Stockport Homes’
2010-2013Delivery Plan
www.stockporthomes.org
Contents
Foreword
1 Context1.1 Introduction1.2 TheVisionforStockportCouncilandStockportHomes1.3 StockportHomes:MissionandAims1.4 CultureandValues1.5 Governance
1.5.1 TheBoard1.5.2 BoardTrainingandDevelopment1.5.3 CustomerScrutiny
2 Resources2.1 Employees2.2 Finance
2.2.1 FinancialManagement2.2.2 Revenue2.2.3 Capital2.2.4 CapitalProgramme2010-11
2.3 TheFuture–HRASubsidyReview
3 ContributingtothewiderprioritiesoftheBorough3.1 Introduction3.2 TheStrategicPartnership
3.2.1 TheCouncilPlan3.2.2 TheHousingStrategy:AGoodPlacetoLive
4 PerformanceManagement4.1 PerformanceManagementFramework4.2 StockportHomesStrategicObjectives2010-134.3 PerformanceTargets4.4 CouncilMonitoring4.5 RiskManagement4.6 ContinuousImprovement
Table8: StrategicSIPObjectives2010-13Table9: CorporateScorecardFutureTargets2010-2013Table10: CouncilPlanIndicatorswhichStockportHomes contributesto
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StockportHomes’DeliveryPlan2010-2013
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StockportCounciliscommittedtodeliveringanexcellenthousingserviceandmakingdecisionsaboutthemanagementofhousinginconjunctionwithandinthebestinterestsoftenants.
ItisthisapproachthatledtotheArmsLengthManagementOrganisation(ALMO)beingestablishedinthefirstplace.BothStockportHomesandtheCouncilarepleasedthattheapproachhasprovedsosuccessfultodate.
StockportHomesisanexceptionalorganisation,achievingexcellencebothincustomerserviceandresourcemanagement.StockportHomeshasachievedrecognitionbothfortheirpositiveemploymentpracticeandservicedelivery.
• AssessmentasdeliveringExcellentServiceswith‘ExcellentProspectsforImprovement’bytheAuditCommissionontwoseparateInspections;thehighestawardpossible.
• CustomerServiceExcellenceAwardwithtopmarks.• InvestorsinPeople(IIP)Goldstatus.• SundayTimes‘BestPlacestoWorkinthePublicSector’.• ‘A’ratingsinSupportingPeopleAssessmentforTemporaryAccommodation
SchemesandResettlementService.• TelecareServicesAccreditation.
TherelationshipbetweenStockportHomesandStockportCounciliscriticalinbothgettingthemostfromStockportHomesandensuringtheycontributetotheCouncil’swideragenda.Itisinthiscontexttheoverallapproachandtermsofthisrelationshiphasbeenestablished.
StockportCouncilregardStockportHomesasakeypartnerandthereforeinvolvestheminmuchofthestrategicworkoftheCouncilandcommunicatewiththematalllevels.ThisiscoveredinmoredetailinthisPlan.StockportCouncilrecognisesStockportHomestobeanambitious,drivenorganisationwhichgeneratesfromwithinitselfthedriverstobothachieveexcellentperformanceandmaximisevalueformoney.ItisinthiscontextthattheCouncilwantstogiveitshousingmanagementcompanythespaceandopportunitytoproactivelymanageanddevelopitsownservices.
StockportHomeshasshownitselfableandwillingtoactinthebestinterestsoftheCouncilandalthoughtheCouncilneedstocontinuetomonitorandtestthis,theapproachoftheCounciloverallwillbeonebasedontrustandmutualrespecttoensurethatthecontributionsofbothorganisationscanbemaximised.
Foreword
DeliveryPlan2010-2013 3
RogerPhillipsChairofStockportHomes’Board
HelenFoster-GrimeExecutiveMemberforCommunities
TheDeliveryPlansupportstheManagementAgreementbetweenStockportHomesandStockportCouncil,whichdefineshowtheorganisationwilloperateanddeliveritsservicestocustomers.
ThePlanisforwardlookingoverthreeyearsandisupdatedannually.ThemainelementsofthePlanincludehowStockportHomesisresourced,theStrategicPrioritiesandtargetsforthenextthreeyearsandhowStockportHomesandtheCouncilworktogethertodeliverStrategicObjectivesforStockportCouncil.ThisisbecauseStockportHomesismuchmorethanalandlordandcontributestoarangeofstrategicprioritiesatalocal,regionalandnationallevel.
During2009,StockportCouncilworkedwithitsmanypartnersthroughtheLocalStrategicPartnershiptoagreeStockport’sSustainableCommunityStrategy–Stockport2020.TheCouncilhasagreedtoalignitsprioritieswiththosesetoutinthisStrategyandthisisdocumentedintheCouncilPlan.TheCouncilplacessignificantimportanceonprovidinggoodqualityhousingchoicesforresidentsandconsidersitessentialtosetstrategicobjectivestoachievethis.‘AGoodPlacetoLive’,theStockportHousingStrategyfor2010/15,providesthevisionforthistohappen.Thelinkagesbetweentheseplansarehighlightedbelow.
1.Context
1.1 Introduction
TheDeliveryPlanisastrategicdocumentthatissupportedbysupplementarystrategies(e.g.CustomerAccessStrategy,ClimateChangeStrategy,HomelessnessStrategyandValueforMoney(VFM)Strategy),DirectoratePlansandteamandindividualworkplans.Thisensuresthe‘goldenthread’,wherethewholeorganisationworkstowardsthesamegoalsandpriorities,isdelivered.
Stockport’s Sustainable Community
Strategy 2020
The Council
Plan
The HousingStrategy
StockportHome’sDelivery
Plan
The vision for the Borough of Stockport
The Council’s key priorities and
outcomes
Covers all tenures and sets out the long
term plans for housing
What Stockport Homes is planning to
achieve
DeliveryPlan2010-2013 4
1.2 TheVisionforStockportCouncilandStockportHomes
TheCouncilPlandetailshowtheCouncils’prioritieswillbeachieved.Theseprioritiesarehighlightedbelow.
DeliveryPlan2010-2013 5
CouncilPrioritiesAThrivingStockport
• Acompetitiveeconomywithadiverseandexpandingbusinessbasewhichattractshighearningsectorsandsupportshighemploymentacrosssectorsandskillslevels.
• AvibrantTownCentrecomplementedbyindividualdistrictcentreswhicharewellusedbyresidentsandwellservedbyretail,leisureandculturalfacilities.
• Aneducatedpopulationbenefitingfromhighqualityeducationalfacilities.• Anenterprisingculturewithahighlevelofinnovativebusinessstart-upsandsocial
enterprisesbylocalpeopleandpartners.
ASafer,StrongerStockport
• Cohesivecommunitieswherepeoplerespecteachother,andeveryonehassimilarlifeopportunitiesandagoodplacetolive.
• Engagedcommunitieswhoareempoweredtoengageandmakeapositivecontributiontolocalwellbeing.
• Lowcrimeratesmakingallourstreetssaferatanytimeofday.• Communityprideworkingtogethertoensureeveryonefeelssafeandsatisfiedwith
theirlocalarea.
AHealthyStockport
• Activepeoplewithlevelsofobesitywhichmaintaincurrentratesratherthancontinuingtorisetotheextentseeninpastdecades.
• Empoweredpeoplewhoaresupportedtomakepositivelifestylechoices,ultimatelyleadingtobetterhealthoutcomesforallStockportresidents.
• Independentpeoplewhobenefitfromhighqualityandaccessiblefacilitiesandserviceswhicharetailoredtotheirneedsandpreferencesandpreventdeteriorationofhealthandwellbeing.
• Peoplewithgoodemotionalandmentalhealthwhoareconfident,resilientandarewellsupportedbyfamily,friendsandservicestofacelife’schallenges.
AGreenerStockport
• Auniquebuiltenvironmentwhichpreservesourheritageandhashighqualitynewdevelopments.
• Excellentparksandopenspaces.• Asustainableapproachtothenaturalenvironment,improvingairquality,
minimisingouruseofnaturalresources,andmaximisingrecycling.• Goodconnectionswithexcellentpublictransportresultinginlesscongestion.
1.Context
DeliveryPlan2010-2013 5
1.Context
1.3 MissionandAims
StockportHomeshasembeddedMissionandAimstoensurethereisacommonpurposeandvisionfortheorganisation.
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 continue 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.
To deliver a customer-driven service,providing quality homes where peoplewant to live.
our mission:
our aims:
DeliveryPlan2010-2013 6DeliveryPlan2010-2013 6
DeliveryPlan2010-2013 7
1.4 CultureandValues
StockportHomesisclearaboutthesortoforganisationthatitwantstobe,whichisencapsulatedinitscultureandvalues.
PERFORMANCE • RISK TAKING • INFLUENTIAL • DEVELOPING • EFFICIENT
PERFORMANCE • RISK TAKING • INFLUENTIAL • DEVELOPING • EFFICIENT
PERFORMANCE • RISK TAKING • INFLUENTIAL • DEVELOPING • EFFICIENT
S U P P O R T • M O T I V A T E D • I N N O V A T E • L E A R N • E N J O Y
S U P P O R T • M O T I V A T E D • I N N O V A T E • L E A R N • E N J O Y
S U P P O R T • M O T I V A T E D • I N N O V A T E • L E A R N • E N J O Y
AND
Performance Orientated - Professional performance driven organisation where people enjoy their work.
Risk Taking - Supportive environment where people feel able to try new things, sometimes by leading and being first and other times learning from other organisations.
Influential - Staff, customers and stakeholders respect each other and influence what is done and how people behave.
Developing - Customer-driven, flexible, constantly learning and moving forward.
Efficient - Works effectively to deliver significant results in the simplest way possible.
Support - Listen, respond and support each other in all of our diversity.
Motivated - Be motivated to act in the best interest of Stockport Homes.
Innovate - Be ambitious, encourageinnovation, take calculated risks.
Learn - Give and take challengeconstructively and develop individualtalents.
Enjoy - Behave with integrity at all times while making work as enjoyable aspossible.
O U R V A L U E S O U R C U L T U R E
S U P P O R T • M O T I V A T E D • I N N O V A T E • L E A R N • E N J O Y
PERFORMANCE • RISK TAKING • INFLUENTIAL • DEVELOPING • EFFICIENT
SMILE
PRIDE
1.Context
DeliveryPlan2010-2013 7DeliveryPlan2010-2013 7
TheBoardisthemaindecisionmakingbodywithresponsibilityforthestrategicdirectionoftheorganisation.ItisaccountablefortheperformanceofStockportHomesacrossitsfullrangeofresponsibilitiesandactivities.
TheBoardconsistsof13membersfromthreeconstituentgroupswithfiveTenantRepresentatives,fourIndependentMembersandfourLocalAuthorityMembers(Councillors).ItissupportedbyfourSub-Groups:FinanceandAudit;HumanResources;Governance;MaintenanceandInvestment;andPerformance,allofwhichhaveclearTermsofReference.TheBoardandSub-GroupsaresupportedbytheGovernanceTeam,whichusearangeofdifferenttoolstoensuretheeffectivenessoftheBoard’sdecision-making.Thisincludesaforwardplanofforthcomingbusinessitemsandaprocessforensuringreportsarepreparedtoahighstandard.ActionMonitorsareusedtoensurethatcommitmentstofurtheractionsarefollowedupandthatanaudittrailofwhathasbeendoneiskept.
TheBoardLearningandDevelopmentPlanandtheGovernanceImprovementPlanarebothimportanttoolsforthepersonalandcollectivedevelopmentoftheBoardwhichiskeytomaximisingtheireffectivenessinleadingStockportHomes.EachBoardMemberhasaPersonalDevelopmentPlan(PDP),whichrecordstheirindividualtrainingneedsassessedagainstcorecompetencies.ThisformsthebasisoftheBoardLearningandDevelopmentPlanforeachyear.ThisisinformedbytraininganddevelopmentneedsidentifiedaspartofeachMember’sannualPerformanceandDevelopmentReview(PDR).
TheGovernanceTeamareleadingthedevelopmentofCustomerScrutiny.Thisdevelopmentisconsistentwiththeexpectationsofthecurrentregulatorforsocialhousing,theTenantServicesAuthority,andwillfacilitatethescrutinyofStockportHomes’servicesthroughacustomerpanel.StockportHomesinvitedexpressionsofinterestfromtenantswantingtobecomeinvolvedincustomerscrutinyandfourtenantsarecurrentlystudyinghowscrutinyisdevelopinginotherhousingandnon-housingorganisations.ThisinformationwillbeusedtodeveloptermsofreferenceandworkingmethodsfortheCustomerScrutinyPanelwhichwillgoliveinOctober2010.
1.Context
1.5 Governance
1.5.1TheBoard
1.5.2BoardTrainingandDevelopment
1.5.3CustomerScrutiny
DeliveryPlan2010-2013 8DeliveryPlan2010-2013 8DeliveryPlan2010-2013 8
2.Resources
StockportHomeshasastaffestablishmentof412.5FullTimeEquivalentposts(FTE)asat1April2010.
DeliveryPlan2010-2013 9
2.1 Employees
TheSundayTimes75BestPlacestoWorkinthePublicSectorlist,surveyed45,000employeesnationwide.Itstop20positionreflectsitsdedicationtomakingtheorganisationaplacewherepeoplewanttowork.Employeeswhoweresurveyedpraisedtheorganisationforhavingapositive,friendlyenvironmentwhereemployeesfeelhappyandmotivated.
SomekeyresponsesfromStockportHomes’employeesincluded:
• 84%thinktheorganisationprovidesagreatservicetocustomers• 81%believetheycanmakeacontributiontotheorganisationssuccess(thiswasthe
highestscore)• 78%ofstafffeeltheycanmakeadifference(thiswasthesecondhighestscore)• 70%areexcitedaboutwherethebusinessisgoing(onlyoneorganisationscoreda
betterresult).
In2009,StockportHomeswasawardedIiPGoldstatus,havingmetmorecriteriathanneededtoachievetheGoldstandard.Anumberofkeyareasofstrengthwerehighlighted,whichincluded:
• avalues-basedcultureofopennessandtrust• strongemployeeunderstandingofkeyperformanceindicators• strong,visibleleadership• acultureofinvolvementandempowerment• aneffectivelearninganddevelopmentstrategy• aneffectiveapproachtoequalityanddiversity.
AneffectiveHumanResourcesStrategyisinplace,whichensurespeoplemanagementactivitiescontinuetobereviewed,developedandenhanced.Itrecognisesthatemployeesarethemostimportantassetsofanorganisationandthewayinwhichtheyaretrained,developed,rewardedandmotivatedinfluenceshowservicesaredelivered.IthassixStrategicThemesofHealthandWellbeing,PayandReward,PerformanceManagement,PeopleManagement,StaffInvolvementandEmployeeRelations.EqualityandDiversityisakeystrategicthemerunningthrougheachoftheseareas.ImplementationoftheStrategywillbeachievedthroughtheActionPlan,whoseprogressismonitoredbytheHRandGovernanceSub-Group.
TheStrategydeterminesthekindofemployerStockportHomesaimstobeandthisisreflectedbyStockportHomes’successintheSundayTimes‘BestPlacestoWorkinthePublicSector’2010(number19outofashortlisted75)andInvestorsinPeople(IiP)Goldaccreditationin2009.
2.Resources
2.2 Finance
StockportHomescontinuestobuildontheachievementsthathavebeenevidencedoverthelast12months.TheHRStrategyActionPlanwillbecompletedinautumn2010andanewactionplanisunderdevelopmentinconsultationwithstaffandTradeUnions.TheorganisationwillsubmitanapplicationtotheSundayTimesBestPlacestoWorkforinthePublicSectorduringtheautumn.Aprojectteamhasbeenestablishedwhichwillensurethelearningfromtheresultsoftheprevioussurveycanbeenactedandthepositionof19thcanbeimprovedupon.
StockportHomessetsitsownbudgetswithintheoverallManagementFee(see‘Income’sectionbelow)paidbytheCouncil.ThefinancialoperationsaremanagedthroughtheBoardinlinewithclearlinesofdelegationtostaff.Sinceitsincorporation,StockportHomesisfinanciallyindependentwithitsownbankaccountandindependentauditors.
StockportHomesperformsanumberoffinancialmanagementfunctions.Theseareasfollows:
• ManagingandaccountingfortheHousingRevenueAccount(HRA)onadailybasis,withStockportCouncilmaintainingoverallresponsibility.
• Setting,managingandmonitoringitsownbudget.• ManagingandaccountingfortheBoardapprovedbudget.• Spending,monitoringandaccountingforspendontheCapitalProgramme.• Activetreasurymanagementofitsownresources.
StockportHomeshasresponsibilityformanagingandaccountingfortheHRAonaday-to-daybasiswithStockportCouncilmaintainingoverallresponsibility.ThisincludestheproductionofthebudgetandstatementofaccountsforpresentationtotheCouncilforapprovalandthepreparationandsubmissionofallstatutoryreturnsandsubsidyreturns,includinginformation,totheCommunitiesandLocalGovernment(CLG).StockportHomesisresponsibleformodellingthemajorHRAfactors(stockloss,subsidy,rentcollectionandvoidassumptions,etc.)inordertosupportthebudgetprocess.
StockportHomessetsabudgetthatisapprovedbytheBoardonanannualbasis.TheManagementTeamevaluatesandmonitorsmonthlymanagementaccountstoensureeffectivemanagementcontrol.Thisincludesallocatingadditionalresourcesfromefficienciestothehighestprioritiesontheground,andtakingappropriateactionifthereareadditionalbudgetpressures.ThisisthenpresentedtotheFinanceandAuditSub-GroupoftheBoardonaquarterlybasisforreviewandscrutiny.ThisSub-GroupisChairedbyaqualifiedAccountant.
2.2.1FinancialManagement
DeliveryPlan2010-2013 10
2.Resources
DeliveryPlan2010-2013 11
2.2.2Revenue
Table1–StockportHomes’Budget2010-11
StockportHomesiscommittedtoachievingValueforMoney(VFM)inallserviceareasandhasaVFMStrategyandaccompanyingVFMActionPlanfor2008-11.Thisdemonstratestheorganisation’scommitmenttodeliveraneconomical,effectiveandefficientservicetocustomersandachievevalueformoneyineverythingitdoes.
StockportHomes’totalrecordedefficienciesfor2009-10were£1,459,519or6.5%whenmeasuredagainsttheManagementFee.Achallengingtargetof8%overallefficiencyhasbeensetfor2010/11,equatingto£1,787,520.Thisisbasedonarealisticassessmentofwhatefficienciescanbemadeduring2010/11.
Differentprojectsinclude:reviewingcurrentpaymentmechanismswithinTechnicalServices,worksallocationmanagementthroughOpti-time,stockreplenishmentsystems,developinganApprovedSupplierListandVendorRatingSystemandtheorganisationalwiderolloutofthePECOSsystem.
TheVFMStrategywillbereviewedandrevisedin2010/11,withanewstrategyandactionplanbeinglaunchedin2011.ThisnewstrategywillfurtherstrengthentheapproachtoVFMatStockportHomesandbuildontheprevioussuccessesandachievements.
TheCouncilpaysaManagementFeetoStockportHomesfortheprovisionofservices.ThevastmajorityofthefeeispaidfromtheCouncil’sHousingRevenueAccount(HRA).TheFeefor2010-11is£22.601million.
TheManagementFeedoesnotincludesumsusedtofundcertainstrategichousingmonitoringandHRAadministrationcostsretainedbytheCouncil.WhiletheManagementFeeisthemainincomeforStockportHomes,Table1outlinesallincomeelementsforStockportHomes’activities.
IncomeStream 2010-11Allocation
(£’000)ManagementFeefromHRA 22,601GeneralFundContributions 320SupportingPeopleGrant 1,320Incomefromcustomersandmiscellaneous 2,600Capitalisedcosts(payablebySMBC/NewBuild) 1,217WaterCollectionIncome 467TOTALINCOME 28,525
2.Resources
2.Resources
StockportHomeswasallocated£105millionupto2010tobeusedforexpenditurerelatedtomeetingtheDecentHomesStandardwhichincludesanelement(5%)forcarryingoutworksthatassistwithimprovingthesustainabilityofpropertiesandestateenvironments.
Inaddition,theprogrammedeliveredandcontributedtothelongtermobjectivesofStockportHomes’AssetManagementStrategy.ThefundingstreamsfortheCapitalProgrammearedetailedinTable2.
Thesuccessoftheprogrammecanbedemonstratedinthefollowingtwotableswhichdetailtheperformanceanddeliverythathasbeenachieved.
Reachingthe100%decenthomesinJuly2010representsamajorachievementforStockportHomes.Thisachievementensuresthattheimprovementsinhousingassetscontributetothelongtermsustainabilityoflocalneighbourhoods.TherearearangeofadditionaladdedvaluebenefitsoftheProgrammewhichisdemonstratedinSection3ofthisPlan(seepage29).
2.2.3Capital
Table2– Fundingstreamsavailable
Table4– Decenthomesforecastto2010/11
Table3– DecentHomesPerformancetodate1
FundingSource 2009/10(£’000s)
2010/11 2011/12
CLGALMOFunding 26,199 16,622 TBCOtherSupportedBorrowing 754 754 754MajorRepairsAllowance(MRA) 7,869 7,828 8,015Adjustmentforprioryearoverspend (288) (235) TBCTOTAL 35,110 25,439 8,769
DecentHomesForecasts 01/04/09 01/04/10 01/04/11No.ofproperties 11,498 11,5032 11,495Stockreduction(includingRTB) 94 12 8Decenthomes 9,497 10,974 11,495Non-decenthomes 2,001 529 0%non-decenthomes 17 4.6% 0
2006-7 2007-8 2008-9 2009-10 July2010%Propertiesdecent 61% 75% 83% 95.4% 100%
DeliveryPlan2010-2013 12
2.Resources
1.BasedontheBestValuePerformanceIndicator(BV184)methodology.2.Thisfigureincludes17newbuildproperties.
2.2.4CapitalProgramme2010-11
DeliveryPlan2010-2013 13
Table5– 2010-11ProjectedCapitalProgrammeWorks andExpenditure
Followingtheattainmentofthestandard(July2010),detailedplansareinplacetokeepthestockuptotheminimumDecentHomesStandard.Thiswillbecomeincreasinglydifficultoverthemediumterm.Measuresareinplace,forexamplethroughthecontinuationofsmartercollaborativeprocurementandincreasingefficienciesgainedthroughresponsiverepairsserviceswhichwillallowadditionalfundstobere-directedasappropriateintoinvestmentactivity.However,theoutcomeoftheHRASubsidyReviewwilldeterminatetheamountofresourcesavailableforcapitalinvestmentinthefuture.
CapitalProgrammeWorks 2010-11ProjectedExpenditure£
Kitchenandbathroomreplacements 12,478,600Heatingreplacements(incl.districtandcommunal) 2,419,020Roofing 250,000Liftreplacement 1,820,000Rewires 609,206Sustainabilityworks 2,719,917Drainage 795,000Pre-paintpaintingandrepairs 546,373Overcladdingofnon-traditionalproperties 1,559,684Fireriskworks 734,010Miscellaneous 1,235,190TOTAL £25,167,000
StockportHomes’mainsourceofincome,theManagementFee,comesdirectfromtheHousingRevenueAccount.ThefinancingoftheHRAonanationalleveliscurrentlyunderreview.Thecurrentnationalsubsidysystem,themechanismthroughwhicheachindividualHRAhastowork,isout-of-date,basedonnotionalhistoricalfactors,andisrecognisednationallytobedefunct.Theresulthasbeenaproposalforaself-financingfuturefortheHRA,wherebyitwouldbelocallymanagedandcontrolled,producinganincreaseinavailableresources.ThefinaloutcomeofthispolicyproposalwillbeknownintheautumnandthereremainsoptimismthatthiswillofferasustainablefutureforthemanagementofCouncilhousinginStockport.
2.3 TheFuture–HRASubsidyReview
2.Resources
3. ContributingtotheWiderPrioritiesoftheBorough
3.1 Introduction
3.2 TheStrategicPartnership
TheStockportPartnershiphassevenstrategicpartnerships,describedinthediagrambelow.Housingisacross-cuttingthemerelevanttoallsevenstrategicpartnerships,andhasitsownoperationalpartnershipcalledtheStockportHousingPartnership.StockportHomesisrepresentedonseveralofthesepartnershipsincludingSaferStockportPartnership,StrongerCommunitiesPartnershipandtheEnvironmentalPartnership.TheoutcomescanbeevidencedinthefollowingsectionsontheCouncilPlanandtheHousingStrategy,whereStockportHomes’contributiontotheprioritiesisexplained.
TheStockportHousingPartnershipunitestheCouncilandthemainsocialhousingprovidersintheBorough,arepresentativeofwhichsitsontheStockportPartnershipBoardandisresponsiblefordeliveringmanyofthestrategicobjectivesrelatingtohousinginStockport.Theycollaboratetoensurethatbestpracticeissharedanddevelopmentopportunitiesaremaximised.
AsakeypartnerofStockportCouncil,StockportHomescontributesanddeliverstheCouncil’swiderstrategicobjectives.ThiscanbeevidencedthroughthethemedStrategicPartnerships,theCouncilPlanandtheHousingStrategy.
Stockport Partnership Board
Delivery Layer (operational partnerships)
Public Services Commisioners’ Co-ordiating Board
The Children’s
Trust Board
SaferStockport
Partnership
Stronger Communities Partnership
Stockport Health and Well-beingPartnership
EnvironmentPartnership
Stockport Economic Alliance
Stockport Learning &
Skills Partnership
DeliveryPlan2010-2013 14
DeliveryPlan2010-2013 15
TheCouncilPlansetsoutthestrategicdirectionfortheCouncilandprovidestheframeworktosupportthedeliveryoftheCouncil’skeyprioritiesandoutcomes.TheStockportCouncilPlan2010-11wasagreedattheCouncilMeetingon25February2010.PreviouslytheCouncilhadagreedtoalignitsprioritieswiththosesetoutinStockport’sCommunityStrategy-2020.ThisdecisionwasmadetoreflecttheCouncil’sleadershiproletheStockportPartnership.Therefore,StockportHomes’StrategicObjectivesandserviceimprovementsdirectlyaligntothewiderprioritiesofStockportasaBorough.
BelowarethenewprioritiesasdetailedintheCouncilPlan2010/11,highlightingwhereStockportHomescontributestowardstheCouncilPriorities.
CouncilPrioritiesStockport
Homescontributes
AThrivingStockport
• Acompetitiveeconomywithadiverseandexpandingbusinessbasewhichattractshighearningsectorsandsupportshighemploymentacrosssectorsandskillslevels.
¸
• AvibrantTownCentrecomplementedbyindividualdistrictcentreswhicharewellusedbyresidentsandwellservedbyretail,leisureandculturalfacilities.
• Aneducatedpopulationbenefitingfromhighqualityeducationalfacilities. ¸
• Anenterprisingculturewithahighlevelofinnovativebusinessstart-upsandsocialenterprisesbylocalpeopleandpartners.
ASafer,StrongerStockport
• Cohesivecommunitieswherepeoplerespecteachother,andeveryonehassimilarlifeopportunitiesandagoodplacetolive. ¸
• Engagedcommunitieswhoareempoweredtoengageandmakeapositivecontributiontolocalwellbeing. ¸
• Lowcrimeratesmakingallourstreetssaferatanytimeofday.¸
• Communityprideworkingtogethertoensureeveryonefeelssafeandsatisfiedwiththeirlocalarea. ¸
3. ContributingtotheWiderPrioritiesoftheBorough
3.2.1TheCouncilPlan
3. ContributingtotheWiderPrioritiesoftheBorough
CouncilPrioritiesStockport
Homescontributes
AHealthyStockport
• Activepeoplewithlevelsofobesitywhichmaintaincurrentratesratherthancontinuingtorisetotheextentseeninpastdecades.
• Empoweredpeoplewhoaresupportedtomakepositivelifestylechoices,ultimatelyleadingtobetterhealthoutcomesforallStockportresidents.
• Independentpeoplewhobenefitfromhighqualityandaccessiblefacilitiesandserviceswhicharetailoredtotheirneedsandpreferencesandpreventdeteriorationofhealthandwellbeing.
• Peoplewithgoodemotionalandmentalhealthwhoareconfident,resilientandarewellsupportedbyfamily,friendsandservicestofacelife’schallenges.
AGreenerStockport
• Auniquebuiltenvironmentwhichpreservesourheritageandhashighqualitynewdevelopments.
• Excellentparksandopenspaces.
• Asustainableapproachtothenaturalenvironment,improvingairquality,minimisingouruseofnaturalresources,andmaximisingrecycling.
• Goodconnectionswithexcellentpublictransportresultinginlesscongestion.
ThemanyvariedandpositivecontributesStockportHomesisundertakingtodeliverontheseCouncilPrioritiesisnowexplained.
DeliveryPlan2010-2013 16
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DeliveryPlan2010-2013 17
AThrivingStockport
• Acompetitiveeconomywithadiverseandexpandingbusinessbasewhichattractshighearningsectorsandsupportshighemploymentacrosssectorsandskillslevels.
• Aneducatedpopulationbenefitingfromhighqualityeducationalfacilities.
WorkingCommunities
Worklessnessamongstpeopleinsocialhousingisdisproportionatelyhigherthanothergroups.Therefore,StockportHomeshasbeenproactiveinthisareaofworkandnotonlyseetheirroleasalandlordbutpartofthebroadercommunityasawhole.StockportHomes’WorkingCommunitiesStrategyandassociatedActionPlanisaimedbothatpeoplewhohaveneverworked,andatpeoplewhohaveworkedinthepastbutarecurrentlyoutofwork.Thethreepriorityareasforactionare:• deliveratleastonethreemonthlongprojecttohelplongtermunemployedresidents
toaccesstraining,educationoremployment;• createeffectivelinkstoengageyoungpeopleinpositiveactivitiestoencouragethem
toachievetheirpotential,andworkcloselywithagenciesthatpromotepeoplefromunder-representedgroupsandencourageapplicationsforemployment;and
• enhancerecruitmentandselectionprocesstomakeemploymentopportunitiesmoreaccessible.
SeeSection4,page48,table9formoredetailonperformanceindicatorsandtargetsforsupportedemployment.
StockportHomeshasinvestedinarangeofinitiativestosupportcustomers,particularlyforthosemostatriskofexclusion,suchasex-offendersorpeoplewhoarehomeless.Projectsinclude:
• touch-screentechnologyforcustomerstolinkdirectlytojobhuntingwebsites;• comprehensiveresourcepacksforstaffandliteratureforcustomerstoadviseonthe
opportunitiesandresourcesavailable;• specialistagenciesworkingwithresidentsintemporaryaccommodationschemes;• adedicatedEmploymentSupportOfficerproactivelyaccessingandsupporting
customers,whohasassistedover100customerssinceOctober2009inaccessingeducation,employmentortrainingopportunities;and
Afutureprojectfor2010-11includesthedevelopmentofvolunteeringopportunitiesforcustomersacrosstheorganisation,enablingactiveengagementinservicedeliveryandopportunitiestodevelopskillsandsoemploymentopportunities.
StockportHomes’ResettlementServicesupportsvulnerablehouseholdstoexploreand
Continued
3. ContributingtotheWiderPrioritiesoftheBorough
accessarangeofeducationalandemploymentopportunities,addressingthespecificbarriersthatmightbepreventingsuchhouseholdsfromsecuringemploymentandidentifyinganddeliveringthepracticalandemotionalsupportthatwillovercomesuch.Thisisacrucialelementofthesupportplanningprocess.
AnEducatedPopulation
AnEducationalOfficerbasedintheAnti-SocialBehaviour(ASB)TeamworkswithschoolsandotherestablishmentstodeliverawarenessraisingsessionsonthethemesofpreventingASBaswellasraisinghomelessnessawarenessandthepracticalitiesofsettingupahome.TheOfficerhasworkedwithpupilsfromTheAceProject,HighfieldsSchoolforexcludedchildren,StockportConnexions,WernethSchool,OffertonSchoolandReddishValeTechnologyCollege.ManyofthepupilswhohavetakenpartarethemostdisaffectedyoungpeoplefromStockportCouncils’PriorityOneareas.Over70lessonshavebeendeliveredtodate,whichhaveincreasedtheawarenessofthenegativeoutcomesassociatedwithengaginginASB.
ThroughtheprocurementmethodsadoptedindeliveringtheDecentHomesProgramme,twoapprenticeshavebeenemployedperevery£1mspent.TheapprenticesincludepeoplefromtheNotinEmployment,EducationorTraining(NEET)group,whichprovidesacareerpathforsomeofthemostdisadvantagedyoungpeopleinStockport.
Workfor2010/11isplannedwiththeBrinningtonEducationalAchievementPartnership(BEAP).ThepartnershiphasarangeofdedicatedstaffineachoftheschoolswhohelptolinkthecommunityandtheschoolstomakesurethatallyoungpeopleinBrinningtonachievetheirfullpotential.SchemeswillberunduringtermtimeandthroughtheschoolholidaysaroundpertinentissuesincludingASB,homelessness,socialinclusionandenvironmentalsustainability.StockportHomes’EducationalOfficerparticipatedintheBEAP’s“GirlsAllowed”projectinsummer2010.Thisgavetheopportunitytotarget15ofthemostdisaffectedyoungwomeninthearea.Othersimilarschemesforyouthsintheareawillbepilotedwhichwillprovidefurtheropportunitiestoaddressimportantissueswithlocalyoungpeople.
3. ContributingtotheWiderPrioritiesoftheBorough
DeliveryPlan2010-2013 18
DeliveryPlan2010-2013 19
ASafer,StrongerStockport
• Cohesivecommunitieswherepeoplerespecteachother,andeveryonehassimilarlifeopportunitiesandagoodplacetolive.
• Engagedcommunitieswhoareempoweredtoengageandmakeapositivecontributiontolocalwellbeing.
• Lowcrimeratesmakingallourstreetssaferatanytimeofday.• Communityprideworkingtogethertoensureeveryonefeelssafeandsatisfiedwith
theirlocalarea.
TacklingASB
StockportHomesisastrategicpartnerontheSaferStockportPartnershipandwillcontinuetoworkwiththePartnershiptosupportdeliveryofjointambitionsandpoolingresourceswhereappropriate.AsasignatorytotheRespectStandard,StockportHomesservicesaredeliveredinlinewiththis.StockportHomes’Anti-SocialBehaviourStrategyhassixmainaimsandtheStrategyActionPlanaimstoensuretheseareachievedby:
• IncreasereportsofAnti-SocialBehaviourtoStockportHomes;• ImproveandincreasepublicityoftheASBservice;• ImplementeffectivemeasurestopreventCrimeandASBinyoungpeople;• Increasethelevelsofreportingofhatecrime,racialharassmentanddomesticabuse;• ImprovecustomerconfidencethatStockportHomesiscommittedtopreventingand
tacklingASB;and• ImprovesupportpackagesavailableforvictimsandwitnessesofASB.
ThecontinuingprioritytotackleAnti-SocialBehavioureffectivelyandthediverseandcontinuouslyexpandinglegal,regulatoryandpartnershipenvironmentswithinwhichStockportHomesoperate,makeitevermoreimportantthattheorganisationisequippedwiththenecessaryknowledge,skillsandconfidencetoprovideaqualityservice.ForthisreasonStockportHomesisacorporatememberoftheSocialLandlordsCrimeandNuisanceGroup(SLCNG),theUK’sleadinghousingbasedorganisationspecialisingindeliveringeffectivesolutionstoAnti-SocialBehaviour.Benefitsofmembershipareto:
• SharebestpracticeontacklingAnti-SocialBehaviour;• Influencenationalpolicyandpractice;• Driveperformancemanagementandimprovement;• AssisttheprofessionaldevelopmentofASBstaff;and• Promotepracticalandeffectivejointworking.
Futureprojectsfor2010/11includetheintroductionofaRestorativeJusticeScheme,a“FootballintheCommunity”eventduringtheschoolholidaysprovidingdiversionaryactivitiesforyoungpeople,anASBconferenceforcustomerstoraiseawarenessofwhatStockportHomesandpartneragenciescandototackleASBandaseriesof“StockportIntensivePartnershipSweeps”(SIPS)inpriorityareastacklingissuesofenvironmentalcrimeandASB.
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3. ContributingtotheWiderPrioritiesoftheBorough
3. ContributingtotheWiderPrioritiesoftheBorough
StockportHomes’ResettlementService,inconjunctionwiththeChildrenandYoungPersons’Directorate,hasrecentlysecuredfundingfromtheChallengeFundtodeliveraFamilyInterventionProjectwhichwillworkintensivelywithfamiliesexhibitingseriousandsustainedAnti-SocialBehaviour.TheprojectiscurrentlybeingimplementedandwillrununtilMarch2011.
EngagedNeighbourhoodsandSubstantiality
Aspartofcommitmenttodevelopingsustainableneighbourhoods£150,000hasbeensetasidetosupportanddevelopprojectsandactivitiesthatsupportwidersocial,economicandenvironmentalissues.ThisincludesprojectstosupportindividualASBcases(forexamplemakingphysicalimprovementstothepropertytomakethepersonfeelmoresecure)andprojectstosupporthotspotsinneighbourhoods.ProjectsdeliveredincludepartnershipworkwithGreaterManchesterPolicetoaddressissuesofillegalmotorcycling,alend-a-camscheme,projectslinkedtodiversionaryactivitiesforchildrenandyoungpeopleandenvironmentalcampaignsdeliveredinpartnershipwithKeepBritainTidyandtheNorthWestLiveabilityCampaign.
Inspring2010StockportHomes’CommunityFundwaslaunchedtoenableresidentsandcommunitygroupstoapplyforfundingtosupportneighbourhoodactivities,eventsandimprovementsintheirneighbourhoods.Anannualbudgetof£35,000issetasideandprojectsapprovedtodateincludesupporttoalocalcubgrouptoprovideactivitiesforchildrenandthepurchaseofnewequipment,andarangeofeventsandactivitiesforolderresidentslivingintheTownCentre.Afurther17bidshavebeenreceivedfromlocalgardening,dance,familyandchildrengroupstosupportdevelopmentofaecogarden,provisionofgardentools,playequipmentandarangeofactivitiesandevents.
TheEstateImprovementBudgetisanannualprogrammeof£400,000whichisavailableforcommunityledphysicalregenerationprojects;deliveredinpartnershipwithcustomersandkeystakeholdersacrossneighbourhoods.Customershaveidentifiedarangeofprojectstoaddressissuesthataffecttheirqualityoflife,includingimprovementstolandscapeareas,providenewfencing,lighting,andaccessimprovements.WorkingwiththelocalNeighbourhoodHousingOfficers,customersareinvolvedinthedesignoftheschemeandultimatelythedecisionastowhichprojectsaredelivered.
LowCrimeRates
Supportingthedrivetoreducere-offending,StockportHomesjointlyfunds(withProbationandSupportingPeople)adedicatedofficerworkingtoresolvehousingdifficultiesandhomelessnessforoffenders.InadditiontoworkingwithlocalprisonsandtheYouthOffendingService,thisworkeristhehousingelementofthemulti-agency‘Spotlight’initiativetargetinghighriskandprolificoffenders.ThisworkhassupportedSpotlightinachievinga38.5%reductioninre-offendinginrelationtothistargetgroup.Over300offenderswereassistedwithhousingissuesin2009-10,with80securingaccommodation,themajoritywithongoingsupport.
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DeliveryPlan2010-2013 21
StockportHomessupportsaSocialEnterpriseinitiativeinvolvingsixPriority,ProlificOffenders(PPOs)toworkonvoidclearances,kitchenandbathroomremovalandexternalworks.ThesixmonthsecondmentofPPOsleadstopermanentemploymentwithotheremployersandapathforthepeopletolearnatradeandbetrainedtoNVQlevel2.Oncethepilothasbeenfullyreviewed,theongoinggrowthopportunitieswillbeexplored.LinksthroughtothreeprisonsintheNorthWestarefacilitatedthroughtheProcurePlus(formallyknownasGMProcure)consortiumandindividual“routestowork”aredevelopedincludingtheprovisionofpersonalmentoringandtoolkitstoeachnewtrainee.
CommunityPride
Estatewalkaboutsencouragecustomerstotakeownershipandasenseofprideintheirneighbourhoods.Throughouttheyear,regularestatewalkaboutshavebeenheldacrosstheBorough,tohelpidentifyissuesthatimpactonthequalityofthelocalenvironment.Partnersincludingthelocalpolice,EnvironmentalServicesandCouncillorshaveattendedandarangeofissueshavebeenidentifiedasareasforimprovementfromfly-tipping,Anti-SocialBehaviour,streetlighting,graffitiandrepairs.Allissuesidentifiedareloggedandactionedandcustomersprovidedwithdetailsoftheactionstakentoaddressparticularissues.
SupportingRefugees
StockportHomeshasworkedtosupportcommunitycohesionbyfacilitatingtheintroductionofEnglishlanguagecoursestorefugeesandotherswhodonotspeakEnglishasafirstlanguage.TemporaryAccommodationSchemespromotediversityandinclusion,helpingnewresidentstosettleintotheirnewcommunities.Promotionalmaterialseekstodispelmythsaroundrehousing,suchasprioritybeinggiventoimmigrants.
WaterRateCollection
StockportHomescontinuestocollectthewaterchargesonallitstenantsonbehalfofUnitedUtilities.ThisresultsinextraincomeforStockportHomesascommissionforcollectionisre-investedtoimprovethequalityofservicesdeliveredtocustomers.StockportHomesworkswiththeCounciltodeterminehowtheextrarevenuewillbere-investedwithparticularemphasisonsupportingtheprioritiesintheCouncil’sNeighborhoodRenewalStrategy.Ascollectionperformanceimproves,associatedsurplusareexpectedtoincreasebringingfurtheropportunitiestoprovideserviceswhichwouldnothavebeenpossiblefromthenormalManagementFee.Keyoutcomestodateinclude:
• CustomershaveaccesstoadedicatedCitizensAdviceBureauDebtAdvisertoprovideconcertedsupportto200customerswithmultipleandcomplexdebts.In2009/10fromthe208referrals,£139kworthofnon-prioritydebthasbeenwrittenoffand£116kworthofadditionalbenefitsecuredforCounciltenants.
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3. ContributingtotheWiderPrioritiesoftheBorough
3. ContributingtotheWiderPrioritiesoftheBorough
• AWaterMeteringProjectOfficerhasbeenappointedandhasfacilitatedareductioninwaterchargesfor135customerstotalling£12,351.Afurther15customershavebeenassistedtosuccessfullyclaim£4,461ingrantsfromtheUnitedUtilitiesTrustFund.
• AppointmentofadedicatedEmploymentSupportOfficer(seepage17,WorkingCommunities,formoredetail).
• Two‘SuccessfulTransitions’courseshavebeencompletedwithGroundworktoincreaseskillsandconfidenceforlongtermunemployedcustomerslivinginBrinnington.AsecondcoursefromJanuarytoApril2010had12participants.Todate,threehavesecuredpaidplacementswithStockportHomesandonehassecuredpaidemploymentelsewhere,withseveralothersmovingintoqualificationstrainingorvoluntarywork.Furthercoursesareplannedin2010/11.
• TheappointmentofanEducationalOfficerbasedintheAnti-SocialBehaviourTeam,hasenabledStockportHomestoworkwithprimaryandsecondaryschools.MuchoftheworkhasfocusedonactivitiestoreduceAnti-SocialBehaviouraswellasraisinghomelessnessawarenessandthepracticalitiesofsettingupahome.ThefocuswillbeonPriorityOneareas.
• WelfareRightsattheCouncilhavecreatedanadditionalposttoenableeffectivetargetingofcustomerslivinginpriorityareas.Thispostcontactscustomersdirectly(e.g.facetofacehomevisits)andgivesadviceandassistancetohelpwithanybenefitmaximisation.Todatetheposthasattractedanadditional£100kwelfarebenefitsforcustomers.ThesebenefitsgainsareinadditiontothosesecuredthroughtheexistingservicecontractwithCAB.
DeliveryPlan2010-2013 22
AHealthyStockport
• Independentpeoplewhobenefitfromhighqualityandaccessiblefacilitiesandserviceswhicharetailoredtotheirneedsandpreferencesandpreventdeteriorationofhealthandwellbeing.
• Peoplewithgoodemotionalandmentalhealthwhoareconfident,resilientandarewellsupported.
AllOurTomorrowsStrategy
TheAllOurTomorrowsStrategywasdevelopedbyStockportCouncilandrelevantagenciesincludingStockportHomeswhowillcontinuetoplayanimportantroleinitsimplementation.ThestrategyaimstoimproveallaspectsofthelivesofolderpeopleintheBorough.StockportHomesnotonlywillprovidehousingrelatedservicesbutinpartnershipwithotheragencieswillhelpdelivertheotherkeyprioritiesofthestrategysuchashealthandwellbeing,strongerandsaferneighbourhoods,gettingoutandabout,providinginformationandengagingwitholderpeopletomaximisetheireconomicaspirationsandincome.
SupportingIndependence
CarecallprovidesaTelemonitoringandMobileWardenResponseservice24/7/365tobothvulnerableandolderresidentsofStockport.TheteamworkinpartnershipwithStockportCouncilontheSafeatHomeschemeprovidinganenhancedservicetothoseresidentswhoareassessedasbeinginahigherdependencyneed,butstillwantingtoremainindependentintheirownhome.AnewthreeyearservicecontractwasagreedbetweenStockportHomesandStockportCouncilinApril2010.InMarch2010,CarecallachievedaccreditationtotheTelecareServicesAssociationCodeofPracticeforallservicesprovidedandatthetimeoftheaward,theywereonlyoneofsevennationallytoreceivetheawardforallservicesprovided.CarecallareinvolvedinthepartnershipfortheStockportCouncilTelehealthcareBoardStrategywhichwillprovidedirectionforthedevelopmentofassistivetechnologywithintheBorough.
TheShelteredHousingTeamatStockportHomesmanagestheninetraditionalandoneExtraCareSchemebasedwithintheBorough.TheExtraCareSchemewaslaunchedinMay2009throughpartnershipworkingwithStockportCouncil,theDepartmentofHealthandStockportHomes,undertheGovernment’svisionofprovidinga‘homeforlife’.Theseschemesnotonlyprovideservicestoresidents,buttothewidercommunityintermsofholdingregulareventssuchas‘HealthyLivingOpenDays’atalltheschemeswheretenantsandlocalresidentshavebeenabletohavehealthchecks,learnabout‘cookingforone’andmeetlike-mindedpeopletoformrelationshipstocombatisolation.
HomelessnessStrategy
Havingledon,andbeenthemaindeliveryvehiclefortwopreviousHomelessnessStrategies,StockportHomesisnowformulatingthethird.Homelessnesshasmanycausesandimplications,butincludessignificantimpactsonhealth,
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DeliveryPlan2010-2013 23
3. ContributingtotheWiderPrioritiesoftheBorough
especiallymentalill-health.Thenewstrategywillincludeafocusontheseissues,aswellascontinuingastronglyalignedthemearound‘promotingindependence’whichhasbeencoretomuchoftheworkofthehomelessnessservicesprovidedbyStockportHomesformanyyears.Thereismuchevidenceofsuccess,suchasinthezeroreturnforrepeathomelessness.
SupportingVulnerableHouseholds
TheResettlementServiceprovidesindividual,tailored,floatingsupportservicestoarangeofvulnerablehouseholdsthroughouttheBorough,supportingsuchtoaccessappropriateaccommodation,set-uphomeandsustaintheirtenanciesonalong-termbasis.
Priortotheestablishmentoftheservice,vulnerablehouseholds(includingthosethatwerehomeless)oftensecuredtenanciesbutdidnothavethenecessaryskillsnorsupporttosustainsuch.Thisledtosuchtenanciesinevitablybreakingdownandhouseholdsfindingthemselveshomelessagain.Theservicesuccessfullysupportssuchhouseholdstogaintheskillsandknowledgetomaintaintheirtenancysuccessfullyonalong-termbasis.In2009/10atotalof322householdswereprovidedwithafullResettlementServicei.e.weeklyvisitstoservice-usersintheirownhomes.
AdaptationsService
StockportHomes’AdaptationsServicedeliversarangeofminorandmajoradaptationstoenabletenantswithdisabilitiesandhealthproblemstomaintaintheirindependencewithintheirownhomes,ensuringthatpropertiesdonotbecomedisablingenvironmentsandthattenantswhoarelessmobiledonotbecomesociallyisolated.Thebudgetforthedeliveryofadaptationshasincreasedyearonyeartomeetincreaseddemand;for2010/11thebudgetisjustover£814KandadditionalprovisionfoadaptationshasbeenmadewithintheDecentHomesCapitalBudget(£400k).
TheServicehasrecentlyundergoneacomprehensiveBestValueReviewinvolvingarangeofofficers,stakeholdersandservice-userswhichhasevaluatedallaspectsofservicedelivery.Aseriesofimprovementshavebeenimplementedincludingathree-tiertargetsystemforthecompletionofadaptationswhichmirrorspriorityawardedatassessment,increasedpublicityoftheservice,explorationofprocurementopportunitiesbypoolingpurchasingrequirementswithStockportCouncilandtheemploymentofanOccupationalTherapistatStockportHomes.
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3. ContributingtotheWiderPrioritiesoftheBorough
AGreenerStockport
• Auniquebuiltenvironmentwhichpreservesourheritageandhashighqualitynewdevelopments.
• Excellentparksandopenspaces.• Asustainableapproachtothenaturalenvironment,improvingairquality,
minimisingouruseofnaturalresources,andmaximisingrecycling.
EnvironmentalPartnership
StockportHomesisastrategicpartnerontheCouncil’sEnvironmentPartnershipandworkswithkeyservicestoimplementarangeofcleaner,greenerandsaferprojects.StockportHomesisamemberoftheNorthWestLiveabilityFoundationProgrammeandisworkinginpartnershipwithKeepBritainTidy,theNorthWestImprovementandEfficiencyPartnershipandStockportCounciltodriveimprovementsinlocalenvironmentalquality.
WorkinginpartnershipwithStockport’sEnvironmentalServices,areviewofexistingandpotentialareasforrecyclingfacilitieshasbeencarriedoutacrosstheBorough.Inadditionlocalareahousingteams,inpartnershipwithStockportCouncil,GreaterManchesterPoliceandpartnersincludingPureCafé,theMessageTrustandKeepBritainTidyhaveheldjointcommunitycleanupeventswithcustomers,childrenandyoungpeopletoraiseawarenessoftherecyclingandenvironmentalissues.
DeliveringAffordableHomes
StockportHomes’statusasadevelopmentpartnerwiththeHomesandCommunitiesAgency(HCA)providesagreatopportunityfortheCounciltoembarkuponasignificantnewbuildprogrammeforthefuture.ThisisapriorityobjectivewithintheHousingStrategy(seepage27formoredetail).
EnergyEfficiency
StockportHomeshasadedicatedClimateChangeStrategywhichsetsoutnewinnovatingwaysofgeneratingenergy,addresswasteandwaterminimisationandimplementenvironmentprotectionmeasures.TheClimateChangeStrategywasintroducedin2010andrunsuntil2015.Duringthisperiodtheaimsofthestrategywillbecarefullymonitoredtoensuresuccessfuldeliveryoftheobjectivescontainedwithintheactionplan.Keymeasuresfromthestrategyaredetailedbelow.
StockportHomesplayakeyroleinreducingfuelpovertyintheBoroughandparticularlyamongstStockportCounciltenants.ThepromotionofenergyefficiencyintheBoroughissharedbetweentheCouncilandStockportHomes.StockportHomessupportthedeliveryoftheClimateChangeProgrammeandtowardstheNationalIndicatorNI1851inreducingCO2emissions.StockportHomeshavesetaninternaltargetofreducingCO2emissionsby15%overthenextthreeyears.
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3. ContributingtotheWiderPrioritiesoftheBorough
3. ContributingtotheWiderPrioritiesoftheBorough
StockportHomeswillexploretheopportunitytousemorerenewableenergywhereappropriateandreduceenergyconsumptionwithinitsneighbourhoodssuchasreviewingthereplacementofexistingboilerplantwithBiomassboilersanditsenergysources/tariffsoncommunalareas.
StockportHomesarecurrentlydevelopinganEnvironmentalManagementSystem(EMS)toISO14001standard.Onceimplemented,thisEMSwillprovideastructuredapproachtoenvironmentalprotectionwhiledemonstratinglegalcomplianceandcommitmenttoreducethenegativeimpactsontheenvironment.
StockportHomesareafoundermember,alongwithotherALMOsandRSLs,oftheHorizonEnergyCoop(HEC).Thisnewlyformedco-operativewillworktosharebestpracticeandinnovation,provideasinglevoicefornegotiationswithutilitycompaniesforfunding,andofferfinancialbenefitswiththescalesofmassprocurementforrenewabletechnologies.
Tohelpcustomersmaximisetheirincome,StockportHomes’EnvironmentalOfficercarriesouthomevisitstoprovideenergyawarenessadvice.ThisservicewasintroducedinMarch2010,thereforeitistooearlytomeasureoutcomes,howeveritisanticipatedthiswillleadtoareductionincustomers’utilitybills.
ParksandOpenSpaces
AsaleadmemberofStockport’sPlayPartnership,StockportHomeshassupportedthedevelopmentof11newplayareasandsupportedarangeofplayanddiversionaryactivitiesacrosstheBorough.Thisincludesannualfundays,footballtrainingandtournaments,miniOlympics,EasterandChristmasactivitiesandadreamschemeproject(BringitonBrinnington)aimedtoencouragechildrentoactivelytakepartinimprovingtheirlocalneighbourhood.SuccessfulfundingbidstotheBigLottery(£140k)PlayBuilderprogramme(700k)andProcurePlus(97k)helptobuildandprovideactivitiesforchildrenofallages.Afurthersixnewplayareashavebeenidentifiedforimprovementduring2010-11.
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DeliveryPlan2010-2013 27
TheCouncilplacessignificantimportanceonprovidinggoodqualityhousingchoicesforresidents,andconsidersitessentialtosetstrategicobjectivestoachievethis.‘AGoodPlacetoLive’,theStockportHousingStrategyfor2010/15aimstoachievethis.Thevisionforthestrategyisasfollows:
“ToensurethateveryonehasaplacetoliveinStockport:• Thattheychoosetolivein.• Thatisingoodcondition.• Inwhichtheyfeelsafe.• Thatcontributestowardskeepingthemhealthy.• Thatachievesaslowacarbonfootprintaspossible.• Thattheycanaffordtolivein.• Inwhichtheyfeelpartofthecommunity.• Inwhichpeoplegetappropriatesupporttobeabletoliveindependently,successfully,
iftheyarevulnerable.• Wheretheycanaccesstheamenitiestheyneed.”
Inordertoachievethisvision,improvementwillbedeliveredthroughpriorityobjectivesassummarisedbelow.
AGoodPlacetoLive–PriorityObjectives
Quantity
1. Tomeettheneedandaspirationsforaccommodation,deliverchoiceandfacilitateeconomicgrowth.
2. Toprovidemoreaffordablehousing.
Quality
3. ToimprovetheconditionofhousingintheBorough.4. Tofacilitateregeneration,improvementandinvestmentintargetedneighbourhoods.5. Toprovidemoresustainablehousing.
People
6. Toprovideaccommodationchoiceandtohelptomatchtheneedandaspirationsofresidentstothehousingoffer.
7. Toensurethatequalityanddiversityisintegraltoallservicedelivery.8. Toensurethatcommunityengagementisintegraltoallservicedelivery.9. Toensurethatsocialinclusionisintegraltoallservicedelivery.
3. ContributingtotheWiderPrioritiesoftheBorough
3.2.2TheHousingStrategy:AGoodPlacetoLive
DeliveryPlan2010-2013 27
Quantity
1. Tomeettheneedandaspirationsforaccommodation,deliverchoiceandfacilitateeconomicgrowth.
2. Toprovidemoreaffordablehousing.
AllocationsPolicy
TheframeworkforprioritisingapplicantsfortheCouncil’ssocialhousingisamendedonaregularbasisandparticularlyrecentlyinresponsetonumerouslegislativechanges.TheBoroughwasanationalpilotinlookingatalternativestothetraditional‘waitinglist’andintroducedHomechoice,achoice-basedlettingsservicewhichisnowamodelcommonplaceacrossthecountryandisahugestepforwardintermsofallowingcustomerstoexpresschoice.Stockport’ssystemwasidentifiedaspositivepracticeintherecentAuditcommissionInspection.
NewguidancenownecessitatesanoverhaulofthelettingssystemandsoonbehalfoftheCouncil,StockportHomesisworkingwithCouncilcolleaguesonalargescaleprojectofconsultationandreviewoftheAllocationsPolicytobecompletedduring2011.Implementationwillcommenceonceexecutiveapprovalhasbeengiven,withdeliverydependentonthescaleofsystemre-engineeringrequired.
MaximisingStockStrategy
AssociatedwiththeAllocationsPolicy,anddevelopingconcurrently,aMaximisingStockStrategywillbringtogetherarangeofissuesandsolutionstohelpmakebestuseoffiniteresourcesandimprovetheoptionsavailabletoresidents.Thisincludesareviewofpoliciesandpracticesaroundunder-occupationandovercrowding.StockportHomesalreadycurrentlyprovidesapopularincentiveschemeencouragingthoseunder-occupyingaccommodationtodownsizeandthiswillbereviewedformaximumeffect.
AgeRestrictionReductionStrategy
Integraltotheabove,accesstopropertiesissignificantlylimitedbythehighlevelandwidespreaduseofagerestrictionsattachedtopropertiesthat,ineffect,preventtherehousingofthoseunder40yearsofageinmanyareasofStockport.AprojectisunderwaytoreviewtheAgeRestrictionStrategywiththeambitionofremovingmostagerestrictionsoverthelongertermexceptthosedesignatingaccommodationforolderpeopleinneedofsupport(suchasshelteredor‘group’schemes).
AsdemonstratedwiththeCouncilPlan,StockportHomesplaysakeyroleindeliveringtheseobjectives.Thisishighlightedinthebelowsection.
3. ContributingtotheWiderPrioritiesoftheBorough
DeliveryPlan2010-2013 28
Continued
AffordableHousing
In2008StockportHomesbecameapartneroftheHCA.Followingtheawardofpartnershipstatus,StockportHomessuccessfullybidforgrantfundingthroughNationalAffordableHousingProgramme(NAHP).ThishasonlybeenpossiblewiththefullsupportofStockportCouncil,supplyinglandatnilvalueandallowingStockportHomestoaccessprudentialborrowing.TodateStockportHomeshasreceivedgrantfundingfromtheHCAforthreeprojectsincludingLanternClose,MarlhillCloseandMendipClose.
LanternCloseisaschemeof17familyhomesforrentlocatedintheBrinningtonareaofStockport.Theprojectcomprises3x2bedbungalows,1x3bedfullywheelchairaccessiblebungalows,1x4bedfullywheelchairaccessiblebungalow,4x2bedhouses,6x3bedhousesand2x4bedhouses.Thescheme,completedinFebruary2010,wasdesignedtomeetlevelthreeofthecodeforsustainablehomesandthePoliceFlagshipScheme–SecureByDesign.
MarlhillCloseandMendipClosearetwoschemeswhicharecurrentlyinprogressandareduetocompleteinFebruary2011.Bothsiteswereformallyshelteredhousingschemeswhichweredemolishedastheywerefailingtomeettheneedsofcustomers.MarlhillCloseisaschemeof7x3bedhousesand2x4bedhouseslocatedinOfferton.MendipCloseisaschemecomprising2x2bedfullywheelchairaccessiblebungalows,5x2bedhousesand2x4bedhouses.BothschemeshavebeendesignedtomeetLifetimeHomes,astandardforaccessibilityandflexibilityaswellasSecureByDesign.Bothprojectsmeetlevel4oftheCodeforSustainableHomeswhichisabovetheminimumrequiredstandard.
Itisanticipatedthatafurthertwoprojectswillbefundedduring2010/11,WillowAvenueandBidefordRoad.WillowAvenueisagaragesiteinCheadleHulmeandtheschemewillcomprise8x3bedhouses.BidefordRoadisalsoagaragesitelocatedinOffertonandincludes4x3bedhouses.Bothprojectswillmeetlevel4ofthecodeforsustainablehomes.Thisisanestimatedprojectiononlyasgrantfundingfor2010/11iscurrentlyonholdpendingdecisionsbycentralGovernment.
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3. ContributingtotheWiderPrioritiesoftheBorough
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Table7showsthetargetssetforNI155(NumberofNewAffordableHousing)aslistedinStockportCouncil’sPlan2009-12.ThetableshowsStockportHomes’contributiontothesetargetstodateasnumbersofunitsandasapercentage,demonstratingthepositivecontributionStockportHomesisdeliveringonbehalfoftheCouncil.
Table7
2008/9(Baseline)
2009/10(Target)
2010/11(Target)
2011/12(Target)
Stockport(units)
146 100 120 120
StockportHomes(units)
0 17 18 TBC
StockportHomes(%)
0% 17% 15% TBC
3. ContributingtotheWiderPrioritiesoftheBorough
DeliveryPlan2010-2013 30
NewBuildProject
No.units 2008/9Grant
Received
2009/10Grant
Received
2010/11Anticipated
Grant
2011/12Anticipated
GrantLanternClose 17 £612,000 £408,000 0 0MendipClose 9 0 £439,000 £146,000 0MarlhillClose 9 0 £439,000 £146,000 0BidefordRoad 4 0 0 £130,000 £130,000WillowAvenue 8 0 0 £260,000 £260,000TOTAL 47 £612,000 £1,286,000 £682,000 £390,000
Table6:NewBuildunitnumbersandgrantfundingreceipts
DecentHomesPlusStandard
TheDecentHomesStandardisaminimalstandard.StockportHomestakestheviewthatahigherstandardisrequiredtomeetcustomerexpectations.Throughconsultationwithcustomers,StockportHomeshaveadaptedaDecentHomesPlusStandard.Thisincludes,amongstothers,theprovisionofshowersasstandardaspartofthebathroominstallation,floorandwalltiling,fullredecoration,smokealarmsasstandard,securebydesigndoorsanddoubleglazedwindowsandadditionalsockets.Aswithallelementsoftheprogramme,thecustomerisofferedachoiceofcomponentswhereverpossible.Theseprojectshavehelpedtoimprovethequalityoflifeforcustomersandaddressmanyofthesafer,cleaner,greenerissues.TheProgrammehasbeentargetedtoaddressthegreenagendaandfuelpoverty.Examplesofthetypesofworksinclude:
• ThefinishingofthewindowanddoorreplacementprogrammewherePilkingtonKGlass(lowemissivitycoatedenergyefficientglass)hasbeenused.
• Thecontinuationoftheover-claddingworkstothemulti-storeyblocksandnontraditionalproperties.TheseworksreflecttheaspirationsoftheClimateChangeStrategy.
• Thereplacementofroofswhichhavereachedtheendoftheirdesignlife,thisincludedtheupgradingofloftinsulationtoaminimumof250mmthickness.Upgradingtheloftinsulationcanprovidesavingsupto£100peryearwithapaybackofbetweentwoandthreeyearsforatypicalthreebedroomsemidetached.
• Thereplacementofexistingbackboilerswithcondensingboilers,whichprovidea33%improvedseasonalefficiency.
Theenergyefficientmeasure,carriedoutaspartoftheDecentHomesPlusProgramme,hashadamajorimpactonthethermalcomfortofStockportHomes’customers.SincethestartoftheProgrammeayearonyearimprovementinSAPratingshasbeenrecordedwitharatingof80beingachievedin2009/10,thisrepresentsthesecondhighestaverageratingforanyALMOinthecountry.
Continued
Quality
3. ToimprovetheconditionofhousingintheBorough.4. Tofacilitateregeneration,improvementandinvestmentintargetedneighbourhoods.5. Toprovidemoresustainablehousing.
3. ContributingtotheWiderPrioritiesoftheBorough
DeliveryPlan2010-2013 31
SustainableNeighbourhoods
ToprovideaneffectiveandsustainableapproachtoaddressinginequalitieshighlightedintheNeighbourhoodRenewalStrategy,StockportHomesistakingtheleadondevelopinganeighbourhoodmanagementmodelinBrinningtonandOfferton.TocomplementtheneighbourhoodmanagementapproachStockportHomeshasdeveloped17NeighbourhoodActionPlans.Eachplanhasbeendevelopedinconsultationwithcustomers,partnersandstaffandsuchissuesasthelocalenvironment,communitysafety,worklessness,financialinclusionandaccesstosafeplayfacilities,allofwhichhavebeenidentifiedasimportantissuesinhelpingtoensurethelongtermsustainabilityofneighbourhoods.
StockportHomeshasdevelopedNeighbourhoodPlansinconsultationwithcustomersandkeypartners.ThesebringtogetheridentifiedissuesandsolutionsintoonecohesiveplanenablingpooledresourcesandjointworkingtodeliversharedobjectivesinlinewiththeCouncil’sneighbourhoodrenewalthemes.
3. ContributingtotheWiderPrioritiesoftheBorough
DeliveryPlan2010-2013 32
People
6. Toprovideaccommodationchoiceandtohelptomatchtheneedandaspirationsofresidentstothehousingoffer.
7. Toensurethatequalityanddiversityisintegraltoallservicedelivery.8. Toensurethatcommunityengagementisintegraltoallservicedelivery.9. Toensurethatsocialinclusionisintegraltoallservicedelivery.
Diversity
StockportHomeshasclearstrategiesforCustomerAccessandEqualityandDiversity.ThestrategiesandaccompanyingactionplanswerecreatedinconsultationwithcustomerstoensuretherearenobarrierstocustomersaccessingStockportHomes’servicesandopportunities.StockportHomesstrivestoidentifyitscustomers’needsandprovideavarietyofwaystoaccessservicesincludingpromotingaccesstoservicesinarangeofformatsandlocationsandcontinuallymonitoringandimprovingcustomeraccess.AllServiceManagersreceiveregularcustomerprofileinformationtoenableservicestobeshapedtomeetthechangingneedsofthepopulation.
CustomerInvolvement
CustomerinvolvementisattheheartofeverythingStockportHomesdoes.Whilstthereisadedicatedcentralisedteam,customerinvolvementisseenasallstaff’sresponsibility.ThereisacomprehensiveCustomerInvolvementStrategywhichsitsalongsidethePartnershipAgreementwhichhasrecentlybeenreviewed.ThiswaspartofthesuccessfulbidasapilotforTenantServicesAuthority(TSA)LocalStandards:TenantEmpowerment.Thereisanembeddedvisionforcustomerinvolvementandamenuofinvolvementissetoutintheleaflet‘YourHome,YourVoice,YourChoice’.
TheCustomerActionGroups(CAGs)continuetobeinstrumentalindevelopingserviceimprovementsandarereviewedonanon-goingbasis.RecentimprovementsincludetheintroductionofanASBCAG,creationofaLeaseholderandShelteredHousingForumandthecreationofaScrutinyPanel,whichisStockportHomes’approachtotenant-ledself-regulation.ThePerformanceCAGisresponsibleformonitoringcorporateperformanceandreceivesregularreportsoncomplaints,servicestandards,customerprofilingandtheBalancedScorecard.
AreaForumsareopentoallcustomersandarethedecision-makingbodyfortheallocationofEnvironmentalImprovementsBudget(EIB),theymonitorperformanceoftheHousingManagementServiceandthedeliveryofthecapitalprogrammeandreceiveinformationandfeedbackonarangeofissues.
Continued
3. ContributingtotheWiderPrioritiesoftheBorough
DeliveryPlan2010-2013 33
StockportHomeshaveinvolvedmysteryshoppersandcustomerinspectorsforanumberofyears.Re-launched,theQualityPanelisanumbrellagroupofcustomerinspectorswhoundertakeinspectionsofservicesusinganumberofmethodsincludingmysteryshopping,realitychecksandpeerreview.Servicesrequiringinspectionarechosenbythepanelanddetailedinaforwardplan.Customerinspectorsreceivefulltrainingandinspectionsarecarriedoutatatimeconvenienttothem,supportedbytheServiceManagerandtheCustomerInvolvementTeam.Followinganinspection,anactionplanisproducedandrecommendedimprovementsaremonitoredbytheQualityPanel.
The“SkillsforLife”customertrainingprogrammehasprovidedfreetrainingto179customersovertheyear(2009/10),withcourses(somecertified)rangingfromadultliteracyandnumeracytohealthycooking,DIYskillsandvisitstoanEcoHome.Theaveragescoreof96%forsatisfactionlevelswithcoursesisasignificantendorsementoftheprogramme.Costsareminimisedbytheuseofinternalvenuesandtrainerswherepossible,openingupcoursestootherorganisationsandthroughpartnershipworkingwiththeCouncil,StockportCollegeandotherexternalagencies.
SocialInclusion
StockportHomesbelievesthatsocialinclusionisabouthelpingcustomers,regardlessoftheirexperiencesandcircumstances,toachievetheirpotentialinlife.FlowingfromtheSocialInclusionStrategythereisaFinancialInclusionStrategyinplacewithactionstomaximisecustomers’income,minimisedebtandbuildcapacityandawareness.KeyachievementsfromthisStrategytodateincludealeaflet‘Makingthemostofyourmoney’whichwasdistributedtoalltenants,andeffectivepartnershipswiththeCitizensAdviceBureau(CAB)andtheCouncildebtadviceservicesecuringover£100,000inadditionalbenefittotenants.
Inpartnershipwiththis,theWorkingCommunitiesStrategylookstoassistpeoplewhowanttoprogressintoeducation,employmentortraining.Keyoutcomesforcustomersincludeskillandconfidencebuilding,experiencethroughworkplacementsandtheabilitytobeabletoapplyforandsecureopportunities(seepage17‘Workingcommunities’formoredetail).
3. ContributingtotheWiderPrioritiesoftheBorough
DeliveryPlan2010-2013 34
DeliveryPlan2010-2013 35
4.PerformanceManagement
StockportHomes’PerformanceManagementFrameworkisembeddedfromthetopintheDeliveryPlan,CorporateScorecardandServiceImprovementPlan(SIP),tothefrontlinethroughindividualandteamplansandtargets,includingDirectorateScorecards.
4.1 PerformanceManagementFramework
4.2 StockportHomes’StrategicObjectives2010-13
TheServiceImprovementPlan(SIP)detailstheStrategicObjectivesforStockportHomes.Itprovidesaclearplanofactivitytoensuresustainedimprovementacrossallareasofactivity.TheStrategicPlanissupportedbyDirectoratePlans,whichincludemoredetailofhowtheStrategicObjectiveswillbeachieved.
StockportHomeshasastronghistoryofdeliveringtheSIP.In2009-10,94%ofactionsduewerecompleted.Thisisanimprovementfrom2008-09where88%ofactionswerecompleted.Forfurtherinformation,pleasecontactStockportHomes’BusinessSupportTeamfortheYearEnd2009/10PerformanceReport.StockportHomes’StrategicSIPcoversathreeyearperiodandfor2010-13consistsofnineStrategicObjectives.Theseareasfollows:
StockportHomes’StrategicPriorities
• Ensurecustomerscontinuetolead,driveandshapeservicedirection.
• Buildontheinvestmentinstocktodeliversustainablehomesandcommunities.
• EnsureallstakeholdersunderstandthebenefitsandachievementsofStockportHomes.
• SecureandmaintainthelongtermviabilityofStockportHomes.
• Championsustainablepractises.
• Maximiseaccessandourcontributiontosocialinclusion.
• Stretchtheboundariesforexcellencebydeliveringacultureofcontinousimprovement.
• Ensurestafffeelempowered,welltrainedandareanintegralpartoftheorganisation.
• Ensurevalueformoneyisintegraltoeverythingwedo.
ThisensuresthattheGoldenThreadisevidentthroughoutandallowsStockportHomestofocusonareasthatareessentialtothesuccessoftheentireorganisation,recommendingcorrectiveactionwhenrequired.TheBoardhasaPerformanceSub-Groupinrecognitionoftheimportanceitplacesoneffectiveperformancemanagement.Inaddition,thereisaPerformanceCAGwhichallowscustomerstoscrutiniseandchallengeperformance.
4.3 PerformanceTargets
Realisticbutchallengingtargetshavebeennegotiatedandagreedthrougharobustprocess.Thisincludesanannualperformancereviewincludinglatestbenchmarkinginformationinrelationtotopperformers;includingcomparisonswithotherthreestarALMO’s.
4.4 CouncilMonitoring
TheCouncilbelievesfundamentallythateffectivemonitoringoftheALMOisbestundertakenbyitsBoardandcustomers.Thereareon-goingliaisonarrangementsinplacetoensurecommongoalsandobjectivesaredelivered.Thesearrangementsgivetheopportunitytorespondtoanyemergingissuesforspeedyresolution.Thesearrangementsconsistofthefollowing:
• QuarterlymonitoringMeetingwithChiefExecutive/ChairofStockportHomesandServiceDirectorforRegeneration/ExecutiveMember;
• MonthlymeetingswithDirectorofQuality(StockportHomes)andHeadofStrategicHousing(StockportCouncil);
Table8,startingonpage38,detailshowthesewillbeachieved,includingthelinkageswiththeCouncilPlanandtheHousingStrategy.TheStrategicSIPismonitoredmonthlybyStockportHomes’ManagementTeamandquarterlybythePerformanceSub-GroupandthePerformanceCustomerActionGroup(CAG).
OnlywhenthisinformationisevaluatedandpresentedtotheChiefExecutivewillatargetbeagreedandpresentedtoManagementTeamandBoardforapproval.Table9,startingonpage46,detailsthethreeyeartargetswhichhavebeensetforallCorporateScorecardindicators.Theindicatorswiththereference‘NI’areNationalIndicatorswhichfeedintotheCouncil’sassessmentofperformance.InadditionTable10identifiesotherNI’sthatStockportHomesfeedintobutarenottheleadorganisationorthesolesupplierofinformation.ThisfurtherdemonstratesthefarreachingcontributionsStockportHomesmakestoCouncilprioritiesasperSection3.ThePerformanceSub-GroupandManagementTeamregularlyreviewperformanceusingarobusttrafficlightandtolerancelevelsystem.Thisframeworkallowsthoseperformanceindicatorswhicharenotperforminginlinewithexpectationstobeidentifiedandcorrectiveactionputinplace.
In2009/10,88%ofperformanceindicatorsachievedorexceededtheirtarget.Thebestperformingareasofperformanceincludedrepairs,gassafety,staffsickness,incomemanagementandvoidre-lettimes.Forfurtherinformation,pleasecontactStockportHomes’BusinessSupportTeamfortheYearEnd2009/10PerformanceReport.
DeliveryPlan2010-2013 36
4.PerformanceManagement
4.5 RiskManagement
4.6 ContinuousImprovement
StockportHomesoperatesaframeworkthateffectivelyidentifiesandthenmanagesrisksthatcouldpreventtheorganisationmeetingitsobjectives.TheCorporateRiskRegisteridentifieskeyrisksandhowtheyaremanaged.StockportHomes’Boardregularlyreviewsactivitiestoassessriskincludingnewbusinessopportunitiesandarobustcaseisdevelopedbeforenewactivitiesarepursued.
ContinuousimprovementisintegraltoStockportHomes’MissionandAims.Theframeworkforcontinuousimprovementhascontributedtowardstheachievementofseveralnationalawards,includingCustomerServiceExcellence,InvestorsinPeopleGoldandtheBestPlacestoWorkinthePublicSectorrating,aswellasthesuccessfulinspectionresultofthreestarswithexcellentprospectsforimprovementachievedin2010.
Itisvitalthatongoingreviewisembeddedthroughouttheorganisationtodrivepositivechangesandeffectiveness,andthisisachievedthroughthefollowingmechanisms:
• PerformanceManagementFramework–thereisanembeddedapproachtoperformancemanagementandserviceimprovement;
• BenchmarkingandBestPractice–StockportHomesisamemberofseveralbestpracticeorganisationsandbenchmarksperformancetoensurecontinuousimprovement,aswellasundertakinglearningfromothers;
• PerformanceandDevelopmentReviews(PDRs)-ThePDRprocessiskeytobothindividualandorganisationalimprovementandgrowth;
• InternalAudit–arangeofInternalAuditstakeplaceeachyeartoreviewandappraiseservices;
• CustomerFeedback–Listeningtoandactinguponcustomerfeedbackisanessentialaspectofserviceimprovement;
• InspectionandAccreditation–Validation,throughinspectionandaccreditation,ensuresthecontinuousdeliveryofexcellentservices;and
• CustomerScrutinyPanel–Throughmeasuring,testingandmonitoringservices,thisPanelisabletoscrutiniseperformanceandrecommendanyimprovements.
• Bi-monthlymeetingswithDirectorofQuality(StockportHomes)andServiceDirectorofFinance(StockportCouncil);
• MonthlymeetingsbetweenFinanceManager(StockportHomes)andStrategicAccountant(StockportCouncil);and
• QuarterlymeetingsregardingtheCapitalProgramme.
DeliveryPlan2010-2013 37
4.PerformanceManagement
4.PerformanceManagement
Table8:StrategicSIPObjectives2010-13StrategicObjective Howwillitbeachieved–DeliveryObjective MainLinkto
StockportHomes’Aim1
LinktoCouncilPlan/HousingStrategy
LinktoHousingStrategy
Ensurecustomerscontinuetolead,driveandshapeservicedirection
Implementaneffectivetenant-ledscrutinyfunction Asafer,strongerStockport:cohesivecommunities;engagedcommunities;communitypride
Qualityandpeople
Makefulluseofcustomersurveystoimproveservices,andensurecustomersareinvolvedinshapingandmonitoringservicestandards
ComplywithTelecareServicesAssociationrequirements
BecomeasectorleadindeliveringexcellenceagainstTenantServicesAuthority(TSA)nationalstandardsandlocaloffers
EnsurecustomerscontinuetoinfluencethedirectionoftheCapitalInvestmentProgramme
Developandincreaseopportunitiesformeaningful,outcomefocusedcustomerinvolvement
1ForStockportHomes’fullMissionandAims,pleaseseepage6.
Aim1:Provideinclusiveservices
Aim2:MaintaintheDecentHomesStandard
Aim3:Deliverhigh-qualityhousingservices
Aim4:Deliverservicestoimproveestates
Aim5:Supportvulnerablepeople
Aim6:ContributetowiderCouncilandhousingstrategy
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StrategicObjective Howwillitbeachieved–DeliveryObjective MainLinktoStockportHomes’Aim1
LinktoCouncilPlan/HousingStrategy
LinktoHousingStrategy
Buildontheinvestmentinstocktodeliversustainablehomesandcommunities
Improvetheenvironmentalqualityofneighbourhoods Asafer,strongerStockport:cohesivecommunities;engagedcommunities;communitypride
Qualityandquantity
EnsureStockportHomes’strategiesandpoliciescontributetotheCouncil’sNeighbourhoodRenewalStrategy
OptimiseCyclicalRepairswork
Continuesustainable,targetedplannedinvestmentinStockportHomes’HousingStock
AgreenerStockport;auniquebuildenvironment;asustainableapproachtothenaturalenvironment
DelivertheaimsandactionsidentifiedintheAssetManagementandSustainabilityStrategy
ContinuetodeliverthenewbuildprogrammeinlinewiththeDevelopmentStrategy
DeliveryP
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4.PerformanceManagement
Table8:StrategicSIPObjectives2010-13(continued)
Aim1:Provideinclusiveservices
Aim2:MaintaintheDecentHomesStandard
Aim3:Deliverhigh-qualityhousingservices
Aim4:Deliverservicestoimproveestates
Aim5:Supportvulnerablepeople
Aim6:ContributetowiderCouncilandhousingstrategy
StrategicObjective Howwillitbeachieved–DeliveryObjective MainLinktoStockportHomes’Aim1
LinktoCouncilPlan/HousingStrategy
LinktoHousingStrategy
EnsureallstakeholdersunderstandthebenefitsandachievementsofStockportHomes
EnsurealllevelsoftheCouncilarefullyawareofthesuccesses,achievementsandcontributionofStockportHomes
AthrivingStockport;acompetitiveeconomy
People
PlayaleadingroleindeliveringkeyCouncilobjectives
EstablishandmaintaineffectiveworkingrelationshipswiththeHousingandCommunitiesAgency
DemonstratethesavingsofProcurePlus(formerlyGMProcure)
EnsurethewidersocialhousingsectorisawareofStockportHomes’goodpracticeandinnovationEnsureStockportHomes’customersandthewidercommunityhaveconfidenceinStockportHomes’abilitytodeliver
Championsustainablepractices
Championsustainableprintingpractices AgreenerStockport;auniquebuildenvironment;asustainableapproachtothenaturalenvironment
Quality
InvestigateanddeliveroperationalimprovementsinhowStockportHomesusesICTtodeliverservicesInvestinthedeliveryofnewtechnologytoensureenergyefficiencyDeliverobjectivesintheClimateChangeStrategy
4.PerformanceManagement Table8:StrategicSIPObjectives2010-134.PerformanceManagement
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Table8:StrategicSIPObjectives2010-13(continued)
Aim1:Provideinclusiveservices
Aim2:MaintaintheDecentHomesStandard
Aim3:Deliverhigh-qualityhousingservices
Aim4:Deliverservicestoimproveestates
Aim5:Supportvulnerablepeople
Aim6:ContributetowiderCouncilandhousingstrategy
StrategicObjective Howwillitbeachieved–DeliveryObjective MainLinktoStockportHomes’Aim1
LinktoCouncilPlan/HousingStrategy
LinktoHousingStrategy
SecureandmaintainthelongtermviabilityofStockportHomes
EnsureStockportHomesmaximisestheopportunitiesofthehousingsubsidyreview
AthrivingStockport;Acompetitiveeconomy
Quantity,qualityandpeople
EnsureStockportHomescontributesfullytoandinfluencesnationalpolicydebatesEnsureStockportHomescontinuestomanageriskeffectively
EvaluatethemostcosteffectivecompanystructureforNewBuildSeekfurtherfundingopportunitiesinordertosecurethefinancialviabilityofexternallyfundedservicesCompletebusinessplansforrelevantserviceareas
ConductstrategicreviewsofSupportingPeoplefundedservices
EnsureRepair1stachievespredictedlevelsofincome/expenditureSelltherepairsservicetootherorganisations
Successfullyre-negotiatearentreviewonheadofficeaccommodation
4.PerformanceManagement
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Table8:StrategicSIPObjectives2010-13(continued)
Aim1:Provideinclusiveservices
Aim2:MaintaintheDecentHomesStandard
Aim3:Deliverhigh-qualityhousingservices
Aim4:Deliverservicestoimproveestates
Aim5:Supportvulnerablepeople
Aim6:ContributetowiderCouncilandhousingstrategy
StrategicObjective Howwillitbeachieved–DeliveryObjective MainLinktoStockportHomes’Aim1
LinktoCouncilPlan/HousingStrategy
LinktoHousingStrategy
Maximiseaccessandourcontributiontosocialinclusion
ImplementtheSocialInclusionStrategy Asafer,strongerStockport;cohesivecommunities;communitypride
People
DeliverICTsolutionsthatsupportsocialinclusionandoffercustomersaccesstoinformationandservices
EnsurethespecificemploymentactionsoftheWorkingCommunitiesStrategyaremetDemonstrateserviceimprovementsasaresultofcustomerprofilinginallserviceareas
Enhancethequalityofcustomeraccessacrosstheorganisation
SeekamendmentsandadoptionoftheAgeRestrictionReductionStrategy
CompletenegotiationsforthefutureasylumservicedeliveryundertheCOMPASSprogrammeImprovenotificationprocesstootherservicesforservice-usersfailingtoengagewithsupportImplementaSocialEnterpriseScheme
SeektrainingandemploymentopportunitiesthroughInvestmentandNewBuildprogrammes
4.PerformanceManagement
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Table8:StrategicSIPObjectives2010-13(continued)
Aim1:Provideinclusiveservices
Aim2:MaintaintheDecentHomesStandard
Aim3:Deliverhigh-qualityhousingservices
Aim4:Deliverservicestoimproveestates
Aim5:Supportvulnerablepeople
Aim6:ContributetowiderCouncilandhousingstrategy
StrategicObjective Howwillitbeachieved–DeliveryObjective MainLinktoStockportHomes’Aim1
LinktoCouncilPlan/HousingStrategy
LinktoHousingStrategy
Stretchtheboundariesforexcellencebydeliveringacultureofcontinuousimprovement
FurtherdeveloptheexcellentPerformanceManagementFramework,aimingforcontinuousimprovement
All Quantity,qualityandpeopleDeveloptheapproachtohandlingfeedbackfromcustomers,to
ensureitmeetstheneedsofcustomersandcontributestothecontinuousimprovementoftheorganisationMaximiseopportunitiesarisingfromchangestoregulationandfinancingofsocialhousingEnsuretheBoardhastheskillsandcapacitytodelivereffectivegovernance
Ensurestrategiesandpoliciesaimforexcellence
Ensurecoreservicescontinuetostriveforexcellence
Ensureaconsistentapproachtoactionplandelivery
RestructureAdaptationsTeamtomeetcustomerdemandandimproveservicedeliveryEnsurethenewCarecallCallHandlingsystemisinstalled
Ensurethereisaclearvisionandstrategyforshelteredhousing
CompletedeliveryoftheRepair1stvisionbyfurtherdevelopingpartnershipworking,anddevelopingtheserviceinconsultationwithcustomers
ImproveContactCentreperformancethroughservicecontract,targetsandmonitoringReviewwhataccreditationsStockportHomescouldgaintoprovideaddedvaluetotheorganisationBecomealeaderininteractivecommunication
4.PerformanceManagement Table8:StrategicSIPObjectives2010-13
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Table8:StrategicSIPObjectives2010-13(continued)
Aim1:Provideinclusiveservices
Aim2:MaintaintheDecentHomesStandard
Aim3:Deliverhigh-qualityhousingservices
Aim4:Deliverservicestoimproveestates
Aim5:Supportvulnerablepeople
Aim6:ContributetowiderCouncilandhousingstrategy
StrategicObjective Howwillitbeachieved–DeliveryObjective MainLinktoStockportHomes’Aim1
LinktoCouncilPlan/HousingStrategy
LinktoHousingStrategy
Ensurestafffeelempowered,welltrainedandanintegralpartoftheorganisation
Ensureexternalaccreditationismaintainedandbuiltupon AthrivingStockport;acompetitiveeconomy
People
ContinuetodevelopHRandtheworkforceinlinewithstrategicobjectivesEnsuretheOrganisationalDevelopment(OD)functionhelpssupportapositiveworkingenvironmentforstaffEnsureallappropriaterepairsstaffaremulti-skilled
EnsurestaffarewellequippedtodealwithASBinneighbourhoods
4.PerformanceManagement
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Table8:StrategicSIPObjectives2010-13(continued)
Aim1:Provideinclusiveservices
Aim2:MaintaintheDecentHomesStandard
Aim3:Deliverhigh-qualityhousingservices
Aim4:Deliverservicestoimproveestates
Aim5:Supportvulnerablepeople
Aim6:ContributetowiderCouncilandhousingstrategy
StrategicObjective Howwillitbeachieved–DeliveryObjective MainLinktoStockportHomes’Aim1
LinktoCouncilPlan/HousingStrategy
LinktoHousingStrategy
EnsureValueforMoneyisintegraltoeverythingwedo
Streamlineprocurementprocessestoensureenhancedvalueformoneyinprocurement
All Quantity,qualityandpeopleEnsureembeddingexcellentVFMinprocurementisapriorityat
everyleveloftheorganisationEnsurethestrategicapproachtoVFMischallengingandeffectiveProduceservicechargereviewstoanalysecostscomparedtoincomeandimplementrecommendationsEnsurehousingmanagementservicesarebothexcellentandVFMInvestigatethepossibilityofrestructuringthenightcallhandlingserviceReducecostsandincreaserevenueforTemporaryAccommodationwhileimprovingsupportforresidentsMaintaingoodtop10supplierrelationships
Rationaliseoutsourcedservicecontractstoreviewbringingservicecontractsin-housewherepossibleMaximiseincometodeliverenhancedservices
4.PerformanceManagement Table8:StrategicSIPObjectives2010-13
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Table8:StrategicSIPObjectives2010-13(continued)
Aim1:Provideinclusiveservices
Aim2:MaintaintheDecentHomesStandard
Aim3:Deliverhigh-qualityhousingservices
Aim4:Deliverservicestoimproveestates
Aim5:Supportvulnerablepeople
Aim6:ContributetowiderCouncilandhousingstrategy
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Table9:CorporateScorecardFutureTargets2010-2013
PIRef PIDescription DirectorResponsible
Frequency YearEnd2008/09
2009/10YearEnd
Figure
2009/10Target
2010/11Target
2010/11ToleranceLevel 2011/12Target
2012/13Target
CustomerQuadrantNI156 Thenumberofhouseholdsin
hostelaccommodationElaineDishong
Monthly 24 23 23 25 28 24 23
NI158 Proportionofnon-decentstock
MarkHudson
Monthly 17% 4.6% 4.6% 0% N/A 0% 0%
C1 %changeinproportionofnon-decentstockatthestartandendofthefinancialyear
MarkHudson
Monthly 32.9% 72.9% 72.9% 100% N/A N/A N/A
C2 %ofresponsive(butnotemergency)repairswhereanappointmentwasmadeandkept
MarkHudson
Monthly 93.9% 94.80% 94% 96.5% Green>96.5% 97% 98%
Amber96.49%-94%
Red<94%
C3 %ofurgentrepairscompletedwithinGovernmenttimelimits
MarkHudson
Monthly 97.8% 98.1% 98% 98.5% Green>98.5% 99% 99.25%
Amber98.49%–96.5%
Red<96.5%
C4 Averagetime(workingdays)forcompletionofnon-urgentrepairs
MarkHudson
Monthly 12.5days 11.5days
11.5days
9days Green<9days 8days 8days
Amber9.1days–11.5days
Red>11.5days
C5 Energyefficiency–theaverageSAPratingofLAowneddwellings(1-120)
MarkHudson
Annual 78 80 80 81 Yearendfigure 82 82.5
C6 %ofcustomerssatisfiedthattheirviewswerebeingtakenintoaccountbytheirlandlord
SandraColeing
Biennial 71% 2YearlyPI
Biennial 74% 1%ofprofile N/A 76%
C8 OverallsatisfactionwiththeRepairsService
MarkHudson
Monthly 95.6%(10109
surveys)
96% 96% 96.25% Green>96% 96.5% 96.75%
Amber95.99%–95%
Red<95%
4.PerformanceManagement
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Table9:CorporateScorecardFutureTargets2010-2013
PIRef PIDescription DirectorResponsible
Frequency YearEnd2008/09
2009/10YearEnd
Figure
2009/10Target
2010/11Target
2010/11ToleranceLevel 2011/12Target
2012/13Target
CustomerQuadrantC9 Overallsatisfactionwiththe
InvestmentWorksMarkHudson
Monthly 92.6%(2996
surveys)
94.6% 93% 95% Green>95% 95.5% 96%
Amber93-95%
Red<92%
C10 %ofhouseholdswithavalidLandlordGasSafetyRecord
MarkHudson
Monthly 100% 100% 100% 100% Green100% 100% 100%
Amber>98.5%-99%
Red<98.5%
HM23 %ASBcasesdealtwithtothesatisfactionofthecustomer
AprilHigson Monthly 90.16%(273
surveys)
92% 92% 93% 92.02% 94% 95%
HM27 %customerssatisfiedthattheywerekeptuptodatewithASBcaseprogress
AprilHigson Monthly 91.57% 95.19% 94% 95% 93% 96% 97%
C12 %oftenantsatisfactionwithcaretakingservice
AprilHigson Annual N/A 82.7% 70% 85% 82.3% 87% 90%
NEW %ofhouseholdswithavalidlandlordGasSafetyRecord
MarkHudson
Monthly N/A N/A N/A 100% Green100% 100% 100%
Amber>98.5%-99%
Red<98.5%
NEW No.ofimprovementworkscompletedinperiodasa%ofthetarget
MarkHudson
Monthly N/A N/A N/A 100% Green90-110% 100% 100%
Amberbetween90%and90%and110%and120%
Red<80%or>120%
NEW %ofcustomersthatperceivedtherepairwasrightfirsttime
MarkHudson
Monthly N/A N/A N/A 75% Green65-75% 85% 95%
NEW Customersatisfiedwiththecomplaintsoutcome
SandraColeing
Monthly N/A N/A N/A 70 55% 75 80
NEW %ofcustomerssatisfiedthattheirrepairwasfixedrightfirsttime
MarkHudson
Monthly N/A N/A N/A 75% Green65-75% 85% 90%
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4.PerformanceManagement
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Table9:CorporateScorecardFutureTargets2010-2013(continued)
PIRef PIDescription DirectorResponsible
Frequency YearEnd2008/09
2009/10YearEnd
Figure
2009/10Target
2010/11Target
2010/11ToleranceLevel 2011/12Target
2012/13Target
CommunityQuadrantNI142 %ofvulnerablepeoplewho
aresupportedtomaintainindependentliving
ElaineDishong
Quarterly N/A N/A BaselineOnly
85% 82% N/A N/A
NI185 %reductioninCO2emissionsfromStockportHomes’activitiesperemployee
MarkHudson
Bi-Monthly N/A N/A BaselineOnly
5% Green>4% 5% 5%
Amber3%-4%
Red>3%
CO2 %estateinspectionsratedatleast“good”
AprilHigson Monthly N/A N/A 90% 92% 2%ofprofilepoint 93% 94%
NEW ThenumberofsupportedemploymentpracticesprovidedwhicharefundedthroughtheFutureJobsFund
SandraColeing
Quarterly N/A N/A N/A 14 10 16 N/A
NEW ThenumberofsupportedemploymentplacementsinplaceatStockportHomesotherthanthosefundedbytheFutureJobsFund
SandraColeing
Quarterly N/A N/A N/A 8 6 10 12
NEW %hatecrimevictimswhoweresatisfiedwithhowtheircasewasdealtwith
AprilHigson Quarterly N/A N/A N/A 75% 60% 80% 85%
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4.PerformanceManagement
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Table9:CorporateScorecardFutureTargets2010-2013(continued)
PIRef PIDescription DirectorResponsible
Frequency YearEnd2008/09
2009/10YearEnd
Figure
2009/10Target
2010/11Target
2010/11ToleranceLevel 2011/12Target
2012/13Target
OrganisationDevelopmentQuadrantOD1 Totalnumberofdayslostdue
tosicknessabsenceSandraColeing
Monthly 8.33days 6.55days
7.75days
6.25 6.55 6 5.8
OD3a OverallstaffsatisfactionwithworkingatStockportHomes
SandraColeing
Annual 68%(07/08) Annual 70% 76% 2% 78% 80%
OD4b Theaverageattendanceontraininganddevelopmentcoursesasa%ofthosewhowerescheduledtoattendthecourse
SandraColeing
Quarterly 97.6% 98% 95% 96% 94.5% 97% 98%
OD4c %attendeessatisfiedthatthelearninganddevelopmenteventmetitsobjectives
SandraColeing
Quarterly 94% 98% 95% 98% 96% 98.5% 99%
OD4d %ofstaffwithalivePDPinthelast12months
SandraColeing
Annual 93% Annual 98% 98.2% 96% 98.5% 99%
OD5a Proportionofleaversasa%ofstaffinpost
SandraColeing
Annual 16.6% 12.1% 14%+/-2%
11% 2% 10% 10%
OD6b Averagetime(weeks)takentorecruittovacantposts
SandraColeing
Quarterly 13.63(estimate)
10.12weeks
14weeks Developingnewtargets
OD7a Numberofaccidentsandincidents(as%oftheworkforce)
SandraColeing
Quarterly 14.1% 4.14% 14.08% 3.4% 4% 3.4% 2.4%
OD7b Numberofhealthandsafetyauditscarriedoutorreviewed
SandraColeing
Annual 8 Annual 10 10 9 10 10
DeliveryP
lan2010-2013
4.PerformanceManagement
DeliveryP
lan2010-201349
Table9:CorporateScorecardFutureTargets2010-2013(continued)
4.PerformanceManagement Table9:CorporateScorecardFutureTargets2010-2013
PIRef PIDescription DirectorResponsible
Frequency YearEnd2008/09
2009/10YearEnd
Figure
2009/10Target
2010/11Target
2010/11ToleranceLevel 2011/12Target
2012/13Target
ValueforMoneyQuadrantNI160 Satisfactionofcounciltenants
withtheoverallserviceprovidedbytheALMO
AprilHigson Biennial 83% N/A Biennial 85% 83% n/aasbiennial
86%
NI179 Totalnetvalueofon-goingcash-releasingvalueformoneygainsthathaveimpactedsincethestartofthe2010/11financialyear(EfficiencyLog-Cashable)
SandraColeing
Quarterly £163,000 £292,000 BaselineOnly
£350,000 £315,000 £306,250 £262,500
REVISED Proportionofrentandwaterchargescollected
AprilHigson Monthly 98.27%(Rent)
98.56%(Rent)
98.55%(Rent)
DevelopingnewtargetsN/A
(Water)94.96%(Water)
96%(Water)
VFM2 Averagevoidcost MarkHudson
Monthly £1,622 £1,622 £1,950 £1,800 Green>£1,800 £1,700 £1,650
Amber£1,801-£2,000
Red>£2,001
VFM3 Averagetimetakentore-letdwellings
AprilHigson Monthly 24days 21days 22days 19days 22days 17days 15days
(Numberofvoidsattheendofthemonth)
(Numberdirectletsattheendofthemonth)
(Numberofpropertieslet)
VFM5 StockportHomesRevenueBudget:Forecastexpenditureagainstthetargetsetfortheyear
SandraColeing
Quarterly £725kunderspend
atMar09
96% 98% 98% 96% 99% 99%
4.PerformanceManagement Table9:CorporateScorecardFutureTargets2010-2013
DeliveryP
lan2010-201350
Table9:CorporateScorecardFutureTargets2010-2013(continued)
PIRef PIDescription DirectorResponsible
Frequency YearEnd2008/09
2009/10YearEnd
Figure
2009/10Target
2010/11Target
2010/11ToleranceLevel 2011/12Target
2012/13Target
ValueforMoneyQuadrantVFM6 Percentageoflocalauthority
tenantsevictedasaresultofrentarrears
SandraColeing
Monthly 0.88% 0.11% 0.8% 0.09% 0.11% 0.08% 0.07%
VFM7 %voidloss AprilHigson Monthly 0.97% 0.72% 0.89% 0.65% 0.72% 0.58% 0.51%
VFM8 Averageresponsiverepaircost
MarkHudson
Monthly £84 £79.12 £80 £77 Green<£77 £74 £72
Amber£77.01-£83
Red>£83
VFM9 %ofCarecallchargescollectedasa%ofthosedue
AprilHigson Monthly 98.4% 99.39% 98.55% 99.4% 1%ofprofile 99.41% 99.42%
VFM11 %invoicespaidontime SandraColeing
Quarterly 84% 88% 92% 98% 96% 98% 98%
NEW %ofStockportHomesoverallcashableandnon-cashableefficiencieswhencalculatedagainstannualmanagementfee
SandraColeing
Annual N/A N/A N/A 8% 6.5% 10% 7%
NEW Rentandwaterchargesarrearsofcurrentsocialhousingtenantsasapercentageofrentandwaterchargesdebit
AprilHigson Monthly N/A N/A N/A
Developingnewtargets
4.PerformanceManagement Table9:CorporateScorecardFutureTargets2010-2013
DeliveryP
lan2010-201351
Table9:CorporateScorecardFutureTargets2010-2013(continued)
DeliveryP
lan2010-2013
Ref Measure AimtoMinimiseorMaximise
2008/09Actual
2009/10Target
2009/10Actual
2010/11Target
StockportHomes’Contribution
THRIVINGSTOCKPORT
CompetitiveEconomyTS1.5 NumberofFutureJobsFund
employmentopportunitiessecuredMaximise N/A N/A 100 400 StockportHomesisengagedinworkwith
ConnexionswhichutilisestheFutureJobsFundtoofferemploymenttolocalpeople.ThetargetforStockportHomesis14for2010/11–seeTable8formoredetail.
SAFER,STRONGERSTOCKPORT
CohesiveCommunitiesNI158 PercentageofnondecentCouncil
homesattheendoftheyearMinimise 17% 6% 17% 0% StockportHomesisresponsiblefor
deliveringtheDecentHomesProgrammeacrosstheBorough.
NI155LAA Numberofaffordablehomesdelivered(gross)
Maximise 149 100 104 120 StockportHomes’DevelopmentStrategycontributestowardsregenerationandtheconstructionofnewaffordablehousing.SeeTable6&7onpage30formoredetail.
SSS1.3 Numberofinterventionsmadetopropertiesandopenspacesinordertoenhance,protectandencourageinvestmentinspecifictargetedarea
Maximise 100 100 100 100 StockportHomes’AssetManagementandSustainabilityStrategyensuresthatinvestmentinpropertiesandsurroundingareastakesplacetoenhancelocalneighbourhoods.
NI156 Numberofhouseholdslivingintemporaryaccommodation
Minimise 25 23 23 22 StockportHomesisresponsibleforensuringthattheneedsofhomelesspeopleareaddressedandthatrehousingoptionsareavailable.
4.PerformanceManagement
DeliveryP
lan2010-201352
Table10:CouncilPlanIndicatorswhichStockportHomescontributesto
Ref Measure AimtoMinimiseorMaximise
2008/09Actual
2009/10Target
2009/10Actual
2010/11Target
StockportHomes’Contribution
EngagedCommunitiesNI2ST Percentageofpeoplewhofeelvery
orfairlystronglythattheybelongtotheirimmediateneighbourhood
Maximise 61.9% N/A 56.7% N/A StockportHomesundertakesawiderangeofcustomerfocussedinitiativeswhichaimtoincreaseinclusivityinneighbourhoods.
NI3ST CivicParticipation-percentageofpeoplewhohavebeenalocalCouncillororamemberofalocaldecision-makinggroupinthepast12months
Maximise 12% N/A 13.6% N/A StockportHomes’BoardconsistsoffourlocalCouncillorsandfivetenants,offeringopportunitiesforresidentsofStockporttobecomeinvolvedindecisionmaking.
NI4ST Percentageofpeoplewhofeeltheycaninfluencedecisionsintheirlocality
Maximise 29.6% N/A 27.6% N/A StockportHomes’BoardconsistsoffourlocalCouncillorsandfivetenants,offeringopportunitiesforresidentsofStockporttobecomeinvolvedindecisionmaking.
SSS2.1 ProportionofpeopleengagingatCouncileventsandattractionsfromPriority1areas
Maximise 6.55% 7.55% 8.65% 9.6% StockportHomesrunanumberofcustomerinvolvementactivitieswhichofferpeopletheopportunitytoparticipateinlocalevents.
SSS2.2 Percentageofpeoplewhofeeltheyarekeptverywellorfairlywellinformedaboutwhatisgoingonintheirarea
Maximise 38.3% 47% 41% TBC StockportHomesengageswithcustomersinavarietyofways,includingnewsletters,areaforums,estatewalkaboutsandsurgeriesatlocalhousingoffices.Thisensuresthatcustomersarewellinformedaboutwhatisgoingonintheirarea.
SSS2.3 PercentageofpeoplewhofeelthattheCouncilactsontheconcernsoflocalresidents(agreeagreatdealortosomeextent)
Maximise 45% 53% 45% TBC StockportHomeshasanumberofwaysinwhichcustomerscanpassontheirviewsfortheorganisationtorespondto.ThisincludestheCustomerFeedbackprocess.
SSS2.4 Percentageofpeoplewhofeelwellinformedabouthowtogetinvolvedindecisionmaking
Maximise 27.2% N/A 26% TBC StockportHomespublicisesthewiderangeofopportunitiesthatexistforcustomerstogetinvolvedwiththeorganisationandwithdecisionmaking.
4.PerformanceManagement
DeliveryP
lan2010-201353
Table10:CouncilPlanIndicatorswhichStockportHomescontributesto(continued)
DeliveryP
lan2010-2013
Ref Measure AimtoMinimiseorMaximise
2008/09Actual
2009/10Target
2009/10Actual
2010/11Target
StockportHomes’Contribution
LowCrimeRatesNI21LAA Percentageofresidentswhoagree
thattheCouncilandpolicearedealingwithlocalconcernsaboutAnti-SocialBehaviourandcrime
Maximise 23.8% 29% 28% 29.1% StockportHomeshasadedicatedAnti-SocialBehaviourTeamanda24hourhotlineisavailabletocustomers.Furthermore,StockportHomesisapartnerintheSaferStockportPartnership.SeeSection4formoredetails.
NI30LAA Reductioninre-offendingrateofprolificandpriorityoffendersexpressedasproportionoftheexpectedrateofreductioninre-offending
Maximise 0.45 1.12 0.82 TBC StockportHomeshasanumberofinitiativeswhicharedesignedtoengagewithex-offendersandensuretheybecomere-engagedwithsociety.SeeSection4formoredetails.
NI32LAA Percentagereductioninrepeatincidentsofdomesticviolence
Maximise N/A N/A 18% 27% StockportHomesofferssupporttoanyvictimofDomesticViolenceandhasaWitnessSupportOfficertoassistinsuchcases.
CommunityPrideNI5LAA Percentageofpeoplesatisfiedor
verysatisfiedwiththeirareaasaplacetolive(Borough)
Maximise 84.5% 84.5% 82.1% 84.5% StockportHomesisresponsibleforensuringthatestatesacrosstheBoroughareattractiveplacestolive.Thisinturnleadstosatisfactionwithneighbourhoods.
NI5aLAA Percentageofpeoplesatisfiedorverysatisfiedwiththeirareaasaplacetolive(PriorityAreas)
Maximise 67.1% 68.5% 67.4% 70.9% StockportHomesisresponsibleforensuringthatestatesacrosstheBoroughareattractiveplacestolive.Thisinturnleadstosatisfactionwithneighbourhoods.
4.PerformanceManagement
DeliveryP
lan2010-201354
Table10:CouncilPlanIndicatorswhichStockportHomescontributesto(continued)
Ref Measure AimtoMinimiseorMaximise
2008/09Actual
2009/10Target
2009/10Actual
2010/11Target
StockportHomes’Contribution
HEALTHYSTOCKPORT
IndependentPeopleNI141 Percentageofserviceusers(people
whoarereceivingaSupportingPeopleservice)movingonfromsupportedaccommodationwhodosoinaplannedway
Maximise 80.83% 76.30% 85.66% 85.66% StockportHomesprovidestenancysupportandresettlementservicesforthosecustomerwhoarereceivingaserviceviaSupportingPeople.
NI142 Percentageofvulnerablepeoplewhoaresupportedtomaintainindependentliving
Maximise 98.4% 98.5% 98.38% 98.60 StockportHomesprovidestenancysupportandresettlementservicesforthosecustomerwhoarereceivingaserviceviaSupportingPeople.
NI125 Achievingindependenceforolderpeoplethroughrehabilitation/intermediatecare
Maximise 80.9% 81% 80.2% 82% StockportHomesisdevelopingaShelteredHousingStrategywhichwilloutlinehowtheneedsofolderpeoplewillbeaddressed.
GREENERSTOCKPORT
ExcellentParksandOpenSpacesNI199 Childrenandyoungpeople’s
satisfactionwithparksandplayareas
Maximise 46.4% 46% 56.2% 58% StockportHomeshasbeenworkingwiththeCounciltosecurePlaybuilderfundingwhichprovidesplayareasonestatesacrosstheBorough.SeeSection4formoredetail.
SustainableApproachtotheNaturalEnvironmentNI186LAA Percentagereductionpercapita
inCO2emissionsintheLocalAuthorityareafrom2005baselineyear
Maximise N/A 8.4 6.8 10.5 StockportHomes’ClimateChangeStrategyoutlinestheorganisation’sapproachtoreducingCO2emissions.SeeSection4formoredetail.
GS3.1ST Numberofinstallationsofloftandcavitywallinsulation
Maximise N/A N/A 2285 N/A StockportHomeshassecuredfundingforinstallationofloftandcavitywallinsulationintoCouncilproperties.
DeliveryP
lan2010-2013
4.PerformanceManagement
DeliveryP
lan2010-201355
Table10:CouncilPlanIndicatorswhichStockportHomescontributesto(continued)
Stockport Homes’
2010-2013 www.stockporthomes.org
Delivery Plan
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