Housing Support
During the year Brent Council re-tendered housing support for young people and a member of BHP staff was TUPE transferred to another company.
BHP provides a community safety alarm facility and garden maintenance for vulnerable residents who meet qualifying criteria. For other support services we continue to refer cases on to StartPlus, Brent Council‟s single referral point. Responsive Repairs
The percentage of repairs for which appointments were made and kept, excluding emergencies improved from 99.1% during 2010-11 to 99.9% in 2011-2012. Percentage of tenants satisfied with the repairs service following telephone post inspections for 2011-2012 remained the same as the previous year at 96%. The number of repairs that were finished „right first time‟ reduced slightly from 94% in 2010-2011 to 92% in 2011-2012. End to end time for all repairs undertaken has significantly improved over the last 3 years from 12.3 days in 2009-2010, 9.5 days in 2010-2011 to 5.54 days in 2011-2012. Building Services
Maintained completion of gas safety checks to 100% of managed properties. Carbon monoxide alarm installation programme to is ongoing. Back boiler replacement programme completed in 2011 to be continued to upgrade less efficient back boiler units with „A‟ rated condensing combination boilers.
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Cavity wall insulation programme ongoing to high rise blocks by abseiling, this intuitive method of access allows us to insulate previously unreachable properties and increase energy efficiency within our housing stock. Completed Communal electrical testing throughout purpose built blocks and converted properties. Average length of time to complete Major Adapations reduced by 14 days from 76 days in 2010-2011 to 62 days in 2011-2012. Average length of time to complete Minor Adaptations remains the same as the previous year at 4 days. Estate Services
BHP aims to ensure that council estates are kept clean and tidy by carrying out regular inspections. Local Environmental Quality inspections are carried out on all estates bi-monthly and we inspect all 31 council owned high rise blocks monthly. In addition during 2011-2012 we carried out 64 estate walkabouts with resident representatives. Our estate walkabouts allow residents to identify problems and agree a course of action with estate officers. This includes working with partner agencies like the Police and the Council‟s Community Safety team to resolve any problems identified. During 2011-2012 a total of 3,807 LEQ estate inspections were carried out by BHP‟s Estate Officers. Also during the year 2,866 communal repairs, 516 health and safety repairs and 393 post inspections were completed. Internal communal areas in blocks of flats are cleared of any items found daily to minimise the risk of fires. 19 playgrounds are inspected weekly by estates officers and more extensive quarterly and annual inspections completed by a specialist independent playground consultant. During 2011-2012 resident representatives and operatives from our cleaning contractor received fire safety awareness training. In partnership with the London Probation Service and the Police, a total of 6 projects were undertaken to improve neighbourhoods for residents as part of the Community payback scheme. Keep Britain Tidy, „Love Where You Live‟ – anti-litter campaign took place in September 2011 on the Council‟s South Kilburn estate. Organisations who took part included Keep Britain Tidy, BHP‟s cleaning contractor (Wettons), local residents, BHP Officers, local ward councillors, the Metropolitan Police Safer Neighbourhood team, local school children, London Probation Service and Brent Council‟s street cleansing contractor Veolia. A parking review was undertaken because of changes in legislation due to come into force in October 2012 making it a criminal offence to clamp or tow away vehicles on private land. Instead BHP will be introducing parking permits for residents with a fine for failure to display a permit and we are currently tendering for a contractor to operate this scheme. During 2011-2012 BHP carried out a West London peer review of Estates with Harrow Council and our resident inspectors. The results of the review were uploaded onto Housemark‟s website to provide benchmarking data. This will 7
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be extended to include data from other neighbouring boroughs during 2012- 2013. Following a lean review of Estate Services during 2011-2012 we:
worked in partnership with our cleaning and grounds contractor to provide radios for their operatives so health and safety issues can be reported immediately reviewed all cleaning schedules and posted them in all blocks provided all Estate Officers with Blackberries so urgent repairs could be emailed through to the office immediately whilst on site. New scanning software was implemented which enables management to analysis data from estate inspections to quickly target problem areas. Leasehold Management
During the year April 2011 to March 2012 three Leasehold forums were held in May and September and January. 110.27 % of service charges was collected The total major works amount billed during 2011-12 was £869,766.55 against a total amount collected of £1,581,163.82 (including arrears). The percentage collection rate was 181.79% for 2011-2012 compared to 151.68% during 2010-2011. Procurement Contracts above the EU threshold are tendered in full compliance with the EU procurement regulations. Lower value contracts are tendered in compliance with BHP‟s standing orders and financial regulations.
All major contracts have been tendered using the award criteria of “most economically advantageous tender” which takes account of quality as well as price.
The contracts that have been awarded in 2011/12 are:
Communal Water Services This covers planned maintenance, water hygiene, breakdowns and responsive repairs (including replacements, alterations and minor works) to communal hot water and cold water installations. The contract was awarded to Integrated Water Services and commenced in June 2011. Water Mains This covers surveys, responsive repairs and replacement of damaged water mains. This was awarded to Enterprise Managed Services (EMS) and started in June 2011. In September 2011 EMS withdrew from the contract and it was novated to their subcontractor Essential Water Services. This has resulted in a reduction in cost.
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Fire Services During the year a tendering exercise took place for Fire Services and a contract was awarded to Phoenix Fire Services. Tenants Contents Insurance A contract for the provision of contents insurance which tenants can choose to purchase and pay for with their rent was competitively procured. Aon were selected by a panel which included tenants‟ representatives and the premiums payable are cheaper than the current insurance, provide better cover and are fixed for 3 years. Tree management Having carried out a review of prices against the council‟s recently procured tree contractor a decision was made by BHP‟s Board to retain our existing tree contractor City Suburban Tree Surgeons for a further 3 years. Insurance Contract BHP worked in partnership with the Council to procure new insurance contracts and as a result BHP has appointed Farr, a broker which specialises in insurance for social housing providers and have a great deal of specialist knowledge and expertise. Fire Risk Assessments BHP has to undertake Fire Risk Assessments in accordance with the Regulatory Reform (Fire Safety) Order 2005 every 2 years. We tendered a one year contract for a consultant to carry out the assessments, enter the assessments onto a dynamic database and provide ad-hoc advice on fire risk related issues. This contract has been awarded to Savills and commenced in April 2012. Fire Safety We have up to 1,600 buildings (housing stock) that fall under the scope of the Regulatory Reform (Fire Safety) Order 2005 and we are setting up a Framework Agreement with 3 contractors to provide fire safety works identified in the Fire Risk Assessments including fire doors and passive fire protection. This is a 4 year framework and commenced in April 2012. Fire safety at Windmill Court A Fire Risk Assessment highlighted a number of fire safety issues that required urgent attention including replacement doors on the escape route and the renewal of the asbestos ceiling on the 16th floor as well as other passive fire protection. This contract was awarded to Diamond Build Plc in November 2011
Ongoing and future procurement processes for 2012/13:
Lift maintenance The current 10 year contract for repairs and maintenance of lifts expires at the end of July 2012 and new contract is being tendered for housing and corporate lifts and disabled lifts and hoists 9
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Heating (Communal and Domestic) This is being re-advertised as a number of contractors dropped out of the tendering process and officers did not think there was sufficient competition to ensure that BHP would get value for money. Chief Officers agreed to extend the current contracts to 31st March 2013. This contract will be for domestic and district heating and gas servicing. Document Design and Print The current contracts expires in September 2012 and will be retendered. Structural Repairs A 4 year framework was set up to deal with structural repairs and it ends in June 2012. A 5 year contract is being tendered to appoint one contractor to carry out structural crack repairs, excavations, earthwork supports, piling, underpinning, general building repairs and decorations following structural repair works. Major Voids and Insurance Repairs A 4 year framework was set up to deal with major voids and it expires in June 2012. A new contract will be tendered to carry out these works and insurance works. Communal Electrical The current 10 year contracts expire at the end of March 2013 and new contracts will be tendered Door Entry Systems The current 10 year contracts expire at the end of March 2013 and new contracts will be tendered. Cleaning and Grounds Maintenance The current framework expires In August 2013 and will be retendered. High Rise Cavity Wall Insulation BHP has to carry out cavity wall insulation in the high rise blocks and proposes to use a company that can do this without working from scaffolding as the cost would be prohibitive, e.g. abseiling and who is able to apply for CERT funding for the works and this will be tendered during 2012-2013. Warden Services The current framework expires in November 2013 and will be retendered Estate Parking Under recent legislation we are no longer able to clamp vehicles on our estates therefore we are setting up a contract for parking enforcement using permits and a fixed penalty notice system. Complaints Management
The number of stage 1 complaints has decreased from 672 during 2010-2011 to 540 during 2011-2012. This has been due to closer monitoring of
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processes, implementation of recommendations from previous complaints and early resolution of issues raised. Responses to Stage 1 complaints have consistently exceeded the target set by Brent council of 90% throughout the year. The improvement in the reduction of Stage 2 complaints received during 2011-2012 has been significant compared to the previous year. There were 143 stage 2 complaints received during 2010-2011 compared to 74 during 2011-2012. This has been due to: Monitoring of complaints through regular meetings with Managers Issuing of weekly complaints performance reports Ensuring promises made to complainants are completed Improvements in the quality of complaint responses
Communications
A residents‟ newsletter „Partnership News‟ is produced by BHP‟s Communications Team every quarter and delivered to all council tenants and leaseholders. Articles for inclusion in the magazine are agreed by an Editorial Board which is facilitated by the Communications Team but whose membership is mainly council tenants and leaseholders. Our Youth section in Partnership News „Our Say‟ has been a great success and has now become a permanent feature in Partnership News.
Communications during 2011-2012 included
Publication of 4 editions of “Partnership News” resident magazines Publication of 4 editions of “Our Say” youth magazines and interviews with Jacqueline Wilson(Children‟s Author) BHP is a member of the ALMO Communications Group Network BHP has representation on the South Kilburn Partnership Editorial Board BHP launched Facebook, Twitter and Youtube accounts BHP produced basic DIY videos for tenants on Youtube Launch of Readers‟ Panel for residents to review all BHP publications before print Dec 2011: 8 BHP staff and teams nominated for the Brent Council Staff Achievement Awards Youth Editorial Board shortlisted for 3 prestigious housing awards including TPAS, UK Housing Awards and NFA Awards 2 award nominations for Housing Heroes Awards 2012 in the categories of “Inspirational Colleague of the Year” and “Frontline Housing Team of the Year” Quarterly briefing notes were sent out to Brent councillors, including general information on BHP and more specific activities in their wards Coverage in housing press and local papers about BHP Tea Party for residents who have lived in a council property for over 50 years “Friends reunited after 60 years”
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BHP Launch new homes in Aldbury Avenue for Homeless families, coverage in housing and local press “Derelict garages transformed into new homes delight tenants” BHP receive coverage in 24 Housing magazine “Almo’s – the Madonna of Social Housing” regarding BHP reaching the 200th mark in the number of homes we own and manage BHP organise a massive community litter picking event in South Kilburn in association with Keep Britain Tidy‟s “Love Where You Live” campaign. This received a great deal of coverage in housing and national press.
New Homes
At the end of March 2012 BHP owned 331 properties offering a variety of tenures which is explained in more detail in Section 12 – BHP Owned Homes. 85 of the 331 properties have been let to council nominations at affordable rent levels. 25 have been let at intermediate rents which are 80% of market rents let to key workers. 176 have been let to council nominations as part of the government‟s Settled Homes Initiative using the Local Housing Allowance formula. 45 properties have been let at market rents. The rent collection rate for all BHP owned properties at the end of March 2012 was 98.46%. BHP Wardens
The number of phone calls received by the Neighbourhood Wardens team from residents regarding anti-social behaviour increased from 1,255 during 2010-2011 to 1,786 during 2011-2012. 1,082 call outs were attended during 2011-2012 compared to 956 call-outs attended in the previous year. The average time to respond to call outs was 16 minutes and 98.52% attendance on site within 30 minutes was achieved. 6,595 hotspot referral patrols and 34,481 routine patrols were undertaken. 833 patrol reports of incidences were received and in addition 62 after school patrols were carried out. An independent survey of BHP‟s Neighbourhood Wardens scheme for the period from 1 April 2011 to 30 November 2011 showed that 100% of residents were satisfied with the way their anti-social behaviour was dealt with and 96% of those surveyed were satisfied with the outcome of their anti-social behaviour complaint. The Neighbourhood Warden Service successfully completed and met in full the Warden Charter Standard for 2011 and was certified by the London Training and Resource Centre (LT&RC).
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Strategic Objective 2. Encourage more residents to participate and be at the heart of our organisation, influencing and shaping service delivery
There are 24 registered Resident Associations and 1 Community Group which are supported by BHP‟s Resident Involvement Team. These groups are open to all council tenants and leaseholders and give residents the opportunity to come together to talk about issues which may be affecting them. BHP has several Resident Scrutiny Panels giving residents a real opportunity to say how services are delivered and ensuring that BHP remains a transparent and accountable organisation. We currently have Resident Scrutiny Panels covering the following areas:
Resident Board Scrutiny Panel – who comment on non-confidential board reports prior to each board meeting and the views of residents are fed back at Board meetings enabling Board Members to take account of any views expressed when making their final decisions.
Residents Procurement Panel – residents are involved in the tendering of all contracts for front line services at all stages of the procurement process, from designing and commenting on the contract specification to the decision on the appointment of the contractor. Residents normally outnumber officers and several residents from across the borough are now highly experienced in the procurement process.
Residents Editorial Board – one BHP officer chairs the Editorial Board for our quarterly residents magazine but all other members are residents who decide on the content of articles to be published.
Resident Inspectors – 3 residents received a formal qualification from the Chartered Institute of Housing organised by BHP who carry out peer reviews of estate cleaning and grounds maintenance in neighbouring boroughs. Similarly residents from other boroughs who have received the same formal training undertake reviews on Brent council estates and the results are provided to HouseMark, an organisation providing good practice, advice and benchmarking for social housing organisations nationally.
Resident Contractor Monitoring Panel – these panels have been in existence for several years. Residents meet formally with contractors each quarter to scrutinise performance of cleaning, grounds maintenance and communal repairs.
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The following initiatives were implemented during the year:
BHP set up a Resident Contact Panel for residents who have verbally or in writing expressed an interest in getting involved in various projects including tender panels. BHP initiated a peer review of cleaning and grounds maintenance with council tenants from Brent and Harrow in the summer of 2011 and due to its success a further review with another neighbouring borough is planned to take place in May 2012. BHP produced new written guidance for resident association members on financial record keeping, and managing income from the letting of community meeting rooms. We worked closely with Brent Council‟s „Ward Working Group‟ who funded three projects – helping one residents‟ association to set up a football club, a community group to set up an allotment and funding for bicycle storage facilities on one of our estates. During the year we held an annual celebration thanking residents for their active participation in our day to day business activities. Complainants are actively encouraged to join BHP focus groups to voice their opinions about service provisions. BHP‟s Disability Forum which is chaired by a resident met quarterly during the year. In partnership with Brent Council, Network Stadium Housing Association, London & Quadrant Housing Association, and Groundwork we installed an Activity Park on an open green space. Funding for this project was obtained from Brent Council, Biffaward, London Marathon, Network Stadium, London & Quadrant and BHP. BHP‟s resident board members meet quarterly and make decisions on the allocation of an annual community fund budget of £30,000. Funding during 2011-2012 was awarded by them to various community based projects including craft classes, a dance group, a Thai Chi group and a football club. A number of resident meetings were held during the year to obtain feedback and recommendations as part of a tendering process for a new gas servicing and maintenance contract. Fire safety sessions were conducted during the year for residents living in high rise blocks to raise awareness of fire safety and to receive comments about ways they could assist in improving fire safety and reducing the risk of arson. Meetings were held with residents to receive comments on planned programmes of external decorations to their blocks.
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Resident Involvement Outcome Targets for 2011-2012 Hold day trips to engage with residents A successful autumn trip took place in from across the borough and taking the 2011 and a summer trip is planned for opportunity to carry out a variety of 2012. The information collated from surveys to test opinion surveys is fed into improvement plans.
Acknowledge and thank residents for BHP held an annual celebration in their contribution to becoming involving December 2011 whereby all the in planning, decision making and residents were thanked by the Chief monitoring of our services Executive and the Chair of the board for their invaluable contribution to BHP.
Increase the number of residents using BHP is moving to the Council‟s new BHP‟s resident resource centre Civic Centre building when it opens in 2013 and this resource will no longer be available.
Organise and implement an annual Due to a major restructure this did not training programme based on feedback take place but a new training from the residents‟ training needs programme for 2012-2013 has been assessment implemented in partnership with Network Stadium which is helping to reduce overall costs.
Produce local compacts to include the We carried out consultation with priorities of residents to improve their residents across the borough during local area 2011-12 to collate ideas for service improvements and published feedback in an annual Housing Report. Similar consultation will be conducted each year and the Housing Report will be published by lst October.
Maximise the resources available for We have worked with some RAs to the benefit of all tenants and receive ward working funding from leaseholders through external funding Brent Council to fund items such as a opportunities in the voluntary sector football project, bicycle storage and an allotment gardening project in South Kilburn.
Benchmark with other ALMOs to HouseMark which is an organisation compare value for money in resident providing good practice, advice and participation benchmarking data for social housing organisations nationally shows BHP as having „good performance and high cost‟ for resident involvement measured against 27 peer housing organisations and „good performance 15
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and low cost‟ measured against 83 housing organisations covering the whole of London. The latest data available is for 09-10.
Increase black and minority ethnic, We have introduced Talkback Forums disabled and young resident to engage with the wider community involvement in planning, service and the Youth Editorial Board has been delivery and monitoring in all areas of successfully implemented during the our business. year.
Strategic Objective 3. Provide a value for money service which contributes to the investment needs of the housing stock and maintains service quality
We re-negotiated our tree maintenance contract making annual savings of £16,500 which will take effect during 2012. Ten new lifts were installed in SKL generating annual savings in maintenance and repair costs. BHP has implemented remote monitoring of communal heating and hot water systems which reduces call outs and administration. New gas servicing & maintenance contracts to be tendered, the new contract will provide both a service improvement for our residents and a financial saving over the existing contract. Annual savings of £11,000 were made during 2011-2012 on the re-negotiation of a water mains contract. The BDL scheme whereby BHP provides Housing Management Services for properties leased to the Council by private landlords continues to provide additional income. The scheme generated £227,695 additional surplus for our organisation during the financial year 2011-2012 compared to £275,508 during 2010-2011. The scheme has now achieved a total surplus of £1,656,070 since the start of the contract. BHP‟s in-house Repairs & Voids team have made a cumulative surplus for BHP of £1,514,146 on providing an in-house service dealing with council owned properties becoming vacant and bringing them back up to a lettable standard and further significant savings are expected to be achieved during 2012-2013.
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Strategic Objective 4. Achieve efficiency savings on operational budgets
During 2011-2012 as a result of a suggestion from a member of staff, BHP switched its paper source which has generated annual savings of £6,000 Annual savings of £50,000 were achieved by re-tendering BHP‟s insurance contract. BHP‟s Procurement Team, because of their extensive experience, are commissioned to carry out procurement exercises for other public sector organisations, including Housing Associations, ALMOs and Tenant Management organisations, bringing in additional income to BHP. During 2011-12, the Procurement Team had generated additional income for BHP of £28,000. In addition, when tendering contracts we look for efficiency savings and encourage contractors to promote them. In total since 2007 the Procurement Team have generated additional income of £104,000. Additional income has been achieved since 2004 by a variety of staff providing consultancy advice and services to other organisations resulting in a cumulative total income for BHP to the end March 2012 of £3,475,914. During 2010-2011 BHP generated financial savings of £702,553 on a whole organisation restructure including a programme of voluntary redundancies. During 2011-2012 BHP has undergone a second major restructure resulting in both voluntary and compulsory redundancies making annual savings for the organisation of £872,513 All additional income generated is re-invested directly into service provision for Brent council tenants.
Strategic Objective 5. Provide a service which is planned around the needs of Brent's diverse community
At the beginning of 2012 BHP applied for Leaders In Diversity accreditation and will be working towards achieving this goal during 2012-2013. BHP‟s Draft Equalities Strategy was approved by the Board in January 2012 and following consultation with residents during February and March 2012 on new Equality objectives, our final Equalities & Diversity Strategy was published online on lst April 2012.
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During 2011-2012 a computerised system was set up to record the protected characteristics of all complainants to enable us to analyse complaints by ethnicity and age to ensure that no section of the community is treated unfairly in the delivery of our services. Contractors are assessed at prequalification and at tender stage plus they are audited on a bi annual basis on their equal opportunities and diversity policies and practices. Neighbourhood Wardens have built close links during 2011-2012 with faith and BME groups by visiting various faith based organisations which are well- rooted in communities in Brent such as churches including the Greek Orthodox Church, mosques and the Neasden temple. This not only helped to keep residents informed of our services but also helped gain their views and address their needs. Wardens erected posters to advertise the 8th annual Jamaica Day held at Copland School and attended this event on 8 October 2011. They also participated in weekly diversionary activities at the OK Club in South Kilburn such as pool, drawing, football, cooking, role playing and music. The Neighbourhood Warden Service has supported the Kickz project which encourages young people aged 12-18 years to achieve goals through football by being on the steering group, promoting the project through erecting posters and distributing leaflets and attending sessions to engage with youths. A successful visit was arranged with board members on 18 May 2011 and a match was organised for BHP‟s football team to play the youths from the Kickz on 9 November 2011.
Strategic Objective 6. Contribute to the Council's plans for regeneration in priority neighbourhoods
Two new boiler houses providing communal heating serving three blocks were constructed during 2011-2012 in conjunction with the Brent‟s regeneration scheme. BHP will retain a presence within the South Kilburn during the regeneration of the estate. Two additional teams from BHP‟s Head Office will move to the South Kilburn office creating a staff resource in South Kilburn that can be managed safely and effectively. BHP has assessed the condition of properties in South Kilburn in conjunction with Brent‟s regeneration timetable and developed a plan to ensure the properties are maintained to an appropriate standard until they are regenerated. During 2011-2012 work was completed for window repairs at 6 tower blocks.
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Strategic Objective 7. Add value through the development and acquisition of new homes
By end March 2012 BHP had delivered 331 homes through a programme of new build development and acquisitions making BHP the largest home owning ALMO in the country.
Strategic Objective 8. Promote community safety and reduce the fear of crime
BHP has expanded its Community Safety initiatives and continues to offer vulnerable residents with Community Safety Alarms couples with bogus buttons. This is a device connected to a monitoring/call centre which offers a remote response where suspicion of burglary or crime is noticed. Vulnerable residents are more susceptible to being victims and therefore BHP‟s board has approved the provision of these innovative facilities to be offered to ALL vulnerable residents that meet qualifying criteria. BHP Wardens continue to engage with young people including the „hard to reach‟ in diversionary activities. BHP‟s Anti Social Behaviour team and Wardens work closely with partner agencies to prevent and tackle anti social behaviour and reduce the fear of crime. By providing feedback to complainants and publicising achievements and successes in newsletters, we have assisted in reducing the fear of crime. The Anti Social Behaviour team assisted with surgeries, walkabouts and crime prevention events which were regularly held during the year to promote community safety. BHP is a core member of Brent‟s Local Joint Action Group (LJAG). This group is a police lead group whose membership is made up of all key partners. BHP‟s Anti Social Behaviour team continue to work with key partners such as the Police, Environmental Health, Social Services and residents to effectively resolve all reports of anti social behaviour. Work commenced during 2011-12 to work with young people in the Kilburn area after allegations of involvement in gangs. This work continues. We established partnership working with Addaction to try to combat the drug and gang culture Following complaints of noise nuisance, drug dealing and youth loitering at Essoldo Way a number of initiatives to design out crime in the area were undertaken. These included improved lighting and security, and as the area was identified as a hotspot area there were increased patrols. 19
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Work was done at Dartmouth Road (Number 91) with residents in the block and neighbours to improve the public image in the area after there were complaints about vicious dogs, assault and noise nuisance During the year BHP‟s Building Services team Improved roof top security at Amundsen House with the installation of secure steel doors and an electronic locking device. Security was improved for residents by the Installation of additional lighting at Brill House and James Stewart House. 2011-2012. During the year BHP‟s Building Services team Improved roof top security at John Ratcliffe House and Windmill Court.
Strategic Objective 9. Support the green agenda
A new development of 25 flats was built by BHP during 2011-2012. The development has met the EcoHomes-Good standard which measures the levels of energy efficiency inside the building. EcoHomes is an environmental rating scheme for homes in the United Kingdom and has subsequently been replaced by the Code for Sustainable Homes. We have replaced all desk top printers with a new „one print‟ solution which has already seen costs reduce due to the amount of paper now used within the organisation as well as significantly reducing paper wastage by unnecessary printing.
4. Strategic and Service Business Objectives for 2012-2013
Our business objectives have been reviewed by the Council, BHP‟s Board and Senior Management Team to ensure there is clarity about the purpose of our future role and direction. We have set ourselves some challenging Strategic and Service objectives to be achieved during 2012-2013 and these are set out below: Strategic objectives for 2012-2013
Strategic Business Objective 1. Provide an excellent service which exceeds regulatory requirements
Strategic Business Objective 2. Provide a value for money service and achieve efficiency savings on
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Delivery Plan 2012-2013
operational budgets whilst maintaining service quality
Strategic Business Objective 3. Provide opportunities for more residents to influence and tailor service delivery to meet their local needs
Strategic Business Objective 4. Work with partner organisations to create safer neighbourhoods and reduce the fear of crime
Strategic Business Objective 5. Support the Green Agenda
Strategic Business Objective 6. Provide a service which is planned around the needs of Brent's diverse community
Service Objectives for 2012-2013 by Division
People Services
Responsibility Head of People Services
Objective/Standard Key tasks to achieve objective How achievement of objective will be assessed
Prepare for Welfare Meetings with all Resident Rent collection rate during 2013 Reform Associations to relay changes in following changes in legislation. legislation and articles to be written for quarterly residents newsletter.
Develop shared Set up an SLA performance All legal cases responded to Legal services with monitoring system for all legal and within statutory and target Brent Council audit and investigation casework in timescales. consultation with the Council‟s Principle Lawyer and Head of Audit & Investigation
Achieve top 25% Achieve rent collection target of Regular review of performance performance in rent 98% during 2012-2013 by SMT, Service Delivery Sub
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Delivery Plan 2012-2013
People Services
Responsibility Head of People Services
Objective/Standard Key tasks to achieve objective How achievement of objective will be assessed collection Committee and BHP Board
Effective Annual rent collection and tenancy Regular review of performance management of management performance targets by SMT, Service Delivery Sub BHP owned Homes to be achieved Committee and BHP Board
Effective Achieve rent collection target of Regular review of performance management of 98% during 2012-2013 by SMT, Service Delivery Sub Brent Direct Leasing Committee and BHP Board Scheme
Promote tenant On-line Mutual Exchange Scheme Number of residents requesting transfers kept up to date and widely transfers to smaller publicised. Articles for quarterly accommodation reviewed by newsletter promoting transfers and SMT, Service Delivery Sub incentives regularly produced. Committee and BHP Board.
Deliver service Lead role by Head of Service in Regular review of performance improvements within Lean Reviews by SMT, Service Delivery Sub the Division Committee and BHP Board
Develop new Work with partner agencies to Reduction in number of ASB initiatives for ASB create safer neighbourhoods and cases received by ASB and and crime reduce the fear of crime Wardens Teams prevention
Corporate Services
Responsibility Head of Corporate Services
Objective/Standard Key tasks to achieve objective How achievement of objective will be assessed
Deliver Complete all actions arising from Regular update reports improvements to Governance Review presented to SMT and BHP Governance Board
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Delivery Plan 2012-2013
Corporate Services
Responsibility Head of Corporate Services
Objective/Standard Key tasks to achieve objective How achievement of objective will be assessed arrangements
New Management Liaise with BHP‟s Legal Advisor New Management Agreement in Agreement and the Council‟s Principle Lawyer place by lst October 2012 to effect the necessary changes
Quarterly Talkback Plan topics for discussion annually Increasing number of residents Forums successfully in advance in consultation with attend Talkback Forums during implemented residents. Queries arising from the year. Positive feedback Talkback Forums resolved and obtained from residents. responded to within 10 working days. Venues to be rotated around the borough ensuring accessibility for all residents.
Compliance with Resident consultation meetings set Feedback from residents that Regulatory up by end August to agree „Local BHP‟s Local Offers are effective Framework for Offer‟. Publish Annual Housing in improving service delivery Social Housing Report containing Local Offer by 1.10.12.
Deliver effective HR Project Athena; review HR Paperless working by HR staff services for the policies; update recruitment by end March 2013. benefit of all procedure; review training and employees development; review single status.
New two stage Staff training; monitoring systems Reduction in number of Stage 2 Complaints Process in place; monthly monitoring complaints. reports produced
Equality and Implement actions arising from Achieve „Leaders in Diversity‟ Diversity principles „Investors in Diversity‟ Standards. status are embedded in Implement actions from Equality & the organisation‟s Diversity Strategy Action Plan. working practices and service delivery
Estates parking Procure new parking enforcement Reduced involvement by BHP in control complies contractor. Residents aware of parking control achieving with new legislation new scheme. savings on operational budgets.
Customer Review specification for cleaning Resident feedback at contractor
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Delivery Plan 2012-2013
Corporate Services
Responsibility Head of Corporate Services
Objective/Standard Key tasks to achieve objective How achievement of objective will be assessed satisfaction with and grounds maintenance with monitoring meetings. Value for Estates is improved residents in preparation for joint money and efficiency savings procurement with the Council of achieved. new contractor during 2013.
Develop shared Carry out review of H&R Reports on progress to P&R H&R Services with administrative functions in liaison Sub Committee and SMT. Brent Council with Council‟s Head of HR
ROSPA H&S Gold Submit applications to ROSPA for ROSPA Gold standards Standard to be the major resident impact services achieved for all submissions maintained for asbestos management, gas servicing, water safety and fire safety.
Technical Division ( Repairs, Voids and Wardens)
Responsibility Head of Responsive Repairs
Objective/Standard Key tasks to achieve objective How achievement of objective will be assessed
Improve value for Introduce improved financial and Achieve 2.5% efficiency savings money on performance monitoring of per annum responsive repairs. Responsive Repairs Contractor
Effective Open Book Introduce improved process to 2.5% annual savings on repairs Accounting of monitor all material and labour expenditure achieved Repairs Contractor records and proof of payment and disclosure of preferential rebates
Adhere to Chartered Join CIH Repairs Charter Steering Regular review of performance Institute of Housing & Advisory Group. Review CIH by SMT, Service Delivery Sub Repairs Charter Repairs Charter and implement Committee and BHP Board actions arising from any gaps in current service delivery
Void Turnaround Implement recommendations from Update reports to SMT and
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Delivery Plan 2012-2013
Technical Division ( Repairs, Voids and Wardens)
Responsibility Head of Responsive Repairs
Objective/Standard Key tasks to achieve objective How achievement of objective will be assessed times reduced audit of Repairs and Voids team. Service Delivery Sub Committee
Wardens Service Lean review of Wardens Service to Update reports to SMT and provides value for be implemented by 31.3.13 Service Delivery Sub Committee money
South Kilburn Undertake review of H&S for staff No health and safety incidents working practices working in South Kilburn reported complies to BHP‟s corporate H&S standards
Deliver effective Undertake review of tenancy sign Update reports to SMT Tenancy Sign Up up process and make any process necessary improvements
Technical Division (Major Works and Building Services)
Responsibility Head of Building Services
Objective/Standard Key tasks to achieve objective How achievement of objective will be assessed
Effective delivery of Introduce online external Resident satisfaction with Capital Programme decoration programme accessible external decoration programme. to all residents. Consultation with Capital programme delivered residents prior to start of each within budget programme.
Reduce risks of fire Implement replacement fire door Completion of fire door in 37 high rise programme installation programme blocks
Reduce risks of fire Improve monitoring arrangements No reports of fires in communal in communal areas of Fire Risk Assessments contract areas. of medium and low to ensure access is achieved to all rise blocks and converted properties.
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Delivery Plan 2012-2013
Technical Division (Major Works and Building Services)
Responsibility Head of Building Services
Objective/Standard Key tasks to achieve objective How achievement of objective will be assessed converted properties
Major works Procurement of major works Tenants and leaseholders contractors provide repairs contractors in consultation satisfied with performance and value for money with residents value for money of major works repairs contractors.
Effective Regular meetings with Leasehold No adverse LVT major work management of Team to agree sign off of final cases Major Works Final accounts in order for leasehold Accounts bills to be accurately prepared.
Effective Increased consultation with Contracts delivered within management of high residents in affected areas. agreed target times and within profile contracts budget.
5 Year Asset Produce 5 year asset Residents agree with stated Management Plan management plan in consultation priorities in place with residents
Technical Division (Procurement)
Responsibility Procurement Manager
Objective/Standard Key tasks to achieve objective How achievement of objective will be assessed
Annual procurement OJEC Notices served and Efficiency savings achieved and programme can procurement panels set up with value for money demonstrated demonstrate officers and residents to review on all contracts procured. savings on contract specifications on the operational and following: service budgets Gas Servicing for district heating
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Delivery Plan 2012-2013
Technical Division (Procurement)
Responsibility Procurement Manager
Objective/Standard Key tasks to achieve objective How achievement of objective will be assessed
Communal Electrical
Door Entry
Grounds Maintenance & Building Cleaning
Neighbourhood Wardens
Major Works Repairs Contracts
Structural Repairs
Insulation Works
Parking Control
Finance Division (Financial Management)
Responsibility Finance Director
Objective/Standard Key tasks to achieve objective How achievement of objective will be assessed
Year End Accounts Sign off by Auditors. Accounts prepared and finalised produced within agreed timescale. No Approval by Board Members in adverse comments from July 2012. Accounts submitted to Auditors Companies House by 31st Dec 12.
Ensure financial Weekly monitoring of rent Monthly reports on rent viability of BHP collection levels. collection levels presented to owned homes SMT and Finance & Audit Sub Committee.
Achieve paperless Implementation of computerised Invoices authorised within working invoice processing system. Staff council‟s agreed corporate
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Delivery Plan 2012-2013
Finance Division (Financial Management)
Responsibility Finance Director
Objective/Standard Key tasks to achieve objective How achievement of objective will be assessed
training to be completed. timescales and paid on time
Further integration Regular meetings with the Feedback from senior Council with the Council‟s Council‟s Director of Finance to Officers and progress reports to Financial Services monitor effectiveness of shared Finance & Audit sub committee service arrangements
Effective Delivery of Lean Review of Leasehold Efficiency savings achieved Right to Buy and Management & Right to Buy to be Leasehold Services undertaken during the year.
Implement changes Review and recommend changes Monitoring by SMT and Board to Finance & Audit to terms of reference for Finance & Sub Committee Audit Sub Committee. Implement approved changes.
Effective control of Regular meetings with budget Monitoring by SMT operational and holders. Training for budget service budgets holders in accessing information on line. Budget reports produced quarterly for senior management and SMT
Service Priorities for 2012-2013 that cut across all Divisions Preparing for Welfare Reform
Preparing for move to Civic Centre
New Governance Arrangements and new Management Agreement
Improving Staff Morale
Introduction of Two Stage Complaints Process
Maintaining and Improving BHP‟s Internal and External Reputation
Increasing and improving resident involvement and scrutiny of service provision
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Delivery Plan 2012-2013
Equality and Diversity
Health and Safety
Ensuring Co-operation and Communication between all Divisions and teams
5. Performance Management
Performance Management Framework Performance management is essential in order to ensure that BHP is focused on key priorities and continues to review and improve services. There are three main types of monitoring carried out by Brent Housing Partnership:
Performance Monitoring Financial Monitoring Risk Management
Our performance management framework provides a clear focus for staff to drive service delivery, it enables tenants and leaseholders to be involved in monitoring our services including the performance of our contractors, it enables scrutiny by the Council of our performance and provides assurance for the regulators.
The table below shows the performance management framework for BHP.
Performance Management Framework
Forum Purpose Frequency Main Board Monitoring and management of strategic Bi monthly business objectives via reports from senior managers. Monitoring of exceptions on performance indicators and reviewing risk management update reports at each meeting
Service Delivery Monitoring of Key performance indicators, Quarterly Sub Committee health and safety, and capital programme. Finance & Audit Monitoring of Operational and Service Quarterly Sub Committee Accounts, Audit Plan and Risk Management Strategy
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Delivery Plan 2012-2013
Senior To monitor and manage Key performance Fortnightly Management indicators, Operational and Service Team Accounts, outcomes from Audit Reports, Health & Safety and Service Performance
Individual To monitor performance against objectives Weekly Monitoring Managers set in annual staff appraisals including one Quarterly one to to one meetings with each member of staff ones. Monthly and team meetings. Team and Annual Appraisals Front line staff To monitor key performance indicators Daily targets set in appraisals and regularly review own performance against objectives set by line manager Resident Monitoring of contractors performance Quarterly representatives through formal meetings with contractors in attendance
Key Performance Indicators The table below shows annual key performance indicators set by the Board of BHP and approved by the Council. This table demonstrates our performance over the last four years for comparison purposes, and provides key performance targets for the current year.
TECHNICAL INDICATORS
2011-2012 2007-08 2008-09 2009-10 2010-11 Technical Indicators 2011-12 Target 2012-13 Target actual actual actual actual Apr - March
Percentage of homes non Decent 0.00% 0.89% 0.25% 0.54% 0.4% No Target No Target at the end of the financial year
% of decent 100% 99.11% 99.75% 99% 99% No Target No Target Council Homes
Average SAP (energy efficiency 69 65 68 65.9 67.91 66 66 rating) of dwellings (annual)
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2011-2012 2007-08 2008-09 2009-10 2010-11 Technical Indicators 2011-12 Target 2012-13 Target actual actual actual actual Apr - March
Tenant satisfaction 94% 94% 94% 96% 96% 94% 94% with major works
The proportion of Not planned repairs 63% 63% 63% 61% 60% Planned 60% Planned and maintenance Available expenditure on HRA dwellings compared to responsive Not 40% 37% 37% 37% 39% 40% Responsive maintenance Available Responsive expenditure on HRA dwellings
% of repairs for which appointments were 98% 100% 99.5% 99.1% 99.9% 99% 99% made and kept (excluding emergencies)
% of repairs finished on first 92% 95% 93% 94% 92% 95% 95% visit
Percentage of New for Post Inspections 98% 96% 95% 96% 96% 2009-10 passed
End to end time for New for all repairs 12 10 5.54 10 10 2009-10 undertaken
Percentage of tenants satisfied New for 99% 96% 96% 95% 96% with the repairs 2009-10 service
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2011-2012 2007-08 2008-09 2009-10 2010-11 Technical Indicators 2011-12 Target 2012-13 Target actual actual actual actual Apr - March
Percentage of Stage 1 New for complaints 71% 71% 56% No target No target 2009-10 received due to repairs
Average length of time to complete New for 76 62 No target 60 major adaptations 2010-11 (days)
Average length of time to complete New for 4 4 No target 4 minor adaptations 2010-11 (days)
Percentage of properties with a gas appliance that 99% 99% 99% 100% 100% 100% 100% have a valid gas certificate
Average number of days taken to 27 26 27 27 27 27 27 relet council housing
Ready to Let time 22 19 19 23 21 20 20 (days)
Percentage of new tenants satisfied 92% 89% 95% 98% 93% 92% 93% with the property
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Delivery Plan 2012-2013
2011-2012 2007-08 2008-09 2009-10 2010-11 Technical Indicators 2011-12 Target 2012-13 Target actual actual actual actual Apr - March
Percentage of leasehold service 111% 108% 110% 109% 111% 106% 111% charge collected (including arrears)
Number of Right to Buy forms 126 40 45 11 16 No target No target received
Number of Right to New for 4 No target No target Buy's completed 2011-12
HOUSING MANAGEMENT INDICATORS
2011-2012 Housing 2007-08 2008-09 2009-10 2010-11 Management 2011-12 Target 2012-13 Target actual actual actual actual Apr - Indicators March
Rent collected by the local authority as a proportion of 98.03% 97.66% 97.73% 97.8% 98% 98.0% 98% rent arrears owed on HRA dwellings
Current Gross New for Rent Collection 99.5% 99.1% 98.0% 99% 2010-11 Rate
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Delivery Plan 2012-2013
2011-2012 Housing 2007-08 2008-09 2009-10 2010-11 Management 2011-12 Target 2012-13 Target actual actual actual actual Apr - Indicators March
Percentage rent loss through void 1.50% 1.40% 1.50% 1.00% 0.8% No target No target properties
Number of racial incidents reported and percentage 94% 100% 100% 100% 3/3; 100% 100% which resulted in further action.
The number of racial incidents reported to the Local Authority, 18 4 2 0 3 No target and subsequently recorded, per 100,000 population.
Number of ASB cases responded 98% 100% 100% 100% 97% 96% to within time scale (5 days)
Percentage of Anti Social Behaviour (ASB) short term 100% 100% 100% 100% 99% 100% cases referred/resolved within 6 months
Number of New for 2012- Domestic Violence No target 13 cases reported
COMPLAINTS INDICATORS
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Delivery Plan 2012-2013
2011-2012 Complaints 2007-08 2008-09 2009-10 2010-11 2011-12 Target 2012-13 Target Indicators actual actual actual actual Apr - March Percentage of Stage 1 complaints 86% 88% 93% 94% 93% 90% 90% answered in 15 working days Average number of days to respond 13 12 11 10 11 10 No target to Stage 1 complaints Number of Stage 1 complaints 769 805 829 672 535 No target No target received
% of Stage 1 New for complaints fully 23% No target No target 2011/12 upheld
% of Stage 1 New for complaints 33% No target No target 2011/12 partially upheld 123 fully Number of Stage 1 New for upheld, 174 complaints upheld No target No target 2011/12 partly (fully/partly) upheld Number of new Stage 2 New for 2012- complaints Information only 13 received by Chief Executive
Number of Stage 2 New for 2012- Information only complaints upheld 13
Number of Stage 2 New for 2012- complaints Information only 13 responded to Number of Stage 2 complaints New for 2012- Information only responded to 13 within 30 days Percentage of Stage 2 New for 2012- complaints Information only 13 responded to within 30 days Average number of days to respond New for 2012- Information only to Stage 2 13 complaints Percentage of members enquires 79% 78% 87% 94% 94% 100% 100% responded to within 10 days 35
Delivery Plan 2012-2013
2011-2012 Complaints 2007-08 2008-09 2009-10 2010-11 2011-12 Target 2012-13 Target Indicators actual actual actual actual Apr - March
Total number of 438 300 441 346 294 No target No target members enquires
Ombudsman New for 9 2 No target No target Investigations 2010/11
Number of 48 New for 2012- hours resolution No target 13 enquires received Percentage of local resolution New for 2012- No target enquires resolved 13 within 48 hours
ESTATE SERVICES INDICATORS
2011-2012 Estate Services 2007-08 2008-09 2009-10 2010-11 2011-12 Target 2012-13 Target Indicators actual actual actual actual Apr - March % of customers satisfied with New for standards of grass 87% 85% 87% 87% 85% 87% 2008/09 cutting & shrub maintenance
% of playgrounds New for 100% 100% 100% 100% inspected weekly 2010-11
% of communal New for areas in buildings 73% 100% 90% 100% 2010-11 inspected monthly % of Residents satisfied with the New for 94% 97% 93% 95% standard of Internal 2010-11 cleaning % of Residents satisfied with the New for 89% 89% 90% 90% standard of 2010-11 External cleaning % of Residents satisfied that New for 85% 86% 85% 86% communal repairs 2010-11 are carried out 36
Delivery Plan 2012-2013
2011-2012 Estate Services 2007-08 2008-09 2009-10 2010-11 2011-12 Target 2012-13 Target Indicators actual actual actual actual Apr - March
Residents satisfied New for 94% 92% 90% 90% with Graffiti removal 2010-11
% of communal areas in buildings New for Not inspected which are 94% 93% 95% 2010-11 Available clear of obstructions Percentage of LEQ New for 2012- gradings assessed No Target 13 as: Gold
Percentage of LEQ New for 2012- gradings assessed No Target 13 as: Silver
Percentage of LEQ New for 2012- gradings assessed No Target 13 as: Bronze
OTHER INDICATORS
2011-2012 2007-08 2008-09 2009-10 2010-11 Other Indicators 2011-12 Target 2012-13 Target actual actual actual actual Apr - March
Percentage of phone calls Not 81% 78% 83% 83% 87% 87% answered in 15 Available seconds
Correspondence answered within 98% 99% 98% 97% 95% 95% 95% timescale
Invoices paid 95% 92% 97% 96% 94% 95% 95% within 30 days
Working days lost due to Sickness 8.7 10 8.2 7.8 6.4 8.0 8.0 Absence
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6. Health and Safety
BHP continues to be firmly committed to providing a robust health and safety management system which ensures the safety of its employees and residents, through a structured and continuous program of improvements. To ensure the resilience of this management system BHP has reviewed and amended where reasonably practicable comprehensive policies, procedures and working practices to minimise risks to employees, council tenants and leaseholders and anyone we come into contact with. 2011-2012 Achievements and projects
During 2011 BHP fully embraced the recommendations identified when the British safety Council carried out an audit in February 2011. This Audit led to BHP being awarded the BSC Five Star rating, which is the highest level obtainable following a British safety Council Audit. This achievement further encouraged BHP to challenge its Health and Safety management system, and in February 2012 BHP submitted an application to The Royal Society for the Prevention of Accidents, (RoSPA) to have our H&S management systems evaluated, following the evidence provided for the evaluation BHP was awarded A Gold Award for Occupational Health and Safety from RoSPA. This award will be used as a benchmark from which BHP will submit individual applications from the major resident impact services such as Gas safety, Electric safety, Fire Safety management and Asbestos management teams. These individual services will be up against some large and well known organisations that have proved themselves in their respective fields. The criteria that the services will be evaluated against includes contractor management, staff training, safe systems of work and the Health and safety impact on residents following works which are carried out by the services. BHP‟s consistent approach to challenging the Health and Safety culture within the organisation has led to a dramatic decrease in accidents and incidents over the past twelve months „42‟ in 2010-11 to „21‟ in 2011-12. This is a testament to the vigilance and dedication on staff and management who have been monitoring and reporting H&S issues. It is predicted that this positive trend will continue into 2012-2013 and beyond through staff awareness and training It was identified that the lone working system used by BHP was difficult to manage and maintain. This system (Argyll) was replaced by SkyGuard a lone working solution used by police forces and the NHS. The swap over has been seamless and has left staff confident when undertaking lone working activities BHP contacted the British safety Council in November 2011 to arrange to train all BHP employees‟ in-house, contractors and agency staff to a standardised level of H&S training, the course that was selected was The BSC Level 1 Award in Health & Safety at Work. This is a certified course which provides all the general H&S knowledge required for an employee to safely undertake their activities
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Delivery Plan 2012-2013
The Voids team in conjunction with the H&S Advisor have completed a program to standardise the approach used to manage (COSHH) Control of Substances Hazardous to Health within BHP. This saw a full and comprehensive data entry of all details relating to substances utilised within BHP. To ensure BHP is fully compliant with (COSHH) regulations.
2012-2013 Planned activities and programmes
Finalise training to all BHP staff on the BSC Level 1 Award in Health & Safety at Work All employees will be provided with eyesight tests on-site at Chancel House through a program that is designed to limit the impact on staff having to attend external opticians in their own time All employees will be provided with free hearing tests on-site at Chancel House from mobile units that will attend site for two days all employees will receive free advice and prescriptions to address any hearing issues found RoSPA submissions for the individual services, this will take place in September 2012 and role into 2013. The individual services will be up against some large and well known organisations that have proven themselves in their respective fields. The criteria that the services will be evaluated against includes contractor management, staff training, safe systems of work and the Health and safety impact on residents following works which are carried out by the services. However BHP is confident that the standard of the services is of a quality that will ensure BHP is successful
Fire Safety
A major fire safety framework will commence during 2012-2013. The framework has been set up to improve fire safety to the Council‟s housing stock. Work is due to commence in August 2012 to our high rise blocks. The work will mainly consist of replacement flat entrance doors, replacement fire doors and fire stopping between compartments. A programme of fire risk assessments has been created to ensure that all communal areas have a fire risk assessment carried out as per the Regulatory Reform (Fire Safety) Order 2005. Further risk assessments will be carried out throughout 2012-13 as required to ensure fire safety is maintained.
Automatic Fire Detection
BHP has been proactively installing smoke alarms within our dwellings and 100% of tenanted dwellings have now been completed or offered an alarm. Additionally, these alarms are checked on an annual basis and replaced if necessary by our gas contractors. Gas contractors are regularly advised of their specific responsibilities for testing alarms, replacing batteries, recording presence/ absence of alarms and whether or not they are functioning. Gas contractors are also required to make a written record if the tenant refuses to have an alarm repaired or installed. In addition to these measures:
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Delivery Plan 2012-2013
Fire Safety training
During 2011-2012 a comprehensive fire safety training programme was delivered to all contractor operatives working in communal areas of our estates, and resident representatives. Further training will take place during 2012-2013 to any new operatives and resident representatives. During 2011-2012 resident fire safety training sessions were conducted for the residents of high rise blocks to raise awareness on fire safety and promote ways residents can assist in improving fire safety and reducing the risk of arson. Further resident fire safety awareness sessions are planned for 2012/13 During 2011-2012 fire risk training carried out in conjunction with the London Fire Brigade for staff that enter properties on a regular basis, such as tenancy officers and resident liaison officers. This training enables our staff to better identify vulnerable residents and those most at risk of fire. Further training in conjunction with the London Fire Brigade will be held in 2012-13 Exova Warrington Fire will be providing technical staff with in depth technical fire safety training during July and August 2013. This will enable our technical staff to not only fully understand the components used in our fire safety framework, but also that they are installed correctly and maintained appropriately in the future to ensure fire safety maintained.
Resident Awareness
During 2011-2012 fire safety advice was provided to all residents in various publications such as BHP‟s Partnership News. Further advice will be provided to increase awareness and highlight specific risks via a variety of mediums throughout 2012-2013
7. Resident Involvement targets for 2012-2013
BHP‟s new Talkback Forum was launched on 3 April 2012 with over 60 residents attending. The Talkback Forums will take place quarterly and will be held in different locations across the borough to maximise accessibility. Residents attending Talkback Forums have the opportunity to meet staff at surgeries covering all service areas as well as the senior management team to discuss any individual issues they may have. BHP will be using the Talkback Forums to raise topical items for debate with residents and to communicate about any planned service improvements in partnership with officers from the Council and external organisations.
The first Talkback Forum held in April 2012 dealt with new Welfare Reform legislation coming into force in 2013 to explain how residents may be affected by the changes.
Presentations and discussions on the new Welfare Reform legislation will also be held with residents at all 24 Residents Associations during the
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Delivery Plan 2012-2013
summer/autumn of 2012 and residents who are not part of a registered association will be invited to participate in other meetings to be set up covering this subject to capture as many residents as possible.
Resident involvement targets for 2012-2013 are set out in the table below.
Targets for 2012-2013
Provide Equalities briefings on new equalities legislation to all existing and new tenant representatives.
Participate in the set up of a Residents Mystery Shopping programme
Work towards achieving the TPAS Landlord Accreditation in Resident Involvement
Review menu of options for resident engagement and scrutiny. Encourage those not currently involved to join one of our tenant panels
Develop and implement training programme for residents in partnership with Network Stadium. Training to include performance and scrutiny
Recruit and develop 3 further resident inspectors through Level 2 Chartered Institute of Housing training programme
Work in partnership with local community projects to set up a list of activities to fully utilise meeting rooms across the borough
Increase the number of residents who are Block Champions
Set up Estate Action days with residents
8. Value for Money and Efficiency Savings
BHP have a VFM Strategy in place. This strategy views VFM in terms of providing services that eliminate waste and undertake service reviews that emphasise the systems thinking „Lean Review‟ approach. The objective of our strategy is to ensure that VFM is integral with our 5 year Business Plan, the annual Delivery Plan and is supportive of those documents. It is important to us that we are able to demonstrate to council tenants and leaseholders and other stakeholders that we are a VFM organisation. VFM is not only about saving money, although it is an important part of VFM. VFM is about increased satisfaction for residents, better outcomes for the organisation and ensuring that the organisation achieves its objectives in the best possible way. Value for Money is an integral part of the BHP‟s structures, operations, processes and ethos. The need to demonstrate VFM in all our services is a belief which is embedded in our organisation. 41
Delivery Plan 2012-2013
Lean Reviews The outcome of a Lean Review of Estate Services during 2011-2012 resulted in a number of operational efficiencies by both BHP and our Cleaning and Grounds Maintenance Contractor. The review highlighted the need to improve communication between the operatives working on site with their head office and BHP to report dumped rubbish in communal areas or urgent health and issues. All operatives have now been provided with hand held radios which avoids delays in dealing with dumped rubbish which can be a major health and safety risk for residents and members of the public. Cleaning operatives can now call through whilst on site and get transport to remove dumped items on the same day. In addition BHP Estate Officers were provided with „blackberries‟ which enables them to email repair requests via their mobile phone whilst on site. During 2012-2013 further Lean Reviews are planned to take place in our Leasehold management Team.
Efficiency Savings Direct Profit on External Income The BDL scheme whereby BHP provides Housing Management Services for properties leased to the Council by private landlords continues to provide additional income. The scheme generated £227,695 additional surplus for our organisation during the financial year 2011-2012 compared to £275,508 during 2010-2011. The scheme has now achieved a total surplus of £1,656,070 since the start of the contract and further savings are expected to be achieved during 2012-2013. During 2011-2012 BHP produced income from external sources of £2,379,055 ((£1,450,802 in 2010-2011) from activities including consultancy services and we are focused on seeking other sources of income and new business opportunities that does not detract from our core services but will be of benefit to the organisation and the Council as a whole. BHP has achieved a total cumulative figure of £7,719,084 since BHP was set up on externally generated income including consultancy fees, the BDL scheme, Repairs and Voids and treasury management. BHP will be actively seeking to take on other procurement consultancy projects which will deliver additional income for the organisation during 2012-2013. During 2010-2011 BHP generated financial savings of £702,553 on a whole organisation restructure including a programme of voluntary redundancies. During 2011-2012 BHP has undergone a second major restructure resulting in both voluntary and compulsory redundancies making annual savings for the organisation of £872,513.
Repairs and Voids
BHP‟s in-house Repairs & Voids team have made a cumulative surplus for BHP of £1,514,146 on providing an in-house service dealing with council
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owned properties becoming vacant and bringing them back up to a lettable standard and further significant savings are expected to be achieved during 2012-2013.
Building Services Ten new lifts were installed in SKL generating annual savings in maintenance and repair costs. BHP has implemented remote monitoring of communal heating and hot water systems which reduces call outs and administration. New gas servicing & maintenance contracts to be tendered, the new contract will provide both a service improvement for our residents and a financial saving over the existing contract. Annual savings of £11,000 were made during 2011-2012 on the re-negotiation of a water mains contract.
Procurement The Procurement Team have generated additional income of £28,000 during the last twelve months through procurement services delivered to three housing organisations. This has involved providing support on a tender for water services for another ALMO, assisting a TMO with procuring a new grounds maintenance contract and providing ongoing procurement support to a Housing Association as well as assistance with their cleaning and grounds maintenance tender.
Information Technology
In 2012-13 we will undertake several initiatives to support our main IT strategic objectives of supporting business needs, improving service to customers, supporting efficiencies and reducing costs;
The office relocation to the Civic Centre will provide an opportunity to improve efficiency through flexible and mobile working. A project is already in progress to reduce our paper records and convert them to digital images in preparation for the paperless environment in the Civic Centre.
A major focus of IT activity will be Channel-Shifting, to promote use on online services that will give customers access to services around the clock, while reducing the cost of providing the service and supporting service units to achieve better value from operational budgets. In July 2012 the BHP website will be upgraded to include the new BHP online pages, giving customers online access to their rent statements, repair history, and personal profile. 77% of all UK households now have internet access and use of the BHP website will be assessed and customers will be consulted on what services they would use online, so that online services can be developed to meet changing customer needs.
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Other IT projects in 2012-13 include development of a user specification for a new Leasehold/Service Charges database, completion of the Housing Financials Interface to support efficiencies in the BHP Finance team resulting from the optimised ALMO initiative, and upgrades to the Northgate and Civica databases (housing management and anti-social behaviour).
9. Equality and Diversity
During 2011-2012 BHP published its Equalities & Diversity Strategy ensuring we are compliant with the requirements of the Equalities Act 2010 and the Public Sector Equality Duty which came into force on 5th April 2011. The Equality & Human Rights Commission state that any organisation carrying out public functions is included within the „General Equality Duty‟ and in meeting the general equality duty requires registered housing providers for example to identify and tackle persistent and long standing disadvantage within those public functions.
BHP, like all other housing organisations, fall within the requirements of the the public sector general equality duty by virtue of the fact that it carries out public functions on behalf of the Council and also because we are now a registered housing provider in our own right.
Equalities training
In order to capture the maximum number of staff possible several briefing sessions for BHP staff on the new equalities legislation were carried out in the summer of 2011. The sessions were attended by a total of 165 staff. Equalities training was also delivered to resident representatives and representatives from Brent‟s two Tenant Management Organisations.
One of our Resident Involvement targets for 2012-2013 which we did not manage to achieve last year is to provide equalities briefings to both existing and any new residents association members during the next 12 months since the public sector general equality duty would also apply to organisations established to promote the interests of their members, such as formally constituted residents associations.
Equality Impact Assessments
Although there is no longer any legal requirement to carry out equality impact assessments (the government‟s aim is to reduce bureaucracy and focus more on outcomes), as has been seen in recent legal challenges it is good practice, if not essential, to record the fact that equalities considerations have been taken into account before any policy decision or service delivery is made affecting members of the public e.g. council residents. In order to achieve this BHP have produced an easy to use Equality Analysis template and Equality Analysis Guide.
An Equality Analysis will be attached to all future board reports involving decisions which directly affect residents.
Data Capture
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We have taken steps to amend our computer systems to ensure we are able to capture data for council tenants on the new extended protected characteristics. Although we will not have data covering the extended protected characteristics for existing tenants, we will over time build up data from residents being signed up for new tenancies.
To date, BHP has the ethnic origin details of 85% of tenants, 72% on disability, 72% on religion or faith, 72% on sexual orientation, and 95% on age.
Specific Equality Duty
The specific equality duty applies to organisations listed in Schedule 19 of the Equalities Act 2010. Local Authorities are listed in Schedule 19, and although ALMOs such as BHP are not listed, legal advice has been provided to suggest that because an ALMO is an organisation carrying out a public function it will fall within the scope of the specific equality duty.
The specific duties are legal requirements designed to help those public bodies covered by the specific duties meet the general duty.
Following a government consultation the Equality Act 2010 (Specific Duties) Regulations 2011 were approved by Parliament and came into force on 10th September 2011.
These regulations promote the better performance of the equality duty by requiring the publication of:
equality objectives, at least every four years information to demonstrate their compliance with the equality duty, at least annually
10. Financial Management
Management Accounts BHP is responsible through the Management Contract for most of the direct service expenditure related to the Council‟s Housing Revenue Account. This expenditure is further analysed through the management/administration of delivering services being separately identified (known as Operational Expenditure and is reflected in the Management Fee that BHP receives) and Services Expenditure which relates to such costs as repairs and utilities. Accounts are maintained for the operational budget BHP exercises its own discretion in setting up sub-accounts and in managing budgets and expenditure. Virements between „headline‟ accounts will be made only with the agreement of the Director of Housing. BHP will continue to prepare a revenue budget in agreed format each year for discussion and agreement with the Council. Monthly management accounts are received by BHP‟s board and managers and significant variances against the budget 45
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are explained (significant variances are defined as either £10,000 or more than 10% of a budget line, whichever the smallest). BHP will continue to provide financial information to the Council on an agreed basis to enable that body to carry out appropriate financial control. Budgets The Director of Finance will liaise in August to November with Council Officers to prepare BHP‟s Revenue Budgets for the following year. This will be based on the prevailing agreements between BHP and the Council and as well as upon the forward plan for BHP‟s management fee and the HRA. BHP recognises the need to ensure that overall budgets are commensurate with the dwellings managed and other factors external to Brent Council such as changes to Housing Revenue Account Subsidy (HRAS) and government rent policy. BHP is acutely conscious of the need to demonstrate continuing value for money and quality services. During the year the budgets can be amended by agreement between the Council (Director of Housing) and BHP (Chief Executive). This process will be triggered by the following (for example): a) Unforeseen extra costs outside the control of BHP b) Additional services being required c) Rationalisation of provision of services
Treasury Management and Fee Arrangements BHP operates two separate bank current accounts as follows: i. LBB Rent Income Account (Company 51) ii. BHP Operational Current Account (Company 61) Surplus funds on the BHP Accounts will be placed in the Nat West treasury market on a fixed rate interest-bearing investment. The BHP Services account expenditure will now be managed by BHP within the central FSC (Company 51) bank account. BHP will continue to invoice for the Management Fee as equal monthly payments one month in advance and normally receive payment from the Council on the first of each month, one month in advance, which will be paid into the BHP Operational bank account. As payment takes place one month in advance, there should be no cash shortages for revenue expenditure. In the unlikely event of a cash shortage, BHP will seek a loan from the Council and subsequently produce a report explaining why there is a shortage and how and when the loan is to be repaid. Payment Mechanism BHP purchase ledger invoices will be processed by the Finance Service Centre (FSC) and subject to the E-Procurement validation procedures they will make the necessary payments to suppliers. Payments for expenditure on the Operational side will be made from the BHP operational bank account, while payments on the Services side will be made from the Council (FSC) bank account. 46
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BHP will utilise its BHP Major Contracts account to pay suppliers which BHP has entered into Major Contracts with. BHP will then reimburse this account with the exact amount paid to suppliers from the FSC (Company 51) account. Reimbursement will only take place when payments have been raised on BHP Major Contracts account and will always exactly match payments raised to suppliers. These transactions are at all times open for scrutiny by the Council. The Council (Logica) will continue to pay the staff and will debit the Service Account with the monthly/weekly payroll totals for BHP. These costs will then be transferred to the BHP Operational Account. Receipts Invoices will be raised as appropriate by BHP, however the receipts will be banked and processed to the appropriate BHP bank account in line with appropriate accounting practice by the FSC. Annual Accounts BHP will produce Limited Company Annual Accounts and Returns in accordance with the relevant company laws and Accounting Standards. It will also produce the relevant information for the BHP Services Account to be amalgamated into the Council‟s statutory HRA Accounts in a format and to a timetable agreed with the council each year. It will ensure that the BHP Board approves the appointment of external auditors to conduct an audit of BHP‟s accounts in line with statutory and regulatory requirements. Surpluses at the year end Surpluses will be administered in accordance with the Management Agreement and statutory and regulatory requirements relating to limited companies. Payment for Services provided by or to the Council BHP will receive invoices from other Council departments for services provided. It will pay for the invoices from the appropriate bank account. Similarly BHP will invoice council departments for services provided and to administer the process in accordance with proper accounting practice. Delegated Authority/Authorised Signatories BHP will maintain its own scheme of delegated authorities, authorised signatories and associated procedures, in respect of contractual commitments undertaken in its own name.
BHP will follow the Council‟s scheme of delegated authorities in respect of contractual commitments on behalf of the Council. BHP operates budgetary control with budgets devolved to individual managers. These managers have delegated authority to purchase out of their own budgets.
There are 5 authorised bank signatories for the LBB Rent Income Account and 6 for the BHP Operational bank account. Each cheque over £3,000 for the BHP
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Operational and £5,000 for LBB Services account must be signed by at least 2 authorised signatories.
Financial Regulations and Contract Standing Orders
BHP has its own Financial Regulations and Contract Standing Orders to be used as a framework for conducting its business supplemented by advice/guidance issued from time to time by the Director of Finance.
Service Standards
BHP will ensure compliance with published accounting standards and with Companies Act requirements.
BHP will alert nominated Council officers promptly to any material financial problem emerging during the year from the preparation and review of management accounts and treasury management.
11. Capital Programme
2011/12 Capital Programme
BHP continued with the capital programme in 2011-2012, successfully completing a number of projects, spending £7.6 million in total and achieving a resident satisfaction rate of 96%. The table below summaries the main projects that formed the 2011-2012 programme including projects carried over from 2010-2011.
Project Name Description
The Groves External repairs, decorations, window repairs/replacement Craik, Crone, Winterleys, Gauntlett Front Fire Safety Doors & Mapes House Bell House Roof Replacement Roof Top Safety Installation of Roof Top Edge Protection Adaptations Aids and adaptations to council dwellings Emergency Lighting Installs Installation of emergency lighting systems in blocks.
Installation of signage and other fire Fire Safety Improvement works related safety works. Digital TV Aerial Installation Upgrading communal aerials to receive Programme digital TV signal. Insulation Programme Loft insulation and cavity wall insulation Electrical Safety Testing Electrical safety testing of dwellings Programme to Dwellings and associated remedial works Periodic Electrical Safety Tests & Electrical safety testing of communal
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Remedial Works (communal) areas and associated remedial works Heating Replacement boilers or new central heating systems. Asbestos Removal Programme Removal of hazardous Asbestos.
Lifts Works Replacement of lifts
2012-2013 Capital Programme
The value of BHP‟s 2012-2013 capital works programme is estimated at £16 million of which £8 million is allocated for Fire Safety works.
The table below summarises the projects that form the 2012-2013 programme.
Project Name Description
CAM Estate External repairs, decorations, window repairs/replacement, roof repairs Westcroft Court External repairs, decorations, window repairs/replacement Brill House, Burrmead Court, External repairs, decorations, window Chalfont House and Crispian Close repairs/replacement, roof repairs Frontenac External repairs, decorations, window repairs/replacement, roof repairs Loweswater Close Estate External repairs, decorations, window repairs/replacement, roof repairs South Kilburn Town Houses External repairs, decorations, window repairs/replacement, roof repairs, internal refurbishment Scattered Street Properties External repairs, decorations, window repairs/replacement, roof repairs Adaptations Aids and adaptations to council dwellings Fire Safety works Installation of fire doors and fire stopping works. Insulation Programme Cavity wall insulation Electrical Safety Testing Electrical safety testing of dwellings Programme to Dwellings and associated remedial works Periodic Electrical Safety Tests & Electrical safety testing of communal Remedial Works (communal) areas and associated remedial works Heating Replacement boilers or new central heating systems. Asbestos Removal Programme Removal of hazardous Asbestos. Emergency Lighting Installs Installation of emergency lighting systems in blocks.
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In 2012-2013, BHP will continue to limit the use of consultants and commission the majority of projects through in-house teams, thus ensuring efficiency savings.
12. BHP Owned Properties
On lst April 2011 BHP became a Registered Social Landlord with the Tenant Services Authority whose legal responsibilities have now transferred to the Homes & Communities Agency (HCA). This means that BHP is regulated by the HCA against standards set out in a new Regulatory Framework for Social Housing for the homes we own. This is in addition to a requirement to meet the „Consumer‟ standards set out in the Framework for social housing owned by the Council. During 2011 we have added to our directly owned homes including 25 units at Chapter Road, Dollis Hill and 2 houses at Ander Close, Wembley, offering a range of tenures to help meet housing need in Brent. BHP is the largest property owning ALMO in the UK. As at March 2012, we owned 331 properties.
The delivery of our new build and settled homes is supported by grant funding from the Homes and Communities Agency (HCA). As an Investment Partner with the HCA, we have added 101 completed settled homes during the last 12 months, supported by loan funding from Brent.
The properties we own are managed under a number of different schemes and tenancy types as outlined below:
Social Rented
85 properties were part of the first tranche of 110 properties (known a Granville New Homes) acquired by BHP. These properties were allocated exclusively to tenants transferring under the South Kilburn Regeneration. As a result, these tenants hold assured tenancies with preserved rights for all the statutory rights of secure tenants, for example, Right to Buy and Succession.
The preserved rights are only for those tenants who transferred initially, so if any of these tenancies come to an end, the new tenants will hold assured tenancies with no preserved rights.
During 2010-2011 and 2011-2012 BHP built 5 houses for social renting at Aldbury Avenue and Ander Close.
Depending on their circumstances, these tenants may be entitled to standard housing benefit payments to assist them with their rent
Intermediate Rented
These are 25 properties acquired as part of the 110 properties mentioned above. This is a keyworker scheme with rents below market rents. These tenants hold assured shorthold tenancies.
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Market Rented
These are 45 ex council one bedroomed properties acquired to fund the purchase of the 110 social rented properties. These properties are let at commercial rents to private individuals.
Settled Homes
We have 170 settled homes properties which span the boroughs of Brent, Barnet and Ealing. These 170 properties include 25 units built by BHP at Chapter Road, Willesden and completed in June 2012. They are family sized accommodation, predominantly flats and maisonettes. The people housed in these properties come directly off the council‟s housing register. The philosophy behind the allocation of these properties is to assist with the reduction of time spent by households in bed and breakfast accommodation, and also allow families to settle in area without the threat of upheaval every three to five years from lease renewals in standard temporary accommodation.
The properties remain settled temporary accommodation for those tenants for the duration of the mortgage, and will become their permanent homes once the mortgage is paid off. As a result, there is likely to be very little movement of tenants except in circumstances where their family size has changed drastically.
13. Governance and Monitoring Arrangements
ALMO Review In view of the governments reforms of the social housing sector including the move to a self-financing HRA and the fact that the management agreement between BHP and the council expires in the autumn of 2012 the Council commissioned an independent review of BHP by Navigant Consulting to test the most cost effective and efficient arrangements for the future delivery of the council‟s housing management service. Navigant‟s review considered a number of different options for the future delivery of housing services but only two were considered to be economically viable – retain BHP but as an enhanced „optimised‟ (more efficient model) or direct management by the council. The Council‟s Executive in July 2011 approved the option to retain BHP as an „optimised‟ ALMO model subject to consultation with residents. Consultation was undertaken during February and March 2012 and residents voted overwhelmingly in favour of retaining BHP. Board Scrutiny A Board Scrutiny Panel was set up to allow more council tenants and leaseholders to have real influence at the highest level within the organisation. A panel of resident representatives comment upon non confidential board reports prior to the reports being considered by the Board to allow Board Members to take into account residents‟ comments prior to making decisions on the reports. This demonstrates
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BHP‟s commitment to ensure Council tenants and leaseholders are at the very heart of decision making within our organisation. Monitoring As demonstrated in our performance management framework shown on pages 29 and 30 in this document, it is BHP‟s board of directors who have overall responsibility to monitor the performance of BHP against the landlord and strategic objectives and key performance indicators. BHP‟s main Board is now supported by 4 sub committees the function of which is the detailed scrutiny and monitoring of BHP performance in defined areas as well as managing routine decisions delegated to the sub committees. Committees and membership
BHP‟s one main Board is made up of the registered directors of the Company and comprises 6 residents (5 tenants and 1 leaseholder), 4 council nominees and 4 independent members. Following the death of a Council Board Member during the year one new Council Board Member appointment was made in July 2011. One tenant member resigned in July 2011 and will not be replaced due to a decision to reduce the overall size of the Board during 2011-2012 from 15 to 12 members to bring BHP in line with the size of boards of many similar organisations.
The main Board must meet at least quarterly and during the financial year 2011- 2012 met 8 times including an AGM in September 2011. It is responsible for strategic decisions such as managing the Company and, as the ultimate decision making body, it is also the focus of accountability for the Council as the sole shareholder.
Following the recommendation by the Council‟s Executive in July 2011 a governance review of BHP was undertaken focusing on the board constitution and make up, community engagement and consultation arrangements and council liaison mechanisms. A number of recommendations for improvements in the organisations governance arrangements will be implemented during 2012-2013.
The Board has reduced its previous 6 sub committees to 4 merging the New Homes and Development sub committees into the Service Delivery Sub Committee. The sub committees are:
Finance and Audit
This sub committee has full delegated powers to monitor and assess the finances of the Company, to approve the budgets, and to receive internal and external audit reports and review the company‟s risk map. The membership of this sub committee, for this period, consisted of 7 board members, 4 independent members, 3 resident members and 1 co-opted member who has specialised financial experience. The Director of Finance attends all meetings in a non-voting capacity.
Ethics and Standards committee is part of the Finance & Audit sub committee which meets annually to review, develop and monitor the Company‟s Code of Conduct for Board Members and any other relevant ethics or standards documents. In addition the committee follows a detailed procedure when hearing allegations against Board Members. The procedure is designed to ensure that the Ethics and Standards 52
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committee has an effective, fair and transparent hearing process and to assist Board Members who are the subject of a complaint. The procedure is the same for all Board Members and co-opted Members and mirrors that being used by the Council. To date there have been no complaints or allegations against Board Members.
Service Delivery
The main role of this Sub Committee is to monitor key performance delivery and business objectives and determine any corrective actions necessary. It is also responsible for reviewing the Company‟s strategy and capital programme. The membership of this Sub Committee, for this period, consisted of 8 Board members, 1 independent member, 2 council members and 5 resident members. The Interim Chief Executive and Heads of Departments attend as required in a non-voting capacity.
The Community Fund Panel is part of the Service Delivery Sub Committee. Each year the Community Fund Panel award grants to community organisations that carry out projects which benefit Brent council tenants. Individual grants up to a maximum of £5000 can be awarded. During the year the Panel awarded grants totalling £30,658.42 to 14 separate community projects. The membership of the Panel for this period consisted of 6 Board members, 2 independent and 4 resident members.
Personnel – Remuneration
This Sub Committee has delegated authority to approve changes to the terms and conditions of services for the Company staff. It also has a role in reviewing human resources policies and procedures, staff training plans, staff remuneration and the employee relations machinery. The membership of this Sub Committee, for this period, consisted of 7 Board members, 1 council member, 1 independent member and 5 resident members. The Head of Corporate Services attends all meetings in a non-voting capacity.
Board Remuneration
This sub committee has delegated authority to approve annual payments to Board members based on a policy and terms of reference agreed by the main Board. The membership of this sub committee for this period consisted of 5 Board members, 2 independents, 1 council members and 2 resident members.
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