Delivery Plan 2009-12

Stockport Homes DeliveryPlan

2009-2012

Stockport HomesDelivery Plan: April 2009 – March 2012

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Mission:

To deliver a customer-driven service, providing quality homes where peoplewant to live

Aims:

To provide an inclusive service, which values its diverse communities, empowers

its staff and makes effective use of its resources.

To ensure that all of our homes meet the Decent Homes Standard by 2010 and

are then maintained to that standard, as a minimum.

To deliver high quality housing services that continues to improve and meet

customers’ needs and aspirations.

To deliver consistent, clear and well-publicised services to tenants and

leaseholders which proactively seek to improve our estates in partnership with

customers.

To provide appropriate accommodation (temporary and permanent) and support

for the most vulnerable and socially excluded.

To make a real contribution to the Council’s wider strategic and housing

objectives. Helping to build social inclusion and safer sustainable

neighbourhoods.


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Foreword

Stockport Homes is a not for profit Arms Length Management Organisation (ALMO),limited by guarantee and wholly owned by Stockport Council. It is responsible forproviding the majority of the housing services on behalf of the Council, whilst theCouncil has retained its strategic role. Stockport Homes and the Council are workingclosely together to ensure the provision of high quality services to all customers ofStockport Homes.

In August 2006, Stockport Homes achieved three stars with excellent prospects forimprovement following the Audit Commission inspection in June 2006. Whilst this isundoubtedly a major achievement for Stockport Homes, the organisation is now overthree years old and since then progress in housing service delivery has been rapid.There have been many achievements both for the entire organisation and also withinspecific services. In line with Stockport Homes’ commitment to delivering a‘customer driven service,’ the organisation has undergone two CharterMarkassessments and has met 100% of the criteria on both occasions. This reflects highstandards of customer care delivered by the organisation and its partners. Morerecently, the Housing Need and Support Service has continued to demonstrateexcellent service provision achieving ‘A’ ratings for all three TemporaryAccommodation Schemes and Resettlement Services from Supporting Peopleinspections. These accomplishments recognise the hard work of staff in providingexcellent services for vulnerable people.

A notable area of achievement in the last year is the development work that hasstarted as part of the National Affordable Housing Programme 2008-11. StockportHomes was the first ALMO to be awarded a Social Housing Grant from the Homesand Communities agency (previously Housing Corporation), this is despite StockportHomes being one of the later round ALMO’s and still undertaking work to meet theDecency Standard. This Grant will be used to develop 17 new high quality homes.Over the next year this work is set to grow with further development opportunities. Itis hoped that this will further improve the quality of life for people in the Borough andstrengthen Stockport Homes’ commitment to a strong and effective partnership withStockport Council.


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Introduction

The Delivery Plan supports the Management Agreement between Stockport Homesand Stockport Council, which defines how the organisation will operate and deliverits services to customers. The Plan is forward looking over three years and isupdated annually. The main elements of the Plan include Stockport HomesStrategic Priorities and targets for the next three years, how Stockport Homes andthe Council will work together to deliver strategic objectives for Stockport Council,governance arrangements and financial management including the capitalprogramme.

This is because Stockport Homes is much more than a landlord and contributes to arange of strategic priorities at a local, regional and national level.


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1 Governance

The governance arrangements for Stockport Homes are set out in the Memorandumand Articles of Association. The Management Agreement governs the relationshipbetween the Council and Stockport Homes.

Stockport Homes’ Board of Management

The Board is the main decision making body with responsibility for the strategicdirection of the organisation. It is accountable for the performance of the Companyacross its full range of responsibilities and activities.

The Board consists of 13 members from three constituent groups with five TenantRepresentatives, four Independent Members and four Local Authority Members(Councillors). It is supported by four Sub-Groups; Finance and Audit, HumanResources and Governance, Maintenance and Investment and Performance, all ofwhich have clear Terms of Reference. The Board and Sub-Groups are supported bythe Governance Team, which use a range of different tools to ensure theeffectiveness of the Board’s decision-making. This includes the Forward Plan andproformas (which ensure the right decisions are been made by the right group),Action Monitors and clear reporting lines between the Sub-Groups and the Board.

Board Training and Development

The Board Training and Development Plan and the Governance Improvement Planare both important tools for the personal development of the Board which is key tomaximising the effectiveness and efficiency of leadership of Stockport Homes. EachBoard Member has a Personal Development Plan (PDP), which records theirindividual training needs assessed against core competencies. This forms the basisof the Board Training Plan for each year. This is also informed by training anddevelopment needs identified a part of each Member’s annual Performance andDevelopment Review (PDR).


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2 Valuing Employees

Stockport Homes is a medium sized organisation (406.5 establishment as at 1 April2009) which is well known in the local community. In recognition of this, an effectiveHR Strategy is in place, which has recently been reviewed and revised to ensure itnot only meets the needs of Stockport Homes and its workforce but is also reflectiveof the community it serves.

Stockport Homes’ HR Strategy 2009-11 is a framework for applying peoplemanagement practices to achieve business outcomes. It recognises that employeesare the most important assets of an organisation and the way in which they aretrained, developed, rewarded and motivated influences how services are delivered.The Strategy determines the kind of employer Stockport Homes aims to be and setsout how this will be achieved with a view to seeking appropriate accreditation viaInvestors In People and Top 100 employer’s status. It has six Strategic Themes ofHealth and Well Being, Pay and Reward, Performance Management, PeopleManagement, Staff Involvement and Employee Relations, and Equality andDiversity. Implementation of the Strategy will be achieved through the Action Plan,whose progress is monitored by Stockport Homes Management Team and HR andGovernance Sub Group.


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3 Financial Management

Financial Independence

Stockport Homes sets its own budgets within the overall Management Fee (seeSection: Income below) paid by the Council. The financial operations aremanaged through the Board in line with clear delegation authority to staff.Since its incorporation, Stockport Homes has been able to demonstrate itsfinancial independence from the Council, by having its own Bank Account(s)with The Co-operative Bank PLC and being independently audited.

Financial and Budget Management

Stockport Homes performs a number of financial management functions. Theseare as follows:

o Managing and accounting for the Housing Revenue Account (HRA) on adaily basis, with Stockport Council maintaining overall responsibility;

o Sets its own budget within the overall framework of the ManagementFee paid by the Council and other income streams;

o Managing and accounting for the Board approved budget;o Monitoring and Accounting for spend on the Capital Programme.

Stockport Homes has responsibility for managing and accounting for the HRAon a day-to-day basis with Stockport Council maintaining overall responsibility.This includes the production of the budget and statement of accounts forpresentation to the Council for approval; the preparation and submission of allstatutory returns and subsidy returns, including information, to the Communitiesand Local Government (CLG). Stockport Homes is also responsible formodelling the major HRA factors (stock loss, subsidy, rent collection and voidassumptions, etc) in order to support the budget process.

Stockport Homes sets a budget that is approved by the Board on an annualbasis. The Finance Team provide monthly management accounts to ensureeffective management control. This includes allocating any spare resources tothe highest priorities and take appropriate action if there are additional budgetpressures.

A revised Treasury Management Policy was approved by the Finance andAudit Sub-Group of the Board in September 2008. This Policy givesassurances that there are clear and transparent processes to follow andprovides protection for Stockport Homes and its employees.

Income

The Council pays a Management Fee to Stockport Homes for the provision ofservices. The vast majority of the Fee is paid from the Council’s HousingRevenue Account (HRA). The Fee for 2009-10 is £21,757 million.

The Management Fee does not include sums used to fund certain strategichousing monitoring and HRA administration costs retained by the Council.


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While the Management Fee is the main income for Stockport Homes, Table 1below outlines all income elements for Stockport Homes’ activities.

Table 1 – Stockport Homes’ Budget 2009-10

Income Stream 2009-10 Allocation (£’ 000)

Management Fee from HRA 21,757

General Fund Contributions 320

Supporting People Grant 1,374

Other Grant income (including CLG) 55

Capitalised costs (payable by SMBC) 1,121

Internally Generated Income – PMS 4,130

Income allocated from reserves 156

Income from customers and miscellaneous 2,297

Water commission and recharge for costs 480

TOTAL INCOME 31,690

Value for Money

Stockport Homes is committed to achieving Value for Money in all serviceareas and has a VFM Strategy and accompanying VFM Action Plan for 2008-11, which was approved by the Board. This demonstrates the organisation’scommitment to deliver an economical, effective and efficient service tocustomers and achieve value for money in everything it does. It also provides aframework for ensuring that Stockport Homes’ improves in line with nationallegislation and guidance (for example, the Gershon Review and 2007Comprehensive Spending Review). The main principles of the VFM Strategyare to:

Provide a tool through which the organisation can measure continuousimprovement and a better service to customers. Success against this willbe achieved through increased customer satisfaction across services;

Provide a robust approach to demonstrating efficiency. Success againstthis will be achieved through 3% + efficiency gains captured through theEfficiency Log, Stockport Homes’ Annual Efficiency Statement (AES), theannual cost benchmarking undertaken through Housemark, and excellentperformance against National Indicator 1791.

Detail Stockport Homes’ Procurement Methodology, which is a crucialfactor in the delivery of value for money services that are economicallyviable.

1National Indicator 179: Total net value of ongoing cash releasing VFM gains that impacted

since 2008-9


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4 Capital Investment Programme

Capital Funding and Expenditure

Stockport Homes was allocated £105 million up to 2010 to be used forexpenditure related to meeting the Decent Homes Standard which includes anelement (5%) for carrying out works that assist with improving the sustainabilityof properties and estate environments.

Stockport Homes has a good track record of spending the budget inaccordance with agreed priorities and this has lead to the CLG (Communitiesand Local Government Department) bringing forward future year’s allocation offunding as they have confidence Stockport Homes would be able to spend themoney effectively. This has been repeated this year with the CLG agreeing to£5m of the CLG ALMO funding to be brought forward into the financial year2009/10 from 2010/11.

Table Two outlines the different funding streams available for the next threeyears.

Table 2 – Funding streams available

Funding Source 2009/10£’000s

2010/11 2011/12

CLG ALMO Funding 26,199 14,622 0

Other Supported Borrowing 754 754 754

Major Repairs Allowance (MRA) 7,869 8,026 8,187

Adjustment for 2008-9 overspend -288

TOTAL 34,534 23,402 8,941

Table Three illustrates projected expenditure across capital programme worksfor 2009-10. The programme and expenditure for this budget is approved bythe Maintenance and Investment Sub-Group.

Table 3 – 2009-10 Projected Capital Programme Works and Expenditure

Capital programme works 2009-10 Projected


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Expenditure £’000s

Kitchen and bathroom replacements 15,419

Heating replacements and storage heaters 2,600

Roofing 1,230

Lift replacement 1,000

Rewires 2,700

Sustainability works 1,100

Concierge 1,200

Property conversions 100

Overcladding and roofing of non-traditional properties 2,040

DDA & FRAS works 1,800

Carecall Upgrade 450

Non Decent Homes Work 2,300

Planned Maintenance 500

Miscellaneous Works 1,095

Major repairs and contingency 1,000

TOTAL 34,534

Performance and Future ProjectionsTable Four below describes the last three years performance in meeting theDecent Homes Standard based on the Best Value Performance Indicator (BV184) methodology:

Table 4 - Decent Homes Performance to date

Table Five shows the projected performance in reaching the target of 100%Decent Homes by 2010.

Table 5 – Decent homes forecast to 2010/11

Decent Homes Forecasts 01/04/09 01/04/10 01/04/11

No. of properties 11,498 11,5032 11,495

Stock reduction (including RTB) 94 12 8

Decent homes 9,497 10,974 11,495

Non-decent homes 2,001 529 0

% non-decent homes 17 4.6% 0

5. Stockport Homes Strategic Priorities 2009-12

Stockport Homes has an embedded continous improvement framework,including the Service Improvement Plan (SIP), which has been developed overthe last three years. It provides a clear plan of activity to ensure sustainedimprovement across all areas of activity. During 2008-9, the SIP was reviewed

2This figure includes 17 new build

2006-7 2007-8 2008-9% PropertiesDecent 61% 75% 83%


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and revised following consultation with managers, staff and the Council. Theresultant SIP is more strategic and has been incorporated into the DeliveryPlan. This will be supported by Directorate Plans, which include more detail ofhow Strategic Priorities will be achieved.

Stockport Homes Strategic SIP covers a three year period and consists of 12Strategic Priorities. Table Six lists all Strategic Priorities and how these will beachieved. The Strategic SIP will be monitored by Stockport HomesManagement Team and Performance Sub Group.


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Table 6 – Strategic SIP Priorities 2009-12

Strategic Objective How will it be achieved Main Link to StockportHomes Aim

Further improve services,stretching the boundaries forexcellence

Ensuring all customers have the opportunity to influence servicesthrough a comprehensive Customer Involvement Strategy

Develop overarching ASB strategy Ensuring gap analysis completed for all KLOEs Integrating the Concierge Service at Bredbury Creation of a Virtual Repairs Service Ensuring an excellent Concierge Service is delivered Integration of the Sheltered Housing Management Service Introducing a range of health related initiatives for customers Offering people the chance to move to more appropriate

accommodation

To deliver high quality housingservices that continues toimprove and meet customers’needs and aspirations.

Enhance access to services,particularly for vulnerablecustomers

Ensuring needs of disabled customers are met by all services Reviewing and delivering Customer Access Strategy and Action Plan Delivering Diversity Action Plan Ensuring communication for staff and customers is effective and fit for

purpose Review of Choice Based Lettings (Homechoice) Successful completion of second Refugee Gateway Protection

Programme Working in partnership with AGMA Local Authorities to secure a

regional Gateway Protection Programme

To deliver consistent, clearand well-publicised services totenants and leaseholderswhich proactively seek toimprove our estates inpartnership with customers.

To provide appropriateaccommodation (temporaryand permanent) and support


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Implementing Year 2 of the Furnished Tenancies Business Plan Successful tender of two year Supporting People funded Family

Intervention Project Commence modelling negotiations and negotiations for Dispersal

Contract post 2011 Replace existing Carecall call handling system

for the most vulnerable andsocially excluded.

Maximise contribution tosocial inclusion

Implementation of Financial Inclusion Strategy Developing and embedding Social Inclusion Strategy Improving understanding of customer base Research and development of regional CBL Further development of consultation and involvement for Homechoice

and Housing Options

To make a real contribution tothe Council’s wider strategicand housing objectives.Helping to build socialinclusion and safersustainable neighbourhoods.

Ensure an integrated assetmanagement framework isdelivered

Implementing a new integrated asset management system Implementing the Asset Management Strategy Action Plan

To ensure all of our homesmeet the Decent HomesStandard by 2010 and arethen maintained to thatstandard, as a minimum.

Deliver a culture ofcontinuous improvement

Recognising excellent working practice through accreditation Documenting and reviewing the framework for continuous improvement Embedding risk management Reviewing Financial Regulations Ensuring performance is comparable to the highest performers


Build on the culture that Becoming top 100 employer To provide an inclusive


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promotes staff empowermentand well being

Delivery of HR Strategy and Action Plan service, which values itsdiverse communities,empowers its staff and makeseffective use of its resources.

Ensure strategic direction isfocussed and challenging,securing the long termviability of the organisation

Work with Stockport Council to review Management Agreement Implementing outcomes of the HRA subsidy review Undertaking an option appraisal for Stockport Homes Working with the Stockport Housing Partnership including Stockport

Council to ensure affordable housing provision in Borough Ensuring Board has the skills and capacity to deliver effective

governance Commencing review of the Allocations Policy and Homelessness

Strategy


Ensure a robust financialframework for growthopportunities, ensuringcompliance and viability

Business Plan 2009-12 produced Consolidate New Build financial models that align with Development

Strategy


Ensure ICT effectivelydelivers service objectivesand improvements

Investigation and implementation of electronic document managementsystem

Implementation of IT Best Value Review Improvement Plan Research and develop online application facility for Homechoice Develop re-housing information on website (video advice)



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Embed a Value for Moneyculture

Ensuring monitoring of efficiencies integrated into service improvement Provision of budget management training Establishing challenging and effective contact management Maximising income to deliver enhanced services Maximising partnership working Ensuring robust monetary controls in place for Technical Services

To provide an inclusiveservice, which values itsdiverse communities,empowers its staff and makeseffective use of its resources.

Implement a robustframework for policy andstrategy development andreview

Embedding effective quality assurance systems Review of policies and procedures Ensuring agreed working practices reflect agreed standards for

strategies, policies and procedures


Embed sustainable practicesacross the organisation

Developing ‘green’ working practices throughout the organisation Ensuring capital and revenue investment in sustainable

neighbourhoods supports the Council’s neighbourhood regenerationschemes.



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6 Working with Stockport Council

Stockport Homes, contributes and delivers Stockport Council’s wider strategicobjectives. This section highlights the main priority areas that Stockport Homesworks in partnership with Stockport Council.

Corporate Area Assessment (CAA)

The CAA has been introduced to ensure local priorities are joined up by partneragencies in any one Borough. It concentrates on the customer experience andwhat outcomes have been achieved for local communities. It looks at howpublic services work together, as well as at an individual organisations’performance. An important factor in this assessment is how Stockport Councilworks with all its partners, including Stockport Homes to achieve local prioritiesin the community. Stockport Homes will continue to contribute to StockportCouncil’s wider strategic objectives which will have a positive impact on theCAA.

Worklessness

The recent and anticipated increase in unemployment is causing widespreadconcern throughout society and at all levels of government. Tacklingworklessness is at the top of the government’s policy agenda and locallyStockport Homes plays an important role in a wide range of areas directlylinked to reducing worklessness in the Borough. Worklessness amongst peoplein social housing is disproportionately higher than other groups.

Stockport Homes has been proactive in this area of work and not only see theirrole as a landlord but part of the broader community as a whole. A newWorking Communities Strategy has been approved by Stockport Homes Board.It is aimed both at people who have never worked, and at people who haveworked in the past but are currently out of work. The three priority areas foraction are;

- deliver at least one three month long project to help long termunemployed residents to access training, education or employment;

- create effective links to engage young people in positive activities toencourage them to achieve their potential, and work closely withagencies that promote people from underrepresented groups andencourage applications for employment;

- enhance recruitment and selection process to make employmentopportunities more accessible.

Financial Inclusion


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The current economic climate poses significant challenges to many customersin managing their finances. Stockport Homes will continue to work closely withthe Council’s Debt Advice Team and the Citizens Advice Bureau (CAB) aimingto increase tenants’ capacity to pay.

Stockport Homes have produced a Financial Inclusion Strategy with an actionplan for implementation. The initiatives included within the action plan broadlyseek to address the following three areas:

o Maximising customer income - benefits advice, savings, insurance,bank accounts

o Minimising customer debt - preventative work, affordable credit, debtadvice

o Building Financial Capability and Awareness

Stockport Homes will play a major role in the Mortgage Rescue Schemelaunched by the Government in helping families in risk of repossession due tothe economic downturn. Stockport Homes in conjunction with Money Advicewill carry out financial assessments and assess eligibility criteria for applicantsand refer them to the Register Social Landlord (RSL) Zone Agent.

Building Sustainable Neighbourhoods

Stockport Homes is involved in a number of estate improvement initiatives thatcontribute to Stockport Council’s wider sustainability priorities and link to theNeighbourhood Renewal Strategy. These include (but are not limited to) thedevelopment of Neighbourhood Plans and partnership working with Play andDevelopment and Environmental Services.

Stockport Homes is a strategic partner on the Safer Stockport Partnership andwill continue to work with the Partnership to support delivery of joint ambitionsand pooling resources where appropriate.

As a signatory to the Respect Standard, Stockport Homes HousingManagement and Services are delivered in line with this. Key priorities forStockport Homes are to;

o Develop of an overarching Anti-social Behaviour Strategy to bringtogether existing policy, practice and planned improvements;

o Undertake more work with excluded groups (particularly young people)through the newly appointed ASB prevention worker aiming to improvecitizenship with young people.

Stockport Homes will continue to play a role in the Stockport IntensivePartnership Sweep (SIPS) which have been recognised as good practicenationally. Three SIPS have already been completed in Cherry Tree, TownCentre and Bredbury with a fourth being currently planned for Brinnington. Akey focus for each SIPS will be to develop initiatives that promotessustainability of the immediate area.


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Water Rate Collection

Stockport Homes will collect the water charges of all its customers on behalf ofUnited Utilities. This will result in extra income for Stockport Homes ascommission for collection which can then be re-invested to improve the qualityof services delivered to customers. The method of collection forms part of therent collection of tenants. This means that gross rent charges will include anelement for the water charges and would be paid directly to Stockport Homesrather than United Utilities.

Stockport Homes will work with the Council to determine how the extra revenuewill be re-invested to further improve the services delivered to customers.

Delivering Affordable Homes

Stockport Homes status as a development partner with the Homes andCommunities Agency (HCA) provides a great opportunity for the Council toembark upon a significant new build programme for the future. StockportHomes would become a primary development partner in Stockport. WhilstCouncil’s will also be able to access HCA grants in the near future, it isadvantageous for Stockport Homes to take on this task on behalf of the Councilas it has all the necessary expertise within its organisation to deliver theprogramme.

In addition to this, Stockport Homes works closely with the Stockport HousingPartnership and the six partner Registered Social Landlords to deliver highquality services to all customers and maximise the availably of affordablehousing.

The Council have helped shape the Stockport Homes Development Strategyi.e. types, numbers, sizes linked to the findings of Housing Needs assessment.The Council will provide loan facilities and land at discounted or nil value tomake individual schemes financially viable.

Option Appraisal: The Future of Council Housing Stock

Decent Homes funding will expire in July 2010 and one of the majorchallenges for Stockport Homes is to maintain the stock at a decent level afterthat date. In recognition of this, a comprehensive Stock Condition Survey willbe undertaken in 2009 that will refresh the existing information. This will thenfeed into the new Asset Management and Sustainability Strategy. Once theStrategy is approved it will outline how this will be implemented and financedover a 30 year period and will in turn link to the Option Appraisal process ofevaluating the future viability of the ALMO.

Overcrowding Strategy

Stockport Homes will support the Council in the development of anOvercrowding Strategy which will consider:-

o Changes to the Allocation Policy;


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o Ensuring Stockport Homes’ Development Strategy supports thebuilding of more family, adapted homes and acquiring more homesthrough Right to Buy buy-backs;

o An incentive scheme to address under occupation.

Equipment & Adaptation Service

Stockport Homes Equipment & Adaptation Service includes the managing,commissioning and physical delivery of equipment and adaptations to allcouncil owned properties. Stockport Homes works strategically with theCouncil to ensure a tenure blind service.

During 2009-10 Stockport Homes will undertake a Service Review, using BestValue principles to ensure that the service provides a quality service and usesthe budget effectively and efficiency.

All Our Tomorrows Strategy

The All Our Tomorrows Strategy was developed by Stockport Council andrelevant agencies including Stockport Homes who will continue to play animportant role in its implementation. The Strategy aims to improve all aspectsof the lives of older people in the Borough. Stockport Homes, not only willprovide housing related services but also in partnership with other agencies willhelp deliver the other key priorities of the Strategy such as health & well being,stronger & safer neighbourhoods, getting out and about, providing informationand engaging with older people to maximise their economic aspirations andincome. Stockport Homes will work in partnership to support the overallStrategy including;

o To raise awareness of the dangers of excess cold to older customers intarget areas;

o To establish a monitoring and evaluation system on the role of telecarein the Extra Care programme, once the programme is live;

o Actively market the Care-call Scheme to older residents of Stockport toensure as wide a market as possible is targeted;

o Remodelling of a sheltered housing scheme in Marple into Extra Carehousing as part of the Marple arm of the wider development of ExtraCare Housing;

o Development of a strategic partnership approach to addressing fuelpoverty across the Borough.

Energy Efficiency

Stockport Homes will play a key role in reducing fuel poverty in the Boroughand particularly amongst Stockport Council tenants. The promotion of energyefficiency in the Borough will be shared between the Council and Stockport


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Homes. Stockport Homes will support delivery of the Climate ChangeProgramme and towards the National Indicator NI 1853 in reducing CO2emissions.

Stockport Homes will explore the opportunity to use more renewable energywhere appropriate and reduce energy consumption within its estates such asreviewing investigating the replacement of existing boiler plant with Biomassboilers and its energy sources/tariffs on communal areas.

3 National Indicator 185: CO2 reduction from Local Authority operations


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7 Performance Management

Stockport Homes performance management framework is embedded from thetop through the Delivery Plan, Corporate Scorecard and SIP; to the frontlinethrough individual and team targets. This allows Stockport Homes to focus onareas that are essential to the success of the entire organisation,recommending corrective action when required. The Board has a PerformanceSub-Group in recognition of the importance it places on effective performancemanagement.

Realistic but challenging targets have been negotiated and agreed through arobust process. This includes an annual performance review including latestbenchmarking information in relation to top performers. This includescomparing with other three star ALMO’s. Only when this information isevaluated and presented to the Chief Executive, will a target be agreed andpresented to Management Team and Board for approval.

The Performance Sub-Group and Management Team also regularly reviewperformance using a traffic light system. Service Managers attend the Sub-group to discuss performance not on target, to ensure corrective action is takenin a timely manner.

At the year end 2008-9, performance indicators in the Corporate Scorecardshowed the greatest improvement in the last three years, as 94% of indicatorswere either on or above target for the year. This excellent result can beattributed to high quality services that continue to get better. Table Sevendetails year end performance and future targets against Stockport Homes’ keyperformance indicators.

Customer Involvement

A Performance Customer Action Group exists to discuss with customers on aregular basis current performance of Stockport Homes. While this groupfocuses on corporate performance management e.g. balanced scorecard,customer feedback and service standards, the service specific Customer ActionGroups focus on service improvement and performance management of theirrespective services. These include Stock Investment and Repairs, Tenancyand Estate Management, Diversity, Homechoice and Adaptations, CustomerInvolvement, Sheltered and Income Management (Rents). This ensurescustomers influence improvements across all service areas.

In addition to the Customer Action Groups a formal constituted Tenants’Federation exists. This is an umbrella group made up of representatives fromTenant and Resident Associations. The Federation campaigns on the behalf ofTenants and Resident groups for improved services and has been working withStockport Homes (and previously the Housing Service) for over five years.

Council Monitoring


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The Council believes fundamentally that effective monitoring of the ALMO isbest undertaken by its Board and customers. However, many Stockport Homesperformance indicators feed into the Council’s assessment of performance asthey are either delivered wholly or partly by Stockport Homes and are reportedaccordingly.

Stockport Homes also provides copies of internal audit reports to the Council.As the sole Member, the Council will also receive Stockport Homes’ AnnualReport and Audited Accounts on a yearly basis.

Supported Housing Services are monitored through the Supporting PeopleQuality Assessment Framework (QAF) and Service Review procedures, inaddition to Stockport Homes’ performance monitoring.

Risk Management

Stockport Homes operates a framework that effectively identifies and thenmanages risks that could prevent the organisation meeting its objectives. TheCorporate Risk Register identifies key risks and how they are managed.Stockport Homes’ Board regularly reviews activities to assess risk includingnew business opportunities and a robust case is developed before newactivities are pursued.

Continuous Improvement

Stockport Homes seeks continuous improvement and uses a number ofmechanisms to ensure its success. These include:

Benchmarking services and performance and sharing good practiceusing external benchmarking services such as Housemark, HousingQuality Network (HQN) and the National Federation of ALMOs (NFA).

Undertaking annual internal audits across key service areas usingexternally appointed consultants – Deloitte and Touche.

Implementing a programme of Best Value Reviews to ensure servicesare competitive, provide value for money and reflect customer priorities.

Listening to customer feedback and providing a menu of differentcustomer involvement opportunities. This allows customers to getinvolved in scrutinising services and performance through methods suchas mystery shopping, peer review and customer inspections.


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Table 7 – Corporate Scorecard Future Targets 2009-2012

Customer Quadrant

Ref Definition ResponsibleOfficer

2008-9Target

2008-9Actual

Target2009-10

Target2010-11

Target2011-12

NI 14 Customer contact which is unavoidable New 26% Under review

NI 156 The number of households in temporaryaccommodation

Elaine Dishong 25 24 23 22 21

NI 158 The proportion of stock that is non-decent at thestart of the year

Mark Hudson 25% 17% Under review

C 1 The percentage change in the proportion of non-decent dwellings between the start and end ofthe financial year

Mark Hudson 32% 32% 64.7% 100% -

C 2 The percentage of responsive (but notemergency) repairs for which the Authority bothmade and kept the appointment

Mark Hudson 92% 94% 94% 97% 98%

C 3 The percentage of urgent repairs completedwithin government time limits

Mark Hudson 97.5% 97.8% 98% 99% 99%

C 4 The average number of days (working days) forthe completion of non-urgent repairs

Mark Hudson 12.5 days 12.5 days 11.5 days 8 days 8 days

C 5 Energy efficiency – the average SAP rating of LAowned dwellings (1-100)

Mark Hudson 78 To follow 80 81 82

C 6 % customers satisfied that their views were takeninto account

Sandra Coleing New 71% Biennial 74% Biennial

C 7 Customer satisfaction with the complaintsprocedure as a % of customers who respondedto the survey

Sandra Coleing 94% 94% 96% 97% 98%

C 8 Overall customer satisfaction with the RepairsService

Mark Hudson 95.5% 95.6% 96% 96.25% 96.5%


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2008-9Target

2008-9Actual

Target2009-10

Target2010-11

Target2011-12

C 9 Overall customer satisfaction with InvestmentWorks

Mark Hudson 91% 92.6% 93% 94% 95%

HM 23 % anti social behaviour cases where thecustomer was satisfied that the ASB had beenresolved

April Higson 90% 90.2% 92% 94% 96%

HM 27 % customers satisfied that they were kept up todate with the progress of their ASB complaint (inaccordance with the agreed action plan)

April Higson 90% 91.6% 94% 95% 96%

C10 Percentage of gas services completed as apercentage of those due

Mark Hudson 100% 100% 100% 100% 100%

C11 Number of improvement works completed as %of the target

Mark Hudson New N/A

C12 % customer satisfaction with the CaretakingService

April Higson New N/A 70% 75% 80%

Community Quadrant


2008-9Target

2008-9Actual

Target2009-10

Target2010-11

Target2011-12

NI 142 % vulnerable people who are supported tomaintain independent living

Elaine Dishong New N/A Under review

NI 185 % reduction in CO2 emissions from StockportHomes activities

Mark Hudson New N/A Under review

CO1 Number of hate crimes reported April Higson New N/A 34 37 41

CO2 % estate inspections rated at least good April Higson New N/A 90% 92% 95%

CO3 Number of support hours provided byResettlement

Elaine Dishong New N/A 10,920 Contract toAug 2010

Contract toAug 2010


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Organisational DevelopmentRef Definition Responsible

Officer2008-9Target

2008-9Actual

Target2009-10

Target2010-11

Target2011-12

OD 1 Total number of days lost to sickness per employee Sandra Coleing 8.75 days 8.33 days 7.75 days 7.5 days 7.25 days

OD 2 % days lost to sickness Sandra Coleing 3.47% 3.27% Deleted for 2009-10

OD 3a Overall staff satisfaction with working at StockportHomes

Sandra Coleing N/A – nosurvey in2008-9

68%(2007-8)

70% 72% 75%

87.3% (open)OD 3b % staff who believe that Stockport Homes is an openand honest employer

Sandra Coleing N/A – nosurvey in2008-9 79.1%

(honest)

82% 84% 86%

OD 4a Total number of employees receiving training anddevelopment as a % of the entire workforce

Sandra Coleing 95% 99% 95% 96% 97%

OD 4b The average attendance on training anddevelopment courses as a % of those who attendedthe course

Sandra Coleing 90% 97.6% 98% 98.5% 99%

OD 4c % of attendees satisfied that the training course metits objectives

Sandra Coleing 90% 94% 95% 96% 97%

OD 4d (i) % staff with a live PDP in last 12 months(ii) % staff with completed PDR in last 12 months

Sandra Coleing N/A (i) 93%(ii) to follow

98%98%

98.5%98.5%

99%99%

OD 5a Proportion of leavers as a % of staff in post Sandra Coleing 15% (+/- 2%) 16.6% 14% (+/-2%) 12% (+/-2%) 12% (+/-2%)

OD 5b Average length of service (%) Sandra Coleing N/A 5 years Deleted for 2009-10

OD 6a Average time (weeks) to advertise new posts Sandra Coleing N/A To follow 14 days 13 days 12 days

OD 6b Average time (weeks) taken to recruit to vacantposts

Sandra Coleing N/A 13.6 weeks 14 weeks 13 weeks 12 weeks

OD 7a Number of accidents and incidents (% change) Sandra Coleing + 5% 14.1% +5% -2% -2%

OD 7b Number of health and safety audits carried out Sandra Coleing N/A 8 10 10 10

OD7c Number of health and safety breaches Sandra Coleing New N/A 0 0 0


26

Value for Money


2008-9Target

2008-9Actual

Target2009-10

Target2010-11

Target2011-12

VFM 1 Rent collected by the ALMO as a proportion ofrents owed on Housing Revenue Account (HRA)dwellings

Sue Goodman 98.59% 98.3% Under review

VFM 2 Average void cost Mark Hudson £2,000 £1,622 £1,950 £1,900 £1,800

VFM 3 Average time taken to re-let empty properties(calendar days)

April Higson 25 days 24 days 22 days Under review

VFM 4 Average weekly management costs (£) Sue Goodman £13.26 £12.99 £14.52 £14.87 £15.22

VFM 5 Stockport Homes budget: Forecast expenditureagainst the target set for the year

Sue Goodman N/A £725kunderspend

98% 98.5% 99%

VFM 6 Percentage of local authority tenants evicted as aresult of rent arrears

Sue Goodman 0.6% 0.88% 0.8% 0.7% 0.6%

VFM 7 Percentage rent loss due to vacant properties April Higson 1.03% 0.97% 0.9% 0.85% 0.8%

VFM 8 Average repair costs (£) Mark Hudson £85 £84 £80 £75 £70

VFM 9 % Carecall charges collected as a % of thosedue

Sue Goodman 98.59% 98.4% 98.5% 98.7% 98.9%

VFM 10 % Water charges collected as a % of those due Sue Goodman New N/A 96% 97% 98%

VFM 11 % invoices paid on time Sandra Coleing New N/A 92% 94% 96%

VFM 12 % Service Contracts where efficiencies havebeen made

Sandra Coleing N/A 57% 60% 65% 70%

NI 160 Satisfaction of tenants with the overall serviceprovided by their landlord

Sandra Coleing N/A 83% Biennial 84% Bi-ennial

VFM 13 % actions in the Value for Money Action Planthat are completed or on target

Sandra Coleing N/A 100% 95% 100% To bereviewed


27

Inside back cover

Stockport Homes’ Culture and Values

Our Culture - SMILE

SupportListen, respond and support each other in all of our diversity.

MotivatedBe motivated to act in the best interest of Stockport Homes at all times.

InnovateBe ambitious, encourage innovation, take calculated risks and learn fromexperience.

LearnGive and take challenge constructively and develop individual talents.

EnjoyBehave with integrity at all times while making work enjoyable whereverpossible.

Our Values – PRIDE

Performance OrientatedProfessional, performance driven organisation where people enjoy their work.

Risk TakingSupportive environment where people feel able to try new things, sometimes byleading and being first, and other times learning from other organisations.

InfluentialStaff, customers and stakeholders respect each other and influence what isdone and how people behave.

DevelopingCustomer driven, flexible, constantly learning and moving forward.

EfficientWorks efficiently to deliver significant results in the simplest way possible.

Documents

Delivery Plan 2009-12