DELIVERY PLAN FINAL DRAFT 15 April 2008 VERSION 3
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DELIVERY PLAN
FINAL DRAFT 15 April 2008 VERSION 3
Contents Section Content Page1. OBJECTIVES OF LAMBETH LIVING LTD AND LAMBETH
COUNCIL a) VISION AND VALUES b) FUNCTIONS DELEGATED TO LAMBETH LIVING
2. CAPACITY BUILDING (SYSTEMS)
3. PERFORMANCE AND BEST VALUE
4. FINANCE
5. CAPITAL PROGRAMME AND PROCUREMENT
6. SUSTAINABILITY
7. RESOURCES
8. QUALITY STANDARDS
9. GOVERNANCE AND MONITORING
10. PROMOTING THIS PLAN
11. CONTACT DETAILS
12. LIST OF APPENDICES: 1 The Path to Excellence - Baseline 2 Performance Plan 3 Outline timetable for planning and budget setting 4 Budget [To be presented to LL Board] 5 3 Year financial plan [ditto] 6 Financial Regulations 7 Financial scheme of delegation 8 Staffing structure charts 9 Services supplied by the council 10 Equalities and Diversity statement 11 Quality Statement 12 Board Governance scheme of delegation 13 Risk Management
13. GLOSSARY
Section 1: Objectives of Lambeth Living and Lambeth Council Introduction
1. Lambeth Living Limited was established in October 2007 as an Arms Length Management Organisation (ALMO) to manage over 31 000 properties, the housing stock of the London Borough of Lambeth. This is the first annual Delivery Plan to be produced by Lambeth Living and Lambeth Council. The financial and strategic management of Lambeth Living will be the responsibility of a board of 16 members which includes representatives of residents, the Council and independent members.
2. The Delivery Plan sets out the services provided by Lambeth Living to the Council in return for the annual fee. It sets performance targets including Best Value Performance Indicators and local performance indicators. The outlined targets and outcomes required will deliver a ‘step change’ in operational performance and to build capacity in the housing management service; this in turn will deliver the investment programmes that will ensure compliance with the Decent Homes Standard by 2013.
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VISION AND VALUES
3. The Shadow Board and senior staff have been working together at training events away days and conferences with a cross section of staff to develop the organisations Vision and Values.
4. The provisional mission statement for Lambeth Living is:
“Managing and delivering high quality homes and excellent services to Lambeth tenants and leaseholders”
5. The emphasis of the new organisation will be to create a culture shift in the way services are provided to customers.
6. Much of the initial work has been to identify the gaps in the way we are now and the new ways of working we aspire to. A critical part of the output is our learning and development plan for senior and middle managers which was launched in October 2007.
Lambeth Living’s values are:
• Openness
• Respect
• Accountability
• ‘Can-do’
• Learning, and
• Efficiency
7. Lambeth Living will be the Borough’s most important partner in the delivery of its objectives, which are themed as:
• Active communities and neighbourhoods
• Economic development and enterprise
• Safer stronger communities
• Children and young people
• Healthier communities and older people
8. The ALMO has taken the lead on many priorities within these themes.
9. The Shadow Board are committed to bringing sustainability into the centre of our strategies and actions. We already have a good track record in the design and implementation of our investment in housing not only to make our dwellings more attractive and wanted in the long run
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but also to take advantage of new technologies for energy supply and efficiency. Our strategies will develop across the whole way we work from waste management and recycling from micro domestic levels to macro materials reuse from building programmes, to our behaviours and lifestyle as people representing and working for Lambeth Living. Sustainability is developed further in Section 6.
10. A key role of Lambeth Living as an ALMO is to manage the Council’s housing and provide the services critical in doing this – including rent collection, leasehold management, repairs ordering as well as resident involvement work. To ensure excellence, we will monitor and report our performance toward achieving and maintaining CPA, BVPI and local indicators. In addition to performance monitoring, Lambeth Living will undertake financial monitoring. Lambeth Living will report its continuing progress against the Delivery Plan to the client Lambeth Council and its own management Board.
11. The rate of dilapidation of our housing stock is high. Lambeth’s public sector social housing grew substantially in the 1960s and 1970s. This is the stock that needs attention now to maintain Decent Homes. We are able to direct investment from our own resources into holding this trend but we do not have the resources to clear the backlog.
12. A successful ALMO presents a strategic challenge to Lambeth. A radical and fundamental improvement in the quality of our services to customers can help us attract the resources necessary to make sure every council dwelling meets the Decent Homes standard.
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FUNCTIONS DELEGATED TO LAMBETH LIVING
13. Under delegation from the Council under section 27 of the Housing Act 1985 (as amended by the Housing & Urban Development Act 1993), Lambeth Living is responsible for specific functions. Lambeth Council will retain other functions and the split of functions is as follows;
FUNCTION Council retention
Lambeth Living
Repairs & Maintenance
Stock condition survey local authority housing
X
Responsive repairs
X
Planned maintenance
X
Modernisation & improvements
X
Redevelopment & renewal
X
Energy efficiency management
X
Void & Empty Property Management
Terminations X
Inspection & repairs
X
Major repairs X
Tenancy Management
Estate management
X
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FUNCTION Council retention
Lambeth Living
Enforcement of tenancy conditions
X
Evictions & court actions to support enforcement
X
Subject to County Court attendance rules
Alterations to Conditions of Tenancy
X
Illegal occupation
X
Anti-social behaviour & community safety policy
X
X
Responsibility for Anti Social Behaviour Orders
X
In liaison with Community Safety Teams
Requests for Anti Social Behaviour Orders
X
Housing Benefit Verification
X
Housing Benefit administration
X
New tenancies Housing Register or Choice Based Lettings scheme
X
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FUNCTION Council retention
Lambeth Living
Making best use of housing stock
X
Selection of tenants for vacant properties
X
Notification to & signing up of new tenants
X
Transfer waiting list management
X
Granting of new tenancies
X
Successions X
Mutual Exchange management
X
Estate Management Caretaking housing schemes
X
Environmental services
X
Grass cutting/ground maintenance
X
Supported Housing Sheltered housing schemes
X
Call centres X
Supported housing
X
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FUNCTION Council retention
Lambeth Living
schemes
Refuges X
Homeless accommodation
X
Temporary accommodation
X X
Delegated temporary use of council dwellings
Supporting People Strategy
X
Supporting People services
X
Housing Strategy Strategic work in partnership with RSLs & others
X
Resident participation in developing Housing policy & strategy
X
Market analysis X
Enabling & resource planning
X
Contribution to London Borough of Lambeth corporate planning
X
Lambeth Living views will be presented to the Regeneration & Housing council Directorate
Stock investment decisions
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FUNCTION Council retention
Lambeth Living
X
Stock condition including house condition surveys
X
Lambeth Living data & survey information will be transferred to the Regeneration & Housing council Directorate
Lettings policy X
Housing Needs X
Assessments X
Surveys X
Home Energy Conservation Act
X
Housing land and other assets
X
Homelessness strategy, assessments and advice
X
General Housing Advice
X
X
Private sector housing
Renewal / development
X
Renovation grants
X
Disabled facilities grants
X
Area renewal activity &
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FUNCTION Council retention
Lambeth Living
clearance X
Work in relation to HMOs
X
House condition surveys
X
Home Improvement Agencies
X
Fitness / unsatisfactory housing conditions enforcement activity
X
Empty property X
Energy efficiency
X
Co-ordination with Council corporate policy
In relation to:
Care services,
Community safety,
Neighbourhood renewal,
Regeneration,
Housing & Health,
Sustainable development,
X
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FUNCTION Council retention
Lambeth Living
Social exclusion,
Equalities
Performance management of Lambeth Living retained housing management and RSLs
X
Programme of Best Value Reviews
X
Owner-occupation strategy
X
Right to Buy Valuations & determinations
X
Administration & calculation of discount
X
Approvals X
Leasehold management
Enforcement of leasehold conditions
X
Finance Rent policy X
Rent setting X
Rent collection X
Service charge collection
X
Recovery of arrears
X
Recovery of
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FUNCTION Council retention
Lambeth Living
other charges X
Debt counselling
X
Financial returns
X X
Statutory returns retained by council
Insurance & claims
X
Bidding for capital resources
X
HRA Business Planning and HRA management
X
Procurement Policy X
Letting of contracts in relation to delegated activities
X X
Within agreed programme to advised maximum
Tenant involvement Tenant Compact
X
Tenant association development
X
Promoting resident participation (including monitoring of services)
X
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FUNCTION Council retention
Lambeth Living
Tenant consultation on Lambeth Living responsibilities & provision of information
X
Reports to Tenants
X
Client management of TMOs in Lambeth Living
X
Client management of TMOs not in Lambeth Living
X
Other assets (including lettings management & clearance)
Garages X
Shops & buildings
X
To be finalised
Estate offices X
Tenant Resource Centres or Tenant Offices
X
Meeting rooms X
Clearance & Disposal of Dwellings
Sale of dwellings
X
Clearance X
Consultation X
Decanting tenants
X
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FUNCTION Council retention
Lambeth Living
Complaints Stage 1 and 2 X
Stage 3 and Ombudsman
X
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Section 2: Capacity Building (systems) 14. To drive and sustain front-line service improvement and outcomes,
Lambeth Living must develop capacity within the organisation to move from a modus operandi of reacting to change and slow to adopt innovation, to being at the forefront of housing service provision. This will require the development of a broad range of management systems.
Customer Intelligence
15. Develop a clear picture of emerging needs within Lambeth, through outreach activities and broadening the range of community contacts.
16. Develop a greater understanding of the needs of specific customer groups (e.g. deaf people, refugees), through focus groups and support organisation networks.
17. Undertake a rolling survey of customer perceptions.
Business Intelligence
18. Develop a full set of benchmark comparators with peer group providers for each service area.
19. Actively seek-out practice and become involved in developing innovative service solutions across each service area.
20. Develop a range of partnerships with other service providers, businesses and third sector organisations, covering outreach activities, new service opportunities, for identifying and securing access to additional resources
Business Planning
21. Establish clear linkages between Lambeth Corporate Plan objectives and initiatives and on-the-ground service delivery activities (e.g. Respect and Freshview).
22. Embed mechanisms for ensuring service user priorities are established and used to drive business planning.
23. Integrate fully business and financial planning cycles and monitoring mechanisms.
Knowledge Management
24. Develop an efficient information sharing system to ensure consistency of delivery, provide common knowledgebase and organisational earning tool:
• Customer service information (service standards, handbooks);
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• Customer feedback (surveys, complaints, mystery shopping);
• Resident participation outputs (working groups, minutes);
• Cross-cutting service information (planned maintenance schedules);
• Contact management and performance information (quality checks);
• Support information for staff (training, processes).
Service Development
25. Develop a slick and efficient service development process, coordinating policy development, IT development, staff training, and both internal and external communications and marketing.
26. Embed mechanisms for ensuring customer preferences service development
Business Systems and Technology
27. Unlock both the service delivery and business intelligence potential of data held on IT systems.
28. Exploit the full capability of IT systems already in place, particularly in the provision of real-time and management reporting.
29. Deploy technology and implement software solutions to support flexible, remote and mobile working, particularly for data gathering and the quality monitoring of service provision.
Management and Control
30. Provide managers with real-time monitoring information to enable them to make timely interventions in the service delivery process, to rectify workload, performance and quality issues.
31. Provide managers and supervisors with simple, tailored performance dashboards that enable them to monitor the areas of performance they are responsible for.
32. Develop a culture of checking, sampling and auditing of service requests, customer data and processes.
Operational Environment
33. Deliver an accommodation strategy that enables staff to deliver a high quality service in a modern, healthy and stimulating working environment.
34. Support flexible patterns of working through the deployment of home-based and mobile technology.
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35. Ensure that business support systems such as purchasing, HR and IT support are fit for purpose and do not impact the timeliness and quality of service delivery.
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Section 3: Performance and Best Value 36. The formal relationship between the Council and Lambeth Living is set
out in the company Memorandum and Articles and the Management Agreement.
37. Lambeth Living will work in partnership with the Council to deliver agreed performance targets and the action plans resulting from cross-cutting corporate best value reviews.
38. Performance management will be a transparent process, with a balanced set of input, output and outcomes based targets reported regularly and reviewed jointly throughout the year.
39. At the last Audit Commission inspection of the housing management service (2005), the Council achieved a Fair (1 Star) Service with Promising Prospects for Improvement rating. Lambeth Living will seek to build on this platform to develop and deliver a ‘two star plus’ service.
40. An Audit Commission inspection of the housing management service is scheduled for February 2009.
Performance Priorities
41. The agreed performance improved priorities for Lambeth Living are to:
• Improve Customer Service: by building knowledge our customers, their needs and service preferences, maximising access to service, particularly for generally excluded groups; and, placing maximum emphasis on the turnaround of requests for service and the quality of outcomes;
• Deliver a two star housing management and maintenance service: by tackling longstanding underperformance in areas such as voids turnaround, income collection and responsive repairs, to meet the service expectations of our tenants and leaseholders;
• Improve Value for Money: through the delivery of a strategic procurement framework and though efficiency improvements realised through an ongoing cycle of best value reviews.
• Building capacity in people and systems: through investment in continuous staff development; equipping them with the business processes, technology, within the fit for purpose working environment to drive the service forward.
Capacity Building People
42. The provision of excellent services depends on skilled, well-informed, well managed and motivated staff across the wider organisation. We
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recognize that a workforce that reflects the diversity of the community we serve will be able us to provide more appropriate services. The key to committed and motivated staff is through effective and supportive management. We are working diligently to ensure that our managers develop the relevant skills, knowledge and behaviours required to lead staff and execute our organisational priorities.
Key activity target outcomes
43. The “Making the most of our Managers” programme has been introduced to support this objective.
Key Activity Outcomes
Implementation of Leadership & Management development programme
Leaders display the skills, behaviours & knowledge that enable their teams to excel
Leaders are able to support continuous education & learning
Employee satisfaction & motivation are increased
Introduction of Coaching & Mentoring
The organisation improves by learning from its own & others’ experience
BPI’s & performance management metrics
There will be greater emphasis on performance management & accountability
Structured Business Indicator workshops
Business Performance Indicators & used to drive organisational activity
Leadership & management are supported in setting organisational direction
Leaders display skills, behaviours & knowledge that enable their teams to excel
Goals alignment & cascading organisational objectives
Expectations & achievements
Staff will understand their roles within the wider organisational context
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Deployment of non-monetary forms of reward
Staff feel that achievement is recognised
Creation of steering groups The utilisation of existing talent is effectively utilised.
Empowerment, involvement & accountability
Career Framework Growth and career opportunities
44. The Path to Excellence - Baseline (Appendix 1) sets out our plan for addressing performance priorities from launch, with particular focus on:
• The quality of customer services; timeliness and quality of response;
• Improving rent collection and reduce arrears levels;
• Improving void turnarounds;
• Developing a full, prevention and early intervention centred Anti-social Behaviour service;
• Ensuring the year-on-year delivery of the capital programme.
45. A full list of key performance targets for Lambeth Living are set out in the Performance Plan Appendix 2.
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Service Planning
46. Delivering a high quality housing service is the joint aim of Lambeth Living and the Council. Lambeth’s overarching objectives and priorities are set out in the Corporate Plan – Delivering Quality, Fighting Inequality (2007-10).
Strategic Themes Transformational Activities Outcomes
Community Voice Improved engagement with groups and individuals
Community Strategy A twenty-year strategic vision for the borough
Active Communities & Neighbourhoods
Customer Services
Service assurance – meeting our promises to our customers
Decent Homes Decent Homes delivered through investment options
Housing and Property Improvement Projects
ALMO and Partnering Framework delivered
Anti-social Behaviour Strategy
Domestic Violence Strategy
RESPECT and Freshview on Lambeth estates
Safer and Stronger Communities
Hate Crime Strategy
Transforming the Organisation Deliver Value for Money
VFM and procurement efficiencies, improved income collection
1. Address top priority of residents – Feeling Safe
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47. These activities and priorities will shape the delivery and work plans of Lambeth Living as follows:
Lambeth
CorporatePlan
Lambeth Living Delivery Plan
The Path to
Excellence
Regenerationand HousingService Plan
ServiceTeamPlans
PersonalWorkPlans
Corporate ThemesPartnership
Accountability
The annual service planning timetable will be as follows:
Deliverable Time line
Housing Strategy (demand, need and resources)
By July each year
HRA/Lambeth Living Delivery Plan (asset management and development of Lambeth Living)
By July each year
Draft Delivery Plan (targets to be achieved)
By December each year
Delivery Plan Annual Review Board, Council)
By January each year
Draft Service Plan(s) Organisational arrangements and priorities
By January each year
Agreed Service Plan(s) Organisational arrangements and priorities
By March each year
HRA Report
In March each year
Final Delivery Plan
By end of March each year
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Performance Management Framework
48. The performance management framework between the Council and Lambeth Living is as follows:
Forum Frequency Purpose Method
Lambeth Living Leadership Team
Weekly Day-to-day management and monitoring
Minutes to Lambeth Living staff
Lambeth Living Leadership Team
Monthly Performance and financial monitoring
Performance bulletins to Lambeth, Scrutiny
Minutes to Lambeth Living staff
Lambeth Living Area Housing Forums
Bi-monthly Monitor provider performance
Report to Lambeth Living Board
Lambeth Living Board Sub Committees: People, Audit, Service Improvement
Bi-monthly Monitor financial performance, performance indicators and track Delivery Plan
Report to Lambeth Living Board
Lambeth Living Board
Quarterly Review policy, performance issues and exceptions reports
Performance reported to Lambeth Housing Scrutiny Committee
Performance review Monthly Performance review:
Chief Executive Lambeth Living
Divisional Director Housing Strategy and Partnerships, Regeneration and Housing
Minutes to Lambeth and Lambeth Living
Financial review Quarterly Financial review: Minutes to
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Forum Frequency Purpose Method
Divisional Director Resources, Lambeth Living
Divisional Director Resources, Regeneration and Housing
Lambeth and Lambeth Living
Capital programme review
Bi-monthly HRA capital programme review:
Divisional Director, Technical Services, Lambeth Living
Divisional Director Housing Strategy and Partnerships, Regeneration and Housing
Minutes to Lambeth and Lambeth Living
Strategic performance review
Six monthly
Mid and end of year performance review:
Chair of Lambeth Living Board
Chief Executive Lambeth Living
Executive Director, Regeneration and Housing
Divisional Director Housing Strategy and Partnerships, Regeneration and Housing
Cabinet Member, Housing
Minutes to Lambeth and Lambeth Living
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Working in Partnership on Best Value Reviews:
49. Nominated Officers from Lambeth Living and the Council will work together to prepare and agree the housing elements of the Council’s Performance Plan
For Lambeth Living
For Lambeth Council
Action / Outputs
Timescale / Frequency
Chief Executive Divisional Director Housing Strategy and Partnerships
Housing input to Best Value Performance Plan
Facilitation of housing inspections
Action Plans Monitoring
In line with corporate timetable
In line with inspection timetable
Six monthly
Best Value Review Programme
50. Lambeth Living will work with the Council to plan, conduct and act-upon best value reviews specific to the housing service or cross-cutting reviews of central services.
51. The following table sets out a schedule of reviews that have either been undertaken and the resultant action plan is being implemented, a review is underway, or has been agreed and scheduled by the Lambeth Living Board.
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Year Review Lambeth Living Lead Officer
Action Plan being Implemented
2008 Procurement DD Technical Services
Being Undertaken
2007 First Call Chief Executive
2007 Handypersons Chief Executive
2007 Voids DD Technical Services
Scheduled
2008 Concierge services DD Technical Services
2008 IT services DD Resources
2008 Lambeth Service Centre DD Technical Services
2009 Legal DD Technical Services
2009 Human Resources DD Resources
2010 Finance DD Resources
2010 Facilities DD Resources
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Section 4: Finance 52. The financial section of the Delivery Plan sets out the overriding
framework for 2007/8 and 2008/9 under which Lambeth Council will fund Lambeth Living and maintain the liaison required between the two parties to enable both Lambeth Council to fulfil its responsibilities in managing the Housing Revenue Account and Lambeth Living in providing a cost effective service.
Financial Regulations
53. The financial regulations of Lambeth Living Ltd (Lambeth Living) form part of its overall system of financial and management control. The rules of Lambeth Living, the terms of reference of the Board and its committees, and the standing orders outline how Lambeth Living will be controlled and run.
54. Lambeth Livings financial procedures build from its financial regulations, Schedule 6 of the Management Agreement and scheme of financial delegation and translate into practical guidance and broad policies relating to financial control.
55. Compliance with the financial procedures is compulsory for all staff connected with Lambeth Living. It is the responsibility of Lambeth Living management to ensure that our staff are made aware of their existence and content of Lambeth Livings financial procedures and that adequate number of copies are available for reference within their departments.
56. The Board is responsible for maintaining a continuous review of the financial procedures.
Financial Control
57. The Board is accountable for the control environment. The Board has ultimate responsibility for Lambeth Livings finances. Its financial responsibilities are:
• to ensure the solvency of Lambeth Living Ltd
• to safeguard Lambeth Living Ltd’s assets
• to ensure the effective and efficient use of resources
• to ensure compliance with Companies legislation
• to ensure that financial control systems are in place and are working effectively and that a statement of assurance is produced by the internal audit provider annually
• to approve Lambeth Living Ltd’s delivery plans
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• to approve the annual financial statements
• to recommend to the annual general meeting (AGM) the appointment of Lambeth Living Ltd’s internal external auditors
Audit Requirements
58. A timetable for final accounts purposes is drawn up and the staff and the external; auditors are advised accordingly. The accounts and management letter should be reviewed by the Board for their approval. External auditors and internal auditors shall have authority to:
• access Lambeth Living Ltd’s premises at reasonable times
• access all assets, records, documents and correspondence relating to any financial and other transactions of Lambeth Living
• require and receive such explanations as are necessary concerning any matter under examination
• require any employee of Lambeth Living Ltd to account for cash, stores or any other property under his/her control
• access records belonging to third parties, such as contractors, when required.
59. Whenever any matter arises that involves malpractices whether actual or suspected, an officer, usually designated by the Chief Executive will, with the involvement of internal audit, investigate and where required report to London Borough of Lambeth. The irregularities or fraud may concern cash, stores, property or other activities of Lambeth Living Ltd. In addition Lambeth Living Ltd will ensure that a procedure for whistle blowing is in place and that all staff are fully aware of the procedure. Lambeth Living Ltd will maintain a comprehensive and up to date risk register. It will agree an internal audit plan commensurate with the identified risks, agreed with London Borough of Lambeth.
External Audit
60. The appointment of external auditors will take place annually at the AGM and it is the responsibility of the Board to make recommendations.
61. The primary role of external audit is to report on Lambeth Living Ltd’s financial statements and to carry out such examination of the statements and underlying records and control systems as are necessary to reach their opinion on the statements and to report on the appropriate use of funds. Their duties will be in accordance with advice set out in the code of audit practice and the Auditing Practices Board’s auditing standards. Annually, the Board will review the effectiveness of external audit and, provided the auditors’ work is of a sufficiently high standard and reasonably priced, should recommend that the Board reappoint them. In
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addition, every three years the Board will carry out a comprehensive review of the service provided.
Other Auditors
62. Lambeth Living Ltd may from time to time, be subject to audit or investigation by external bodies such as HM Revenue and Customs.
Budget Preparation
63. A revenue budget and a Delivery Plan should be prepared annually in accordance with contractual obligations and submitted to the Board. The budget should also include cash flow forecasts for the year and balance sheet. Following Board approval the budget should be communicated to the relevant members of staff. During the year, forecasts should be submitted to the Board for their approval and agreed with the council.
Budget Control
64. Lambeth Living shall be responsible for controlling income and expenditure within the Management Fee and Delegated Budgets. The control of income and expenditure within an agreed revenue budget is the responsibility of the designated manager who must ensure that day to day monitoring is undertaken effectively by using a robust chart of accounts. If Lambeth Living anticipates an overspending against Management Fee and Delegated Budgets it should consider options to reduce costs or increase income to contain net expenditure within the overall budget. If these courses of action are not feasible, Lambeth Living will report to the Council setting out the additional budget allocation required for the year with suggestions for re-aligning the income and expenditure within the budget allocation in the following year.
65. The Council will be responsible for containing income and expenditure on budgets within the Housing Revenue Account for budgets other than the budgets under the control of Lambeth Living. If the Council anticipates overspends against budgets under its control it should consider options to reduce costs or increase income to contain net expenditure within the overall budget. If this course of action is not feasible the Council should prepare a report putting forward proposals for reducing budgets within budget allocations in the current or forthcoming years.
66. Lambeth Living shall provide the Council within four weeks of the end of each month a statement of actual expenditure against budget for all of the Management Fee and Delegated Budgets.
Accounting Policies
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• Basis of Accounting. The financial statements are prepared on the historical cost basis of accounting and in accordance with applicable accounting standards.
• Format of the Accounts. The accounts are prepared for the financial year ending 31 March, in the format required by the Companies Act 1985.
• Accounting records. Financial documents should be kept in a form acceptable to the relevant authorities. Lambeth Living Ltd will retain prime documents as required by law. These include:
• Accounts raised (six years)
• Copies of receipts (six years)
• Payroll records (six years)
• VAT records (three years)
• Corporation tax records (three years)
• Years are complete tax years.
67. For auditing and other purposes, Lambeth Living Ltd should retain other financial documents for three years.
68. Treasury Management processes and procedures for the ALMO to include the budget headings the ALMO has responsibility for and the management flexibility the ALMO has under the broad budget heads agreed.
Treasury Management
69. Treasury Management (investments and borrowings) services will be purchased from London Borough of Lambeth through a service level agreement.
Budget Headings
Finance
• Preparation of the annual budget.
• Any budget transfer between divisions below £50,000 not involving virement between employee and non-employee budgets. Virements over £50,000 to be notified to the Director of resources. All virements between employee and non-employee budgets to be authorised by the Director of Resources.
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• Submission of proposals to the Board to increase net expenditure above the approved budgets in any year.
• Allocation of grants to external organisations subject to any requisite approval by the Board.
• Disposal of assets worth up to £50,000 in accordance with financial regulations. Disposal of any assets worth more than £50,000 (unless otherwise reserved to the Board or a committee of the Board) in accordance with financial regulations, on the recommendation of another officer and with the agreement of the Director of Resources.
• Approval of the purchase of assets (including land and property)(whether acquired using compulsory purchase order powers or another power) up to £50,000 (including transaction costs). Where the cost of the asset exceeds £50,000 (including transaction costs) the agreement of the Director of Resources is also required.
Financial Control and Accounting Standards
70. Lambeth Living shall conduct its financial affairs in accordance with its detailed Financial Regulations which comply with the Requirements for Financial Procedures in the Management Agreement.
71. Lambeth Living shall administer the Delegated Budgets, Management Fee budgets and capital expenditure separately. Accounts should be prepared in accordance with accounting standards as set out the Financial Regulations of the Council and Lambeth Living.
72. Lambeth Living will provide:
• (a) within 10 weeks of the end of the each financial year (1 April – 31 March) a draft copy of its accounts providing sufficient detail for the Council to complete its statutory accounts
• (b) within 4 months of the end of each financial years a copy of Lambeth Living’s accounts and balance sheet for the financial years audited by a qualified auditor approved by the Audit Commission.
• (c) within 1 month of receipt a copy of the auditor’s management letter.
Use of surpluses
73. The Management Agreement sets out the rights of Lambeth Living to use surpluses on Operational Income and Expenditure or to add to Capital programmes upon terms agreed with the Council.
Appendices:
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74. Outline timetable for planning and budget setting Appendix 3
75. Lambeth Living Revenue Budget 2007/8 (part year) Appendix 4 to be completed on agreement of the management fee
76. Lambeth Living 3 Year financial plan Appendix 5 to be completed as above
77. Lambeth Living Financial Regulations Appendix 6
78. Lambeth Living Scheme of Financial delegation Appendix 7
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Section 5: Capital Programme and Procurement STOCK CONDITION & DECENT HOMES
79. The properties to be managed by Lambeth Living are clustered in three areas of the borough, the north, central and south.
80. In 2003 Lambeth commissioned Property Tectonics to undertake a survey of its housing stock. The survey covered 11% of properties for external elements and 11% of properties for internals, with internal elements for the remaining properties being cloned.
81. Following publication of the Decent Homes standard, the database was reviewed to reflect Decent Homes requirements. The database is regularly updated to reflect repairs and capital improvement schemes and the impact of new work is incorporated as works are completed on site.
82. The number of non Decent Homes in September 2007 is approximately 9600 or 32% 0f the stock. The Building Cost Model, included in the ALMO bid, plans spend of £403.881 million pounds in the 6-year period 2007–08 and 2012–13 to bring our properties up to Decent Homes, to support a sustainable HRA, and to meet our other landlord investment requirements.
Profile of properties in Lambeth Living
83. The properties included in the ALMO are a mix of archetypes ranging from Victorian conversions and terraced houses to estates comprising of high-rise blocks of flats. Lambeth’s tenanted housing is dominated by 1 – 2 storey flats built after 1944 (49%), pre 1945 1 – 2 storey flats account for around 21%, high rise 7% and mid rise flats (3 – 5 storeys) 3.5%. The remaining 19.5% is made up of eight different house types, the predominant archetypes being houses built between 1965 – 74, post 1975 houses, pre 1945 small terraced houses and other pre 1945 houses each accounting for between 3 – 4% of the stock total.
84. Many of the estates, particularly in the north of the borough, have benefited from a range of improvement works over recent years funded through the capital programme, Single Regeneration Bid (SRB), Estate Action and major regeneration schemes. However as set out in our works programme there is significant works still required to bring to and sustain these properties at a decent home standard.
85. Lambeth’s currently has 32% non decency across the housing stock. The cause for this non-decency is varied, a considerable proportion are non compliant due to a combination of failing components. The major components that are non compliant are bathrooms, kitchens and windows. Properties that are non compliant on one or more of the fitness
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standards is another major cause of non decency. Additionally, there is considerable investment required to meet Decent Homes standards in respect of thermal comfort. The majority of these failings are due to properties that have un-insulated cavity wall and insufficient roof insulation. This highlights the variety of works required to make all of the stock decent. Furthermore, a significant proportion fails on more than one criterion and requires major works in more than one area to reach decency.
86. The number of units will decrease following the completion of a number of planned stock transfers. Details of these stock transfers are outlined elsewhere in this document.
Timetable
87. The Council and Lambeth Living have taken a realistic approach in determining the timetable for the ALMO works programme and the date it anticipates achieving full Decent Homes. The Lambeth Living Board is ready to lead in the challenge to give residents the high quality housing service needed to secure ALMO funding.
88. The Audit Commission inspection is scheduled for February 2009 and the result is unlikely to be announced until April 2009 or later. If, as expected, Lambeth Living is awarded the necessary 2 or 3 stars, the first tranche of ALMO funding will not be released until part of the way through the year in which it must be spent.
89. The investment plan therefore will achieve The Decent Homes target in 2013
90. The anticipated Decent Homes spending profile is:
Year Cost (millions)
2007/08 £15,583
2008/09 £16,675
2009/10 £39,427
2010/11 £65,721
2011/12 £67,015
2012/13 £68,437
2013/14 £56,216
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Delivering the capital investment programme
91. Lambeth Living Procurement strategy sets out how services will be procured. It is our intention to deliver the programme through a number of long term partnering arrangements with contractors and consultants. European competition legislative processes must be followed in much of the procurement Lambeth Living undertakes. Working from a strategic alliance of Consultants and Contractors, due regard will be given to the following criteria and needs:
• Supply Chain Management – ensuring that manufacturers work with Lambeth Living to deliver the most advantageous packages to meet the aspirations of both residents and officers.
• Contractors and sub-contractors, including specialist contractors are engaged in accordance with proper procurement procedures, including European competition requirements.
• Local Labour in construction
• Equal Opportunity considerations
• Year on year performance improvements will be built in and administration costs minimised. This will also offer the flexibility to offer major works packages based on performance.
• The use of model documents and preconditions to the award of each phase of the works to the appropriate contractor and consultants.
92. In order to maintain continuity in delivery of the Decent Homes programme, traditional procurement arrangements using a range of competitive tendering and/or bulk procurement contracts will continue to be utilised until to the commencement of the long term partnering arrangements.
Resident Participation in the investment programme
93. Residents will be involved in every project, from the start right through its various stages, until the projects ends.
94. Training will be given to ensure residents understand their role in procurement of services. Training of residents is essential to meaningful participation and empowerment.
95. Given the amount of procurement over the next five years, this means that a number of residents will be able to participate, giving opportunities for a range of people to become involved from specification stage, tender evaluation and monthly post contract performance monitoring.
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96. The income that can be recovered from leaseholders is likely to be substantial. It is essential that the requirements for leaseholder consultation under S151 of the Commonhold and Leasehold Reform Act 2002 and S20, Landlord and Tenant Act 1985 (as amended 1987) are not compromised by the drive to complete the programme.
Key Risks
• High unit costs – Lambeth Living will seek to work with its partners to deliver savings in the predicted costs with its partnering contractors, providers and suppliers.
• Full funding – at the time of drafting the Delivery Plan the decision of the DCLG on the application for funding is awaited.
• Delays to Stock transfers and PFI estates.
• Contractors do not perform or cannot complete contract.
• Projects delayed – due to lack of supply chain or sub-contractor availability.
• Client function is under-resourced and fails to partner effectively.
• Anticipation of Decent Home reduced funding before 2010.
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Section 6: Sustainability 97. The large capital and revenue works programme of over £600 million
over the next 5 years provides an important opportunity to consider the environmental impact of the work of Lambeth Living and to seek to ensure that sustainability is embedded within Lambeth Living practice.
98. Key drivers include the Government’s Sustainable Communities Plan (2005), the Audit Commission KLOEs, the Lambeth Climate Change Action Plan and sustainable procurement strategy.
99. Successful implementation of a sustainability strategy would fulfil part of the Lambeth Living business plan and also assist the achievement of the wider objectives of the Lambeth Living business plan.
100. Evidence of effective implementation of a sustainability strategy would demonstrate effectiveness in a number of the KLOEs uses by the Audit Commission to describe excellent service provision.
101. This Lambeth Living Sustainability Strategy deals with the themes of developing culture change to a more green agenda, getting our house in order by more recycling and energy and water efficiency, promoting sustainability in service delivery especially through the decent homes programme and reaching out to the community.
102. Progress has already been made in several areas including recycling, and a decrease in the use of UPVC windows and increased use of timber frames.
Key Drivers
Sustainable Communities
103. The Department of Communities and Local Government have said:
“At the core of all our activities is one overarching aim. This is to create thriving, vibrant, sustainable communities which will improve everyone’s quality of life. A sustainable community is a place where people want to live and work now and in the future”.
104. Whilst this is primarily focused upon meeting housing need and social need there is also an explicit green dimension expressed within the Sustainable Communities action plan (2005). Part of the definition of sustainable community offered is the characteristic of being environmentally sensitive:
105. Sustainable communities:
• actively seek to minimise climate change, including through energy efficiency and the use of renewables
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• protect the environment, by minimising pollution on land, in water and in the air
• minimise waste and dispose of it in accordance with current good practice
• make efficient use of natural resources, encouraging sustainable production and consumption
• protect and improve bio-diversity (e.g. wildlife habitats)
• enable a lifestyle that minimises negative environmental impact and enhances positive impacts (e.g. by creating opportunities for walking and cycling, and reducing noise pollution and dependence on cars)
• create cleaner, safer and greener neighbourhoods (e.g. by reducing litter and graffiti, and maintaining pleasant public spaces).
(DCLG 2005)
106. In addition, Central Government has an expectation of local authorities and other public sector housing providers that by 2008, through its Climate Change Programme, carbon emissions will be benchmarked across all social housing stock.
London Borough of Lambeth
107. London Borough of Lambeth has adopted a sustainability charter. This will be an important document for Lambeth Living as it has been through the work of the council that the central government work on sustainability has been converted into policy. Lambeth Living has also adopted the sustainable construction and sustainable timber policies.
Audit Commission
108. The Audit Commission provides a robust and independent check on local authorities’ performance to reinforce the best value regime. It set up an inspection service to evaluate best value reviews, test the quality of services and authorities’ capacity to improve. Each inspection results in a comprehensive report and a score for the service on quality and likelihood to improve and it based upon a number of Key Lines of Enquiry (KLOE).
109. Several of the KLOEs have a link with a sustainability agenda:
• Part of the Housing Income Management KLOE links to need to minimise fuel poverty through energy efficiency.
• In the Stock Investment and Asset Management KLOE, under the capital improvement section the example of excellent practice is,
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“Has improvement programmes which aim to deliver homes to a high quality” and “addresses lifetime, homes and ecological issues”.
110. A sustainable strategy also needs to also take account of the cross cutting KLOE themes of Access & Customer Care, Diversity and VFM.
111. The CPA 2008 will require carbon monitoring and benchmarking. Lambeth Living is a major contributor to emissions for council stock, and so will be expected to me maximising carbon savings.
112. BVPI 63 is an externally monitoring Performance Indicator, which requires Lambeth Living to improve the SAP rating of their homes.
What we are going to do
113. Sustainable thinking must underpin the work of Lambeth Living and is embodies within this sustainability strategy. Leadership needs to be given to oversee these developments ideally by identifying a champion from within the staff team. The commitment to achieving this vision also needs to be reflected in the accounting system used. Developing a green agenda requires robust and effective partnership work both at the local level and in seeking collaboration with the wider community of housing organisations concerned with green issues. The strategy also needs to synchronise with the requirements of other relevant strategies particularly those of Lambeth Living.
Objectives Actions to Consider
1. Build effective partnerships
Develop the existing partnership between Lambeth Living and Lambeth Council to take account of Lambeth Living’s new status and ensure shared vision and coordinated strategies.
Contribute to the sustainability charter within the borough and other partner organisations in the borough.
Provision of local labour and employment and training initiatives in future procurement.
Involve the Council in the planning stages of all new major works projects to ensure that energy efficiency and water efficiency are planned in at the earliest stage.
2. Create opportunities for leadership in sustainable development
Identify and seek sufficient resources to enable us to deliver a programme of sustainability improvements.
Review how best to include measures of sustainability and quality of life in the Lambeth Living
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performance management framework.
3. Develop an organisational commitment to sustainability
Work with Lambeth Living Communications to raise staff awareness about Lambeth Living commitment to sustainability.
Ensure that training on sustainability is part of the induction process so that all staff understand our commitments.
Appoint a sustainability champion.
4. Monitor the implementation of Sustainability Strategy
Review and amend the Action Plan to ensure optimum relevance
Establish effective monitoring procedures
Report annually to the Board on the progress against this plan
5. Establish whole life accounting framework
Establish whole life costing as standard approach to informing capital decisions.
6. Improve the environmental quality of the built environment
Ensure all construction projects are considered in accordance with best practice on sustainable procurement and green construction.
Monitor the application of the sustainable construction policy.
7. Improve the quality of the natural environment
Improve the environmental quality of housing estate grounds.
Undertake an audit of the housing estate grounds and green spaces.
Increase the number of trees on Lambeth Living land.
8. Control energy use and mitigate climate change
Develop service delivery carbon reduction actions.
Improve the energy efficiency of Lambeth Living housing stock.
Install renewable energy systems such as solar thermal to provide hot water or solar pv to provide clean electricity on suitable housing stock.
Work with the council to introduce other renewable and efficient energy generation technologies.
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Section 7: Resources Working in Partnership
114. Lambeth Living will review resourcing arrangements and bring forward proposals each year as part of the financial planning process.
115. Under the Management Agreement, Lambeth Living will honour the undertakings given to council staff transferring to its employment, but subject to this, Lambeth Living will offer a remuneration package as negotiated with its staff and their representatives.
116. Lambeth Living will amend staffing structures as necessary to achieve Best Value objectives, after due consultation with staff and their representatives, as provided for in its terms and conditions of employment.
117. The Executive Management structure of Lambeth Living is as follows:
Chief Executive
Officer
Director of Housing
Management
Director of Technical Services
Director of
Resources
118. Full organisational and staff structures are set out in Appendix 8.
Resources Service Standards
• Lambeth Living will use due care, skill and diligence in undertaking its functions
• Lambeth Living staff will be trained to meet specific service standards where appropriate
• Lambeth Living will observe standards consistent with the Council’s such as dress code and code of conduct.
• Lambeth Living will observe standards in public areas consistent with Council standards
• Lambeth Living will observe standards of maintenance of offices and other assets, consistent with Council standards.
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Becoming a People-focused Organisation
119. Lambeth Living will review, adapt as required and enforce existing Council policies and procedures to ensure the workforce reflects the diversity of the community.
120. Lambeth Living will review, adapt as required and enforce existing Council policies and procedures to ensure the safety, wellbeing and welfare of all staff.
121. A Personal Development Plan will be produced for every member of Lambeth Living staff, to build the skills, experience and culture needed to deliver an ‘excellent’ service.
122. Lambeth Living will aim to achieve the Investors in People standard.
123. We will develop a culture of continuous improvement, valuing, recognising and rewarding staff achievement and learning from other organisations. A specific plan of activities is currently under development.
124. Lambeth Living will ensure that our service partners also adopt and meet these standards.
Procurement of Support Services
125. Lambeth Living will purchase support services in respect of its business services and professional services from the Council as set out in Appendix 9.
126. Lambeth Living will undertake service reviews of support services, whether directly provided by the Council or externally. If this market testing shows that a service can be provided more economically through another provider, it will have the right, after consultation with the Council, to introduce new arrangements.
Office Location and Service Accessibility
127. The Council owns the office accommodation used by Lambeth Living.
128. An accommodation plan will be developed to enable Lambeth Living to operate effectively as an organisation, operating at arms-length from the Council, and with a clear identity.
129. The head office of Lambeth Living will be at Hambrook House, Porden Road, Brixton. The current service delivery network includes six Area Offices and a number of ‘estate-based’ sub-offices. Current office accommodation is as follows:
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10 Somerleyton Road 139 Albert Carr Gardens
20 Cottage Grove 283 – 291 Wandsworth Road
52 Knatchbull Road Springfield Centre
91 Kennington Lane Brixton Area Office
Cranfield Close Foxley Close
Greenleaf Close Lunham Road
North Clapham Housing Office Worsopp Drive
130. Lambeth Living will seek efficiencies in the use of this accommodation.
131. If, as part of a Best Value or Service Review, Lambeth Living concludes that an office or part thereof is superfluous to requirements, it may, after consultation with the Council, put forward proposals to the Council for sub-letting, or putting the office to another use
Use of Information Communication Technology Systems
132. ICT systems will continue to be owned by the Council, who will make provision for their ongoing support and development. Both parties will work together to deliver a roadmap of enhancements to support and develop the service, and to foster mobile and more flexible working
133. A Service Level Agreement will be put in place to provide support between Lambeth Living and the Council to cover the provision of ICT infrastructure and support. This will be closely monitored to ensure Lambeth Living achieves both an excellent standard of service and value for money.
134. The primary systems provided by the Council to Lambeth Living are:
Application
Desktop applications: MS Office Suite
Content management: Sharepoint
Housing: Northgate Housing - Sx3
Reporting: Business Objects for Sx3
Document management: Anite@work
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Financials: Oracle ERP - Financials, Procurement, People
Complaints management: Respond
135. A schedule of hardware assets owned by the council and made available for use by Lambeth Living will be prepared.
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Section 8: Quality Standards Equalities and Diversity
136. The Lambeth Living equalities and diversity statement (Appendix 10) sets out the intent for an equalities delivery framework which will build on the council’s equality and diversity strategy, and housing management best practice as set out in the code of practice in rented social housing and the equalities standard framework. Our service improvement programme, The Path to Excellence, clearly indicates our commitment to tackle inequality and social exclusion, as we narrow the gap between the haves and the have-nots by generating a better quality of life. Lambeth Living will continue promoting equalities and understanding diversity and meeting our statutory responsibility for working with anti-discrimination legislation such as the Disability Discrimination Act 2004, the Race Relations Amendment Act 2000, and the Gender Discrimination Act 2006.
137. We undertake as part of our service delivery and service planning to:
• Make sure we identity the needs of Lambeth Living residents and that those needs are taken into account wholly in the planning and delivery of housing services, but more individually to endeavour to bring the right services to residents
• Work towards the elimination of harassment on our estates, supporting victims and taking action against perpetrators, we will use hate crime incident reporting and investigation in every respect
• Work with BME residents and residents from excluded groups to input into our formal/informal consultation bodies
• Ensure that we meet the communication needs of our residents by providing where necessary information in first language and in formats they can understand
• Recognise that people from different cultures and backgrounds and with differing needs are at the heart of our customer base and that we will promote the importance of diversity amongst our staff and residents
• Building on existing Valuing Diversity training we will train and develop our diverse workforce to enable them to deliver services to residents of the highest quality and understanding.
138. The Path to Excellence will provide a clear focus on delivering differentiated services within the organisation. Progress against our plan will be reported regularly to the Lambeth Living Board and will include a breakdown of key performance indicators developed to make certain we deliver a fair and equal service to those who access us.
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139. In partnership with the Council, and as above we will monitor on a range of service-related matters by ethnicity, disability and gender of head of household including rent arrears, repairs satisfaction, complaints, anti-social behaviour issues, and allocations. A delivery framework specified within The Path to Excellence will incorporate a critical friend structure comprised of disabled and BME residents to test policy and performance.
Disability
140. Lambeth Living knows that 50% of residents report that either themselves or a family member has needs as dictated under the medical model of disability; a longstanding illness, disability or infirmity. Lambeth Living recognises that disability discrimination is an ongoing concern and that services and physical environment have to be regularly assessed to make sure that measures are taken to enable disabled people to play an active part as possible within our communities.
141. Lambeth Living has carried out a cycle of audits of its buildings. Particularly those which we know are accessed by the public such as estate offices and community halls. Funding has been committed to adaptations arising from the audits. We are fully aware that the barriers that are faced by disabled people are not just physical and that administrative solutions are as important as the physical change to the immediate environment. We will ensure that our delivery framework is up-to-date with information gathered through the development of the disability equality scheme and that this is populated by concerns of residents.
Equality Impact Assessment
142. The Council has carried out equalities impact assessment on some of our services such as rent collection, the management of arrears, an impact assessment to enable a broad understanding of the effect of the delivery of the Decent Homes programme, an analysis of the equalities influence of the development of Lambeth Living has also been worked on and will be finalised by Lambeth Living.
143. Outcomes are featured within service improvement planning. An equalities impact assessment will be carried out where a change to policy and service delivery affects staff and/or residents.
Quality Standards
144. The Delivery Plan will include targets to meet externally accredited and recognised quality standards including:
• ISO 9000
• Investor in People Awards
• Customer Standard
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ISO 9000
145. Lambeth Council’s Housing Management and Housing Property Services were accredited to ISO 9001:2000, in May 2006, which confirms that we operate a Quality Management System that complies with the requirements of ISO 9000. (Appendix 11)
146. In July 2007, the certificate of registration was amended to include Housing Finance. The objective of the last assessment was to conduct a certification assessment to ensure that all the elements of the proposed additional activity, Housing Finance, were effectively addressed and implemented into the Quality Management System.
147. The Quality Management System quality policy sets out the intent for Lambeth Living to provide a housing management and property service that consistently meet our customer and stakeholders expectations. Quality is one of the golden threads that run through our service improvement programme, The Path to Excellence.
148. We undertake as part of our service delivery and service planning to:
• Meet compliance to the requirements of ISO 9001:2000, for Lambeth Living by the next surveillance assessment.
• Ensure that all the requirements of our Quality Management System are effectively addressed and met
• Ensure that business processes are adhered to and compliance is embedded within our business
• Embed a ‘quality’ culture and regularly monitor compliance to our service standards focusing on the quality of the service to continually improve performance
• Feedback the outcome of internal quality audits to the Lambeth Living Board, ensuring that the Board is aware of non-compliance which may account for any dips in performance.
Investors in People
149. Investors in People is a flexible quality framework, which Lambeth Council has adopted as a tool to improve business through our people. The standard mirrors the business planning cycle (Plan, Do, Review), and we have implemented the cycle within our planning to ensure that we improve our management practices, which in turn will improve our service delivery.
150. Lambeth Council has been an investor in people since November 2004, and the Council will be undergoing its first three year re-assessment in November 2007. Lambeth Living will not be part of this assessment as we will be working to improve to the standard throughout the next year
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and will take up our own assessment in November 2008, in our drive to improve management capacity and ultimately service delivery.
151. As part of our drive we have devised a staff development programme. A “making the most of our managers” programme is to be implemented, which incorporates modules in leadership and development, recognition and reward, performance management, career management and talent management. Aside from this staff can expect:
• Improved involvement in service planning
• SMART forward job plans
• Monthly one to one/supervision sessions
• Bi-annual appraisals
• Personal development plans
• Coaching, mentoring and support
• Professional qualification opportunities
• Clear and regular communications
Customer Standard
152. Lambeth Living intend to apply for the new Customer Standard in November 2008, alongside Investors in People. The new Customer Standard builds on the legacy of Charter Mark, (which will be phased out by June 30th 2011), and offers public services a tool for driving customer-focused change within their organisation.
153. The fundamentals of good customer service remain the same and will continue to underpin the new standard. In addition it will test in greater depth those areas that customers have indicated are a priority for them, with particular focus on service delivery, quality, timeliness, information, professionalism and staff attitude. There will be more emphasis on developing customer insight, understanding the user’s experience and robust measurement of service satisfaction.
154. We undertake as part of our strategic aims to improve customer satisfaction and value for money through improving the quality, consistency and accessibility of our service.
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Section 9: Governance and Monitoring Relationship between Lambeth Living and Lambeth Council.
155. The formal relationship between Lambeth Living and Lambeth Council is set out by the company Memorandum and Articles and by the Management Agreement. As such Lambeth Living is a local authority controlled company limited by guarantee with Lambeth Council as the single shareholder. Lambeth Living will be the employer.
156. The council will ensure that Lambeth Living has as much independence as possible from the council within the limitations of the Management Agreement. This identifies what decisions can be taken by Lambeth Living. Lambeth Living will have operational independence in the management of the stock for which it is responsible where there has been a clear separation of strategic functions.
157. Lambeth Living and the council will agree the detail of the monitoring regime to be put in place. The Delivery Plan sets out how Lambeth Living intends to achieve its objectives and performance targets. The council will require Lambeth Living to produce monitoring reports on its performance on a monthly or quarterly basis as appropriate.
158. The council will not exercise any control over day to day and operational decisions of Lambeth Living in respect of the functions to be delegated to Lambeth Living.
Board of Directors
159. The Board of Directors is the strategic link in the legal relationship between Lambeth Living and Lambeth Council.
160. The key responsibilities for the Directors are:
• The overall business plan
• Performance against the delivery plan
• Compliance with the Management Agreement
• To set the direction of the organisation
• Appointment of the Chief Executive
• Financial viability of the company
161. The Board of Directors derives its power to manage by the Memorandum & Articles of Association of Lambeth Living. The powers of the Board of Directors are exercised on behalf of the Council as sole shareholder. The Articles also set out the mechanisms for appointment,
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retirement and disqualification of members of any board of Lambeth Living.
162. The Chief Executive will manage the organisation in relation to the day-to-day operational management of the business.
163. The Board comprises 8 elected residents (including 2 leaseholders), 4 appointed independents and 4 council nominees. Vacancies exist for two residents to be elected and 2 independents appointed. It is intended that these posts are in place by November 2007.
164. The board has responsibility for ensuring that the company complies with its own constitution, with company legislation, and with the obligations placed on it by the Agreement.
Board Development and training
165. A skills audit of the Board of Directors members has been carried out to inform a training programme to address their needs both as individuals and as a group. A Board Development Plan will be delivered during 2007/08.
166. The Board combines a through knowledge of the local area and local issues with expertise in key areas of the businesses activities: finance; leasehold; procurement; public service management; business planning and governance.
Board delegation and scheme of governance
167. Appendix 12 sets out the proposed governance framework for the Board and Committees including a scheme of delegation to the executive directors.
Resident Participation
168. All resident served by Lambeth Living will be eligible to participate in Tenant and Residents Associations. Support will be given to establishing TRAs where none exist at present.
169. All TRAs can send representative to the six Area Housing Forums which will be serviced by Lambeth Living. Leaseholders are able to participate in Area Leaseholder Forums.
170. Residents will be invited to participate in various customer feedback fora. These will consider aspects of the service improvement and proposals for policy development.
171. The Test of Opinion was a success in this regard. As part of the survey and test of opinion we asked residents if they wanted to be more involved in the development of the ALMO. 837 residents from the telephone survey and a further 1800 from the test of opinion are
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interested in being involved in further consultation. This list forms part of a database for future research and engagement for Lambeth Living.
172. Work has already begun on updating and reviewing the Lambeth Tenants Compact with residents and this will facilitate clear outcomes of consultation and measurements to engage residents in a productive and real way to improve services and deliver decent homes.
Resident Feedback
173. A guiding principle of Lambeth Living will be to achieve improved levels of customer satisfaction. At present this can be gauged by:
• Surveys on specific activities i.e. post repair or post major works
• Annual or biannual STATUS surveys
• Feedback from the existing residents representation structure
174. Lambeth Living is exploring a progressive technique for more regular feedback from a cross – sectional sample of all residents. A project has been established for a Continuous Survey of Customer Perception which has been funded by Capital Ambition (London Councils) and included some of the country’s leading experts in customer satisfaction surreys on the advisory group. This should provide weekly trends which can be used to monitor different aspects of the service and to identify the impact of the service changes.
Resident Information
175. Lambeth Living will provide a quarterly newsletter to all residents. It will assist TRAs in producing their newsletters. Full performance information will be provided to the Area Housing Forums and will be circulated to ward Councillors.
176. Lambeth Living will also publish a “dashboard” of key performance indicators on its website. These will be up-dated weekly to show performance on rent collection, voids and repairs. This information will be published to all residents.
177. Lambeth Living will, in the first six months, review in the light of the current best practice the Service Standards, Tenants Handbook, Tenancy Conditions and Resident Compact, (which are all subject to final approval by the Council). These reviews are already underway and involve resident representatives. When agreed they will be published to all Residents.
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Risk Management Framework
Lambeth Living’s Objective
178. To reduce the number of risks that become issues, to reduce the number of issues that become crises and reduce the number of crises that become disasters. But risk management isn’t just about stopping bad things happening; it is also about ensuring the good things we plan do happen.
Lambeth Living’s policy
179. Lambeth Living is aware that some risks will always exist and will never be eliminated. Lambeth Living recognises that it has a responsibility to manage hazards and risks and supports a structure and focused approach to managing them by approval of the risk management strategy. In this way the organisation will achieve its corporate objectives and enhance the value of services it provides to the community. We will improve our decision making and by so doing maximise opportunities.
Lambeth Living’s risk management strategy objectives are to:
• Integrate risk management into the culture of the organisation
• Manage risk in accordance with best practice
• Anticipate and respond to changing social, environmental and legislative requirements
• Prevent injury, damage and losses and reduce the cost of risk
• Raise awareness of the need for risk management by all those connected with the organisation’s delivery of services
These objectives will be achieved by:
• Establishing clear roles, responsibilities and reporting lines within the organisation for risk management;
• Providing opportunities for shared learning on risk management across the organisation;
• Developing and maintaining systems for identifying and evaluating all significant risks;
• Developing and maintaining a framework for allocating resources to identified priority risk areas;
• Reinforcing the importance of effective risk management as part of the everyday work of employees by offering training;
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• Incorporating risk management considerations into Best Value and service reviews and business planning;
• Put in place review and monitoring arrangements to assess the effectiveness of our mechanisms and arrangements.
To emphasise the organisation’s working commitment to risk management, the risk management mission statement is as follows:
• Lambeth Living is aware that some risks will always exist and will never be eliminated.
• The organisation recognises that it has a responsibility to manage risks and supports a structured and focused approach to managing them by developing a risk management strategy.
• In this way, the organisation will achieve its corporate objectives and enhance the value of services it provides to the community.
• Board Members and the Leadership Team will have overall responsibility for risk management and will be consulted and kept informed as to the progress of the implementation of the strategy on at least an annual basis.
Definitions
Risk
180. “Any issue which could impact on an organisation’s ability to meet its objectives”
Risk Management
181. “Risk management is about making the right decisions and about achieving objectives once those decisions are made”
182. Appendix 13 shows the full risk management policy and the current risk register.
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Section 10: Promoting this delivery plan
This is an initial delivery plan presented prior to go-live.
One of the first steps by Lambeth Living after go live will be to produce a smaller document that summarises the organisations purpose, values and key objectives. This document will be drawn from the performance goals set out in this plan.
The summary document will be presented to staff, councillors, residents representatives and will be posted on the Lambeth Living website.
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Section 11: Contact details Pete Redman Interim Chief Officer Lambeth Living Ltd Hambrook House Porden Road London SW2 5RW 0207 926 3804 [email protected]
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Section 12: List of appendices
1. The Path to Excellence
2. Performance Plan
3. Outline timetable for planning and budget setting
4. Budget
5. 3 Year financial plan
6. Financial Regulations
7. Financial scheme of delegation
8. Staffing structure charts
9. Services supplied by the council
10. Equalities and diversity statement
11. Quality Statement
12. Board Governance scheme of delegation
13. Risk Management
14. Milestones
15. Strategies, policies and protocols approved and adopted by Lambeth Living Limited
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Section 13: GLOSSARY ALMO Arms Length Management Organisation, a new, not for profit
organisation run by an unpaid board of directors that takes over the day-to-day running of the housing service.
Audit Commission
An independent public body responsible for ensuring public money is spent efficiently, economically and effectively. It carries out research nationally on delivery performance within the public sector, and is responsible for a range of inspection processes.
BME Black Minority Ethnic
BPSA Business Plan Statistical Appendix
BVPI Best Value Performance Indicators are a way of measuring how a service is performing against its objectives.
CLG Department for Communities and Local Government is the central government department with responsibility for promoting community cohesion and equality, as well as responsibility for housing, urban regeneration, planning and local government. It was previously known as ODPM.
CPA Comprehensive Performance Assessment – carried out by the Audit Commission on behalf of government, to produce a rounded picture of a council’s performance as the basis for central and local government to work together to achieve improvements in local services.
DD Divisional Director
DHS Decent Homes Standard – the quality standard for all council housing set by government.
Freshview Operation Freshview, Lambeth Council’s clean-up blitz of wards; Coldharbour, Oval, Prince’s, Vassall, and Herne Hill. Freshview operations do not replace the council’s normal cleaning and maintenance programmes, but are additional to them.
HMOs House in Multiple Occupation
HR Human Resources
HRA Housing Revenue Account – an account which the council is required to maintain which holds all the income and expenditure incurred by the council in providing and
Page 56 of 57
maintaining social housing.
IT Information Technology
LAA Local Area Agreements are part of a government drive to establish a framework in which local authorities and their partners can work to reshape public services around the citizens and communities that use them. An LAA is a three-year agreement made between central government and a local area.
RESPECT
The RESPECT agenda is the public sector and ultimately every citizen working together to build a society in which there is mutual respect – where anti-social behaviour is rare and tackled effectively, and communities can live in peace together
RSLs Registered Social Landlords are registered with the Housing Corporation (most are housing associations, but there are also trusts and co-operatives) to provide social housing. RSLs run as businesses but do not trade for profit.
TMO Tenant Management organisations are set up under the ‘Right to Manage’ legislation and allow residents to manage their estates on behalf of the council.
VFM Value for Money is the relationship between economy, efficiency and effectiveness or the ‘optimum combination of whole life costs and benefits to meet the customer’s requirement’
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E:\Appendices\Appendix 2 Management Agreement\Annex 1 Delivery Plan\DP Appendix 01 The Path to Excellence - Baseline (2).doc
Lambeth Living The Path to Excellence
Version: Baseline 16th October 2007
Lambeth Living The Path to Excellence
Drivers Page 2 of 37 Version: Baseline
Section 1: Drivers The Path to Excellence will enable Lambeth Living to deliver a ‘step change’ in operational performance and to build capacity in the housing management service; this in turn will deliver the investment programmes that will ensure compliance with the Decent Homes Standard by 2013. Lambeth Living’s activities and priories will be shaped by the following Lambeth overarching strategies and priorities:
Strategic Themes Transformational Activities Outcomes
Community Voice Improved engagement with groups and individuals Community Strategy A twenty-year strategic vision for the borough
Active Communities & Neighbourhoods - ACN Customer Services Service assurance – meeting our promises to our customers
Decent Homes Decent Homes delivered through investment options Housing and Property Improvement Projects ALMO and Partnering Framework delivered Anti-social Behaviour Strategy Domestic Violence Strategy RESPECT and Freshview on Lambeth estates
Safer and Stronger Communities - SSC
Hate Crime Strategy
}
Transforming the Organisation - TTO Deliver Value for Money VFM and procurement efficiencies, improved income collection
The ‘Golden Thread’
Lambeth’s overarching objectives and priorities are set out in the Corporate Plan – Delivering Quality, Fighting Inequality (2007-10).
These objectives and priorities are reflected in the priorities for the housing function within the Departmental Service Plan (2007-10) of Regeneration and Housing.
The Path to Excellence forms part of the Lambeth Living Delivery Plan, which define how the outcomes expected of Lambeth Living will be delivered and the lines of accountability for doing so.
Delivery Plan and Path to Excellence objectives and deliverables will be translated operational objectives and targets of Service Team Plans and into the Personal Work Plans of each member of staff.
Address top priority of residents – Feeling Safe
LambethCorporate
Plan
Lambeth Living Delivery Plan
The Path to
Excellence
Regenerationand HousingService Plan
ServiceTeamPlans
PersonalWorkPlans
Corporate ThemesPartnership
Accountability
Lambeth Living The Path to Excellence
Travelling the Path to Excellence Page 3 of 37 Version: Baseline
Section 2: Travelling the Path to Excellence
The Path to Excellence will be delivered through a programme management framework, reflecting line management structures. This will provide a single, clear point of management focus for delivering the mix of business-as-usual improvements and service development activities. Delivery Framework
Chief ExecutivePeter Redman
Customer Satisfaction
Value for Money
CommunicationsMischa Mills
Processand IT
Performance Management
Training and IIPRosemary Dike
Service Improvement
Systems
Cabinet Member HousingJohn Kazantzis
Lambeth Living Board
Quality and Audit
DiversityMarcia Mitchell
Customer CareTim Fairhurst
SLAs
Resident ParticipationGerard Caulker
LettingsJackie Thomas
Tenancy & Estate Man.Chris Adamson
Mike Wacha
Income ManagementJackie Thomas
Stock InvestmentRepairs & Maintenance
David Thompson
Leasehold ServicesAshley Parrette
Val
ue for
Money
Financial and ServicePerformance Indicators
Lambeth Living Board Residents Lambeth
Benefits Realisation
Scrutiny
The Path to Excellence
Delivery Plan Outcomes
Dir. Housing Management Marcia Mitchell
Dir. Technical Services David Thompson
Regeneration and HousingDD Strategy & Partnerships
Mary Lynch
Dir. Resources tbc
Business Planning & Service Dev.
Alistair Sharpe-Neal
Financial Control
Internal control
Outcomes
Lambeth Living Leadership Team
Peop
leCap
acity Build
ing:
Six monthly review
Monthly review
Lambeth Living The Path to Excellence
Travelling the Path to Excellence Page 4 of 37 Version: Baseline
Oversight The Chief Executive (Peter Redman) is responsible for the overall delivery of the Path to Excellence. Day-to day responsibility for delivery of individual service area outcomes will sit with the Leadership Team and line-management structures:
• Director of Housing Management – Marcia Mitchell • Director of Technical Services – David Thompson
Broader oversight will be provided by: • Cabinet Member for Housing (John Kazantzis) • Regeneration and Housing (Mary Lynch, Divisional Director, Housing Strategy and Partnerships) • Lambeth Living Board Members, who will champion individual service areas
Service Improvement Delivery A named Business Unit Manager (or Leadership Team member in some instances) will be responsible for thedeliverables set out in this plan:
• Planning, resouricing and overseeing the delivery of business-as-usual service improvements. A buisness analyst from the Service Development function will be assigned to each service area
• Driving day-to-day performance improvement • Evidence collation and benefits realisation
Capacity Building (People and Systems) and Value-for-Money (VFM) delivery To ensure that cross-cutting issues and capacity building (of people and systems) requirments are addressed, eight management ‘holistic oversight’ roles have been defined. These managers will ensure that:
• Cross-cutting issues are fully identified and requirements defined; measurement frameworks put in place, and outcomes and measures of success defined • All requirments are tracked and delivered in the most beneficial and cost effective order (IT, training, communications) • Cross-cutting benefits in areas such as customer satisfaction and benefits realisation are realised
Benefits Realisation: Positive outcomes for residents and communities are the critical measuresmeasure of success for this plan (improved customer satisfaction, meeting the objectives of Lambeth’s Corporate Plan, improved local performance measures and statutory Indicators). Tracking the delivery in improvment will be overseen by:
• Lambeth Living Board • Resident representation structures • Lambeth Council, through client and partnering arrangements
Lambeth Living The Path to Excellence
Plan Format Page 5 of 37 Version: Baseline
Section 3: Plan Format The Path to Excellence consists of eight Service Area Plans, mirroring the Audit Commission’s Key Lines of Enquiry (KLOEs). Improvement actions, deliverables and outcomes are set out for each Service Area, and defined in detail as follows:
Service Owner: The line manager responsible for the day-to-day delivery of the Service Area and for oversight in delivering this plan;
Strategic Aim: The Path to Excellence has been developed within the overarching framework of Lambeth’s priorities, as stated in the Corporate Plan (2007-10). The golden thread of delivering quality, tackling inequality, work programme priorities and performance targets are cascaded down through the Service Plan of the Housing function and into this plan;
Focus: Each Service Area is organised into areas of focus, which reflect the key operational and development challenges facing the service;
Action Required: Actions needed to deliver an excellent service have been identified through a gap analysis of the service against KLOEs; internal and external audit review; an external health check; outcomes of previous inspections; and actions identified in current improvement plans;
Plan Reference: A Unique reference to enable the tracking of the plan and the development of workpackages, defining delivery tasks in more detail;
Deliverable: Each Action Required will be addressed by one or more SMART deliverables, reviewed, agreed and prioritised by the Service Owner;
Top Priority: A small set of deliverables identified as having most impact in delivering an excellent service;
Lead Officer: Each deliverable has been allocated to a Lead Officer, responsible for its overall delivery. The Officer will be responsible for ensuring requirements are fully defined and agreed; for overseeing delivery; for ensuring the deliverable is embedded within the business; and, to ensure expected outcomes are realised and ‘evidenced’;
Resources: The teams and functions key to implementing the deliverable;
Implementation: This plan seeks to balance short term service necessities, and longer-term aspirations, with capacity to deliver both sustained operational performance improvement and to develop the service. The plan is organised into three implementation time boxes (financial years):
2007/8: ‘Quick wins’ and pre-requisite actions to be delivered to support the launch of Lambeth Living;
2008/9: ‘First-year focus’ actions to be delivered within the first full year of operation;
2009/10: Longer-term, strategic or structural changes, to be delivered within three years of launch;
Service Outcomes: Each improvement action is linked with a direct impact on positive service outcomes and performance;
Measures of Success: Each improvement action will be measurable through improvements in customer satisfaction, improved service delivery, or value-for-money. Outcomes will be tracked and ‘evidenced’ through the Performance Management Framework.
Lambeth Living The Path to Excellence
Summary of Strategic Aims and Operational Focus Page 6 of 37 Version: Baseline
Section 4: The Path to Excellence
Summary of Strategic Aims and Operational Focus
Service Area Corporate Plan Reference
Strategic Aim Operational Focus
Access and Customer Care ACN
To improve customer satisfaction and value for money through improving the quality, consistency and accessibility of our services
• Improve access to, responsiveness of, and consistency in the delivery of the service
• Promote complaints and customer feedback as a ‘learning’ opportunity, whilst ensuring service standards are met
Equalities SSC
To tackle inequality and social exclusion, as we narrow the gap between the haves and the have-nots by generating a better quality of life for all
• Mainstream equalities through clear leadership, embedded policies and rigorous performance management
• Develop a comprehensive understanding of our customer’s needs and develop the service based upon this knowledge
• Embed a best-practice, value-for-money approach in supporting equalities and diversity throughout the service
Resident Participation ACN To empower citizens to contribute to and influence decisions affecting their local area and service delivery
• To establish effective formal and informal participation channels to enable residents to contribute to service delivery and development decisions
• Develop an effective residents participation service based on best practice • Address specific concerns and under-representation of equalities groups
Lettings and Allocations
SSC To deliver more and better housing and to reduce homelessness in the borough
• Deliver a fair, efficient, customer focused service, maximising choice and representing good value for money
Tenancy, Estate Management and ASB
SSC We aim to make Lambeth cleaner, greener and safer
• Develop a strong service framework to support people in their tenancies • Embed best practice end-to-end tenancy management processes • Business and performance management systems are effective in supporting
and developing the service • Embed a proactive, consistently applied and outcomes driven ASB service • Manage all estates to a high standard, and ensure service contract are closely
monitored and represent good value-for-money
Lambeth Living The Path to Excellence
Summary of Strategic Aims and Operational Focus Page 7 of 37 Version: Baseline
Service Area Corporate Plan Reference
Strategic Aim Operational Focus
Income Management TTO The Council will act to ensure that all debts due are collected in an effective and efficient manner
• Work with tenants to define service standards and to develop a supportative payment culture
• Achieve a ‘step change’ in current and former tenant income recovery performance
• Embed an effective and value-for-money income management service
Stock Investment, Repairs and Maintenance
SSC Lambeth Council is committed to ensuring all social housing within the borough will meet the Decent Homes Standard by 2010-2013
• Deliver investment aims through an asset management strategy based on high quality condition data and focused on meeting the Decent Homes Standard
• Deliver an effective gas safety service, meeting the 100% compliance target, with innovative measures to reduce ‘no access’
• Deliver an efficient and high quality voids service meeting customer expectations, focused on improved turnaround and value for money
• Deliver a high quality and cost effective responsive repairs service • Deliver cost reductions and Improve value-for-money through service
benchmarking
Leasehold Management TTO
To demonstrate that value for money is core business, embedded across all services
• Deliver a high quality customer focused service for leaseholders, maximising their opportunity to contribute to decision making
• Improve core processes, information and performance systems to deliver a high quality service to leaseholders
• Increase service capacity, through integration with the rest of the service, training and IT, and embedding a performance management culture
Lambeth Living The Path to Excellence
Access and Customer Care Page 8 of 37 Version: Baseline
Top Priority
Access and Customer Care: Tim Fairhurst, Strategic Housing Manager (North) ACN Strategic Aim: To improve customer satisfaction and value for money through improving the quality, consistency and accessibility of our services
Operational Focus: Improve access to, responsiveness of, and consistency in the delivery of the service ACN
Implementation Action
Required Task Ref.
Deliverable Lead Officer
Resources 2007/8 2008/9 2009/10
Service Outcomes and Measures of Success
Set-out the customer service vision of the organisation
ACC01 Customer Care Strategy: - Based on customer preferences,
knowledge of existing and emerging need
- Focus service on customer - Clear objectives and targets -
Tim Fairhurst Strategic Housing Man. North
Customer Development
Lambeth: LSC
31-10-07
BV74a 67%
BV74b 65%
BV74a 72%
BV74b 70%
BV74a 75%
BV74b 75%
Customer focus
Clear statement of ambition and priorities to residents and staff for delivering service to customers
Improved satisfaction (BV74a & b)
Develop a customer services organisation and operational model to deliver the level of customer service set-out in the Strategy whilst representing value for money
ACC02 Customer Care Organisation and Model: - Organisational structure and
balance of service review - Benchmark service and review
best practice (hours of opening) - Unit costs of service provision - Develop structure (links between
LSC and Area functions) - Implement SLA with LSC
Tim Fairhurst Strategic Housing Man. North
Customer Development
Lambeth: LSC
30-11-07
Resolved at First Point of
Contact 80%
Resolved at First Point of
Contact 80%
Resolved at First Point of
Contact 80%
Lambeth Living is a fit for purpose service organisation
Clear delivery structures, responsibilities and communication networks for customer services
80% of enquiries resolved at first point of contact
Improved value for money throughout service (BPSA E1)
Review and update customer service standards based on customer feedback of current standards and best practice
ACC03 Updated Customer Care Service Standards: - Existing standards reviewed with
customers - Standardised response and
access times across service - Performance targets set - EIA undertaken
Tim Fairhurst Strategic Housing Man. North
Customer Development
Lambeth: LSC
31-12-07 Clear service standards meet customer expectations
Service standards maximising accessibility to all residents
Challenging targets set and measured for each standard
Service requests fulfilled reflect diversity profile of tenants
Improve customer access to specialist staff through an extended and more effective system of appointments
ACC04 Improved appointments framework: - Extended duty days - Rent surgeries - Home visits to elderly and
disabled
Tim Fairhurst Strategic Housing Man. North
Customer Development
Lambeth: LSC
31-12-07 Access to service specialists meets tenant needs
Mobile service with officers spending greater % of time with customers
Measured through increased no.s interviews, surgeries & home visits
Lambeth Living The Path to Excellence
Access and Customer Care Page 9 of 37 Version: Baseline
Top Priority
Implementation Action
Required Task Ref.
Deliverable Lead Officer
Resources 2007/8 2008/9 2009/10
Service Outcomes and Measures of Success
Improve first point of contact resolution rates to meet 80% target
ACC05 ‘One and Done’ Action Plan: - Scope of LSC handled calls (to
reach 80% target) reviewed - Target rents, ASB, complexity - Refresh CRM content - Out-of-hours/self service - CSA training and coaching - Technical expertise at LSC - Develop technology (flags)
Chris Adamson Strategic Housing Man. Central
Customer Development
Lambeth: LSC
Resolved at first point of
contact 80%
30-09-08
Resolved at first point of
contact 80%
Resolved at first point of
contact 80%
We get it right first time
Increased % of frontline staff with improved customer service skills and ability to solve problems
80% of contacts resolved at first point of contact
Reduced rework and management costs (BPSAE1)
Provide high quality customer information
ACC06 Improved Leaflets and Promotional Material: - Review & refresh with tenants - Maximise accessibility/EIA - Distribution and reorder process
Gerard Caulker Community Involvement Manager
Customer Development
Lambeth: LSC
31-10-07 All our tenants have access to high quality information
Effective promotion and sign posting of the service
Measured through mystery shopping (availability, customer satisfaction)
Ensure consistency and quality of all access channels (front-counter, correspondence Web)
ACC07 Improved website functionality: - Refresh content; look and feel - Complaints and other forms - Website emails - Review and improve accessibility
Mike Wacha Strategic Housing Man. South
Customer Development
Lambeth: LSC
31-10-07 Customer Self service opportunities are maximised
Targets for web form and email acknowledgement and response
Ensure high quality and consistent telephone access
ACC08 Improved telephone access: - Rationalise number strategy - Structure back-office numbers to
meet performance SLAs - Duty lines and group pickup
Chris Adamson Strategic Housing Man. Central
Customer Development
Lambeth: LSC
31-12-07
CHLP 1A 80%
CHLP 1A 80%
CHLP 1A 80%
Phones are answered promptly % calls answered within 15 seconds (CHLP 1A) No. calls dropped reduced No. calls transfers reduced
Ensure high quality and consistent responses to correspondence
ACC09 Improved correspondence handling: - Scanning procedures improved to
prevent loss of customer documents
- Email logging in place and turnaround improved
Chris Adamson Strategic Housing Man. Central
Customer Development
Lambeth: LSC
30-11-07
DHS28 90%
DHS28 90%
DHS28 95%
Response to correspondence is timely and of a high quality
Correspondence turnaround target % letters answered within 10 working days (DHS28)
Lambeth Living The Path to Excellence
Access and Customer Care Page 10 of 37 Version: Baseline
Implementation Action
Required Task Ref.
Deliverable Lead Officer
Resources 2007/8 2008/9 2009/10
Service Outcomes and Measures of Success
Ensure high quality and consistent face to face service
ACC10 Improved Front Counter service: - Wait time & resolution improved - Privacy improved - Toilet facilities improved
Tim Fairhurst Strategic Housing Man. North
Customer Development
Lambeth: LSC
31-10-07
Resolved at first point of
contact 80%
Resolved at first point of
contact 80%
Resolved at first point of
contact 80%
Every visitor is seen promptly by trained staff
Reduced wait times 80% one and done
Ensure all customers are able to access the front-counter service
ACC11 Ongoing DDA Compliance:
- Review of all customer and staff areas to ensure ongoing DDA compliance
Chris Adamson Strategic Housing Man. Central
Customer Development
Lambeth: LSC
31-10-07 All customers can assess our front-counter service
Meet statutory obligations and maximise access for all residents to our offices
Maximise potential of existing IT systems to support customer service delivery
ACC12 Additional CRM service flags: - Disability - Diversity - Communication preferences - Overdue gas servicing Gather and hold customer contact preference information
Mike Wacha Strategic Housing Man. South
Customer Development
Lambeth: LSC
Lambeth: IT
30-06-08 Our IT is fit for purpose
Deliver a tailored service based on individual preference and need.
Service instances delivered will reflect the profile and needs of our tenants. Check effectiveness through mystery shopping
Develop a framework for gauging customer satisfaction and act upon the findings
ACC13 Formal structure for managing customer feedback: - Enhanced forms; outbound calling - Mystery shopping; walkabouts - Focus Groups; 1,000 Club Develop mechanism for collation, analysis and knowledge sharing of outcomes (staff and customers). Link to policy definition processes
Gerard Caulker Community Involvement Manager
Customer Development
Lambeth: LSC
31-10-08 Customer feedback drives our service
Target for instances of feedback to be collected to be set
Evidence clear link between improvements, service outcomes and customer satisfaction (BV74)
Embed a performance culture and improve performance against service standards
ACC14 SMART set of performance measures: - Speed of response & throughput - Quality of service delivery - Impact on service outcomes Performance Framework: - Collection and analysis of data - Management reporting and
intervention - Customer reporting
Tim Fairhurst Strategic Housing Man. North
Customer Development
Lambeth: LSC
31-10-07 Delivering and Improving customer service is the responsibility of every member of Lambeth Living staff
Become a ‘learning’ organisation, with regular intervention and improvements made to reflect analysis of performance data
Measured against a “balanced scorecard” of timeliness, satisfaction, quality metrics
Lambeth Living The Path to Excellence
Access and Customer Care Page 11 of 37 Version: Baseline
Top Priority
Operational Focus: Promote complaints and customer feedback as a ‘learning’ opportunity, whilst ensuring service standards are met ACN
Implementation Action
Required Task Ref.
Deliverable Lead Officer
Resources 2007/8 2008/9 2009/10
Service Outcomes
Promote complaints and make registering a complaint or feedback on the service as easy as possible Make process clear to residents and develop compensation scheme to recompense poor performance
ACC15 Revised complaints and feedback forms; develop promotional material (multi lang.): - Complaints leaflets and forms - Web form - Posters and leaflets - Promote turnaround,
compensation and learning
Tim Fairhurst Strategic Housing Man. North
Customer Development
Business Units
Lambeth: LSC
31-10-07 We promote and learn from complaints
Information and forms available at every customer access point in multiple formats
Staff able to explain process and outcomes
Measure performance through mystery shopping
Develop and embed an end-to-end complaints handling process and associated procedures Embed within service through training, coaching and access to IT systems
ACC16 Complaints (formal/informal) and feedback procedure: - End-to-end process & procedures
(telephone, web, correspondence) - Extended oversight role of central
team and to handling ombudsman complaints
- Customer compensation
Complaints handling training programme roll-out
Complaints system rolled-out to all Business Units
Tim Fairhurst Strategic Housing Man. North
Customer Development
Business Units
Lambeth: LSC
31-10-07
DHS29 90% within 15 working
days
CH13 Ombudsman complaints
40
DHS29 95% within 15 working
days
CH13 Ombudsman complaints
30
DHS29 95% within 15 working
days
CH13 Ombudsman complaints
20
We meet complaints handling targets for timeliness and quality
Single point of management oversight through the complaints team
All operational staff trained in handling complaints and able to view and progress a complaint
Improved complaints handling performance (Turnaround – DHS29, Ombudsman CH13)
Develop a strong performance management culture for managing and learning from complaints and feedback
ACC17 Performance Management Framework: - Clear set of priority metrics - Extended customer satisfaction
mechanism (forms, surveys,) - Process for analysis and
presentation of complaints data - Management reporting and
intervention mechanism - Lessons sharing with staff - Reporting to residents - Mechanism for feeding into policy
definition & service development
Tim Fairhurst Strategic Housing Man. North
Customer Development
Business Units
30-09-08 Performance metrics, customer feedback & lessons learned drive continuous improvement
Clear information provided to residents on a regular basis: - Formal and informal
complaints - Quality of response - Diversity Reduction in the number of complaints escalated
Evidence links between complaints and policy development
Lambeth Living The Path to Excellence
Equality and Diversity Page 12 of 37 Version: Baseline
Equalities and Diversity: Marcia Mitchell, Director of Housing Management SSC Strategic Aim: To tackle inequality and social exclusion, as we narrow the gap between the haves and the have-nots by generating a better quality of life for all
Operational Focus: Mainstream equalities through clear leadership, embedded policies and rigorous performance management SSC
Implementation Action
Required Task Ref.
Deliverable Lead Officer
Resources 2007/8 2008/9 2009/10
Service Outcomes and Measures of Success
Ensure clear leadership at political, executive and senior management levels to promote E&D work Embed activities within Lambeth-wide strategies and initiatives
EAD01 Equalities and Diversity focus - Regular meetings held to give
focus for leadership on equalities and diversity
- Clear programme of activity (include scoping below)
- Promote and cascade activities to staff and service partners
- Establish links with Lambeth-wide initiatives and E&D activities
Marcia Mitchell Director of Housing Management
Customer Development
Housing Management Team
Lambeth Living Board
30-11-07
BV74b 65%
BV74b 70%
BV74b 75%
Equality & diversity is core to all aspects of service delivery
Measured against customer outcomes realised from programme of activities (BV74b)
Part of Lambeth-wide network
Awareness of equalities and Diversity issues among staff
Define scope for equalities and diversity work, to address areas of emerging or previously unaddressed need
EAD02 Clear scope for E&D activities: - Broadened from race focus to
include faith, disability, emerging needs, hard to reach
- Focus for leadership on equalities and diversity
- Developed in conjunction with residents and service partners
- scope for performance monitoring framework
Promote though Equalities Board. Embed within all other service development activity
Marcia Mitchell Director of Housing Management
Customer Development
Housing Management Team
Lambeth Living Board
30-11-07 We understand and address the full range of diversity & equality related needs of our customers
Clear statement of focus
Measurable through performance management framework
Evidence of positive outcomes from service changes developed from needs identified
Mystery shopping of resident perceptions (BV74b)
Embed a robust performance management framework for the monitoring, reporting and development of E&D work
EAD03 E&D Performance management framework: - Simple set of targets - Data collection mechanism - Staff training & ongoing coaching - Reporting framework to E&D
Board and feedback to staff - Mechanism to feedback outcomes
to service development processes - Mechanism for resident reporting
Peter Redman Chief Executive Officer
Customer Development
Housing Management Team
31-05-08 Every member of staff is responsible for promoting equality and diversity
Increased resident feedback and evidence of acting upon feedback
Mystery shopping of resident perceptions (BV74b)
Lambeth Living The Path to Excellence
Equality and Diversity Page 13 of 37 Version: Baseline
Top Priority
Operational Focus: Develop a comprehensive understanding of our customer’s needs and develop the service based upon this knowledge SSC
Implementation Action
Required Task Ref.
Deliverable Lead Officer
Resources 2007/8 2008/9 2009/10
Service Outcomes and Measures of Success
Develop a sound framework for collecting, analysing and acting upon knowledge of residents and their service access preferences and needs
EAD04 Resident Profile: - Definition of information (access,
special needs, vulnerability, E&D, poor literacy and numeracy)
- Data collection mechanisms (surveys, point of service)
- IT infrastructure to hold & manage information and present to front-line staff at point of access
- Mechanism for analysis of data and feed into service development
- Staff training & ongoing coaching in collection & use of information
-
Vivien McKnightHead of Quality and Equality
Customer Development
Lambeth: LSC
01-04-08 We know our customers and act upon their needs
Measure: percentage of residents with an up-to-date profile
Mystery shopping to prove use of information in delivering front-line services
Analyse Satisfaction surveys by E&D Criteria
EAD05 Customer Profile Survey: - E&D scope used for definition of
data to be collected - mechanism for collection and
analysis of data - Report mechanism for Equalities
Board for prioritisation of improvements within work plan
- Outcomes promoted with staff, service partners and customers
-
Vivien McKnightHead of Quality and Equality
Customer Development
Lambeth: LSC
30-06-08 We solicit and act upon the views of all our customers
% of customer records with E&D information
Evidence of service changes based on E&D feedback
Targeted mystery shopping of customer perceptions
Analyse Status Survey by E&D criteria (age, disability, gender, race), to inform service improvements and development
EAD06 Status Survey Analysis: - STATUS survey analysis by E&D
criteria - Equalities Board reports for
prioritisation of improvements - Outcomes promoted with staff,
service partners and customers -
Vivien McKnightHead of Quality and Equality
Customer Development
Lambeth: LSC
30-10-07 We solicit and act upon the views of all our customers
Evidence of service changes based on E&D feedback
Targeted mystery shopping of customer perceptions
Lambeth Living The Path to Excellence
Equality and Diversity Page 14 of 37 Version: Baseline
Operational Focus: Embed a best-practice, value for money approach in supporting equalities and diversity throughout the service SSC
Implementation Action
Required Task Ref.
Deliverable Lead Officer
Resources 2007/8 2008/9 2009/10
Service Outcomes and Measures of Success
Develop a high quality and value-for-money Aids and Adaptations service
EAD07 Aids and Adaptations Work Standard: - Standard for undertaking work - Quality management
-
Vivien McKnightHead of Quality and Equality
Customer Development
Lambeth: LSC
30-04-08 Aids and Adaptations are implemented to a high standard
Measured against new standard
Guarantee tracking
Develop a robust system for follow-up and satisfaction monitoring for harassment and domestic violence complainants
EAD08 Progress and Satisfaction monitoring mechanism: - Proactive contact of complainants - Analysis of satisfaction forms and
reporting to Equalities Board -
Vivien McKnightHead of Quality and Equality
Customer Development
Lambeth: LSC
30-10-07 Domestic violence & harassment reports are followed through as a priority
Contacts made with complainants
Ensure service user involvement is representative of community as a whole
EAD09 Crosscheck Customer Profile survey and other data against RI ‘representatives’: - Review Resident Involvement
Strategy based on results - Focus on E&D issues
-
Vivien McKnightHead of Quality and Equality
Customer Development
Lambeth: LSC
01-04-09 All parts of the Lambeth community are represented in decision making processes
Composition of representative and decision making boards
Review new legislation and develop a Housing specific response
EAD10 Carry out self-assessment against CRE/DRC codes of practice: - Reviewed against current strategy - Recommendations feedback to
Equalities Board for prioritisation -
Vivien McKnightHead of Quality and Equality
Customer Development
Lambeth: LSC
30-04-08 We reflect E&D policy throughout our service
Tracked through Equalities Board
Ensure delivery partners have commitment to E&D embedded within their working practices
EAD11 Updated Contractor Guidance: - Cover new duties and promote
equalities - Cover age, faith, sexual
orientation issues -
Vivien McKnightHead of Quality and Equality
Customer Development
Lambeth: LSC
30-04-08 Our service partners share and act upon our values
Management & staff composition Training and coaching undertaken Mystery shopping of resident perceptions
Ensure the organisation reflects the communities it serves and that both customers and staff are not discriminated against
EAD12 Extended monitoring data: - Faith and sexual orientation Equalities Impact Assessments: - Appointment of senior staff
Valuing Diversity Training - Training Needs Analysis defined
& training programme developed - Refresher training rolled-out
-
Vivien McKnightHead of Quality and Equality
Customer Development
Lambeth: LSC
30-09-08 Lambeth Living reflects the communities it serves
Management & staff composition Training and coaching undertaken Mystery shopping of resident perceptions (BV74b)
Lambeth Living The Path to Excellence
Resident Involvement Page 15 of 37 Version: Baseline
Top Priority
Top Priority
Resident Involvement: Gerard Caulker, Community Involvement Manager ACN Strategic Aim: To empower citizens to contribute to and influence decisions affecting their local area and service delivery
Operational Focus: To establish effective formal & informal participation channels to enable residents to contribute to service delivery & development decisions ACN
Implementation Action
Required Task Ref.
Deliverable Lead Officer
Resources 2007/8 2008/9 2009/10
Service Outcomes and Measures of Success
Develop a SMART Resident Involvement Strategy, linked to corporate initiatives
REI01 Resident Involvement Strategy: - Existing strategy documents
reviewed with central and local RI teams
- Best practice review - Includes ‘golden thread’ to
corporate initiatives (Community Voice)
- Strategy developed in conjunction with residents (formal and informal involvement)
- Published in customer friendly format
Gerard Caulker Community Involvement Manager
Community Involvement Unit
Strategic Housing Managers
31-10-07 The views and aspirations of residents drive our service
A clearly defined set of priorities agreed by residents and understood by all members of staff
Evidence of clear linkage between resident inputs and service priority, budget setting and service development options chosen
Signed tenant participation compact in place
REI02 Tenants Participation Compact: - Fresh review of existing compact - Best practice review - Strategy developed in conjunction
with residents (formal and informal involvement)
- Published in customer friendly format
- Local compacts developed
Gerard Caulker Community Involvement Manager
Community Involvement Unit
Strategic Housing Managers
Area Resident Involvement Teams
30-11-07 01-04-08 (Local
Compacts)
A clear, jointly agreed contract defines and manages our partnership with our tenants
Best of breed compact reflecting local and borough-wide needs
Develop a set of RI Service Standards
REI03 Resident Involvement Service Standards: - Review existing standards - Review best practice - Develop new standards in
conjunction with residents (formal and informal involvement)
- Publish in customer friendly format
Gerard Caulker Community Involvement Manager
Community Involvement Unit
Strategic Housing Managers
Customer Development
30-11-07 Effective structures & methods maximise the extent & diversity of resident involvement
A clear set of service standards and promotional information which maximises the opportunity for all residents to help shape the service
Measure increase in involvement by specific parts of the community
Lambeth Living The Path to Excellence
Resident Involvement Page 16 of 37 Version: Baseline
Implementation Action
Required Task Ref.
Deliverable Lead Officer
Resources 2007/8 2008/9 2009/10
Service Outcomes and Measures of Success
Develop high quality leaflets and promotional material, to be made available at all service points
REI04 Resident Involvement Service Standards Information: - Gap analysis - New material developed in
conjunction with residents (formal and informal involvement)
- Customer friendly form, re-launched to residents and staff
- Effective distribution mechanism
Gerard Caulker Community Involvement Manager
Community Involvement Unit
Area Resident Involvement Teams
Customer Development
31-10-07
BV75b 58%
BV75c 59%
BV75b 64%
BV75c 65%
BV75b 70%
BV75c 70%
Resident involvement is promoted effectively to all residents, maximising the extend & diversity of input
Measured increase in involvement by specific parts of the community
Satisfaction in ability to participate (BV75b and BV75c)
Overcome hurdles to set-up of Area Repairs Panels and embed as decision making forum for repairs service
REI05 Area Repairs Panels: [Linked to TEM18] with - Agreed terms of reference - Decision and budget management
responsibilities - Budget allocation - Linked to local participation fora
Peter Redman Chief Executive Officer
Community Involvement Unit
Area Service Managers
31-10-07
DHS12 91%
DHS12 92%
DHS12 93%
Tenants have full opportunity to drive repairs policy, priorities and monitor outcomes
Track record of allocation and monitoring of repairs spending priorities through Area Panels
Satisfaction with repairs (DHS 12)
Make use of data collected through initiatives such as the 1,000 Club initiative
REI06 1,000 Club Data Analysis: - Analysis of data collated and
potential uses - Process for use of data in service
development processes - Initiative promoted with service
teams – voids, ASB, development of focus groups
Gerard Caulker Community Involvement Manager
Community Involvement Unit
Area Resident Involvement Teams
Customer Development
31-10-07 Multiple, non-traditional input channels to policy development
Extensive source of input and information to inform service policy and development decisions
Measure through uptake of facility by other service teams and service outcomes realised through its use
Produce regular tenant newsletters
REI07 Produce regular Newsletters: - Produce three newsletters per
year - Mechanism for engaging
residents in agreeing and developing content
-
Gerard Caulker Community Involvement Manager
Community Involvement Unit
Area Service Managers
Communications
31-10-07 Residents are well informed, aware of performance issues & opportunities for involvement
Measure through increased feedback, mystery shopping and customer satisfaction
Develop and support tenants and residents organisations (TRAs)
REI08 Develop and Support TRAs: - Support framework for existing
TRAs - Plan for encouraging set-up of
new TRAs -
Gerard Caulker Community Involvement Manager
Community Involvement Unit
Area Resident Involvement Teams
30-11-07 (TRA Support Framework)
CHMS 10
75%
01-04-08 (New TRAs
Plan)
CHMS 10 80%
CHMS 10 85%
Effective & well supported TRAs shape policy & service options
CHMS10 - % of residents represented at local level and actively participating in meetings and other consultation
Lambeth Living The Path to Excellence
Resident Involvement Page 17 of 37 Version: Baseline
Operational Focus: Develop an effective residents participation service based on best practice CAN
Implementation Action
Required Task Ref.
Deliverable Lead Officer
Resources 2007/8 2008/9 2009/10
Service Outcomes and Measures of Success
Embed new Resident Involvement structures. Ensuing roles and responsibilities and line of communication are clear
REI09 Resident Involvement organisational Structures and Processes: - Roles and responsibilities audited - End-to-end processes reviewed - Tied to strategic issues and
initiatives - Budget responsibilities
established
Marcia Mitchell Director of Housing Management
Community Involvement Manager
Area Service Managers
Customer Development
31-10-07 An effective resident involvement service, with clear lines of responsibility and end-to-end processes is in place
Effectiveness measures (no. of residents participating, effectiveness of support)
Develop a performance Management Framework
REI10 Resident Involvement Performance Framework: - Set of performance targets in
conjunction with residents - Aligned with service standards - Mechanisms for collating and
analysing data developed - Mechanism for collating feedback
information from all customer events developed and a digest of customer feedback
- Reporting mechanisms for internal and external audiences
- Processes to learn from outputs and publicise service improvements
Gerard Caulker Community Involvement Manager
Community Involvement Unit
Area Resident Involvement Teams
Customer Development
30-10-08 We learn from performance metrics and customer feedback to continuously develop the service
Clear set of agreed targets aligned with service standards
Frequent reporting to residents and follow-up of lessons learnt
Demonstrate clear link between residents involvement and service development and improvement outcomes
Develop a value for money monitoring framework to map inputs and costs against outcomes achieved
REI11 Value for Money Framework: - Simple VFM performance
measures developed - Service benchmark - RI activities and outputs tracker - Annual assessment of
effectiveness
Gerard Caulker Community Involvement Manager
Community Involvement Unit
Resources
Customer Development
30-9-08 We operate a value for money resident involvement service
Clear link established between resources input to specific service initiatives and outcomes realised
Establish VFM measures (inputs v outputs)
Lambeth Living The Path to Excellence
Lettings and Allocations Page 18 of 37 Version: Baseline
Top Priority
Lettings and Allocations: Jackie Thomas, Head of Income and Revenue SSC Strategic Aim: To deliver more and better housing and to reduce homelessness in the borough
Operational Focus: Deliver a fair, efficient, customer focused service, maximising choice and representing good value for money SSC
Implementation Action
Required Task Ref.
Deliverable Lead Officer
Resources 2007/8 2008/9 2009/10
Service Outcomes and Measures of Success
Improve the customer focus of the service and provide better information to customers
LEA01 Lettable Standard: - In conjunction with residents - Registration turnaround target - Process for monitoring and
reporting compliance - Training for staff in customer care
Jackie Thomas Head of Income and Revenue
Central Income Team
Customer Development
31-10-07 Clear standard meets tenant expectations and are used to judge the service
Realistic expectations of applicants
Customer focused staff measured through mystery shopping
Provide realistic assessments of likelihood of re-housing through transfers Provide consistent information across all access channels to service to potential transferees
LEA02 Improved Transfer Information: - Provide information on waiting
times in particular areas and likelihood of being transferred
- Leaflet and information management process
- Offer letters
Jackie Thomas Head of Income and Revenue
Central Income Team
Customer Development
31-10-07 Consistent, up-to-date and high quality information is provided in easily accessible formats
Measured through mystery shopping of customer perceptions
Develop the level of customer knowledge within the service and use to inform policy and shape individual service elements Involve customers to a far greater degree in developing policy
LEA03 Customer Information Capture: - Service preference & vulnerability
data captured at sign-up - Information from refusals - Household characteristics - Extended diversity information
capture (disability, suspensions and exclusions from register)
- Responses from tenants survey - groups (emerging needs) - Input from front-line staff Analysis and reporting Process: - Clear evidence of link between
data captured, analysis and outcomes of service changes
Jackie Thomas Head of Income and Revenue
Central Income Team
Customer Development
Lambeth: LSC
30-04-08 (operational)
All service users have easy access to the service and a high standard of customer care is delivered
Service has a clear picture of its current tenants and intelligence as to emerging needs.
Information is used to continuously improve service
Measure through:
Completeness of information held
Customer satisfaction surveys (BV74a)
Mystery shopping
Lambeth Living The Path to Excellence
Lettings and Allocations Page 19 of 37 Version: Baseline
Top Priority
Implementation Action
Required Task Ref.
Deliverable Lead Officer
Resources 2007/8 2008/9 2009/10
Service Outcomes and Measures of Success
Update allocations process to improve customer service and turnaround
LEA04 Lettings Process: - Lettable standard available to
transferees prior to viewing - Process review to improve
turnaround (offer process)
Jackie Thomas Head of Income and Revenue
Central Income Team
Customer Development
31-10-07
DHS17b 36 days
DHS17b 28 days
DHS17b 24 days
Our lettings process is customer friendly & efficient
Improved void turnaround times (DHS17b) and satisfaction (BV74a and b)
Develop a performance management structure to drive service improvement through analysis of performance against standards and customer feedback
LEA05 Performance Framework: - Performance measures & targets:
o Service standard measures and customer satisfaction
o Diversity (include disability and reasons for refusal)
o Voids process (end-to-end) o VFM (benchmarking)
- Best practice Review and Improvements Prioritised
- IT Enhancements plan - Embed within teams though one-
to-ones and report turnaround
Jackie Thomas Head of Income and Revenue
Central Income Team
Customer Development
31-10-07 We learn from performance metrics and customer feedback to continuously develop the service
Measure though:
Improvement in customer satisfaction (BV74a)
Improved void turnaround (DHS17b)
Demonstrate equality of access through broad range of diversity and equality measures
Review Sheltered Housing management service and allocations policy
LEA06 Updated policy and supporting processes: - Service review undertaken - Processes reviewed and updated
to identify candidates for sheltered Housing
- Recommendations of Sheltered Housing Commission implemented
- Improved turnaround time
Marcia Mitchell Director of Housing Management
Housing Management Teams
Customer Development
30-11-07 Fit for purpose service utilised to capacity
Measured through:
% utilisation of properties
Turnaround time per property
Lambeth Living The Path to Excellence
Tenancy, Estate Management and ASB Page 20 of 37 Version: Baseline
Tenancy, Estate Management & ASB: Mike Wacha & Chris Adamson, Strat. Housing Mans. (South/Central) SSC Strategic Aim: We aim to make Lambeth cleaner, greener and safer
Operational Focus: Develop a strong service framework to support people in their tenancies SSC
Implementation Action
Required Task Ref.
Deliverable Lead Officer
Resources 2007/8 2008/9 2009/10
Service Outcomes and Measures of Success
Develop service standards for tenancy management, in conjunction with tenants
TEM01 Tenancy Service Standards: [Link to INC09] - Reviewed and revised in
conjunction with tenants and front-line staff
- Reviewed against best practice - EIA undertaken - Published in customer friendly
format and publicise widely - Embedded within staff practices
Mike Wacha Strategic Housing Man. South
Housing Management Teams
Customer Development
30-11-07 Clear, high standards against which we are measured
A clear and accessible set of standards setting out what tenants can expect from the service
Update the tenancy agreement and conditions. Review against best practice and strengthen areas such as ASB.
TEM02 Tenancy Agreement and Conditions: - Reviewed and updated with
tenants and front-line staff - Reviewed against best practice - EIA undertaken - Publicised widely - Embedded within staff practices
Mike Wacha Strategic Housing Man. South
Housing Management Teams
Customer Development
30-11-07 (Consultation)
01-04-08 (Released)
A clear statement of tenant rights and responsibilities, through which the conduct of the tenancy can be measured and enforced
Update the Tenants’ Handbook TEM03 Tenants’ Handbook: - Reviewed and updated with
tenants and front-line staff - Reviewed against best practice - EIA undertaken - Publicised widely - Embedded within staff practices
Mike Wacha Strategic Housing Man. South
Housing Management Teams
Customer Development
01-04-08 (released)
A comprehensive and user friendly handbook covering the life of a tenancy
Strengthen and publicise the role of the Tenancy Support Service to ensure wider access and take-up
TEM04 Tenancy Support Service: - Roll-out of service to all Areas
completed - Links with Supporting people
team in place
Mike Wacha Strategic Housing Man. South
Housing Management Teams
Lambeth: Supporting People
30-04-08 A well sign-posted and effective support service
Measure through: Referrals made, reduced numbers of demoted tenancy, possessions and arrears
Lambeth Living The Path to Excellence
Tenancy, Estate Management and ASB Page 21 of 37 Version: Baseline
Top Priority
Operational Focus: Embed best practice end-to-end tenancy management processes SSC
Implementation Action
Required Task Ref.
Deliverable Lead Officer
Resources 2007/8 2008/9 2009/10
Service Outcomes and Measures of Success
Review and update sign-up processes
TEM05 Tenancy Sign-up Procedures: - Housing officers sign-up their own
tenants to establish relationship from outset
- Photographs of new tenants taken and stored on-line
- New tenancy visits in place - Checklist updated - Tenancy pack updated
Mike Wacha Strategic Housing Man. South
Housing Management Teams
Customer Development
Six Week visits 100%
31-10-08
Six Week visits 100%
Six Week visits 100%
Strong, supportative relationships built between tenant and officer from outset of tenancy
Measure through:
Six week visits undertaken
Reduction in problems experienced by tenants (ASB, arrears)
Reduction in illegal occupancy
Review and update working practices to deliver a more customer focused, field based tenancy management service
TEM06 Tenancy Management Procedures: - Tenancy management procedures
reviewed and updated in-line with new structures
- Restructured working time and procedures to ensure Housing Officers visit patches regularly and take part in estate walkabouts
- Tenancy Audit started -
Mike Wacha Strategic Housing Man. South
Housing Management Teams
Customer Development
31-10-07 A highly visible, accessible and customer focused tenancy management team
Measure effectiveness through:
Impact on reduction of ASB, harassment and illegal occupancy levels
Review and update termination processes
TEM07 Tenancy Termination Procedures:[Linked to INC10] - Tenancy termination visits
introduced - Use of incentives reviewed and
enforcement of conditions of surrender (recharge)
-
Mike Wacha Strategic Housing Man. South
Housing Management Teams
Customer Development
31-10-07
DHS17b 36 days
Cost per Void tba
DHS17b 28 days
Cost per Void tba
DHS17b 24 days
Cost per Void tba
Improved quality of returned properties, with reduced turnaround time/costs and improved supply
A clear expectation of responsibility for tenants leaving a property. Backed by a set of rewards and sanctions
Measures: Recharges collected and reduced cost and turnaround time of voids (DHS17b)
Lambeth Living The Path to Excellence
Tenancy, Estate Management and ASB Page 22 of 37 Version: Baseline
Operational Focus: Business and performance management systems are effective in supporting and developing the service SSC
Implementation Action
Required Task Ref.
Deliverable Lead Officer
Resources 2007/8 2008/9 2009/10
Service Outcomes and Measures of Success
TEM08 Housing Management System: - Programme of remedial training
and coaching delivered - Issues logged and prioritised to
drive rectification activates -
Marcia Mitchell Director of Housing Management
Housing Management Teams
Customer Development
31-10-07 Fit for purpose business system and fully trained staff
Measure through improvement in service request turnaround and customer satisfaction
TEM09 Document Management System: - Structure and processes for
document management reviewed and updated
- Service levels for scanning turnaround and quality in place
-
Chris Adamson Strategic Housing Man. Central
Housing Management Teams
Customer Development
31-10-07 High quality and correctly filed documents
Measure: undertake regular file checks and measure performance against SLA
Rectify problems with role-out of Sx3 system and integrate systems to support end-to-end business processes
TEM10 LSC/ Customer Relationship Management System: - LSC processes strengthened to
resolve tenancy queries at first point of contact
-
Mike Wacha Strategic Housing Man. South
Housing Management Teams
Customer Development
31-10-07
Resolved at first point of
contact 80%
Resolved at first point of
contact 80%
Resolved at first point of contact 80%
We get it right first time
Higher percentage of contacts dealt with by LSC (target %) enabling Housing Officers to spend more time in field and on complex casework
Develop performance management information to monitor and improve tenancy management service
TEM11 Tenancy Performance Management System: - Set of key measures developed - Mechanisms for collating and
analysing data in place - Reporting mechanisms for internal
and external audiences in place - Processes to learn from outputs
and publicise successes in place -
Marcia Mitchell Director of Housing Management
Housing Management Teams
Customer Development
31-12-07 We learn form performance metrics and customer feedback to continually develop the service
Highly visible measurement and monitoring of key elements of service delivery.
Lambeth Living The Path to Excellence
Tenancy, Estate Management and ASB Page 23 of 37 Version: Baseline
Top Priority
Top Priority
Operational Focus: Embed a proactive, consistently applied and outcomes driven ASB service SSC
Implementation Action
Required Task Ref.
Deliverable Lead Officer
Resources 2007/8 2008/9 2009/10
Service Outcomes and Measures of Success
Develop an ASB strategy for the service and a SMART delivery plan to improve outcomes
TEM12 ASB Strategy and Plan: - Developed in conjunction with
frontline staff and residents - Aligned with corporate strategy
and plan, and best practice - Focused on joined-up working
with other agencies; clear internal structures and performance management; publicising ASB successes
- VFM service, with clear correlation between actions and outcomes
-
Tim Fairhurst Strategic Housing Man. North
Housing Management Teams
Customer Development
ASB Team
TMOs
Agency Partners
31-06-08
Integrated ASB service, accountable to, and empowering residents
Clear direction of travel set-out with relationships built within LB Lambeth and with external agencies.
Key Measures:
• Customer perception and satisfaction with outcomes
• VFM – ASB related costs (management, graffiti, repairs)
Develop the capability of the service as a whole, though application of best practice
TEM13 Proactive ASB initiatives: - Structured framework of
diversionary tactics (community development, youth activities)
- Sharing information & promoting community and youth schemes
- Family Intervention project in place
- Good Neighbour Agreements rolled-out across borough
Tim Fairhurst Strategic Housing Man. North
ASB Team
Housing Management Teams
Customer Development
Lambeth: Community Safety
ABCs in place
tba
31-06-08 Good
Neighbour Agreements
across Borough
ABCs in Place
tba
ABCs in place
tba
Prevention, early intervention and support reduces new and escalated ASB cases
Measurement framework:
• Prevention (introductory tenancies, Good Neighbour Agreements)
• Early intervention (interviews & warnings, mediation, referrals Acceptable Behaviour Contracts)
Drive up the level of enforcement action across the service
TEM14 ASB Management Process: - Processes and record keeping
consistent across all offices - Service benchmarked - Action plans completed for all
cases, with more proactive action - Remedial training and coaching
delivered for staff involved in ASB - Improve communication between
units and with external agencies - Targets set for each unit to drive-
up enforcement action - Improved satisfaction monitoring
and follow-up action
Tim Fairhurst Strategic Housing Man. North
Housing Management Teams
Customer Development
Lambeth: Community Safety
31-10-07
Injunctions Served
tba
ASBOs Served
tba
Injunctions Served
tba
ASBOs Served
tba
Injunctions Served
tba
ASBOs Served
tba
Consistent level of service, delivered to service standards and meeting enforcement targets
Immediate improvement in number of enforcement actions across the borough
Measures:
• Injunctions • Demoted tenancies • ASBOs • Evictions
Lambeth Living The Path to Excellence
Tenancy, Estate Management and ASB Page 24 of 37 Version: Baseline
Top Priority
Implementation Action
Required Task Ref.
Deliverable Lead Officer
Resources 2007/8 2008/9 2009/10
Service Outcomes and Measures of Success
Embed a performance culture and a robust performance management framework, to ensure a consistently applied service and to drive up the number of positive outcomes
TEM15 ASB Performance Management Framework: - Set of key measures developed in
conjunction with residents and frontline staff
- Existing service standards and service levels monitored
- Mechanisms for collating and analysing data developed (CRM)
- Reporting mechanisms developed for internal and external audiences
- Processes to learn from outputs and publicise successes in place
- Embedded within team structures and monitored through staff one-to-ones
Tim Fairhurst Strategic Housing Man. North
Housing Management Teams
Customer Development
31-10-07 (Consultation completed)
31-06-08 (measures in place)
01-04-09 (full
satisfaction survey)
Service Performance and resident satisfaction drives continuous improvement
Robust performance management framework will measure levels of input, effectiveness of processes and impact of outputs on local communities
Measurement Framework:
• ASB profile (scope & quality) • Preventative measures • Early intervention & victim
support • Enforcement & witness support • Tackling ASB costs • Resident satisfaction
Lambeth Living The Path to Excellence
Tenancy, Estate Management and ASB Page 25 of 37 Version: Baseline
Top Priority
Operational Focus: Manage all estates to a high standard, and ensure service contract are closely monitored and represent good value-for-money SSC
Implementation Action
Required Task Ref.
Deliverable Lead Officer
Resources 2007/8 2008/9 2009/10
Service Outcomes and Measures of Success
Develop a performance management framework to underpin service standards
TEM16 Estate Management Performance Framework: - Set of performance targets
developed in conjunction with residents to meet their priorities
- Aligned with service standards - System for grading estates as part
of walkabout process, to prioritise remedial and upgrade work
- Mechanism for collating (hand-helds) and analysing data
- Reporting mechanisms for internal and external audiences
- Processes to learn from outputs & publicise service improvements
-
Chris Adamson Strategic Housing Man. Central
Housing Management Teams
Customer Development
% of Estates Scoring 4+
tba
31-06-08
Framework in place
% of Estates Scoring 4+
tba
% of Estates Scoring 4+
tba
Communal areas are maintained to an excellent standard, free from disrepair, rubbish and graffiti
Clear set of performance targets reported and monitored by all stakeholders
Update estate management processes, procedures and work instructions to reflect Service realignment
TEM17 Tenancy Management procedures: - Updated to reflect organisational
structure - Aligned with service standards -
Chris Adamson Strategic Housing Man. Central
Housing Management Teams
Customer Development
01-04-08 A consistent and efficient estate management service
- Service standard targets
Develop prioritised delivery plan for undertaking improvements to communal areas
TEM18 Communal Areas Improvements: [Linked to REI05] - Area Repairs Panels operational - Programmes of activity agreed at
Area level - Programme of work delivered -
Chris Adamson Strategic Housing Man. Central
Housing Management Teams
Customer Development
31-10-07 Area Panels fully in place
01-04-08 Work
programme agreed
30-05-09 Programme
delivered
Quality of communal areas meet tenants expectations
Measured through level of resident satisfaction
Ensure that service represents best value for money
TEM19 Cleaning and Ground Maintenance VFM Review: - Scheduled review undertaken - Action plan developed and
delivered based on outcomes -
Chris Adamson Strategic Housing Man. Central
Housing Management Teams
Customer Development
31-06-08 Value for money service
Measure:
Service defaults and rectification notices issued
Focus effort on rectifying worst aspects of estates through a concerted effort on a particular estate
TEM20 Freshview rolled out: - Rolled-out across borough, in
conjunction with Environment scheduled review
-
Chris Adamson Strategic Housing Man. Central
Housing Management Teams
Customer Development
30-04-08 Quality of communal areas meet tenants expectations
Measured through level of resident satisfaction
Lambeth Living The Path to Excellence
Income Management Page 26 of 37 Version: Baseline
Income Management: Jackie Thomas, Head of Income and Revenue TTO Strategic Aim: The Council will act to ensure that all debts due are collected in an effective and efficient manner
Operational Focus: Work with tenants to define service standards and to develop a supportative payment culture TTO
Implementation Action
Required Task Ref.
Deliverable Lead Officer
Resources 2007/8 2008/9 2009/10
Service Outcomes and Measures of Success
Develop service standards for rent arrears Promote the service effectively through provision of high quality information and campaigns Involve tenants in developing the service
INC01 Rent Arrears Service Standards: - Developed in conjunction with
tenants to meet their priorities - Letters and forms reviewed - Improved appointment setting - Arrears specific leaflet produced
and updated benefits leaflet - HB calculator and improved
website content - Arrears publicity campaign run
with a ‘do as we say’ message
Jackie Thomas Head of Income and Revenue
Central Income Unit
Customer Development
30-10-07 Clear standards, forms and information enable all tenants to understand the service and their responsibilities
Maximise customer access to the service and ensure equality of access
INC02 Improved access to service: - Outside normal office hours - Vulnerability data flagged and
acted upon - Equalities data captured and feed
into service improvement plans - Satisfaction survey undertaken -
Jackie Thomas Head of Income and Revenue
Central Income Unit
Customer Development
31-12-07 Extended service hours and improved access to information
Improved access for vulnerable tenants
Develop stronger links with Housing Benefits
INC03 Housing Benefits Protocols: - SLA Implemented and monitored - Processes for overpayment
monitoring and challenge in place - HB training for officers undertaken -
Jackie Thomas Head of Income and Revenue
Central Income Unit
Customer Development
30-11-07 Maximised take-up of benefits
Integrated HB service with agreed set of protocols and an SLA
Measure through take-up of benefits and impact on arrears
Improve sign-posting, take-up and monitoring of referrals to debt advice agencies and social services
INC04 Referral Procedures: - Referral protocol in place.
Improved & promoted sign-posting information (leaflets, web)
- Referral outcomes monitored to ensure equality of access
- Financial inclusion strategy -
Jackie Thomas Head of Income and Revenue
Central Income Unit
Customer Development
30-04-08 Effective flagging & take-up of support services, reducing debt
Integrated service with debt and advice agencies, through agreed set of protocols and an SLA
Measure through level of take-up and impact on arrears
Lambeth Living The Path to Excellence
Income Management Page 27 of 37 Version: Baseline
Operational Focus: Achieve a ‘step change’ in current and former tenant income recovery performance TTO
Implementation Action
Required Task Ref.
Deliverable Lead Officer
Resources 2007/8 2008/9 2009/10
Service Outcomes and Measures of Success
Strengthen tenancy sign-up procedure with regard to rents, though closer involvement of income officers and focus on enforcing a payment culture from sign-up
INC05 Tenancy Sign-up procedure: - Income staff involved in sign-up
process - All frontline officers trained in use
of HB Trial calculation at sign-up - Request payment at sign-up -
Jackie Thomas Head of Income and Revenue
Central Income Unit
Customer Development
30-11-07 (procedure)
30-04-08 (Payment at
sign-up)
Support available from start of tenancy, reducing arrears
Integrated service, with financial issues addressed at outset of tenancy and importance of rent payment established
Measure through decrease in new arrears levels
Streamline income related processes and systems to ensure maximum recovery
INC06 Income collection policies and procedures: - Corporate debt management
policy - Income staff involved in sign-up
process. Use data captured to enable tenant profiling
- Timetable for review of casework. Ensuring consistency of approach and focus on low level cases`
- Income and expenditure forms consistently used and as part of court proceedings
- Agreements reviewed half-yearly -
Jackie Thomas Head of Income and Revenue
Central Income Unit
Customer Development
30-06-08 Maximum resources available for delivery of service
Clear and consistent processes for managing income
Ramp-up in the number and frequency of actions
Measure though improved clear-up rate
Implement Direct Debit as a low cost payment channel
INC07 Direct Debit: - Direct debit roll-out - Publicity material and wide scale
publicity campaign launched -
Jackie Thomas Head of Income and Revenue
Central Income Unit
Customer Development
30-04-08 Flexible method of payment provided with reduced arrears
Additional, low cost payment method for tenants and improved collection rates
Strengthen current tenant arrears management processes and management practices
INC08 Strengthened current tenant arrears management procedures: - Clear policy for grounds for
possession communicated to staff - Clear termination process - Good practice guides for staff - Demanding targets for actions
and review use of incentives - Rechargeable repairs within remit
of CIU -
Jackie Thomas Head of Income and Revenue
Central Income Unit
Customer Development
30-11-07 30-04-08 (recharge.
repairs)
Maximum resources available for delivery of service
Clear and consistent processes for managing debt, Consolidated processes and ramp-up in the number and frequency of actions
Measure though improved clear-up rate
Lambeth Living The Path to Excellence
Income Management Page 28 of 37 Version: Baseline
Implementation Action
Required Task Ref.
Deliverable Lead Officer
Resources 2007/8 2008/9 2009/10
Service Outcomes and Measures of Success
Strengthen former tenant arrears management processes and management practices
INC09 Strengthened FTA procedures: - FTA a condition of tenancy [Link
to TEM02] - Tighten termination process and
handover to FTA team - Consolidate all FTA debt into a
single management process - All officers able to take payments - Amended procedure to trace
debtors over a longer period - Demanding FTA targets - FTA publicity campaign -
Jackie Thomas Head of Income and Revenue
Central Income Unit
FTA Team
Customer Development
30-11-07 (BAU actions)
30-04-08 (tenancy
conditions)
Maximum resources available for delivery of service
Clear and consistent processes for managing debt, consolidated processes and ramp-up in the number and frequency of actions
Measure though improved clear-up rate
Introduce rent payment incentives for residents
INC10 Rent Incentive Scheme: [Linked to TEM07] - Benchmarked against best
practise - Options Paper -
Jackie Thomas Head of Income and Revenue
Central Income Unit
Customer Development
31-06-08 Maximum resources available for delivery of service
Incentives for tenants to pay rent on time, reducing levels of debt
Improve process of issuing swipe cards
INC11 Rent Card System:
- Strengthened processes - System for tracking cards issues
to new and existing tenants -
Jackie Thomas Head of Income and Revenue
Central Income Unit
Customer Development
Lambeth: IT
31-10-08 Maximum resources available for delivery of service
Effective process, with level of abuse held at a minimum
Lambeth Living The Path to Excellence
Income Management Page 29 of 37 Version: Baseline
Top Priority
Top Priority
Operational Focus: Embed an effective and value-for-money income management service TTO
Implementation Action
Required Task Ref.
Deliverable Lead Officer
Resources 2007/8 2008/9 2009/10
Service Outcomes and Measures of Success
Embed the new Central Income Team structure
INC12 Established Central Income Team: - Training needs analysis and
training programme delivered - Updated processes and lines of
communication - Reports required to drive business -
Jackie Thomas Head of Income and Revenue
Central Income Unit
Customer Development
30-11-07 An effective, results driven income service
Develop a performance management framework for Income Management
INC13 Performance Management Framework : - Corporate targets cascaded to
individual officers to reach top quartile performance
- Quantitative targets and measures
-
Jackie Thomas Head of Incomeand Revenue
Central Income Unit
Customer Development
30-11-07
BV66a 91%
Total Current Arrears DHS20 £7.03m
BV66a 94%
Total Current Arrears DHS20 £5.63m
BV66a 97%
Total Current Arrears DHS20 £4.50m
A strong performance culture maximises income recovery
Key income targets tracked, reported and publicised
Undertake a value for money assessment of the service
INC14 VFM Reviews: - Cost benefit analysis of current
structure - Twin Pier debt advice service - VFM review of FTA processes
(use of collection agencies, targets and write-off
Jackie Thomas Head of Incomeand Revenue
Central Income Unit
Resources
30-06-08 Unit cost baseline on which to review the service on an ongoing basis
Ongoing plan for vfm improvements
Demonstrable evidence of review, action and benefits realised
Lambeth Living The Path to Excellence
Stock Investment, Repairs and Maintenance Page 30 of 37 Version: Baseline
Top Priority
Top Priority
Stock Investment, Repairs and Maintenance: David Thompson, Director of Technical Services SSC Strategic Aim: Lambeth Council is committed to ensuring all social housing within the borough will meet the Decent Homes Standard (DHS) by 2010-2013
Operational Focus: Deliver investment aims through an asset management strategy based on high quality condition data & focused on meeting the DHS SSC
Implementation Action
Required Task Ref.
Deliverable Lead Officer
Resources 2007/8 2008/9 2009/10
Service Outcomes and Measures of Success
Develop the range of ‘real’ data collected to enhance the modelling process and reduce reliance on archetype data though stock condition surveys
SIRM01 Improved Stock Condition Data: - Void properties - Street properties - Health & safety rating system data
Sandra Lewis Repairs planning & Performance Manager
Repairs Planning and Performance Team
31-12-07 Stock
Condition Survey
completed
30-04-09 Bespoke surveys
completed
Clear understanding of condition of customer’s homes
Accurate stock condition database to base investment decisions
Publish a formal Asset Management Strategy and delivery plan
SIRM02 Asset Management Strategy: - Clear linkage to business plan
driven by clearly identified future housing need and aspirations
- Formal review process for poor quality/low demand properties
- Process to ensure stock condition data is accurate and current
Delivery Plan based on strategy -
Sandra Lewis Repairs planning & Performance Manager
Repairs Planning and Performance Team
31-12-07 Draft Strategy
and Delivery Plan
complete
31-12-08 Final
strategy and Plan
completed
Clear long-term plan to manage and improve customer’s homes
Clear business strategy for long term management of stock, focused on meeting tenants expectations and aspirations
Implement an effective solution for year-on-year capital programme management
SIRM03 Capital Programme Tracker: - Planning and tracking tool - Reporting & review processes
Sandra Lewis Repairs planning & Performance Manager
Repairs Planning and Performance Team
31-12-07 Tool
implemented
31-12-08 Full use of
tool
Capital programme delivered year-on-year
Measure through improvement in % of programme delivered
Update stock condition data dynamically in response to repairs and maintenance programmes
SIRM04
IT solution for investment planning: - Delivery plan based on business
case
Sandra Lewis Repairs planning & Performance Manager
Repairs Planning and Performance Team
31-12-07 Tool
implemented
31-12-08 Full use of
tool
Balanced and prioritised rolling programme of improvements
Ratio repairs:planned (BPSAD27)
Improve capacity to deliver the asset management strategy and work programme
SIRM05 Capacity to deliver DHS: - Service review - Development of staff - New client structure
-
David Thompson Director of Technical Services
Technical Services Teams
31-12-07 Change review
completed and implemented
31-12-08 Client
structure complete
Decent Homes delivered on time
% non decent homes (BV184a) Ratio repairs:planned (BPSAD27)
Improve balance between small-scale repairs and improvements, and long–term strategic work programmes
SIRM06 Improved repairs/maint. balance: - Modernised Tenants’ Handbook - Reduced responsive repairs - Bespoke programmes based on
survey findings
David Thompson Director of Technical Services
Technical Services Teams
31-12-07 New repairs
policy
31-12-08 Improved planned
contribution
Best use of resources
% non decent homes (BV184a) Ratio repairs:planned (BPSAD27)
Lambeth Living The Path to Excellence
Stock Investment, Repairs and Maintenance Page 31 of 37 Version: Baseline
Top Priority
Top Priority
Operational Focus: Deliver an effective gas safety service, meeting the 100% compliance target, with innovative measures to reduce ‘no access’ SSC
Implementation Action
Required Task Ref.
Deliverable Lead Officer
Resources 2007/8 2008/9 2009/10
Service Outcomes and Measures of Success
Develop a gas safety policy
SIRM07 Gas Safety Policy: - Reflecting best practice - Reviewed with residents to
establish best access strategies - Nominated officer responsible for
safety, servicing and no access processes
- Publish accessible information and promote widely
-
Jacqui Alexander Planned Maintenance Manager
Planned Maintenance Team
Customer Development
31-12-07
DHS12: 100%
BV142: 333
DHS12: 100%
BV142: 326
DHS12: 100%
BV142: 320
Safer homes
Measured through improvement in level of compliance and number of preventative actions undertaken
Meet 100% for annual gas servicing (DHS21)
Increase in no. smoke alarms fitted (LAA measure)
Reduction in domestic fires (BV142)
Review and strengthen servicing and access processes and systems to underpin the gas safety policy and role of officer responsible
SIRM08 Gas Safety systems & processes: - Processes and procedures
reviewed against the guidance note for landlords
- ‘no access’ procedures reviewed with contractors, technical services, Legal and residents to improve performance
- ‘no access’ best practice review – servicing of smoke detectors
- Schedule of IT enhancements (no access flag) and SMART reports (aged, out of date CP12s, actions taken)
- Training for officer responsible and others involved in gas servicing
Jacqui Alexander Planned Maintenance Manager
Planned Maintenance Team
Customer Development
31-12-07 Gas Plan
ready
Sx3 flags for addresses not
visited
Smoke Alarms fitted
10,000
31-12-08 All residents
given opportunity for smoke
alarms
Smoke Alarms fitted
tbc
Smoke Alarms fitted
tbc
Safer homes
Measured through increased compliance on a rolling basis
Reduced no access and success of preventative measures
Meet 100% for annual gas servicing (DHS21)
Increase in no. smoke alarms fitted (LAA measure)
Reduction in domestic fires (BV142)
Lambeth Living The Path to Excellence
Stock Investment, Repairs and Maintenance Page 32 of 37 Version: Baseline
Top Priority
Operational Focus: Deliver an efficient and high quality voids service meeting customer expectations, focused on improved turnaround and value for money SSC
Implementation Action
Required Task Ref.
Deliverable Lead Officer
Resources 2007/8 2008/9 2009/10
Service Outcomes and Measures of Success
Develop a clear Relet Standard to meet tenant expectations
SIRM09 Relet Standard: - Reflecting best practice - Agreed with tenants to reflect
reasonable expectations - Published in plain English and in a
wide range of accessible formats -
Jackie Thomas Head of Incomeand Revenue
Central Income Team
Area Teams
Customer Development
31-10-07 Quality homes that will meet tenant expectations
Measure quality of relets against standard and satisfaction of new tenants (BV74a)
Develop and enforce a recharge policy for repairs to poorly maintained properties at end of tenure
SIRM10 Recharge Policy and Procedures: - Reflecting best practice - Embedded in termination
processes - Embedded in arrears processes -
Jackie Thomas Head of Incomeand Revenue
Central Income Team
Area Teams
Customer Development
30-06-08 Clear expectations set with tenants as to responsibilities
Improved income generated and reduction in void cost/turnaround and weekly management costs (BPSA E1)
Improve performance in meeting Relet Standard and turnaround targets
SIRM11 Strengthened Voids Process: - Reviewed and measured in
respect of new Relet Standard - Strengthened management
structures and reporting - Set of metrics to pinpoint
problems in process (void path) - SMART turnaround plan delivered
in conjunction with contractor -
Jackie Thomas Head of Incomeand Revenue
Central Income Team
Area Teams
Customer Development
31-10-07 Improved supply and quality of homes
(DHS17b,c and DHS15)
Measure quality of re-lets against standard and satisfaction of new tenants (BV74a)
Review policy for bringing properties up to Decent homes Standard through Voids process
SIRM12 Voids and Decent Homes Review: - Reviewed and re-stated policy in
respect of Decent Homes - Reviewed and re-stated voids
policy in respect of collecting stock condition data
-
Jackie Thomas Head of Incomeand Revenue
Central Income Team
Area Teams
Customer Development
31-10-07 Decent Homes target for all tenants met on time
Reduced no.s of non-decent properties (BV184a) and contribute to improved SAP performance (BV63)
Develop a voids cost model and work with voids contractor to ensure the voids process represents the best value for money achievable
SIRM13 Voids VFM Review: - Void Cost model developed to
help understand and reduce costs o Rent loss, recharge, allocation
costs, decorations and gardening allowances, works, administration
- Contract terms reflect lower Schedule of Rates for voids
Jackie Thomas Head of Incomeand Revenue
Central Income Team
Area Teams
Customer Development
BPSA E1 tba
30-04-08 (in place)
PBSA E1 tba
PBSA E1 tba
Resources redirected from overheads and support to front-line service improvements
Reduced cost per void and improved weekly management costs (BPSA E1)
Lambeth Living The Path to Excellence
Stock Investment, Repairs and Maintenance Page 33 of 37 Version: Baseline
Top Priority
Operational Focus: Deliver a high quality and cost effective responsive repairs service SSC
Implementation Action
Required Task Ref.
Deliverable Lead Officer
Resources 2007/8 2008/9 2009/10
Service Outcomes and Measures of Success
Improve customer focus to ensure the service meets the requirements of tenants and levels of improved customer satisfaction in the service are achieved and maintained
SIRM14 Improved Customer Focus: - Customer profiles reflecting needs
and service perceptions (Satisfaction returns, STATUS survey, mystery shopping, R.I.)
- SMART action plan with priorities agreed by tenants, reflecting service standards
- Develop measures to track progress in delivering plan and feedback/develop with tenants
-
Ian Macintosh Responsive Repairs Manager
Responsive Repairs Team
Lambeth: LSC
Customer Development
31-12-07 Repairs
contractors realigned to 3
Areas
Performance reports
focused on 3 Areas
31-12-08 Satisfaction over 65%
Comprehen-sive.
reporting by contractors
A service focused on customer needs
Improved % of repair improvements kept (DHS185)
Reflected in improvement in customer satisfaction (DHS12) and through mystery shopping and customer satisfaction survey responses
Continue to develop repairs reporting, to meet customer expectations, whilst maximising the percentage of correctly reported repairs, minimising emergency and urgent jobs, and the level of variations
SIRM15 Call Management Improvements: - Borough-wide/6 Area
performance reporting - Improved training on most
frequently requested repairs - Improved appointment process - Reviewed and enforced business
rules (emergency, and urgent jobs, pre-inspections)
- Suite of reports to pinpoint performance issues (workload management, quality of ordering)
-
Ian Macintosh Responsive Repairs Manager
Responsive Repairs Team
Lambeth: LSC
Customer Development
Lambeth: IT
31-12-07 Top quartile
appointments performance
31-12-08 Top quartile performance on first visit
Improved repairs service delivering measurable efficiency gains
Improved measures: Jobs completed at first visit &jobs completed on time (DHS11) Average time for urgent (DHS18) & non urgent repairs (DHS201)
Improved SAP ratings (BV63) Reduced re-inspections, emergency and urgent jobs Reduced job costs and level of variations
Deliver top quartile repairs management performance
SIRM16 Improved repairs performance: - SMART action plan to focus on all
areas of service delivery - In conjunction with service
delivery partners (sign-off) - Set of reports to track indicators
towards top quartile performance - Improvements publicised
-
Ian Macintosh Responsive Repairs Manager
Responsive Repairs Team
Customer Development
Lambeth: IT
31-12-07 Sx3
performance reports in full
use
31-12-08 Overall top
quartile performance
A ‘learning’ service partnership with tenants and contractors
top quartile service delivery performance measures (as above) Improved ratio of responsive to planned maintenance (BPSAD27/28)
Lambeth Living The Path to Excellence
Stock Investment, Repairs and Maintenance Page 34 of 37 Version: Baseline
Operational Focus: Deliver cost reductions and Improve value-for-money through service benchmarking SSC
Implementation Action
Required Task Ref.
Deliverable Lead Officer
Resources 2007/8 2008/9 2009/10
Service Outcomes and Measures of Success
Implement and evidence a programme of cost reduction activities
SIRM17 Cost Reductions: - Diagnosis and intervention at first
point of contact - Repairs cost reduction:
o pre-inspections o Improved invoice checking o SoR contracts replaced by unit
cost/performance contracts - New contractual relationship
where contractor diagnoses demand plans proactively
- Procurement of long-term, comprehensive contactor relationships
David Thompson Director of Technical Services
Technical Services Teams
Lambeth: LSC
Resources
Service Partners
31-12-07 Direct spend
controls introduced
01-04-08 Reduced response
and increased planned spend
Cost effective service with strong, long-term relationships with delivery partners & tenants
Evidence of cashable and non-cashable savings
Improved ratio of responsive to planned maintenance (BPSAD27/28)
Improved weekly management costs (BPSA E1)
Undertake a rolling programme of cost benchmarking for key areas of the service
SIRM18 Service cost benchmarks: - Decent Homes (investment
planning client function and project consultancy)
VFM tracker to monitor progress against benchmark reviews and responsive repairs performance -
David Thompson Director of Technical Services
Technical Services Teams
Resources
Service Partners
31-12-07 Review of
client function completed
31-12-08 New client function in
place
Best use of resources
Evidence of cashable and non-cashable savings and weekly management costs (BPSA E1)
Implement a long-term, comprehensive partnering relationship to realise economies of scale and, the consistency and timeliness of service delivery
SIRM19 Strategic partnering contracts: - Matched to organisations needs &
aligned with procurement strategy - Promote diversity, sustainability
and local employment - Client structure, processes and
vfm/quality KPIs in place
David Thompson Director of Technical Services
Technical Services Teams
Service Partners
01-04-08 Strategic contracts and man.
structures in place
31-03-09 Improved VFM and service quality
Strong, Egan compliant, long-term relationships with delivery partners
Evidence of cashable and non-cashable savings, and weekly management costs (BPSA E1)
Improved satisfaction with repairs (DHS12)
Involve stakeholders in procurement
SIRM20 Residents involved in tender appraisal, contractor selection & ongoing operational decisions: - Initial selection & contract letting - Setting standards, prioritising
budgets, promoting choice - Monitoring and feedback on
schemes and contracts -
David Thompson Director of Technical Services
Technical Services Teams
Service Partners
01-04-08 Strategic
contracts let with tenant involvement
31-03-09 Full tenant
involvement in
operational man.
Ownership and full involvement of tenants in shaping and prioritising service delivery
Measures: Improved satisfaction with repairs (DHS12) and with participation (BV75b and c)
Lambeth Living The Path to Excellence
Leasehold Services Page 35 of 37 Version: Baseline
Leasehold Services: Ashley Parrette, Head of Home Ownership Services TTO Strategic Aim: To demonstrate that value for money is core business, embedded across all services
Operational Focus: Deliver a high quality customer focused service for leaseholders, maximising their opportunity to contribute to decision making TTO
Implementation Action
Required Task Ref.
Deliverable Lead Officer
Resources 2007/8 2008/9 2009/10
Service Outcomes and Measures of Success
Improve customer focus and experience of leaseholders contacting organisation
LEA01 Improved first point of contact response: - Reinforced training, business
rules and knowledgebase content maximising % one and done
- Ongoing programme of mystery shopping of leasehold service
-
Ashley Parrette Head of Home Ownership Services
Home Ownership Services Team
31-10-07
Resolved at first point of
contact 80%
Resolved at first point of
contact 80%
Resolved at first point of
contact 80%
Improved customer experience for leaseholders (fewer call transfers)
Measure through % of enquiries resolved at LSC and through customer satisfaction
Update Leasehold Handbook and supporting information
LEA02 L/hold Handbook & information: - Repairs and response times - Estate management service
(walkabouts, setting standards) - Improved sub-letting information
re; gas safety responsibilities - Out of hours service - Social Homebuy Leaseholders
handbook
Ashley Parrette Head of Home Ownership Services
Home Ownership Services Team
30-05-08
High quality information provided to leaseholders (including social homebuy) maximising access
Improved information regarding service offered and standards
Measure through service take-up, satisfaction monitoring and mystery shopping
Start capturing and using customer and equalities data for each leaseholder
LEA03 Maintained Leaseholder Profiles: - Maintained profile for each
leaseholder (equalities, vulnerability, contact preferences)
-
Ashley Parrette Head of Home Ownership Services
Home Ownership Services Team
30-11-07 Improved access and a tailored service delivered based on needs
Measure: Mystery shopping
Develop processes to involve more leaseholders in decision making processes
LEA04 Increased leaseholder Involvement: - Improved leasehold meeting
management; publicised more widely & flexibly scheduled
- Methods of involving leaseholders in service development
-
Ashley Parrette Head of Home Ownership Services
Home Ownership Services Team
31-12-07 Increased leaseholder involvement (informal, greater diversity) across a range of activities
Service development
Estate walkabouts
Instigate wider two-way feedback and satisfaction monitoring, to drive service improvements
LEA05 Improved Leaseholder Satisfaction: - Estate management involvement - ASB resolution - Service development involvement -
Ashley Parrette Head of Home Ownership Services
Home Ownership Services Team
31-12-07 Service responsive to and acts upon leaseholders needs
Evidence positive outcomes
Lambeth Living The Path to Excellence
Leasehold Services Page 36 of 37 Version: Baseline
Operational Focus: Improve core processes, information and performance systems to deliver a high quality service to leaseholders TTO
Implementation Action
Required Task Ref.
Deliverable Lead Officer
Resources 2007/8 2008/9 2009/10
Service Outcomes and Measures of Success
Develop Right to Buy information systems to better support business
LEA06 Right to Buy Reporting: - Management reports (re-sales) - Accessible to all staff requiring
information - Process for undertaking post RTB
survey on regular basis -
Ashley Parrette Head of Home Ownership Services
Home Ownership Services Team
Lambeth IT
31-10-07 Effective, customer focused RTB process
Improved reporting of RTB and feedback from new leaseholders
Evidence positive outcomes from feedback
Improve customer service and supporting processes for the management of and charging for major works schemes undertaken
LEA07 Major works recharge processes: - Mechanism for updating
leaseholders on planned major works programmes
- Mechanism for providing team with details of long term works
- Procedure to identify repairs and improvement costs separately
- Procedure to ensure leaseholders are billed in accordance with the terms of their lease
-
Ashley Parrette Head of Home Ownership Services
Home Ownership Services Team
31-10-07 Leaseholders provided with timely and accurate information and bills for works undertaken
Full and accurate information regarding building and maintenance programmes available to leaseholders and staff.
Improved cost breakdown and billing information provided
Ensure leaseholders are more aware and involved in managing estates
LEA08 Estate Management Performance Framework (link to TEM16): - Leaseholders involved in setting
standards - Performance feedback to
leasehold officers ASB reporting: - Log ASB cases reported by or
concerning leaseholders -
Ashley Parrette Head of Home Ownership Services
Home Ownership Services Team
Strategic Housing Managers
31-12-07 Greater leasehold involvement in estate management
Measure: increased participation and increased satisfaction with service among leaseholders
Develop robust policies, processes and procedures to manage service charge collection
LEA09 Service Charge Policy: - Develop in conjunction with
leaseholders and review against best practice
Service Charge Processes: - Redesign statements to improve
clarity and reduce risk of fraud - Improve refund processes - Service charge accounting based
on CLARAct 2002. Train staff Sinking Fund policy
-
Ashley Parrette Head of Home Ownership Services
Home Ownership Services Team
Resources
31-12-07
% Service Charges Collected
DHS9 103%
% Service Charges Collected
DHS9 105%
% Service Charges Collected
DHS9 105%
Clear, fair and effectively administered service charges
Clear service charge policy agreed with leaseholders including use of sinking fund
Redesigned processes will reduce risk of fraud and improve accuracy
Measure: DHS9 and DHS10
Reduced complaints
Lambeth Living The Path to Excellence
Leasehold Services Page 37 of 37 Version: Baseline
Top Priority
Top Priority
Operational Focus: Increase service capacity, through integration with the rest of the service, training, IT, and embedding a performance management culture TTO
Implementation Action
Required Task Ref.
Deliverable Lead Officer
Resources 2007/8 2008/9 2009/10
Service Outcomes and Measures of Success
Ensure team members are fully trained in the roles they fulfil. Ensure better signposting of the service within the service as a whole
LEA10 Leaseholder support training: - Training needs analysis (process,
IT, policy, customer service) - Training programme for leasehold
team and other frontline staff to reinforce role (induction)
-
Ashley Parrette Head of Home Ownership Services
Home Ownership Services Team
31-10-07
Customer focus and improved service take-up
Knowledgeable staff within the leasehold management function and in the service as a whole
Measure through customer satisfaction and mystery shopping
Ensure business processes and IT systems support the delivery of the leasehold service
LEA11 Leasehold management business systems: - Effective protocols between
functions and teams - Review and update processes to
reflect IT system - Prioritise list of IT enhancements -
Ashley Parrette Head of Home Ownership Services
Home Ownership Services Team
01-04-08 An effective service supported by fit for purpose IT systems and processes
Measure: Improved satisfaction with service
Implement a comprehensive performance management framework for leasehold management focusing on improving customer satisfaction and value for money
LEA12 Performance Management Framework: - Set of performance measures:
o Customer care and equalities o Major works o VFM (handbook, size of team)
- Benchmark, analyse information, use to improve service
- Regular feedback to leaseholders -
Ashley Parrette Head of Home Ownership Services
Home Ownership Services Team
01-04-08 An effective and vfm service delivering top quartile performance
Learning service, listening to and acting upon feedback from leaseholders
Measure: Improved satisfaction with service
Appendix 2: Performance Plan
Indicatorand Type
Description Baseline Performance March 2008
BA
SKET
Notes Target 2008/9
Target 2009/10
Target 2010/11
CUSTOMER SATISFACTION
BV74 CPA
Tenant satisfaction with services of the landlord - All tenants (%)
62 1
67 70 72
BV74a BVPI
Tenant satisfaction with services of the landlord - Ethnic Minority tenants (%)
59 1
64 66 68
BV74b BVPI
Tenant satisfaction with services of the landlord - Non-Ethnic Minority tenants (%)
62 1
67 70 72
BV75 CPA
Tenant satisfaction with opportunities to participate in management and decision making in relation to housing services provided by their landlord - all tenants (%)
49
2
60 63 66
BV75a BVPI
Tenant satisfaction with opportunities to participate in management and decision making in relation to housing services provided by their landlord - Ethnic minority tenants (%)
48
2
59 62 65
Version 3 14 April 2008 1 of 5 Draft
BV75b BVPI
Tenant satisfaction with opportunities to participate in management and decision making in relation to housing services provided by their landlord - Non-Ethnic minority tenants (%)
49
2
60 63 66
DHS12 Local
Percentage of tenants satisfied with their repairs (%) 88 3
94 96 97
Contact centre responsiveness – calls answered in 15 seconds (%)
TBC
80 80 80
Contact Centre “one and done” New measure TBC TBC TBC
Members’ enquiries answered within 10 days (%) TBC 90 90 90
Complaints answered within 15 days (%) TBC 90 90 90
INCOME COLLECTION
BV66a CPA
Rent collected by the local authority as a proportion of rents owed on Housing Revenue Account (HRA) dwellings (%)
90.5 3
94 97 98
BV66b BVPI
Percentage of local authority tenants with more than seven weeks (gross) in arrears (%)
17.9
16 15 14
BV66c BVPI
Percentage of local authority tenants in arrears who have had 20.5
24 22 20
Version 3 14 April 2008 2 of 5 Draft
a Notice Seeking Possession served (%)
BV66d BVPI
Percentage of local authority tenants evicted as a result of rent arrears (%)
0.35
0.35 0.35 0.35
DHS16 Local
Percentage of current year’s rent debit collected (%) 98.9
101.5 102.5 103
DHS9 Local
Leasehold service charge collection rate (%) 92
103 103 103
REPAIRS AND INVESTMENT
DHS11 Local
Percentage of all repairs completed on time (%) 95
3 97 98 98
E5 Percentage of Right to Repair completed on time (%) 90 3 94 95 95
DHS201 CPA
Average time for non-urgent repairs (days) 15
12 11 10
DHS21 Local
Percentage of individual gas servicing completed (%) 95
100 100 100
DHS185 Local
Percentage of repair jobs with appointments made and kept (%)
94
96 97 97
BPSA D2CPA
Proportion of planned maintenance to responsive repairs (ratio planned:responsive)
New Measure
50:50 60:40 65:35
Version 3 14 April 2008 3 of 5 Draft
Annual capital programme spend (%) 89 95 100 100
BV63 CPA LAA
The average SAP rating of local authority owned dwellings (%)
66
67 68 69
BV184a CPA LAA
The proportion of local authority dwellings which were non-decent at the start of the financial year (%)
32
29 26 19
BV184b CPA
The percentage change in the proportion of non-decent dwellings between the start and the end of the financial year (%)
-1%
-1% 4% 9%
HOUSING MANAGEMENT
BV212 CPA
Average time to re-let local authority housing 42 3
35 28 23
DHS15 Local
Number of short-cycle empty homes (No.) 280
160 140 120
Number of homes squatted or with unauthorised occupants 120 100 80 60
LAA STRETCH TARGET
BV142 LAA
Reduction in domestic fires (No.) 320
326 320 310
TBA LAA
Number of smoke alarms fitted (No.) 10,000
8,000 4,000 500
Version 3 14 April 2008 4 of 5 Draft
STAFF
Staff satisfied and very satisfied with employer overall (%) New measure 1 65 70 75
Staff sickness absence (days per year) TBC 8.4 8.4 8.4
Notes
1 New baseline to be set in April 08 2 Large scale (STATUS) survey due in summer 2008 3 Subject to year end final figures
Version 3 14 April 2008 5 of 5 Draft
Appendix 3: Outline timetable for planning and budget setting Summer Medium Term Financial Strategy for the Housing
Revenue Account is reviewed. By 30 June each year the Council will provide Lambeth Living with the preliminary Housing Revenue Account Financial Strategy for the following three years that identifies the potential levels of funding available, unavoidable growth and savings required by both Lambeth Living and the Council.
Early Autumn Draft Housing Subsidy determinations received from Government. Financial strategy for the HRA is prepared with consultation between the Council and Lambeth Living.
Autumn The Council will prepare draft budgets for the HRA. Lambeth Living will prepare draft budgets for the Managed and Operational budgets.
November Lambeth Living to prepare proposals for the capital programme in the following financial years subject to the appropriate government funding allocations being received and capital resources available.
December Housing subsidy Determination received and draft budgets reviewed in the context of this determination and other consultation.
January / February Final budget reports submitted to Cabinet, Housing Scrutiny Panel and Lambeth Living’s Board for approval. Housing Rents for forthcoming year approved by Cabinet. Capital Programme for following financial year approved by Cabinet and Organisation’s Board.
Appendix 6: Financial Regulations
Financial Regulations Contents Section Paragraph 1 Financial Regulations 2 Financial Control The Board 2.1 Audit Requirements 2.2 External audit Other auditors Budgeting 2.3 Budget programme Budgetary control Accounting policies 2.4 Basis of accounting Format of accounts Accounting Records 3 Income and Banking General 3.1 Appointment of bankers 3.2 Banking arrangements 3.3 Cash receipts 3.4 The collection of debts 3.5 Write-off bad debts 3.6 Gifts, benefactions and donations 3.7 Security of documents 3.8 Stock and stores 3.9 4 Expenditure Authorities 4.1 Petty cash 4.2 Purchase orders 4.3 Tendering 4.4 Payment of invoices 4.5 5 Salaries and Wages General 5.1 Pensions 5.2 Travel, subsistence and other allowances 5.3
6 Assets Fixed assets and plant 6.1 Fixed asset register and inventories 6.2 Asset disposal 6.3 7 Other Financial Matters Treasury management 7.1 (investments and borrowings)
Risk management 7.2 Insurance 7.3 Taxation 7.4 Reserves 7.5 Reporting 7.6 1. FINANCIAL REGULATIONS
1.1. The financial regulations of Lambeth Living Ltd (Lambeth Living) form
part of its overall system of financial and management control. The rules of Lambeth Living Ltd, the terms of reference of the Board and its committees, and the standing orders outline how Lambeth Living Ltd will be controlled and run.
1.2. This document sets out Lambeth Living Ltd’s financial procedures. It translates into practical guidance Lambeth Living Ltd’s broad policies relating to financial control.
1.3. Compliance with the financial procedures is compulsory for all staff
connected with Lambeth Living Ltd. It is the responsibility of Lambeth Living Ltd management to ensure that their staff are made aware of the existence and content of Lambeth Living Ltd’s financial procedures and that an adequate number of copies are available for reference within their department.
1.4. The Board is responsible for maintaining a continuous review of the financial procedures.
2. FINANCIAL CONTROL
2.1. THE BOARD
The Board has ultimate responsibility for Lambeth Living Ltd’s finances. Its financial responsibilities are:
• to ensure the solvency of Lambeth Living Ltd • to safeguard Lambeth Living Ltd’s assets
• to ensure the effective and efficient use of resources • to ensure compliance with Companies legislation • to ensure that financial control systems are in place and are working
effectively and that a statement of assurance is produced by the internal audit provider annually
• to approve Lambeth Living Ltd’s delivery plans • to approve annual estimates of income and expenditure and to
approve the annual financial statements • to recommend to the annual general meeting (AGM) the
appointment of Lambeth Living Ltd’s internal and external auditors
2.2. AUDIT REQUIREMENTS A timetable for final accounts purposes is drawn up and the staff and the external auditors are advised accordingly. The accounts and management letter should be reviewed by Board for their approval. External auditors and internal auditors shall have authority to: • access Lambeth Living Ltd’s premises at reasonable times • access all assets, records, documents and correspondence relating to
any financial and other transactions of Lambeth Living Ltd • require and receive such explanations as are necessary concerning
any matter under examination • require any employee of Lambeth Living Ltd to account for cash, stores
or any other property under his/her control • access records belonging to third parties, such as contractors, when
required Whenever any matter arises that involves malpractices whether actual or suspected, an officer usually designated by the Chief Executive will, with the involvement of internal audit, investigate and where required report to London Borough of Lambeth. The irregularities or fraud may concern cash, stores, property or other activities of Lambeth Living Ltd. In addition Lambeth Living Ltd should also ensure that a procedure for whistle blowing is in place and that all members of staff are fully aware of the procedure.
2.2.1. External Audit The appointment of external auditors will take place annually at the AGM and it is the responsibility of the Board to make recommendations.
The primary role of external audit is to report on Lambeth Living Ltd’s financial statements and to carry out such examination of the statements and underlying records and control systems as are
necessary to reach their opinion on the statements and to report on the appropriate use of funds. Their duties will be in accordance with advice set out in the code of audit practice and the Auditing Practices Board’s auditing standards. Each year the Board will review the effectiveness of external audit and, provided the auditors’ work is of a sufficiently high standard and reasonably priced, should recommend that the Board reappoint them. In addition, every three years the Board will carry out a comprehensive review of the service provided. 2.2.2. Other Auditors
Lambeth Living Ltd may from time to time, be subject to audit or investigation by external bodies such as HM Revenue and Customs .
2.3. BUDGETING
2.3.1. Budget Preparation A revenue budget and a Delivery Plan should be prepared annually in accordance with contractual obligations and submitted to the Board. The budget should also include cash flow forecasts for the year and balance sheet. Following the Board approval the budget should be communicated to the relevant members of staff. During the year, forecasts should be submitted to the Board for their approval. 2.3 2. Budgetary Control The control of income and expenditure within an agreed revenue budget is the responsibility of the designated manager who must ensure that day to day monitoring is undertaken effectively by using a robust chart of accounts.
2.4. ACCOUNTING POLICIES
2.4.1. Basis of Accounting
The financial statements are prepared on the historical cost basis of accounting and in accordance with applicable accounting standards.
2.4.2. Format of the Accounts
The accounts are prepared for the financial year ending 31 March, in the format required by the Companies Act 1985.
2.4.3. Accounting Records
Financial documents should be kept in a form acceptable to the relevant authorities. It is required by law to retain prime documents. These include:
• accounts raised (six years) • copies of receipts (six years) • payroll records (six years) • VAT records (three years) • Corporation tax records(three years) Years are complete tax years.
For auditing and other purposes, Lambeth Living Ltd should retain other financial documents for three years.
3. INCOME AND BANKING
3.1. GENERAL
An appropriate system should be in operation that enables Lambeth Living Ltd to receive all the income to which it is entitled. Lambeth Living Ltd should ensure the prompt collection, security and banking of all income received. 3.2. APPOINTMENT OF BANKERS The Board is responsible for the appointment of Lambeth Living Ltd’s bankers. 3.3. BANKING ARRANGEMENTS
An appropriate, named member of staff should be delegated the responsibility of liaising with the banks on all matters. Periodically all cheque books should be reviewed to ensure that all cheques are in the book. (This is to prevent cheques being used significantly out of sequence and facilitating a fraud). If a bank account is not being used consideration should be given by the finance committee that it be closed.
Details of authorised signatories and their limits, for all types of payment, including BACS and CHAPS and Internet Banking should be listed and kept up to date. The number of individuals entitled to sign cheques should be kept to a minimum. Bank accounts are subject to regular reconciliations and large or unusual items must be investigated immediately. The Director of Resources should ensure that bank reconciliations are checked against evidence. 3.4. CASH RECEIPTS All monies received from whatever source must be recorded on a daily basis and banked within reasonable time. An authorised receipt of Lambeth Living Ltd should be issued and signed and a copy kept. Custody of all cash holdings must comply with the requirements of Lambeth Living Ltd’s insurers and external auditors. No deductions may be made from any cash collected on behalf of Lambeth Living Ltd. Personal or other cheques must not be cashed out of money received on behalf of Lambeth Living Ltd.
3.5. THE COLLECTION OF DEBTS Lambeth Living Ltd should ensure that:
• debts are raised on official invoices and are raised promptly in respect of the income due to Lambeth Living Ltd
• swift and effective action is taken to collect overdue debts
• outstanding debts are reviewed and monitored reports are produced monthly for review by Lambeth Living Ltd Director of Resources.
3.6. BAD DEBTS WRITE OFF Requests to write-off any debts up to £5,000 must be approved by the Lambeth Living Ltd Director of Resources, up to £10,000 by the Chief Executive and Director of Resources, and over £10,000 must be referred to the Board. A regular report on all bad debt write offs must be made to the Board.
3.7. GIFTS, BENEFACTIONS AND DONATIONS Records in respect of gifts, benefactions and donations, must be maintained in the form of a gift and hospitality register. The register should list all gifts, benefactions and donations made to or declined by any staff member or Board member of Lambeth Living Ltd.
The Gift and Hospitality Register should be made available to external and internal auditors for review.
3.8. SECURITY OF DOCUMENTS
A designated officer of Lambeth Living Ltd is responsible for the safekeeping of all the official and legal documents relating to Lambeth Living Ltd. Signed copies of deeds, leases, agreements and contracts must, therefore, be forwarded to this officer. All such documents shall be held in an appropriate secure, fireproof location and copies held at a separate secure location.
3.9. STOCKS AND STORES
Lambeth Living Ltd must ensure that the stocktaking procedures are in place for all stocks that require a valuation in the balance sheet. A physical inspection of all stock should be carried out on a regular basis.
4. EXPENDITURE
4.1. AUTHORITIES
A register of authorised signatories and their limits should be maintained and any changes should be updated immediately.
Specimen signatures should be obtained of those authorised to certify invoices for payment. Managers are not authorised to commit Lambeth Living Ltd to expenditure without first reserving sufficient funds to meet the purchase cost. Lambeth Living Ltd’s order form and the resulting supplier’s invoice must be approved by different authorised signatories to ensure separation of duties.
4.2. PETTY CASH
Petty cash will be controlled through an imprest system. A reasonable amount should be set to operate the imprest system. At the end of the financial year the member of staff responsible for the float should complete a certificate of the balances held.
4.3. PURCHASE ORDERS
Official Lambeth Living Ltd order books must be used for the purchase of all goods or services, except those made using petty cash. 4.4. TENDERING
Lambeth Living Ltd’s tendering and acceptance procedures involving competition are contained in Lambeth Living Ltd’s contract management guidance. A tender record book should be kept which should be regularly reviewed by the Board.
4.5. PAYMENT OF INVOICES
Payments to UK suppliers will normally be made electronically or by cheque. Suppliers should be instructed to submit invoices for goods or services to the Director of Resources. Managers are responsible for ensuring that expenditure within their area does not exceed funds available. Payments will only be made against invoices that have been certified for payment by the appropriate Manager. Certification of an invoice should involve at least two individuals in the process and will ensure that:
• the goods have been received, examined and approved with regard to quality and quantity, or that services rendered or work done is satisfactory
• where appropriate, it is matched to the order • invoice details (quantity, price, discount) are correct • the invoice is arithmetically correct • the invoice has not previously been passed for payment • VAT issues have been complied with where they apply.
Invoices must be passed to the Director of Resources as soon as they have been certified. Care must be taken by the Manager to ensure that discounts receivable are obtained. Invoices must not be altered in any way. Where the wrong amount has been invoiced a request should be made to the supplier for a credit note or to re-issue an invoice with the correct amount.
5. SALARIES AND WAGES
5.1. GENERAL
All Lambeth Living Ltd staff will be appointed to the salary scales approved by the Board and in accordance with appropriate conditions of service. All letters of appointment must be issued promptly and conform to legal requirements as a minimum. Any changes to the personnel details must be implemented immediately. These will include:
• appointments, resignations, dismissals, supervisions, secondments
and transfers • changes in remuneration including normal increments and pay awards • information necessary to maintain records of service for
superannuation, income tax, national insurance, etc.
All casual and part-time employees will be included on the payroll. All salary payments will be made by BACS transfer.
5.2. PENSION
The Board is responsible for undertaking the role of employer in relation to appropriate pension arrangements for employees.
Lambeth Living Ltd must ensure that the day to day pension matters that are dealt with include:
• paying of contributions to various authorised pension schemes • preparing the annual return to various pension schemes.
5.3. TRAVEL, SUBSISTENCE AND OTHER ALLOWANCES
Claims by members of staff must be certified by the authorising manager. The certification by the authoriser shall be taken to mean that the journeys were authorised, the expenses properly and necessarily incurred and receipted and that the allowances are properly payable by Lambeth Living Ltd.
6. ASSETS
6.1. FIXED PLANT AND MACHINERY
The purchase, lease or rent of fixed plant can only be undertaken as part of an approved development programme.
6.2. FIXED ASSET REGISTER AND INVENTORIES
The asset register should include all plant and machinery, furniture and office equipment stores owned by Lambeth Living Ltd whose value is recorded in the balance sheet and is subject to depreciation. These inventories must be checked and amended at least annually. 6.3. ASSET DISPOSAL Disposal of equipment and furniture must be in accordance with procedures agreed by the Board.
Disposal of land and buildings must only take place with the authorisation of the Board.
7. OTHER FINANCIAL MATTERS
7.1. TREASURY MANAGEMENT (INVESTMENTS AND BORROWINGS)
The Board is responsible for approving a treasury management policy statement (based on CIPFA’s Treasury Management in Housing TMOs: A Code of Practice) setting out the strategy and policies for cash management, long term investments and borrowings. The Board has a responsibility to ensure implementation, regular monitoring and review of such policies. All executive decisions concerning borrowing, investment or financing are the responsibility of the Board. All borrowing and investments shall be in the name of Lambeth Living Ltd and shall conform to any relevant regulatory requirements and Lambeth Living Ltd’s Memorandum and Articles. A report must be presented quarterly to the Board on the activities of the treasury management operation.
7.2. RISK MANAGEMENT
The Board is responsible for developing a risk management strategy in order to identify the risks facing Lambeth Living Ltd and types of protection required to cover these risks. The strategy should cover important potential liabilities and be sufficient to meet any potential risk to all assets. Risks should be recorded in a risk register. This document should also
identify the level of the risk and the actions taken to mitigate it. This will be considered and approved by the Board on a quarterly basis. 7.3. INSURANCE
Lambeth Living Ltd is responsible for obtaining insurance cover as determined by the Board. At least two quotes should be obtained. Lambeth Living Ltd must ensure that any agreements negotiated with external bodies cover any legal liabilities to which Lambeth Living Ltd may be exposed. The insurance company must be informed immediately of any potential new risks and additional property and equipment which may require insurance and any alterations affecting existing risks. A register of all insurances held by Lambeth Living Ltd and the property and risks covered should be kept and reviewed regularly. Suitable records of plant which is subject to inspection by an insurance company should be maintained and ensure that inspection is carried out in the periods prescribed. All staff using their own vehicles on behalf of Lambeth Living Ltd shall maintain appropriate insurance cover for business use. A copy of the certificate of insurance should be kept on file within Lambeth Living Ltd. 7.4. TAXATION
Within Lambeth Living Ltd an officer should be designated to maintain its tax records, make all tax payments, receive tax credits and submit tax returns by their due date as required. 7.5. RESERVES
The Board must authorise a policy for reserves and review it annually. 7.6. REPORTING
Lambeth Living Ltd will produce monthly management reports detailing all income and expenditure, showing all variances and a commentary highlighting any significant variances. Forecasts of short-term projections should also be included. Lambeth Living Ltd’s Board have the right to request: a more detailed analysis of transactions, the style of the management reports required and a timetable for management reports. Prior to submission to the Board, the Director of Resources and Chief Executive will review the monthly reports and sign them off to the effect that he/she has satisfied him/herself that the reports accurately reflect the underlying transactions.
Appendix 7: Lambeth Living Ltd Financial Scheme of Delegation [For the approval of expenditure within Lambeth Living’s Management Fee] Summary Subject to Lambeth Council approval dated XX Please refer to; Procurement Strategy Procurement Procedures Checklist Capital Project Management Checklist
Value
Authority level Contract variations
Over £10m Board with reference to Housing Department Commissioning Board
As contract
Over £1m Board
As contract
£250,000 to £1m Board Sub-Committee
As contract
£100,000 to £250,000 Chief Executive
Authorisation level limited to 20% of contract value up to £250,000 maximum
£50,000 to £100,000 Director Authorisation level limited to 20% of contract value up to £100,000 maximum
£2,000 to £50,000 Business Unit Manager
Authorisation level limited to 20% of contract value up to £50,000 maximum
Up to £2,000 Manager
n/a
Notes to Scheme of Delegation These notes form part of the Register of Delegated Powers. References in these notes to the "Head of Service" mean the Chief Executive and where appropriate the members of the Leadership Team. 1. The powers in this document are subject to the provisions set out in the
Memorandum and Articles of Association, the Management Agreement and Financial Regulations and the delegations contained therein.
2. All delegated functions shall be deemed to be exercised on behalf of and in the name of the Company.
3. The exercise of a delegated power, duty or function shall: (a) be subject to the Company’s policies and criteria; (b) not amount to a new policy or extension of or amendment to the
existing and agreed policy framework of the Company; (c) be subject to any Special Procedure and / or Protocol; and (d) be subject to the requirements of the Memorandum and Articles of
Association, the Management Agreement and Financial Regulations.
4. An officer to whom a power, duty or function is delegated may nominate or authorise another competent officer to exercise that power, duty or function, provided that officer reports to or is responsible to the delegator.
5. References to any enactment, regulation, order or byelaw shall be construed as including any re-enactment or re-making of the same, whether or not with amendments.
6. Any references to any Act of Parliament includes references to regulations, subordinate and EU legislation upon which either UK legislation is based, or from which powers, duties and functions of the Council are derived.
7. Where the exercise of powers is subject to prior consultation with another officer or Board Member, that officer or Board Member may give his or her views in general terms in advance to apply to any particular circumstances, to remove the need for consultation for each proposal.
8. Subject to any express instructions to the contrary from the Board, Committee or Sub-Committee, any power to approve also includes the power to refuse, and the power to impose appropriate conditions.
9. Delegations to officers are subject to- (a) the rights of the Board, Committee or Sub-Committee to decide any
matter in a particular case; (b) the Head of Service or other officer may in any case in lieu of
exercising his / her delegated power refer to the Board, Committee or Sub-Committee for a decision; and
(c) any restrictions, conditions or directions of the Board, Committee or Sub-Committee.
10. In exercising delegated powers the Head of Service or other officer shall:
(a) take account of the requirements of the Memorandum and Articles of Association, the Management Agreement and Financial Regulations and shall address all legal, financial and other professional safeguards as if the matter were not delegated;
(b) shall exercise the delegation so as to promote the efficient, effective and economic running of the Company, and in the furtherance of the Company's visions and values; and
(c) shall, where and when appropriate, report back to the appropriate body (i.e. Board, Committee or Sub-Committee) as to the exercise of those delegated powers.
11. Except where otherwise expressly provided either within the Scheme of Delegation or by resolution of the Board, a Committee or Sub-Committee, the exercise of any delegated power, duty or function is subject to having the appropriate and necessary budgetary provision in place to take the action in the name of and/or on behalf of the Company.
12. Any delegated power conferred to a subordinate officer shall be deemed to be exercised in the name of the Head of Service.
13. The compilation of a Scheme of Delegated Powers is a statutory requirement. The Scheme of Delegation is maintained by the Company Secretary and delegations are added to it as they are made by the Board, Committees and Sub-Committees. Officers should take care to inform themselves of any subsequent changes to the Scheme before solely relying on this document.
14. The Company Secretary shall have the power to amend this Scheme to reflect re-organisations, changes in job titles and vacancies, where said changes result in redistributing existing delegations and not the creation of new ones.
15. Any post specifically referred to below shall be deemed to include any successor post, or a post which includes within the job description, elements relevant to any particular delegation, which were also present in the earlier post and shall include anyone acting up or seconded or discharging the functions of the post on an interim basis, provided that person is directly employed by the Company.
16. Any reference to a Committee or Sub-Committee shall be deemed to include reference to a successor Committee or Sub-Committee provided that the subject matter of a particular delegation can be found within the terms of reference of both the earlier and the successor Committee or Sub-Committee.
17. Where a power or duty is delegated to an officer, and the exercise of that power or duty is contingent upon the opinion of the Board that particular conditions or factual circumstances exist, then the officer in question has the power to determine whether or not those circumstances exist or those conditions have been fulfilled in the name of and with the authority of the Board as appropriate.
18. With respect to any reference to a delegation being exercised following consultation with the appropriate Board Member, the decision is vested with the delegate who shall be responsible and accountable for the decision, the delegate is required to bring independent judgement to bear on the decision, and the decision must not consist of the officer adding a sanction of approval to what a Board Member has decided.
19. If a matter is delegated to an officer, but that delegation cannot be implemented, that should be reported to the Board, Committee or Sub-Committee.
20. Functions, matters, powers, authorisations, delegations, duties and responsibilities within this Scheme shall be construed in a broad and inclusive fashion and shall include the doing of anything which is calculated to facilitate or is conducive or incidental to the discharge of anything specified.
21. All matters of interpretation of the Scheme of Delegation will be determined by the Company Secretary. In the event of a conflict between the provisions of this Scheme of Delegation and the requirements imposed by Financial Regulations, the latter will take precedence.
22. The definition of any contract term is to be clearly defined in accordance with financial regulations and legal interpretation.
23. Officers exercising delegated powers related to financial matters (such as raising invoices, writing-off debts, paying invoices or disposals of assets) shall be aware at all times of the statutory responsibility of the Director of Resources and of the need to comply with all the instructions and guidance issued by him/her and to seek their advice as necessary.
24. Heads of Service exercising delegated powers in relation to major departmental reorganisations and substantial financial matters (such as write-offs, disposal of assets, increases in fees and charges) shall make such arrangements to consult with the relevant Board Member as may be agreed between them from time to time.
25. Contracts or commitments for revenue or term contracts, and any variations to these, are to be assessed at the total value of the contract over the full potential term to determine the appropriate level of delegation.
As well as the guidance notes above there are produced below safeguards for authorisation for discharging delegated functions: Safeguards for Authorisation of subordinate officers to discharge particular functions in any Scheme of Delegation 26. The nature and statutory context of the function that is to be discharged by
a subordinate officer is relevant. The greater the extent to which the discharge of the function affects individual rights or requires the exercise of discretion or professional judgement, the less likely it would be lawful to authorise the subordinate to act.
27. Administrative inconvenience is a very important rationale for the power to authorise subordinates to act. Therefore, authorisation should only be
given where the administrative burden of personally discharging functions would be significant.
28. The degree of control maintained by the senior officer over the subordinate may be a material factor in determining the validity of the authorisation. In cases where significant discretion or judgement must be exercised, a high degree of control should be retained.
29. The subordinate may be authorised to make decisions in the name of the senior officer, if necessary by using a facsimile signature or requiring the senior officer simply to sign decisions without personally considering them.
30. In the case of the simplest administrative task, involving a minimal exercise of discretion or judgement, there would be less need for formality. A subordinate officer who is authorised to discharge a particular function should not subsequently authorise another officer or third party to discharge that function without the consent of the officer whose powers the subordinate officer is discharging. The responsibility of the Head of Service or other senior officer has formed a basis for the decisions that allow authorisations. Any kind of 'sub-authorisation' will undermine and lessen this responsibility and would greatly increase the likelihood that it will be found to be unlawful.
31. The ability and experience of the authorised officer should be taken into account, so that an officer with appropriate experience and skills is authorised to act.
32. The nature and extent of any further authorisation which is not specified in the Schedules to this Scheme of Delegation should be set down in writing.
Scheme of Delegation The following delegated powers are subject to the Chief Executive vesting, in addition to those powers delegated by the Board to the officers specified in the Schedule to this Scheme of Delegation, similar delegated authority to other appropriate officers. Any delegation of powers which is made by the Chief Executive in addition to those specified in the Schedule to the Scheme of Delegation must be made in writing. 1. Within the overall resources allocated by the Board, in direct support of the
Board’s objectives and subject to the exclusions referred to in paragraph 6 below, authority to act on behalf of the Company on all matters, including those which have been delegated to any other officer.
2. To keep under constant review the needs of the Company and to take all such action which in his / her judgement is necessary to ensure that those needs are met within the framework of any policies agreed by the Board.
3. To take all action, within agreed performance criteria, to ensure that the Company’s targets are met in the provision of efficient, effective and economically provided services.
4. Within the overall financial resources allocated, to discharge the Company’s employment functions in relation to all personnel in the Company.
5. To make appointments to the posts of all Senior Managers.
6. The following matters are excluded from this scheme of delegation: a. Any matter that the Board has resolved shall be determined by
itself. b. Any matter which would lead to the Company failing to stay within
its approved budget (as defined in Financial Regulations) or which would commit the Company to increase its cash limit in any subsequent financial year.
c. Any matter that is a new policy or is a departure from an existing agreed policy unless otherwise provided for in the Memorandum and Articles of Association and / or the Management Agreement.
d. Any matter that the Chief Executive considers inappropriate to be dealt with under delegated powers.
e. Any matter in which the Chief Executive has declared an interest. f. Any issue which is required by law to be considered by the Board. g. Any matter which has been delegated to a Committee of the Board
to determine. Decisions reserved to the Chief Executive (1) To maintain a register of delegated decisions made. Contracts (2) To approve revenue and capital contracts, purchase orders and
invoices in accordance with limits of delegated authority as set by the Board from time to time (see summary schedule on the face of this document).
(3) To approve revenue and capital contracts, purchase orders and invoices (in accordance with the financial regulations) up to £250,000 subject to revision as above.
(4) To approve variations to contracts, purchase orders and invoices up to 20% of contract value to the maximum delegated level (£250,000).
(5) Additions to and deletions from Approved Provider lists. (6) Signing of contracts. (All contracts over £250,000 must be made under
seal. The Chief Executive, and Director of Resources or their nominees, can only sign these. (Two duly authorised officers must sign all other contracts.)
Finance (7) Preparation of the annual company management fee budget. (8) Any budget transfer between divisions below £50,000 not involving
virement between employee and non-employee budgets. Virements over £50,000 to be notified to the Director of Resources. All virements between employee and non-employee budgets to be authorised by the Director of Resources.
(9) Submission of proposals to the Board to increase net expenditure above the approved budget in any year.
(10) Allocation of grants to external organisations subject to any requisite approval by the Board.
(11) Disposal of assets worth up to £50,000 in accordance with the financial regulations. Disposal of any assets worth more than £50,000 (unless otherwise reserved to the Board or a committee of the Board) in accordance with financial regulations, on the recommendation of another officer and with the agreement of the Director of Resources.
(12) Approval of the purchase of assets (including land and property) (whether acquired using compulsory purchase order powers or another power) up to £50,000 (including transaction costs). Where the cost of the asset exceeds £50,000 (including transaction costs) the agreement of the Director of Resources is also required.
(13) Writing off of any individual debts, on the recommendation of another officer, in accordance with financial regulations up to £5,000. Where the individual debt is over £5,000 the agreement of the Director of Resources is also required. Where the individual debt is more than £10,000 this must be referred to the Board.
Human Resources (14) Appointment of Senior Managers within the Company's policies and
procedures. (15) All re-organisations involving less than 5 people and involving additional
salary costs with the agreement of the Director of Resources. (16) Re-organisations involving more than 5 staff, after prior consultation
with the Director of Resources, and the Chair of the Board. (17) The decision to dismiss officers at Manager level and below following
due disciplinary process. The Board to be informed subsequently. (The decision to dismiss the Chief Executive and other Directors is a decision reserved to the Board).
(18) Approval of retirement on grounds of ill health with the concurrence of the Director of Resources.
(19) Approval of redundancy or premature retirement of Managers and below, after prior consultation with the Director of Resources. When an employee is leaving the employment of the Company (whether by redundancy, retirement or any other reason) the agreement of the Director of Resources is required before any monetary compensation is offered. This does not include payments in lieu of notice or buy-out of annual leave entitlement of less than £2,000.
(20) Approval of industrial injury settlements up to £1,000. Settlements above £1,000 require the prior concurrence of the Director of Resources.
(21) Implementation of Employment Tribunal decisions. (22) Approval of transfer of employees on grounds of discipline or employee
welfare. (23) Approval of acting up allowance for Directors.
(24) Honoraria for all officers within the Company up to £10,000 pa. Above £10,000 pa requires prior consultation with the Board and the honorarium will cease after 12 months unless positively re-authorised by the Chief Executive after consultation with the Board.
(25) To approve the Membership of representative and professional bodies on behalf of the Board.
(26) To renew the Company’s Membership of representative and professional bodies on behalf of the Board.
(27) Approval of payments of over £5,000 in cases where the Local Government Ombudsman has or is likely to find maladministration, or in accordance with the Complaints Policy. All such payments must be reported to the Board.
Miscellaneous (28) To sign notices and to authorise officers in the Company to carry out all
enforcement duties as required within relevant legislation. (29) To maintain and implement the Company's Health and Safety policy. Decisions reserved to the Director of Resources (30) Approval of all changes to the detailed Financial Procedures which are
appended to Financial Regulations, subject to the requirement that any changes to the Financial Regulations themselves must be approved by full Board.
Decisions Delegated to Directors within their Directorate Contracts (31) To approve revenue and capital contracts, purchase orders and
invoices (in accordance with the Financial regulations) up to £10,000. (32) To approve variations to contracts, purchase orders and invoices up to
the lower of £2,000 or 20% of the original contract value. (33) Extending invitations to tender to persons or organisations not on the
approved list of contractors. Varying the method of selecting contractors from the approved list. Reasons for either decision to be recorded in writing.
Finance (34) Any budget transfer within their Business Unit below £10,000 not
involving virement between employee and non-employee budgets. All virements between employee and non-employee budgets to be authorised by the Director of Resources.
(35) Approval of the purchase of assets (including land and property) up to £10,000 (including transaction costs) (whether acquired using compulsory purchase powers or another power) from within the business unit’s approved revenue and capital resources.
Human Resources
(36) Appointment to posts within their Directorate within the Company's policies and procedures.
(37) All re-organisations involving less than 5 people and involving no additional salary costs.
(38) Disciplinary action other than dismissal subject to the approval of the Chief Executive.
(39) Approval of transfer of employees on grounds of discipline or employee welfare with the concurrence of Chief Executive.
(40) Approval of acting up allowances for officers within the Business Unit not exceeding 10% of the post holder’s salary.
Miscellaneous (41) In consultation with the Chief Executive approval of payments up to
£1,000 in cases where the Local Government Ombudsman has or is likely to find maladministration, or in accordance with the Complaints Policy.
The Leadership Team
Director of Housing ManagementMarcia Mitchell
F1
Director Of Technical ServicesDavid Thompson
F2
Director of ResourcesLes Warren
F3
Chief Executive OfficerPete Redman (Interim)
“F1” – Housing Management Team
Strategic Housing Manager(North)
Tim FairhurstF1a
Strategic Housing Manager(Central)
Chris AdamsonF1b
Strategic Housing Manager(South)
Mike WachaF1c
Head of Income & RevenueJackie Thomas
F1d
Community Involvement ManagerGerard Coulkier
F1e
Head ofHome Ownership Services
Ashley ParretteF1f
Director of Housing ManagementMarcia Mitchell
(interim)
“F1a” - Strategic Housing Management (North)
S tra te g ic H o us ing M a na g e r
N o rthTim F a irhurs t
E xe cutive S up p o rt O ffice rK a thryn O ld ro yd
C o m m unity Invo lve m e ntTe a m L e a d e r
L ia m K e lly
R e s id e nt P a rtic ip a tio nO ffice r
F ra nk Ta m p lin
A re a S up p o rt M a na g e rA k in A k inye m i
F ina nce S up p o rtO ffice r
M e rlin J o hns o n
A d m in O ffice rS ylve na H a rris
A re a S e rvice s M a na g e rN o rth L a m b e th
S a nd ra D ra ke (te m p )
L o ca l S e rvice s Te a mM a na g e r - R e p a irsA ud re y E l B a syo uni
S e nio r H a nd yp e rso nM a rtin S m ith
H a nd yp e rso nE B ra i thw a i te
H a nd yp e rso nJ G re sha m
H a nd yp e rso nK M c C lym o nt
H a nd yp e rso nJ N e w to n
C a re ta ke rL A k inso la
L o c a l S e rvice s Te a mM a na g e r - E s ta te s
Jud ith G ra nt
S e nio r C a re ta ke rC o m fo rt-A w in M a lm s tro m
C a re ta k e rK e nne th C o ttre ll
C a re ta k e rJo hn B e nne tt
C a re ta k e rIa n B ro w n
C a re ta k e rD e nnis C o rco ra n
H a nd yp e rso nE rne s t H e nd e rso n
L o ca l S e rvice s Te a mM a na g e r - C le a ning & C o nc ie rg e
S C ra ug hw e ll
1 1 C o nc ie rg e
1 0 C le a ne r
L o c a l S e rvice s Te a mM a na g e r - C le a ning & C o nc ie rg e
va ca nt
L o ca l S e rvice s Te a mM a na g e r - C le a ning & C o nc ie rg e
G W hite ly
8 C o nc ie rg e
8 C le a ne r
Te na ncy S e rvice s M a na g e rP a ul G a nn
S e nio r H o us ing O ffice r Te na ncyC a m e il L e w iso n
H o us ing O ffice rA ssa ta L into n-D e a co n
H o us ing O ffice rE la ine B ro w n
H o us ing O ffice rA us tin Ijo ya h
H o us ing O ffice rD e ss na V a ug hn
N uisa nce & A S B O ffice rE ric A d e ti fa
A re a S e rvice s M a na g e rS to ckw e ll & V a ssa ll
K a re n Turne r
L o ca l S e rvic e s Te a m M a na g e rR e p a irs
P a ul W i lso n
S e nio r H a nd yp e rso nva ca nt
H a nd yp e rso nJ E llio tt
H a nd yp e rso nH G a yle
H a nd yp e rso nP H e w e s
H a nd yp e rso nH Jo hnso n
H a nd yp e rso nD d i P o p o lo
L o ca l S e rvic e s Te a m M a na g e rE s ta te s
D e zna P inno ck
S e nio r H a nd yp e rso nTund e A d e ye m o
H a nd yp e rso nS im o n C um m ins
H a nd yp e rso nM icha e l W D a re
H a nd yp e rso nE d w in M a d ua g w u-A num nne
H a nd yp e rso nD a ve W o o d la nd
H a nd yp e rso nM icha e l O 'D o nne ll
L o ca l S e rvic e s Te a mM a na g e r - C o nc ie rg e
Ja m e s H o na n
C o nc ie rg eA nto ny D ye r
C o nc ie rg eC a rl S m ith
C o nc ie rg eH e nc le S m ith
C o nc ie rg eK e vin W hitty
C o nc ie rg eM a rk Jo sa i-D a d zie
Te na nc y S e rvice s M a na g e rC hris tine B ig g s
S e nio r H o us ing O ffice rD e rric k B ro w n
H o us ing O ffice rP a uline B ryce
H o us ing O ffice rva ca nt
H o us ing O ffice rB um ni Id o llo r
H o us ing O ffice rJa sm ine W i llia m s
H o us ing O ffice rV e ne tia B a i le y
N uisa nce a nd A S B O ffice rV ic to r O la g unju
“F1b” - Strategic Housing Management (Central)
Strategic Housing ManagerCentral
Chris Adamson
Executive Support OfficerNatasha Meikkle
Community InvolvementTeam Leader
Christina Posner
Resident ParticipationOfficer
Kevin Creed
Area Support ManagerNike Sekoni
Finance SupportOfficer
Coral Charles(Long term sick)
Admin OfficerLynn Egwu
(Long term sick)
Area Services ManagerBrixton
Peter Mokogwu
Tenancy Services ManagerAletha Baird
Senior Housing OfficerJanet Roberts
Nuisance and ASB OfficerMargaret Akinso
Housing OfficerJ Andrews
Housing OfficerT Roberts
Housing OfficerR McDonald
Housing OfficerP Gambiza
Housing OfficerC Mundle
Local Services TeamManager - Repairs
Abiola Omi
Senior HandypersonRobert Carr
HandypersonJean Braithwaite
HandypersonTimothey Crowley
Local Services TeamManager - Estates
Rosaline Mann
Senior CaretakerKonni Mehmet
CaretakerSteve Cummings
CaretakerTimothy Crowley
CaretakerNick Grech
CaretakerJohn Hart
CaretakerJean Braithwaite
Temp Local Services TeamManager - Cleaning & Concierge
Derek Martin
ConciergeN Edwards
ConciergeM Offarol
ConciergeO Prowell
ConciergeG Vernon
Conciergevacant
Conciergevacant
CleanerT Rushmere
ClearnerM Gordon
CleanerJ P Whelan
Area Services ManagerClapham
vacant
Local Services Team ManagerRepairs
Patrick Horgan
Senior HandypersonRichard Rivers-Simpson
HandypersonS Goncalves
Handypersonvacant
HandypersonJ McDermott
HandypersonM O'Reilly
Local Services Team ManagerEstates
Michael Stewart
Senior HandypersonSeverin-Robert Vouidibio
HandypersonD Hanson
HandypersonM Ibrahim
HandypersonM Parchment
HandypersonP Walkes
Tenancy Services ManagerDaniel Idollor
Senior Housing OfficerMitchell Kidney
Housing OfficerSandra de Pass
Housing OfficerGrace Eyamba
Housing OfficerN Haughton-Campbell
Housing OfficerNatasha Raymond
Nuisance and ASB OfficerEric Adetifa
“F1c” - Strategic Housing Management (South)
S tr a te g i c H o u s i n g M a n a g e rS o u th
M i k e W a c h a
C o m m u n i ty In v o lv e m e n tT e a m L e a d e r
J o a n n e H a ll
R e s i d e n t P a r t i c i p a t i o nO ff i c e r
S a ra h V i n c e n t
A r e a S u p p o r t M a n a g e rA la b a B a n jo
F i n a n c e S u p p o r tO ff i c e r
J o a n n a G a y le
A d m i n O ff i c e rA le th i a B a r th o lo m e w
A r e a S e rv i c e s M a n a g e rS tr e a th a m
S i m o n H a g u e
L o c a l S e r v i c e s T e a mM a n a g e r - R e p a i r s
L a r ry A w o b a y i k u
S e n i o r H a n d y p e r s o nR a p h a e l A b a k a n i
H a n d y p e r s o nE D o h e r ty
H a n d y p e r s o nN H a o u a n e
H a n d y p e r s o nD W i lk i e
L o c a l S e rv i c e s T e a mM a n a g e r - E s ta te s
v a c a n t
S e n i o r C a r e ta k e rO m a r M c D e rm o tt
C a r e ta k e rJ C o m p to n
C a r e ta k e rv a c a n t
C a r e ta k e rN M u n o z
T e n a n c y S e rv i c e s M a n a g e rJ i ll H o r g a n
S e n i o r H o u s i n g O ff i c e rL o rn a A lle n
H o u s i n g O ff i c e rv a c a n t
H o u s i n g O ff i c e rJ o y H e n r y
H o u s i n g O ff i c e rP a tr i c i a S m e lli e
W a rd e n s M a n a g e rW i n s o m e B u r re ll
C o m m u n i ty R a n g e rG A ld e r
C o m m u n i ty R a n g e rD B a i le y
C o m m u n i ty R a n g e rM E lli o t t
C o m m u n i ty R a n g e rL O k e n g
C o m m u n i ty R a n g e rH T e c le
A d m i n O ff i c e rv a c a n t
A r e a S e rv i c e s M a n a g e rN o r w o o d
L o r r a i n e P a u l
L o c a l S e rv i c e s T e a m M a n a g e rR e p a i r sv a c a n t
S e n i o r H a n d y p e rs o nv a c a n t
H a n d y p e r s o nA D e b ra h
H a n d y p e r s o nA D u c k e r i n g
H a n d y p e r s o nv a c a n t
H a n d y p e r s o nT D o n o v a n
H a n d y p e r s o nJ a m e s Q u i n n
L o c a l S e rv i c e s T e a m M a n a g e rE s ta te s
L i z F i tz g e r a ld
S e n i o r H a n d y p e r s o nJ a m i e G a n n
H a n d y p e r s o nP e te r M a r t i n
H a n d y p e r s o nK e i th T a y lo r
H a n d y p e r s o nJ a m i e G o m e s
T e n a n c y S e rv i c e s M a n a g e rC a ro n H a r m i t t
S e n i o r H o u s i n g O ff i c e rT r e v o r A u g u s te
H o u s i n g O ff i c e rP E s i s o
H o u s i n g O ff i c e rK L e n n o n
H o u s i n g O ff i c e rC O fo g u
H o u s i n g O ff i c e rL W i lli a m s
N u i s a n c e a n d A S B O ff i c e rW a y n e B ro w n
“F1d” – Income and Revenue
Courts OfficerStanley Ajala
Courts OfficerSehaer Siddique
Court Liaison OfficerPhil Tibbitts
Admin OfficerJacqueline Morgan
Court Liaison Support OfficerJohn Woolard
Benefit OfficerPhilip Levy
Temp Benefit OfficerJamie Shitta (temp) -
cover for Francissisca Okeneeme
Courts & BenefitsManager
Carmen Pinnock
Senior Income OfficerTimothy Ibitoye
Income OfficerMike Fitzgerald
Income OfficerTran Luu
Income OfficerMarcia Mpedzisi
Income OfficerFrancis Quaqah
Income OfficerOuidah Thompson
Income OfficerElaine Thompson
Income Services ManagerIngemar Castillo
(Arrears)
Senior Income OfficerMark Gillies
Income OfficerClara Edwards
Income OfficerZigreda Jeffs
Income OfficerAugusta Aguboshim
Income OfficerJohnson Ajayi
Income OfficerJoan Nash
Income OfficerDaniel Keane
Income OfficerKaren Stephens
Income OfficerIfeany Irdoegbu
Income Services ManagerAnna Mirza
(Monitoring)
Income OfficerLorraine Alexis
Income OfficerMarian Ajewole
Income OfficerJennifer Kakari-Mensah
Income OfficerEmmanuel Addae
Income OfficerDenise Baillie
Income OfficerOkia Takan
Income OfficerEwa Glover
Income Services ManagerPatience Agour-Uche
(Prevention & Support)
Debt Recovery OfficerHannah Nkongho
Debt Recovery OfficerNorma McDonald
Debt Recovery AssistantShafiq Khan (secondment)
Paul Ansah (covering)
AdministratorFTA & Sundry Debts
Norvalet Talbot
AdministratorFTA & Sundry DebtsCleveland Defreitas
Team Leader (Debt Recovery)Roy Beasley
Housing OfficerKevin Sterling
Housing OfficerTony McDonald
Housing OfficerEster Dennis
Housing OfficerJamel Richards
Housing OfficerDominic Boisson
Housing OfficerE Anderson
Project Manager(Secondment)Reg Morrison
Head of Income & RevenueJackie Thomas
“F1e” – Community Involvement Team
Resident Engagement OfficerLatoya Boyer
TMO Development OfficerMartin Dumont
TMO ManagerVernon Clarke
Admin OfficerRuth Wilson
Business Unit Support ManagerElaine Cousins
Community Involvement TeamsLocal Area Offices
Community Involvement ManagerGerard Caulker
“F1f” - Home Ownership Services
Home Ownership Services ManagerAshley Parrette
Executive Support OfficerSarah Omofonmwan
Team LeaderSection 20 ConsultationMarcia Vernon-Ellington
Service Charges OfficerRhoda Akinde
Service Charges OfficerJanet Hepburn
Service Charges OfficerMargaret Ofosu
Service Charges OfficerVivienne Omo-Idahosa
Service Charges Officer PTVAC
Team LeaderSection 20 Collection
Sandra Francis
Service Charges OfficerArmstrong Opoku
Service Charges OfficerVAC
Service ChargesCollections OfficerChristine Ngwiri
Service ChargesCollections Officer
Adam Hodges
Service ChargesCollections Officer
Kiri Porteous (temp)
Service ChargesCollections Officer
Feona Wildman (temp)
Team LeaderService Charge Collections
Neil Lawton
Service ChargeOfficer
Marcia Nugent
Service ChargeOfficer
Venessa Pitter
Service ChargeCollections OfficerRoisein McNulty
Service ChargeCollections Officer
Lee Robinson
Service ChargeCollections OfficerAina McCallum
Service ChargeCollections Officer
Sinead Kenny (temp)
Clerical AssistantAlex Dawidowska
Team LeaderCalculation & Monitoring
Alan Young
Snr Service Charge OfficerCalculation & Monitoring
VAC
Snr Service Charge OfficerCalculation & Monitoring
Sarie Jehu-Appiah
Snr Service Charge OfficerCalculation & Monitoring
Pamela Moseley
Team LeaderProperty Resale & Maintenance
Ellis Bonney-Andrews
Property Resale& Maintenance Officer
Rachael Adikea
Property Resale& Maintenance Officer
Sharon Donovan
Property Resale& Maintenance Officer
Chris Ojo
Property Resale& Maintenance Officer
VAC
Clerical AssistantSabrina Johnson
Team LeaderLeasehold Management
VAC
Leasehold Management OfficerClaudine Thompson
PT
Leasehold Management OfficerGabriel Brown
Leasehold Management OfficerMartin Chima
Leasehold Management OfficerVAC
Leasehold Management OfficerAnthony Malcolm
Leasehold Management OfficerAlison Hall
Team LeaderRight to BuyRita Patel
RTB Administration OfficerMonwara Begum
RTB Administration OfficerLinda Horgan
RTB Administration OfficerChin Ly
RTB Administration OfficerVAC
RTB Administration OfficerJackie Pereira
RTB Clerical AssistantSimone Samuel
Legal Instructing OfficerNatasha Clark
“F2” – Technical Services
Director Technical ServicesDavid Thompson (interim)
Repairs, Planning & PerformTeam ManagerSandra Lewis
F2a
Borough ResponsiveRepairs Manager
Ian McIntoshF2b
Contract & RelationshipManager
Barnie Simons (Interim)F2c
Major Works ManagerKeith Hardy
F2d
Caretaking &First Call Manager
Bill LeggeF2e
Planned MaintenanceManager
Jacqui AlexanderF2f
Partnering TeamProgramme Manager
Mike HallimondF2g
“F2a” – Repairs, Planning & Performance
Finance & Support OfficerTeam 1
Maureen Damas
Administration OfficerTeam 1
Anne Smith
Senior Finance AnalystTeam 1
Trevor Dennis
Finance & Support OfficerTeam 2
Salim Jetha
Administration OfficerTeam 2
Nidia Carvalho
Senior Finance AnalystTeam 2
Emmanuel Ihuomah
BU Finance & Support Team ManagerGary Busson
Project Development OfficerAdelle Pobee
Senior Repairs PerformanceOfficer S20/S125
Diana Cooper
Technical OfficerS20/S125
Donna Abrams
Technical OfficerS20/S125
Wendy Llewellyn
Technical OfficerS20/S125
Carmelita Lynch
Administration OfficerTracey Meikle
Repairs Performance ManagerTina Bull
Programme Monitoring ManagerVacant
Programme Monitoring ManagerVacant
Planning Strategy Support OfficerZena Turay
Planning Strategy OfficerNeil Griffiths
Capital & Revenue Monitoring OfficerDevorah Dennis
Capital Monitoring ManagerBill Stephenson
Planning Strategy ManagerJoshna Jerum
Repairs, Planning & Performance Team ManagerSandra Lewis
“F2b” - Responsive Repairs
Borough Responsive Repairs ManagerIan McIntosh
Principal Building SurveyorBabatunde Dawodu
Building SurveyorRepairs
Andrew Baker
Technical OfficerSamson Soremekun
Technical OfficerRobert Speak
Building SurveyorRepairs
Kevin Longbon
Technical OfficerGeorge Briggs
Technical OfficerNick O'Flaherty
Technical OfficerColin Watson
Principal Building SurveyorPeter Fish
Building SurveyorRepairs
Andrew Lloyd
Technical OfficerAngela McKenzie
Technical OfficerPaul McKinley
Technical OfficerPatrick Appleby
Building SurveyorRepairs
Donald Facey
Technical OfficerDonovan Gordon
Technical OfficerDonald Sinclair
Management SurveyorLitigation & Quality Control
Anne Roberts
Borough LitigationManager
Sandy Umeadi
Litigation Case ManagerKyrie Caulfield
Litigation Case ManagerHaile GebreMichael
Litigation Case ManagerPatricia John
Litigation Case ManagerBrian Kennedy
Litigation Case ManagerYvonne McEwan
Litigation Case ManagerMaurice Nicol
Litigation Case ManagerDawn Thomas
Building SurveyorQuality
Andrew Walker
Technical Officer QualityElaine Campbell
Technical Officer QualitySarli Jayakody
Technical Officer QualityAlan Kigo
Technical Officer QualityGemma Smedley
Technical Officer QualityTracey Barnes
Building SurveyorTechnical Held Desk
Keith Sutton
Technical OfficerSarah Derwin
Technical OfficerThomas Sheridan
Technical OfficerKevin Taylor
Contracts ManagerFiona Phelan
Technical OfficerInsurance
Ricky Rawlins
Repairs AdministrationTeam Leader
Pauline Fairclough
RepairsAdministration Officer
Angenette Foster
RepairsAdministration Officer
Maxine Hussey
RepairsAdministration Officer
Nicola Lang
RepairsAdministration Officer
Edward Owoyemi
RepairsAdministration Officer
Monica Thompson
“F2c” – Contract & Relationship
Contract & Relationship ManagerBerney Simons (interim)
Contract Support OfficerRebecca Findlator
Contract Performance OfficerAdrian Johnston, (interim)
Contract Performance OfficerCarolann Jones
Parking Support OfficerSimone Wright
“F2d” – Major Works
Senior Programme ManagerBob Keaveney
Senior Programme ManagerJoseph Ajala
Senior Programme ManagerRobert Townsend
Senior Programme ManagerIan Phillips
Senior Structural EngineerKris Rajendran
Senior Landscape ArchitectRustam Kavarana
Senior Landscape ArchitectCaroline Fraser
Programme ManagerDenise Nunn St John
Major Works ManagerKeith Hardy
“F2e” - Caretaking and First Call
First Call ManagerKevin Lloyd
PO2
Senior First Call OfficerClayton Francois
Sc.6
First Call officerJose Santos
Sc.4
Senior First Call OfficerPaul Luxton
Sc.6
First Call officerMalcolm Palmer
Sc.4
Senior First Call OfficerAnthony Payne
Sc.6
First Call officerChris Udoye
Sc.4
Senior First Call OfficerEgeton Wilkinson
Sc.6
First Call officerDerrick Edwards
Sc.4
Senior First Call OfficerVacantSc.6
First Call officerAli BaliSc.4
First Call officerEverton Morgan
Sc.4
Acting up FCOD'yan Rouillon
Sc.4
“F2f” - Planned Maintenance Planned Maintenance manager
Jacqui Alexander
Project OfficerSO1 (LAA Stretch)
Sophie Mason
Cyclical RepairsPropgramme Manager
P07David Giggs
Administration OfficerS01
Sommer Ferguson
Principle Building SurveryorP04
Vacant
Senior Clerk of WorksP02
Robert Bell
Clerk of WorksS02
Kewnneth Hurst
Clerk of WorksS02Ian
Clerkl of WorksAde (temp)
S02
Building SurveyorP02
Vacant
Building SurveyorP02
Vacant
Principle Building SurveyorP04
Loxley Reid
Senior Clerk of WorksVacant
P02
Clerk of WorksS02
Verrol Harrington
Clerk of WorksS02
Brian Bunting
Clerk of WorksVacant
S02
Building SurveyorP02
Tyrone Thomas
Building SurveyorP02
Kareene De FratisSecondment
Maintenance Teams ManagerP07
Vacant
Administration OfficerS01
Elizabeth M
Principle Electrical EngineerP05
Graham Stratham
Administration OfficerScale 4
Ian Beard
Electrical EngineerP02
Roy Bedaeu
Electrical EngineerP02
Mike Dickenson
Electrical EngineerP02
Vacant
LiftEngineerP02
Alan Campbell
Lift EngineerP02
Ken Beaumont
Lift EngineerP02
Ade Rinu
Principl;e Heating/Water EngineerP05
Lincoln Sampson
Administration OfficerScale 4
Spohie Mason
Heating EngineerP03
Errol Morant
Heating EngineerP03
Trevor Keville
Heating EngineerP03
Tyrone Carswell
Water QualityP02
Mike Axtell
Water QualityP02
Joe Kotley
Gas EngineerP02
Preseley Rebello
Gas EngineerP02
Vacant
Gas ServicesTeam Leader
P02Sharan Shaota
Gas Servicing OfficerS01
Shelly Ellul
Gas Servicing OfficerS01
Sharon Valentine
Gas Servicing OfficerS01
Gas Servicing OfficerS01
Rosie Berk
Gas Servicing OfficerS01
Vacant
Mechanical ProjectsTeam Leader
Vacant(Temp)
Project Officer(temp)
Project OfficerMichael Packerman
(temp)
InspectorJohn smith
(temp)
Inspector(temp)Vacant
Insppector(temp)Vacant
Temp Liaision Officver(temp)
Mark Crawford
“F2g” – Partnering Team
Programme ManagerDavid Gilles
Project ManagerChander Sharma
Project ManagerSasa Glisic
Interim Project ManagerChristian Carlisle
“F3” – Resources
Director of ResourcesLes Warren
Executive Support OfficerVacant
HR Business PartnerNicky Dottin
Project Support OfficerTBA
Customer Development ManagerTBA
Communications OfficerVacant
Quality & Audit ManagerMel Amarteifio-Johnson
Service Development OfficerNick Flower
Service Development OfficerVacant
Service Development OfficerAnn-Marie Davies
Service Development OfficerAisha Khan
Principal BU and Finance ManagerMike Walker
Area Finance ManagerGrace Osinnowo
Area Finance ManagerUche Uchendu
Finance & Support OfficerShiraaz Shafi
Senior Finance ManagerBeatrice Gyimah
Finance AssistantEbenezer Nai
Finance AssistantGrace Smith
Manging AccountantVacant
Principal AccountantNicola Drito-Andi
Finance OfficerDirect PaymentsChris Thompson
Finance OfficerDirect Payments
Terry Parker
Finance OfficerVacant
APPENDIX 9: SERVICES SUPPLIED BY COUNCIL
Steady progress continues towards agreeing the SLAs for the four main Corporate Services to Lambeth Living. These are:
• Lambeth Service Centre and Joint Service Centres (LSC)
• Human Resources including payroll and pensions and Health and Safety (HR)
• Legal Services (LS)
• Lambeth Information Technology (LIT)
The Board will receive detailed schedules as part of the final management agreement documentation, and will receive regular updates of the performance of these corporate divisions.
Key risks These are the largest services and are critical to Lambeth Living for the achievement of a good to excellent services and inspection ratings.
If service levels prove, after due warning and notice, not to be up to standard then Lambeth Living has the right to terminate the agreement and to seek alternative providers. Progress on the headline SLAs to date is as follows;
SLA Component
LSC HR inc. payroll
LS LIT
Contract period
3 years 3 years 3 years 3 years
Adequate service specification
Yes Yes Yes Yes
Notable gaps in specification as at Nov 07
JSCs L&D services
None Training
Fees estimated Yes Yes Yes Yes
SLA Component
LSC HR inc. payroll
LS LIT
Hourly rates agreed No No Yes No
Relationship managers
Council
Allan Drew
James Taylor
Owen Barclay
Robert Miller
Lambeth Living
Pete Redman
Pete Redman
Jackie Thomas
Marcia Mitchell
Proposed key performance criteria and best value review schedule.
Service Performance measures Best Value review timetable
LSC Good call handling statistics exist. Need to add statistics on “one and done” i.e. numbers of service requests completed on one call.
First half 2009
HR Manager satisfaction and staff satisfaction with the service.
First half 2008
Legal Number of cases, number of cases closed in period, and compensation paid if any.
Second half 2009
LIT User satisfaction, delivery of service improvement and development plans
Second half 2008
The remaining SLAs for Phase 2, i.e. after go-live will be:
• Aids and Adaptations service • Civil Emergencies • Cleaning and Trees service from Environment, Culture and Community
Services • Community Safety • Corporate Democratic Services • Corporate Procurement • Corporate Property • Equality and Diversity advice from Regeneration and Housing • Facilities Management *** • Press office *** • Sheltered Housing Officer services from Adults’ and Community Services
Those marked *** are prioritised in Phase 2.
The attached document sets out services to Lambeth Living managed by the client department Regeneration & Housing.
Facilities and Support Services managed by the Regeneration and Housing Department for Lambeth Living Limited. The Services DESCRIPTION FTE STAFF
INVOLVED PROVIDED BY
Office services at Hambrook House, Acre House and 110 Union Road, including:
• Reception and security services
• Post • Photocopying and MFDs • Heat and light • Storage • Occupancy charge • Business rates • Rubbish disposal
n/a Facilities Management
Respond complaints, LGO enquiries, and members enquiries
2 Departmental Support Team
Aids and Adaptations to council dwellings
2 Home Improvement Agency
Performance reports – especially Performance Digest Reports and CPA PIs, and data quality audit
2 R&H Business Planning and Performance
Telephone accounts (all offices landline and network, excluding mobiles)
n/a Departmental Support Team
Council tax on voids n/a Resources Cost Centre Equalities and Diversity advice and support
0.5 Strategy and Partnerships
Anti-Social Behaviour advice, support and data collection
0.5 Strategy and Partnerships
Quality Audits (to be agreed) 1 Strategy and Partnerships Relationship management The primary relationship holders are: Claire Drummond, Client Management, Regeneration and Housing Les Warren, Director of Resources, Lambeth Living Limited
Performance management The relationship holders will meet monthly to:
• Timetable expected resources demands and work programmes • Record recent performance • Consider continuous improvement plans for individual services.
Notices Three months notice may be served by either party to terminate all or any part of these services. A default notice must be in writing and must give the Department one month to deliver a service failing which Lambeth Living may procure alternative services and is entitled to the disaggregated proportion of the appropriate Departmental budget. Fee There is no fee chargeable and no fee receivable. The cost of these services have not been included in the Management Fee to Lambeth Living or the Delegated Budget to be administered by Lambeth Living. The parties agree that if Lambeth Living takes direct responsibility for the provision of these services then the same method of disaggregating budgets (see Sixth Schedule – Financial Arrangements) will apply.
Appendix 10 Equalities and Diversity Statement Lambeth Living is:
• Committed to equal opportunities • Working towards the elimination of discrimination • Demonstrating an equitable approach to the rights and responsibilities
of all individuals • Working to promoting good relations between people of different racial
groups; and that in line with best practice • being responsive to the individual characteristics and circumstances of
residents Lambeth Living will use an integrated six strand approach to equality and diversity. The main headings are:
• Age • Disability • Gender • Race • Religion • Sexual orientation
Lambeth Living recognises that:
• Having a good understanding of the diversity of service users is crucial in developing high quality services to meet current and future housing need
• Its role in promoting efficiency by ensuring that resources are targeted appropriately
• There is value in recruiting and retaining the best staff and the competition for talent increasingly requires employers to recruit from the broadest pools;
• The contribution of equalities and diversity in building and protecting Lambeth Living’s reputation
Lambeth Living’s equality and diversity policy will cover:
• Service delivery • Lettings • Access to information and advice • Tenant participation • Tenant satisfaction • Complaints • Dealing with incidents of harassment including domestic violence • Procurement and supply diversity • Staff and employment and • For the future – development and regeneration
Appendix 11: Quality Policy – ISO9001:2000 See Section 7 Quality Standards
QUALITY STATEMENT
1. To be a leading provider of housing management and property services that consistently meets our customer and stakeholder expectations.
2. The Management Teams are totally committed to the maintenance and
continued improvement of the Quality Management System. The implementation of which ensures that our customers benefit from services that not only meet their requirements, but wherever possible, exceed expectation.
3. We will achieve this by maintaining a flexible well trained workforce
delivering high quality and value-for-money services that are sensitive to our customer’s expressed needs. We certify that documented procedures, staff appraisal documents, process maps and working instructions are maintained in accordance with ISO9001:2000 to ensure the effective management of our Quality System and which is maintained on the Intranet and available to all staff.
4. The policy of Lambeth Living is to collect revenues due to the London
Borough of Lambeth in a professional, competent, efficient and fair manner, meeting all contractual and legal obligations.
5. Lambeth Living seeks to ensure total satisfaction of our residents by
continually improving on our approach, methodology and service delivery processes.
6. Accordingly, the following quality objectives have been established to
ensure service development and improvement for the benefit of all stakeholders:
• To implement and maintain a Quality Management System, based
upon the requirements of ISO9001:2000 • To ensure that measurable objectives are defined, and focus upon
service requirements to maximise customer satisfaction and continuous improvement
• To promote awareness, understanding and compliance with financial regulations and internal control to ensure value-for-money
As the Chief Officer, I accept ultimate responsibility for quality of service. Title Date
SUBJECT TO APPROVAL
APPENDIX 12: BOARD DELEGATION AND SCHEME OF GOVERNANCE BOARD SCHEME OF DELEGATION TO SUB-COMMITTEES AND TO EXECUTIVE DIRECTORS Summary of proposed structure This paper sets out (in summary form) the proposed structure of Lambeth Living’s governance.
BOARD 16 members
Service Improvement
6 members
People Committee
4 members
Decent Homes
4 members
Audit Committee
4 members
Full details of matters reserved to the Board and the governance scheme of delegation to sub-committees and to the Chief Executive are appended. In summary: The Audit Committee will comprise:
3 members of the Board 1 other member which may be an outside expert
And will be responsible for:
• Recommending the appointment of external and internal auditors • Recommending year end accounts to the Board • Systems of internal control • Value for money assessments • Risk policy, procedures and register • Insurances
The Service Improvement Committee will comprise:
4 members of the Board And up to 2 outside experts
And will be responsible for:
• The Service Improvement Plan • Monitoring service performance • Considering matters raised by the Area Housing Forum, Tenants
Council and Leasehold Council • Service policies
The Decent Homes Committee will comprise:
2 members of the Board And up to 2 outside experts
And will be responsible for:
• Programming make works and Decent Homes investment • Ensuring full resident participation and consultation in the programme • Sustainable investment • Monitoring performance of the Decent Homes programme • Delegating budgets to Local Repairs Panels
The People Committee will comprise:
2 members of the Board And up to 2 outside experts
And will be responsible for:
• Employment policies • Staff wellbeing, learning and development • Relationships with the trade unions • Appraisal of the chief officer with recommendations to the Board on
remuneration and employment of the chief officer • Equality and diversity policies
STAFFING STRUCTURE♣
Chief Executive
Director of Resources
Director of Housing
Management
Director of Property Services
The Director of Resources will be responsible for:
• Financial control • Financial management • Service development • Quality and Audit • Marketing and Communications • Human Resources • Service level agreements with the council • It is suggested that the postholder will the Company Secretary
The Director of Housing Management will be responsible for:
• The three Strategic Housing areas and the six area teams • Home Ownership Services • Central Income Team • Residents Participation
The Director of Property Services will be responsible for:
• Borough Responsive Repairs • Planned maintenance • Major Works • First Call • Repairs, Planning and Performance • Partnering Procurement Project (temporary team) • Contract management and Procurement
♣ This staffing structure is subject to review and to Board approval (in consultation with the Council)
GOVERNANCE SCHEME OF DELEGATION
1. POWERS RESERVED TO THE BOARD
Company objectives
1 Determination of the values and overall strategic direction of the company 2 Determination of the company’s corporate objectives 3 Determination of the company’s Corporate Business Plan
Company finances and resources
4 Determination of the company’s business plan, medium term financial plan, and annual budget
5 Approval of the company’s annual accounts 6 Approval of the annual staff pay award 7 Approval of any changes to the pension scheme 8 Approval of the principles of any workforce restructuring proposals
Corporate policies, strategies and standards
9 Determination, and review on a planned rolling programme, of key strategies and policies, including:
Governance Risk management Equality and Diversity Health and Safety Enforcement policy Board remuneration and/or expenses Procurement strategy Efficiency and value for money Community strategy Tenant and Leaseholder Involvement Information and communications technology (ICT) Business continuity Code of Conduct Complaints, grievances, allegations of impropriety and whistle-blowing Any others the Board may determine from time to time.
Appendix 15 lists strategies, policies and protocols approved or adopted
by Lambeth Living Limited. 10 Approval to the company’s input to the Council’s Housing Strategy 11 Setting of standards for the company in relation to probity, competence,
management, and customer services
Business Activities
12 Responsibility for the business relationship and partnership with the Council, and with other major stakeholders
13 Agreeing, and satisfying itself that compliance is being effectively monitored
and reported to the Board, of the Management Agreement 14 Approval of the annual Delivery Plan 15 Responsibility for directing arrangements in preparation for Audit Commission
Inspection and for ensuring compliance with any action Plan or requirement of the Commission following Inspection
16 Approval to re-tendering proposals in relation to existing activities 17 Extension of the company’s operations into new activities or geographic
areas, including approval to participate in tendering proposals arising from these
18 Any decision to cease a material part of the company’s operations
Internal Control
19 Approval of all financial regulations 20 Determination of the company’s risk capacity, profile and appetite 21 Establishment and oversight of a framework for the identification and
management of risk 22 Establishment and oversight of a framework of delegation and systems of
internal control 23 Requirement, from committees or staff, of monitoring reports or other forms of
assurance the Board may determine, on any aspect of the company’s business
24 Approval of action recommended by staff or committees in response to any
report from external auditors or the Audit Commission
Governance 25 Approval of any changes proposed to the company’s governing instrument to
be recommended to the Company Member 26 Approval of all standing orders 27 Appointment (and, if necessary, dismissal) of the Chief Executive 28 Changes to corporate structure, including the setting up of subsidiaries or
merging with another organisation, for recommendation to the Company Member
29 Establishment of criteria for appointments to (and, if necessary, dismissals
from), the Board 30 Changes to structure, size and composition of the Board for recommendation
to the Council Member 31 Approval of committee membership, including committee chairs and
committees’ delegations/terms of reference 32 Establishment, including deciding upon membership, including chair and
delegations/terms of reference, of task-and-finish groups 33 Ensuring that there are effective arrangements for –
• annual appraisal of the effectiveness (collectively) of the Board and committees, and (individually) of board and committee members
• board recruitment and (s)election criteria, policies and procedures • board and committee member induction, development, retention, renewal
and succession
Financial and Investment Matters
34 Ensuring financial viability of the company by the monitoring and review of quarterly management accounts and cashflow, and advising to the board in relation to these
35 Monitor the performance of Service Level Agreements, and approve SLA’s
over the value of £150,000 pa 36 Approve the proposals for the annual capital investment strategy and annual
capital plan for the council, and monitor the performance of the council’s capital budget and progress of the Decent Homes programme
Other
37 Any other matters not specifically delegated to committees, task-and-finish
groups, tenant bodies, or the chief executive 2. POWERS DELEGATED BY THE BOARD TO THE SERVICE
IMPROVEMENT COMMITTEE Within the context of the objectives, policies and budgets set by the Board:
Customer services policies and strategies 1 Determination, and review on a planned rolling programme, of key strategies
and policies for customer services including housing management, maintenance and improvement, lettings etc
2 Review of, and advice to, the Board, on tenant involvement/resident
consultation strategy and policies and the Tenant Compact
Performance monitoring and improvement
3 Ensuring performance against key customer service performance indicators
and company budgets is systematically monitored, and that timely and effective corrective action is taken on variances against plans
4 Reviewing proposed key customer service standards, performance indicators
and company budgets for the forthcoming year and making recommendations to the Board on these matters
5 Securing continuous improvement in the quality and efficiency of customer
services by establishing, overseeing the delivery of, and taking decisions arising from the results of a programme of best value reviews
6 Commissioning, review of results, and determining action plans from,
customer research e.g. market surveys, focus groups, mystery shopping, tenant inspections, satisfaction surveys, complaints analysis
7 Commissioning, review of results, and determining action plans from,
benchmarking service delivery against best-in-class external comparators 8 Commissioning, review of results, and determining action plans from,
benchmarking of housing management, maintenance, investment, lettings and tenant involvement/resident consultation costs against best-in-class external comparators
9 Agreeing a plan for preparation for Audit Commission Inspection and for
monitoring progress in relation to this. Agreeing any action plan arising from the Inspection and monitoring progress in implementing the plan
Tenant leaseholder involvement
10 Keeping the effectiveness of the tenant involvement/resident consultative structures under review, promote actions to promote their improved effectiveness, and regularly consider and advise the Board on any potential for budgetary or other decision-making responsibility to be delegated to Area Panels
Agency Services
11 Administration, and monitoring provision, of customer-related services provided by other organisations including Tenant Management Organisations
12 Monitoring of management services provided to other organisations
Risk management
13 Review of risk assessments in relation to customer services functions regularly in accordance with the company’s risk management strategy, and monitoring of mitigating actions
Committee effectiveness
14 Review of the Committee’s membership and effectiveness on a regular basis to ensure that it has appropriate skills and relevant experience, advising the board accordingly.
15 Provide an annual report on the work of the committee and a work plan for
the next 12 months to the Board 3. POWERS DELEGATED BY THE BOARD TO THE PEOPLE COMMITTEE Within the context of the objectives, policies and budgets set by the Board:
HR policies and strategies
1 Determination, and review on a planned rolling programme, of key strategies and policies for human resources and organisational development including • executive and staff recruitment retention, • employee terms and conditions, • people development plan • HR Strategy
Staff and Trades Union consultation
2 Determination, and oversight, of effective arrangements for consultation with staff as a whole, and for negotiation and consultation with appropriately recognised Trades Union(s) and/or other representatives
3 Undertake the role of the Disputes Resolution Panel to consider appeals
against chief executive or company decisions on staffing matters
Chief Executive
4 Establishment of targets for the Chief Executive for each financial year 5 Ensuring effective arrangements are in place for the Chief Executive’s
appraisal and monitoring of in-year progress against these targets 6 Assessment of, and making recommendations to the Board on, the Chief
Executive's performance related pay in the light of achievement or otherwise of these targets
Terms and Conditions of Employment
7 Determination of performance related pay awards for other staff based on the achievement or otherwise of the year's targets
8 Consideration, and recommendation to the Board of, the annual pay award
for the Association's staff 9 Consideration and determination of changes to the company’s pay structure 10 Consideration and determination of the remuneration of the Executive
Management Team
11 Determination of significant variations to the terms and conditions of employment
12 Ensure appropriate policies and procedures are in place in relation to
appeals and appeal panel arrangements 13 Consider the details of restructuring proposals following any necessary
approvals in principle by the board
Performance Monitoring
14 Monitor HR performance on a quarterly basis, including in relation to:
• Workforce profile • Results from staff surveys • Use of agency staff and consultants • Turnover, vacancies, speed of recruitment • Sickness absence • HR registers including hospitality and declarations of interest registers • Health and safety monitoring
Committee effectiveness 15 Review the Committee’s membership and effectiveness on a regular basis to
ensure that it has appropriate skills and relevant experience, advising the board accordingly.
16 Provide an annual report on the work of the committee and a work plan for
the next 12 months to the Board
4. POWERS DELEGATED BY THE BOARD TO THE AUDIT COMMITTEE Within the context of the objectives, policies and budgets set by the Board:
Audit matters 1 Consider, and report to the Board on, the annual statutory audit and make
recommendations on the response to any audit management letters, reports and investigations
2 Discuss with the external auditor any problems, reservations or issues
arising from the interim or final audit or other investigations 3 Review and approve the internal audit needs assessment and strategy and
the annual plan, and monitor delivery of the plan, approving any changes during the year
4 Sign off individual audit plans, receive and consider reports by the internal
auditor on significant audit findings, together with the response from managers to these reports
5 Receive and consider reports from staff on any statutory, regulatory or inspection reports, recommendations, or notices of non-compliance with requirements and proposed responses and action plans
6 Monitor the timely implementation of recommendations in respect of internal
and external audit and of other regulatory and inspection reports and recommendations
7 Ensure the company is operating within recognised codes of practise and
standards
Systems of Internal Control
8 Oversee the embedding and maintenance of an effective system of internal control and ensure that any significant weaknesses identified are remedied and reported to the Board
9 Review the annual report on the effectiveness of the system of internal control
systems and make appropriate recommendations to the Board 10 Ensure compliance with applicable financial reporting standards 11 Ensure adequate processes are in place for the safeguarding of company
assets 12 Monitor and review the company’s tender and contracts registers 13 Ensure compliance with the financial regulations, and recommend any
proposed revisions to the board 14 Ensure adequacy of the company’s insurances and approve the annual
insurance renewal
Risk
15 Provide assurance to the Board that there is a sufficient and systematic review of the risk management arrangements within the organisation
16 The assessment of risks and the monitoring of the audit response to identified
risks
Fraud
17 Ensure that the impact of alleged or fraudulent activity on the organisation’s framework of internal control is properly assessed and, where it considers it necessary, to recommend changes to strengthen the control framework
18 Receive reports relating to any matters of whistle-blowing or alleged or actual
fraudulent activity which may have an effect upon the company
Appointment of External and Internal Auditors
19 Make recommendations to the Board, for approval in general meeting, on the appointment, reappointment or otherwise, of the external auditor
20 Approve the fees and terms of engagement of the external auditor 21 Develop, implement and monitor a policy on the engagement of the external
auditor to supply non-audit services, taking into account relevant guidance regarding the provision of non-audit services by the external audit firm
22 Consider and make recommendations to the Board on the internal audit
arrangements, including the appointment, reappointment or otherwise, fees, methods and terms of engagement, of the internal auditor, whether on the company’s payroll or outsourced
23 Monitor the performance of the internal and external auditors
Committee effectiveness
24 Review the Committee’s membership and effectiveness on a regular basis to ensure that it has appropriate skills and relevant experience, advising the Board accordingly.
25 Provide an annual report on the work of the committee and a work plan for
the next 12 months to the Board 5. POWERS DELEGATED BY THE BOARD TO THE DECENT HOMES
COMMITTEE Within the context of the objectives, policies and budgets set by the Board: 1 To review the proposed annual programme of capital investment and Decent
homes delivery 2 To ensure that all residents are informed of this programme and for future
years where possible 3 To review progress against commitments 4 To suggest and consider ways to improve the sustainability of our
programme 5 To consider the balance of funding and priorities between planned
maintenance and major works 6 To consider, and make suggestions on, the council’s priorities for
regeneration which may involve rehousing demolition and sales of land 7 To review the performance of contractors and suppliers on the Decent
Homes Programme 8 To give recommendations to the Board on the procurement of framework
partners
6. POWERS DELEGATED TO TASK AND FINISH GROUPS From time to time the Board may set up Task and Finish Groups to assist the Company in its work. By definition, the groups will be set up to undertake a particular task and then disband once the Board agrees that they have completed the task. Such groups may only be set up by properly constituted meetings of the Board. Each group so set up shall have clear Terms of Reference ascribed to it by the Board, making clear what, if any, formal delegated powers are being provided to the Group. The Company Secretary shall maintain proper records of all such groups set up by the Board from time to time, including inception and completion details, record of membership, record of meetings held, reports back to the Board, as well as Terms of Reference and specific delegations. 7. POWERS DELEGATED BY THE BOARD TO THE CHIEF EXECUTIVE The Chief Executive has the following powers and responsibility delegated by the Board within the context of the values, objectives, policies and budgets set by the Board, to: 1 Manage the affairs of the company in accordance with its values and
objectives and the general policies and specific decisions of the Board 2 Act as principal strategic adviser 3 Lead, direct, set targets for and hold to account the Senior Management
Team as a whole 4 Appoint, set targets for, appraise the performance of, and if necessary
dismiss, the individual members of the Senior Management Team and any other direct reports
5 Establish arrangements for monitoring compliance with, and reporting
promptly to the Board upon performance against the Management Agreement and Delivery Plan
6 Take or authorise the taking of items through the urgency procedure and
ensuring that a report is taken to the Board at the earliest time after the event 7 Subject to the Memorandum & Articles, and provided that it is consistent with
the approved values, objectives, policies. business plan, budget, scheme of delegations and financial regulations and any decisions made by the Board or any committee, to take the action he/she considers necessary to ensure the efficient and effective management and routine administration of the company’s activities
The above authorities may not be further delegated by the Chief Executive without the approval of the Board, other than by way of written delegation of authority to act in his/her temporary absence. The Chief Executive also has the following powers and responsibilities. In order to exercise efficient and effective management the Chief Executive may delegate specific responsibilities in writing to Directors or Managers within the following list: 1 Undertake and be responsible for day to day management of the company 2 Write off fixed assets within the limits set by the financial regulations 3 Write off individual tenant arrears within the limits set by the financial
regulations 4 Employ and dismiss staff, and set and review individual terms and conditions
of employment subject to:
Adherence to company HR policies Adherence to annual budgets and staffing plans
5 Implement policies and strategies, including the business plan, and decisions
and directions of the Board 6 Lead, direct, set targets for, and hold to account, staff throughout the chain of
command 7 Ensure that local managers and staff teams are customer-focussed and
responsive to individual residents, Area Panels, local councillors, and NCC’s Area Committees
8 Take, or authorise the taking, of any appropriate action in cases of urgency
or emergency 9 Take, or authorise the taking, of any appropriate action to preserve the
company’s position, pending scrutiny by the Board or appropriate committee of the matter, in relation to any proposed legislation, or any other proposal, scheme, plan, act or omission to act by any person or body or any event or occurrence, including Acts of God.
8 SPECIFIC MATTERS FOR APPROVAL WITH THEIR DELEGATION
LEVELS The table below sets out the current matters that require specific approval, which positions within the company have been delegated by the board to make such approval decisions, and any arrangements for subsequent reporting where a decision relating to such a delegation has taken place. Specific Board Delegations on Matters of Probity
Matter Delegation to Action Taken Notified to
Authority to approve reimbursement of Board Members expenses within policy
Company Secretary
Board (annual review)
Authority for Board members to accept gifts or accept or offer hospitality
Chair Board (annual review)
Determining breaches of the Board members Code of Conduct
Chair plus 2 other Board members
Audit Committee or Board
Determining appeal against Panel hearing above
Vice-chair plus 2 Audit Committee members
Audit Committee or Board
Grant of offer of tenancy to a Board member (or close relative)
Chief Exec plus Executive Director of Regen & Housing
Board (next meeting)
Determination of an appeal from a Board member (or close relative) to an allocation or tenancy management matter
Chief Exec plus Executive Director of Regen & Housing
Board (next meeting)
Grant of an offer of employment or engagement as a consultant or contractor to a Board Member or close relative
Chief Exec plus Executive Director of Regen & Housing
Board )next meeting)
Authority to suspend Standing Orders (urgency procedure)
Chair plus Chief Exec plus 1 other Board member
Board (next meeting)
Authority to suspend Financial Regulations (grant dispensation)
Chair of Audit Committee plus Chief Exec
Audit Committee (next meeting)
Approval to repair or improvement to a council property occupied by a Board member (or close relative) in excess of £1000 in value
Chief Exec plus Director of Technical Services
Board (next meeting)
Grant of offer of tenancy to a member of staff (or close relative)
Director of Housing Management plus 1 other Director
Board (annual review)
Grant of offer of tenancy to a Councillor Chief Exec plus Director Housing
Board (next meeting)
Grant of offer of tenancy to an employee of Lambeth Council
Director of Housing plus 1 other Director
Board (annual review)
Grant of offer of employment or engagement as a consultant or contractor to a Councillor
Chief Exec plus Executive Director of Regen & Housing
Board (next meeting)
Grant of offer of employment to a close relative of existing staff member
Chief Exec plus Director of Resources
Board (annual review)
Re-employment of former employee or re-engagement as self-employed contractor within 6 months of termination of
Chief Exec plus Director of Resources
Board (annual review)
employment with Lambeth Living Authority for staff members to accept gifts or to accept or offer hospitality. [Line manager to provide Company Secretary for hospitality and gift register
Line Manager Audit Committee (annual review)
Authority to agree out of court settlements up to £20,000
Chief Exec plus 1 other Director
Board (next meeting)
Authority to agree non-contractual severance arrangements with employees up to £20,000
Chief Exec plus Director of Resources
HR Committee (next meeting)
Authority to dispose, and arrangements for disposal, of stock items and obsolete equipment
Chief Exec plus Director of Resources
Audit Committee (annual review)
Write off of rent/service charges up to limit (to be agreed by the council)
Director of Housing plus Director of Resources
Audit Committee (annual review)
Appendix 13: Risk Management Framework Definitions
Risk “Any issue which could impact on an organisation’s ability to meet its objectives”
Risk Management “Risk management is about making the right decisions and about achieving objectives once those decisions are made”
Objective To reduce the number of risks that become issues, to reduce the number of issues that become crises and reduce the number of crises that become disasters. But risk management isn’t just about stopping bad things happening; it is also about ensuring the good things we plan do happen.
Our Policy Lambeth Living is aware that some risks will always exist and will never be eliminated.
Lambeth Living recognises that it has a responsibility to manage hazards and risks and supports a structure and focused approach to managing them by approval of the risk management strategy.
In this way the organisation will achieve its corporate objectives and enhance the value of services it provides to the community. We will improve our decision making and by so doing maximise opportunities.
Lambeth Living’s risk management strategy’s objectives are to: • Integrate risk management into the culture of the organisation
• Manage risk in accordance with best practice
• Anticipate and respond to changing social, environmental and legislative requirements
• Prevent injury, damage and losses and reduce the cost of risk
• Raise awareness of the need for risk management by all those connected with the organisation’s delivery of services
These objectives will be achieved by: • Establishing clear roles, responsibilities and reporting lines within the organisation for risk management;
• Providing opportunities for shared learning on risk management across the organisation;
• Developing and maintaining systems for identifying and evaluating all significant risks;
• Developing and maintaining a framework for allocating resources to identified priority risk areas;
• Reinforcing the importance of effective risk management as part of the everyday work of employees by offering training;
• Incorporating risk management considerations into Best Value and service reviews and business planning;
• Put in place review and monitoring arrangements to assess the effectiveness of our mechanisms and arrangements.
To emphasise the organisation’s working commitment to risk management, the risk management mission statement is as follows:
“Lambeth Living is aware that some risks will always exist and will never be eliminated.
The organisation recognises that it has a responsibility to manage risks and supports a structured and focused approach to managing them by developing a risk management strategy.
In this way, the organisation will achieve its corporate objectives and enhance the value of services it provides to the community”.
Board Members and the LT will have overall responsibility for risk management and will be consulted and kept informed as to the progress of the implementation of the strategy on at least an annual basis.
Roles and responsibilities These are:
Role
Board Members
To oversee the effective management of risk by organisation officers
CEO + Leadership Team
Ensure that the organisation manages risk effectively through the development of a comprehensive risk management strategy
Director of Resources
(See Appendix A)
• To support the organisation and its departments in the effective development, implementation and review of the risk management strategy.
• To share experience on risk, risk management and strategy implementation across the organisation.
• To assist with strategic risk assessments
Senior Managers
To manage operational risks in their particular service area by compiling risk management action plans
Employees
To manage risk effectively in their job
Risk Management Action Plans One of the key risk management objectives is the effective management of the organisation’s risks, both strategic and operational. This has partly been achieved by the sessions to identify and profile the organisation’s significant strategic risks, (for which a risk register is now being compiled).
Other risk identification tools can be used to enhance this process including; SWOT analysis, assessments included in previous performance planning, what other organisations are doing, the use of external experts, risk history (incidents and accidents), previous work of the risk management group etc.
A list of possible strategic and operational risks is attached as per Appendix B.
Once this task has been compiled, LT/Board will be asked to comment on these risks and the risk assessment process. In relation to the operational risks, each risk champion will facilitate and co-ordinate a similar risk assessment exercise in order that the significant operational risks can be accurately identified profiled and managed. The aim of such a process is that it will eventually form part of each service’s annual business planning process.
Coming out of this process, will be risk management action plans relating to the most serious significant risks, i.e. those where the existing levels of internal control are seen as inadequate. The above assessments (both strategic and operational) will be a yearly process with tracking and monitoring of risks on an annual basis.
The Director of Resources will receive copies of each department’s operational risk management action plans in order that any cross-departmental risks can be picked up and managed accordingly. The Director of Resources will also monitor the risk improvement strategy to ensure that progress is made against the key significant risks.
Similarly, the same risk assessment programme can be adopted when services are going through Best Value programme. A risk management pack can be included in the Best Value documentation. It is generally accepted that each service must be seen to be managing its risks in order to demonstrate Best Value.
Communication and Training/Education Strategy All staff have a role to play and the Director of Resources will have responsibility for developing a organisation wide risk management communication strategy ranging from all staff to Board Members. This is part of raising the risk management’s profile throughout the authority.
By putting risk management as a standard item on all agendas and Board reports, will greatly assist in getting the message across.
Training programmes for managers and Board Members involved in the risk assessment process will be compiled, and will be run to ensure that the same approach to risk is adopted organisation wide.
Appendix A Terms of Reference — Director of Resources role in Risk Management The Director of Resource’s role is to develop and implement the organisation’s risk management strategy.
The DR is to:
• Compile the organisation’s risk management strategy and review its effectiveness each year
• Report to both Board Members / LT on a regular basis, and to make recommendations and proposals to them when appropriate
• Promote risk management as an item on all organisation agendas/reports
• Designate champions and key personnel within each department and core services
• Provide support to risk champions
• Facilitate strategic risk assessments and formulate a risk management action plan on these risks to LT and Board Members
• Maintain a risk database
• Liaison with Health & Safety officer, emergency planning group, ICT projects group
• Allocating available risk management resources in accordance with the action plan
• Monitoring and reviewing all risk management action plans
• Communicate risk information across the organisation
• Facilitate risk training where appropriate
• Liaison with external experts (auditors, brokers and insurance companies)
Appendix B
Strategic Risks
Political Wrong strategic priorities
Not meeting Government agendas
Too slow to innovate/modernise
Decisions based on incomplete information
Unfulfilled promises to Council
Failure to recruit a suitable Chief Officer
Economic General economic problems
Regional economic problems
Treasury risk
Missed business or service opportunities
Social Failing to meet the needs of disadvantaged
Impact of demographic changes
Employment challenges
Lack of development of staff and Board
Failures in partnership working
Crime and disorder
Technological Obsolescence of technology
Security policies
Breach of confidentiality
Failure in communications
Legislative Judicial review
Human Rights Act breaches
Intervention by regulatory bodies
Inadequate response to new legislation
Poor response to Audit Commission
Environmental Impact of sustainability policies
Noise, contamination and pollution
Competitive Takeover of services by government/agencies
Failure to show best value
Failure of bids for government funds
Customer/Citizen Lack of appropriate consultation
Impact of social policies
Bad public and media relations
Operational Risks
Professional Failure to recruit/retain quality staff
Lack of training
Over-reliance on key officers
Inefficient management processes
Inability to implement change
Lack of employee motivation/efficiency
Bad management of partnership working
Financial and business planning Failure of major project(s)
Failure to prioritise, allocate appropriate budgets and monitor
Failure to implement effective partnering contracts for property and estate services
Legal Not meeting statutory duties/deadlines
Breach of confidentiality/DPA
Failure to comply with European Directives on procurement of works, supplies, and services
Failure to implement legislative change
Physical Attacks on personnel
Loss of tangible assets
Non compliance with health & safety law
Loss of physical assets
Local and national emergencies
Contractual Over-reliance on key suppliers/contractors
Failure of outsource provider to deliver
Quality issues
Non-compliance with procurement policies
Technological Failure of big technology related project
Crash of IT systems affecting service delivery
Breaches of security of network and data
Bad management of intranets and web sites
Risk Register The appended identified risks are high level risks that have been identified by the Shadow Board and Senior Management. These will be monitored on a regular basis and reported to the Board. Lower level risks will be added to the register as they are identified. The risk register is held by the Lambeth Living Director of Resources and will form the basis for establishing an Internal Audit plan for Lambeth Living’s activities. Action
Prepare report for Board on risk policy and risk register for December 2007
No Date Raised Updated Impacted
Projects Description & Impact P I R Lead Actions/Progress RAG Date Closed
1. 28/02/07 Not achieving a 2 star / fit for purpose service
2 4 8 PR HEP, use of KLOE’s, Health Check, improvement programme from previous inspection, data quality control
A
2. 28/02/07 A poor performing Shadow Board 2 3 6 PR Robust recruitment processes, Robust training schedule, strong support from officers, ensure strong independent members recruited. Use of Capital Ambitions funding.
G
3. 28/02/07 Leaseholders not engaged and in opposition
2 2 6 MM Robust Communications Strategy and full implementation, Home ownership Services involvement, staff engagement
A
4. 28/02/07 Lessons not learned from last inspection 2 3 6 PR HEP, use of KLOE’s, Health Check, improvement programme from previous inspection
G
5. 28/02/07 Union opposition to the ALMO 3 2 6 PR Robust Communications Strategy and full implementation, full Union engagement in process including structured debate between Directors and union representatives.
A
6. 01/08/07 Complex multi-party relationships may lead to confusion on where responsibility lies
2 3 6 PR Clear structures, communication and individual accountabilities
G
7. 01/08/07 Poor collection rate on capital programme recharge to leaseholders
2 2 4 MM Sound systems and prompt billing
A
8. 01/08/07 Contract litigation and poor cost management
2 2 4 DT Sound systems and good project management
G
9. 01/08/07 Failing to recruit to top quality Chief Executive
2 4 8 PR Use best agency and set high standards for recruitment
G
10. 01/08/07 Poor service delivery from council departments under SLA
2 3 6 DoR Clear specification, method for remedy and tight monitoring
A
11. 01/08/07 Partnering and Framework contracts not starting on time or working effectively
3 2 6 DT Good procurement and contract management
A
12. 01/08/07 Poor staff motivation 2 3 6 PR Good communication and staff engagement
A
13. 01/08/07 Poor communication of major works programmes to residents
2 3 6 DT Good communication and published plans
A
14. 01/08/07 Inefficient of ineffective financial and procurement controls
1 4 4 DoR Establish proper and timely systems
A
3 3 9 MM Improve performance management
R 15. 9/10/07 Failure to achieve target on rent collection
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