delivery plan 2010-2013

Stockport Homes’

2010-2013Delivery Plan

www.stockporthomes.org

Contents

Foreword

1 Context1.1 Introduction1.2 TheVisionforStockportCouncilandStockportHomes1.3 StockportHomes:MissionandAims1.4 CultureandValues1.5 Governance

1.5.1 TheBoard1.5.2 BoardTrainingandDevelopment1.5.3 CustomerScrutiny

2 Resources2.1 Employees2.2 Finance

2.2.1 FinancialManagement2.2.2 Revenue2.2.3 Capital2.2.4 CapitalProgramme2010-11

2.3 TheFuture–HRASubsidyReview

3 ContributingtothewiderprioritiesoftheBorough3.1 Introduction3.2 TheStrategicPartnership

3.2.1 TheCouncilPlan3.2.2 TheHousingStrategy:AGoodPlacetoLive

4 PerformanceManagement4.1 PerformanceManagementFramework4.2 StockportHomesStrategicObjectives2010-134.3 PerformanceTargets4.4 CouncilMonitoring4.5 RiskManagement4.6 ContinuousImprovement

Table8: StrategicSIPObjectives2010-13Table9: CorporateScorecardFutureTargets2010-2013Table10: CouncilPlanIndicatorswhichStockportHomes contributesto

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StockportHomes’DeliveryPlan2010-2013

2

StockportCounciliscommittedtodeliveringanexcellenthousingserviceandmakingdecisionsaboutthemanagementofhousinginconjunctionwithandinthebestinterestsoftenants.

ItisthisapproachthatledtotheArmsLengthManagementOrganisation(ALMO)beingestablishedinthefirstplace.BothStockportHomesandtheCouncilarepleasedthattheapproachhasprovedsosuccessfultodate.

StockportHomesisanexceptionalorganisation,achievingexcellencebothincustomerserviceandresourcemanagement.StockportHomeshasachievedrecognitionbothfortheirpositiveemploymentpracticeandservicedelivery.

• AssessmentasdeliveringExcellentServiceswith‘ExcellentProspectsforImprovement’bytheAuditCommissionontwoseparateInspections;thehighestawardpossible.

• CustomerServiceExcellenceAwardwithtopmarks.• InvestorsinPeople(IIP)Goldstatus.• SundayTimes‘BestPlacestoWorkinthePublicSector’.• ‘A’ratingsinSupportingPeopleAssessmentforTemporaryAccommodation

SchemesandResettlementService.• TelecareServicesAccreditation.

TherelationshipbetweenStockportHomesandStockportCounciliscriticalinbothgettingthemostfromStockportHomesandensuringtheycontributetotheCouncil’swideragenda.Itisinthiscontexttheoverallapproachandtermsofthisrelationshiphasbeenestablished.

StockportCouncilregardStockportHomesasakeypartnerandthereforeinvolvestheminmuchofthestrategicworkoftheCouncilandcommunicatewiththematalllevels.ThisiscoveredinmoredetailinthisPlan.StockportCouncilrecognisesStockportHomestobeanambitious,drivenorganisationwhichgeneratesfromwithinitselfthedriverstobothachieveexcellentperformanceandmaximisevalueformoney.ItisinthiscontextthattheCouncilwantstogiveitshousingmanagementcompanythespaceandopportunitytoproactivelymanageanddevelopitsownservices.

StockportHomeshasshownitselfableandwillingtoactinthebestinterestsoftheCouncilandalthoughtheCouncilneedstocontinuetomonitorandtestthis,theapproachoftheCounciloverallwillbeonebasedontrustandmutualrespecttoensurethatthecontributionsofbothorganisationscanbemaximised.

Foreword

DeliveryPlan2010-2013 3

RogerPhillipsChairofStockportHomes’Board

HelenFoster-GrimeExecutiveMemberforCommunities

TheDeliveryPlansupportstheManagementAgreementbetweenStockportHomesandStockportCouncil,whichdefineshowtheorganisationwilloperateanddeliveritsservicestocustomers.

ThePlanisforwardlookingoverthreeyearsandisupdatedannually.ThemainelementsofthePlanincludehowStockportHomesisresourced,theStrategicPrioritiesandtargetsforthenextthreeyearsandhowStockportHomesandtheCouncilworktogethertodeliverStrategicObjectivesforStockportCouncil.ThisisbecauseStockportHomesismuchmorethanalandlordandcontributestoarangeofstrategicprioritiesatalocal,regionalandnationallevel.

During2009,StockportCouncilworkedwithitsmanypartnersthroughtheLocalStrategicPartnershiptoagreeStockport’sSustainableCommunityStrategy–Stockport2020.TheCouncilhasagreedtoalignitsprioritieswiththosesetoutinthisStrategyandthisisdocumentedintheCouncilPlan.TheCouncilplacessignificantimportanceonprovidinggoodqualityhousingchoicesforresidentsandconsidersitessentialtosetstrategicobjectivestoachievethis.‘AGoodPlacetoLive’,theStockportHousingStrategyfor2010/15,providesthevisionforthistohappen.Thelinkagesbetweentheseplansarehighlightedbelow.

1.Context

1.1 Introduction

TheDeliveryPlanisastrategicdocumentthatissupportedbysupplementarystrategies(e.g.CustomerAccessStrategy,ClimateChangeStrategy,HomelessnessStrategyandValueforMoney(VFM)Strategy),DirectoratePlansandteamandindividualworkplans.Thisensuresthe‘goldenthread’,wherethewholeorganisationworkstowardsthesamegoalsandpriorities,isdelivered.

Stockport’s Sustainable Community

Strategy 2020

The Council

Plan

The HousingStrategy

StockportHome’sDelivery

Plan

The vision for the Borough of Stockport

The Council’s key priorities and

outcomes

Covers all tenures and sets out the long

term plans for housing

What Stockport Homes is planning to

achieve


1.2 TheVisionforStockportCouncilandStockportHomes

TheCouncilPlandetailshowtheCouncils’prioritieswillbeachieved.Theseprioritiesarehighlightedbelow.


CouncilPrioritiesAThrivingStockport

• Acompetitiveeconomywithadiverseandexpandingbusinessbasewhichattractshighearningsectorsandsupportshighemploymentacrosssectorsandskillslevels.

• AvibrantTownCentrecomplementedbyindividualdistrictcentreswhicharewellusedbyresidentsandwellservedbyretail,leisureandculturalfacilities.

• Aneducatedpopulationbenefitingfromhighqualityeducationalfacilities.• Anenterprisingculturewithahighlevelofinnovativebusinessstart-upsandsocial

enterprisesbylocalpeopleandpartners.

ASafer,StrongerStockport

• Cohesivecommunitieswherepeoplerespecteachother,andeveryonehassimilarlifeopportunitiesandagoodplacetolive.

• Engagedcommunitieswhoareempoweredtoengageandmakeapositivecontributiontolocalwellbeing.

• Lowcrimeratesmakingallourstreetssaferatanytimeofday.• Communityprideworkingtogethertoensureeveryonefeelssafeandsatisfiedwith

theirlocalarea.

AHealthyStockport

• Activepeoplewithlevelsofobesitywhichmaintaincurrentratesratherthancontinuingtorisetotheextentseeninpastdecades.

• Empoweredpeoplewhoaresupportedtomakepositivelifestylechoices,ultimatelyleadingtobetterhealthoutcomesforallStockportresidents.

• Independentpeoplewhobenefitfromhighqualityandaccessiblefacilitiesandserviceswhicharetailoredtotheirneedsandpreferencesandpreventdeteriorationofhealthandwellbeing.

• Peoplewithgoodemotionalandmentalhealthwhoareconfident,resilientandarewellsupportedbyfamily,friendsandservicestofacelife’schallenges.

AGreenerStockport

• Auniquebuiltenvironmentwhichpreservesourheritageandhashighqualitynewdevelopments.

• Excellentparksandopenspaces.• Asustainableapproachtothenaturalenvironment,improvingairquality,

minimisingouruseofnaturalresources,andmaximisingrecycling.• Goodconnectionswithexcellentpublictransportresultinginlesscongestion.

1.Context


1.Context

1.3 MissionandAims

StockportHomeshasembeddedMissionandAimstoensurethereisacommonpurposeandvisionfortheorganisation.

To provide an inclusive service, which values its diverse communities, empowers its staff and makes effective use of its resources.

To ensure that all of our homes meet the Decent Homes Standard by 2010 and are then maintained to that standard, as a minimum.

To deliver high quality housing services that continue to improve and meet customers' needs and aspirations.

To deliver consistent, clear and well-publicised services to tenants and leaseholders which proactively seek to improve our estates in partnership with customers.

To provide appropriate accommodation (temporary and permanent) and support for the most vulnerable and socially excluded.

To make a real contribution to the Council's wider strategic and housing objectives. Helping to build social inclusion and safer sustainable neighbourhoods.

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

our mission:

our aims:

DeliveryPlan2010-2013 6DeliveryPlan2010-2013 6


1.4 CultureandValues

StockportHomesisclearaboutthesortoforganisationthatitwantstobe,whichisencapsulatedinitscultureandvalues.

PERFORMANCE • RISK TAKING • INFLUENTIAL • DEVELOPING • EFFICIENT



S U P P O R T • M O T I V A T E D • I N N O V A T E • L E A R N • E N J O Y



AND

Performance Orientated - Professional performance driven organisation where people enjoy their work.

Risk Taking - Supportive environment where people feel able to try new things, sometimes by leading and being first and other times learning from other organisations.

Influential - Staff, customers and stakeholders respect each other and influence what is done and how people behave.

Developing - Customer-driven, flexible, constantly learning and moving forward.

Efficient - Works effectively to deliver significant results in the simplest way possible.

Support - Listen, respond and support each other in all of our diversity.

Motivated - Be motivated to act in the best interest of Stockport Homes.

Innovate - Be ambitious, encourageinnovation, take calculated risks.

Learn - Give and take challengeconstructively and develop individualtalents.

Enjoy - Behave with integrity at all times while making work as enjoyable aspossible.

O U R V A L U E S O U R C U L T U R E



SMILE

PRIDE

1.Context

DeliveryPlan2010-2013 7DeliveryPlan2010-2013 7

TheBoardisthemaindecisionmakingbodywithresponsibilityforthestrategicdirectionoftheorganisation.ItisaccountablefortheperformanceofStockportHomesacrossitsfullrangeofresponsibilitiesandactivities.

TheBoardconsistsof13membersfromthreeconstituentgroupswithfiveTenantRepresentatives,fourIndependentMembersandfourLocalAuthorityMembers(Councillors).ItissupportedbyfourSub-Groups:FinanceandAudit;HumanResources;Governance;MaintenanceandInvestment;andPerformance,allofwhichhaveclearTermsofReference.TheBoardandSub-GroupsaresupportedbytheGovernanceTeam,whichusearangeofdifferenttoolstoensuretheeffectivenessoftheBoard’sdecision-making.Thisincludesaforwardplanofforthcomingbusinessitemsandaprocessforensuringreportsarepreparedtoahighstandard.ActionMonitorsareusedtoensurethatcommitmentstofurtheractionsarefollowedupandthatanaudittrailofwhathasbeendoneiskept.

TheBoardLearningandDevelopmentPlanandtheGovernanceImprovementPlanarebothimportanttoolsforthepersonalandcollectivedevelopmentoftheBoardwhichiskeytomaximisingtheireffectivenessinleadingStockportHomes.EachBoardMemberhasaPersonalDevelopmentPlan(PDP),whichrecordstheirindividualtrainingneedsassessedagainstcorecompetencies.ThisformsthebasisoftheBoardLearningandDevelopmentPlanforeachyear.ThisisinformedbytraininganddevelopmentneedsidentifiedaspartofeachMember’sannualPerformanceandDevelopmentReview(PDR).

TheGovernanceTeamareleadingthedevelopmentofCustomerScrutiny.Thisdevelopmentisconsistentwiththeexpectationsofthecurrentregulatorforsocialhousing,theTenantServicesAuthority,andwillfacilitatethescrutinyofStockportHomes’servicesthroughacustomerpanel.StockportHomesinvitedexpressionsofinterestfromtenantswantingtobecomeinvolvedincustomerscrutinyandfourtenantsarecurrentlystudyinghowscrutinyisdevelopinginotherhousingandnon-housingorganisations.ThisinformationwillbeusedtodeveloptermsofreferenceandworkingmethodsfortheCustomerScrutinyPanelwhichwillgoliveinOctober2010.

1.Context

1.5 Governance

1.5.1TheBoard

1.5.2BoardTrainingandDevelopment

1.5.3CustomerScrutiny

DeliveryPlan2010-2013 8DeliveryPlan2010-2013 8DeliveryPlan2010-2013 8

2.Resources

StockportHomeshasastaffestablishmentof412.5FullTimeEquivalentposts(FTE)asat1April2010.


2.1 Employees

TheSundayTimes75BestPlacestoWorkinthePublicSectorlist,surveyed45,000employeesnationwide.Itstop20positionreflectsitsdedicationtomakingtheorganisationaplacewherepeoplewanttowork.Employeeswhoweresurveyedpraisedtheorganisationforhavingapositive,friendlyenvironmentwhereemployeesfeelhappyandmotivated.

SomekeyresponsesfromStockportHomes’employeesincluded:

• 84%thinktheorganisationprovidesagreatservicetocustomers• 81%believetheycanmakeacontributiontotheorganisationssuccess(thiswasthe

highestscore)• 78%ofstafffeeltheycanmakeadifference(thiswasthesecondhighestscore)• 70%areexcitedaboutwherethebusinessisgoing(onlyoneorganisationscoreda

betterresult).

In2009,StockportHomeswasawardedIiPGoldstatus,havingmetmorecriteriathanneededtoachievetheGoldstandard.Anumberofkeyareasofstrengthwerehighlighted,whichincluded:

• avalues-basedcultureofopennessandtrust• strongemployeeunderstandingofkeyperformanceindicators• strong,visibleleadership• acultureofinvolvementandempowerment• aneffectivelearninganddevelopmentstrategy• aneffectiveapproachtoequalityanddiversity.

AneffectiveHumanResourcesStrategyisinplace,whichensurespeoplemanagementactivitiescontinuetobereviewed,developedandenhanced.Itrecognisesthatemployeesarethemostimportantassetsofanorganisationandthewayinwhichtheyaretrained,developed,rewardedandmotivatedinfluenceshowservicesaredelivered.IthassixStrategicThemesofHealthandWellbeing,PayandReward,PerformanceManagement,PeopleManagement,StaffInvolvementandEmployeeRelations.EqualityandDiversityisakeystrategicthemerunningthrougheachoftheseareas.ImplementationoftheStrategywillbeachievedthroughtheActionPlan,whoseprogressismonitoredbytheHRandGovernanceSub-Group.

TheStrategydeterminesthekindofemployerStockportHomesaimstobeandthisisreflectedbyStockportHomes’successintheSundayTimes‘BestPlacestoWorkinthePublicSector’2010(number19outofashortlisted75)andInvestorsinPeople(IiP)Goldaccreditationin2009.

2.Resources

2.2 Finance

StockportHomescontinuestobuildontheachievementsthathavebeenevidencedoverthelast12months.TheHRStrategyActionPlanwillbecompletedinautumn2010andanewactionplanisunderdevelopmentinconsultationwithstaffandTradeUnions.TheorganisationwillsubmitanapplicationtotheSundayTimesBestPlacestoWorkforinthePublicSectorduringtheautumn.Aprojectteamhasbeenestablishedwhichwillensurethelearningfromtheresultsoftheprevioussurveycanbeenactedandthepositionof19thcanbeimprovedupon.

StockportHomessetsitsownbudgetswithintheoverallManagementFee(see‘Income’sectionbelow)paidbytheCouncil.ThefinancialoperationsaremanagedthroughtheBoardinlinewithclearlinesofdelegationtostaff.Sinceitsincorporation,StockportHomesisfinanciallyindependentwithitsownbankaccountandindependentauditors.

StockportHomesperformsanumberoffinancialmanagementfunctions.Theseareasfollows:

• ManagingandaccountingfortheHousingRevenueAccount(HRA)onadailybasis,withStockportCouncilmaintainingoverallresponsibility.

• Setting,managingandmonitoringitsownbudget.• ManagingandaccountingfortheBoardapprovedbudget.• Spending,monitoringandaccountingforspendontheCapitalProgramme.• Activetreasurymanagementofitsownresources.

StockportHomeshasresponsibilityformanagingandaccountingfortheHRAonaday-to-daybasiswithStockportCouncilmaintainingoverallresponsibility.ThisincludestheproductionofthebudgetandstatementofaccountsforpresentationtotheCouncilforapprovalandthepreparationandsubmissionofallstatutoryreturnsandsubsidyreturns,includinginformation,totheCommunitiesandLocalGovernment(CLG).StockportHomesisresponsibleformodellingthemajorHRAfactors(stockloss,subsidy,rentcollectionandvoidassumptions,etc.)inordertosupportthebudgetprocess.

StockportHomessetsabudgetthatisapprovedbytheBoardonanannualbasis.TheManagementTeamevaluatesandmonitorsmonthlymanagementaccountstoensureeffectivemanagementcontrol.Thisincludesallocatingadditionalresourcesfromefficienciestothehighestprioritiesontheground,andtakingappropriateactionifthereareadditionalbudgetpressures.ThisisthenpresentedtotheFinanceandAuditSub-GroupoftheBoardonaquarterlybasisforreviewandscrutiny.ThisSub-GroupisChairedbyaqualifiedAccountant.

2.2.1FinancialManagement


2.Resources


2.2.2Revenue

Table1–StockportHomes’Budget2010-11

StockportHomesiscommittedtoachievingValueforMoney(VFM)inallserviceareasandhasaVFMStrategyandaccompanyingVFMActionPlanfor2008-11.Thisdemonstratestheorganisation’scommitmenttodeliveraneconomical,effectiveandefficientservicetocustomersandachievevalueformoneyineverythingitdoes.

StockportHomes’totalrecordedefficienciesfor2009-10were£1,459,519or6.5%whenmeasuredagainsttheManagementFee.Achallengingtargetof8%overallefficiencyhasbeensetfor2010/11,equatingto£1,787,520.Thisisbasedonarealisticassessmentofwhatefficienciescanbemadeduring2010/11.

Differentprojectsinclude:reviewingcurrentpaymentmechanismswithinTechnicalServices,worksallocationmanagementthroughOpti-time,stockreplenishmentsystems,developinganApprovedSupplierListandVendorRatingSystemandtheorganisationalwiderolloutofthePECOSsystem.

TheVFMStrategywillbereviewedandrevisedin2010/11,withanewstrategyandactionplanbeinglaunchedin2011.ThisnewstrategywillfurtherstrengthentheapproachtoVFMatStockportHomesandbuildontheprevioussuccessesandachievements.

TheCouncilpaysaManagementFeetoStockportHomesfortheprovisionofservices.ThevastmajorityofthefeeispaidfromtheCouncil’sHousingRevenueAccount(HRA).TheFeefor2010-11is£22.601million.

TheManagementFeedoesnotincludesumsusedtofundcertainstrategichousingmonitoringandHRAadministrationcostsretainedbytheCouncil.WhiletheManagementFeeisthemainincomeforStockportHomes,Table1outlinesallincomeelementsforStockportHomes’activities.

IncomeStream 2010-11Allocation

(£’000)ManagementFeefromHRA 22,601GeneralFundContributions 320SupportingPeopleGrant 1,320Incomefromcustomersandmiscellaneous 2,600Capitalisedcosts(payablebySMBC/NewBuild) 1,217WaterCollectionIncome 467TOTALINCOME 28,525

2.Resources

2.Resources

StockportHomeswasallocated£105millionupto2010tobeusedforexpenditurerelatedtomeetingtheDecentHomesStandardwhichincludesanelement(5%)forcarryingoutworksthatassistwithimprovingthesustainabilityofpropertiesandestateenvironments.

Inaddition,theprogrammedeliveredandcontributedtothelongtermobjectivesofStockportHomes’AssetManagementStrategy.ThefundingstreamsfortheCapitalProgrammearedetailedinTable2.

Thesuccessoftheprogrammecanbedemonstratedinthefollowingtwotableswhichdetailtheperformanceanddeliverythathasbeenachieved.

Reachingthe100%decenthomesinJuly2010representsamajorachievementforStockportHomes.Thisachievementensuresthattheimprovementsinhousingassetscontributetothelongtermsustainabilityoflocalneighbourhoods.TherearearangeofadditionaladdedvaluebenefitsoftheProgrammewhichisdemonstratedinSection3ofthisPlan(seepage29).

2.2.3Capital

Table2– Fundingstreamsavailable

Table4– Decenthomesforecastto2010/11

Table3– DecentHomesPerformancetodate1

FundingSource 2009/10(£’000s)

2010/11 2011/12

CLGALMOFunding 26,199 16,622 TBCOtherSupportedBorrowing 754 754 754MajorRepairsAllowance(MRA) 7,869 7,828 8,015Adjustmentforprioryearoverspend (288) (235) TBCTOTAL 35,110 25,439 8,769

DecentHomesForecasts 01/04/09 01/04/10 01/04/11No.ofproperties 11,498 11,5032 11,495Stockreduction(includingRTB) 94 12 8Decenthomes 9,497 10,974 11,495Non-decenthomes 2,001 529 0%non-decenthomes 17 4.6% 0

2006-7 2007-8 2008-9 2009-10 July2010%Propertiesdecent 61% 75% 83% 95.4% 100%


2.Resources

1.BasedontheBestValuePerformanceIndicator(BV184)methodology.2.Thisfigureincludes17newbuildproperties.

2.2.4CapitalProgramme2010-11


Table5– 2010-11ProjectedCapitalProgrammeWorks andExpenditure

Followingtheattainmentofthestandard(July2010),detailedplansareinplacetokeepthestockuptotheminimumDecentHomesStandard.Thiswillbecomeincreasinglydifficultoverthemediumterm.Measuresareinplace,forexamplethroughthecontinuationofsmartercollaborativeprocurementandincreasingefficienciesgainedthroughresponsiverepairsserviceswhichwillallowadditionalfundstobere-directedasappropriateintoinvestmentactivity.However,theoutcomeoftheHRASubsidyReviewwilldeterminatetheamountofresourcesavailableforcapitalinvestmentinthefuture.

CapitalProgrammeWorks 2010-11ProjectedExpenditure£

Kitchenandbathroomreplacements 12,478,600Heatingreplacements(incl.districtandcommunal) 2,419,020Roofing 250,000Liftreplacement 1,820,000Rewires 609,206Sustainabilityworks 2,719,917Drainage 795,000Pre-paintpaintingandrepairs 546,373Overcladdingofnon-traditionalproperties 1,559,684Fireriskworks 734,010Miscellaneous 1,235,190TOTAL £25,167,000

StockportHomes’mainsourceofincome,theManagementFee,comesdirectfromtheHousingRevenueAccount.ThefinancingoftheHRAonanationalleveliscurrentlyunderreview.Thecurrentnationalsubsidysystem,themechanismthroughwhicheachindividualHRAhastowork,isout-of-date,basedonnotionalhistoricalfactors,andisrecognisednationallytobedefunct.Theresulthasbeenaproposalforaself-financingfuturefortheHRA,wherebyitwouldbelocallymanagedandcontrolled,producinganincreaseinavailableresources.ThefinaloutcomeofthispolicyproposalwillbeknownintheautumnandthereremainsoptimismthatthiswillofferasustainablefutureforthemanagementofCouncilhousinginStockport.

2.3 TheFuture–HRASubsidyReview

2.Resources

3. ContributingtotheWiderPrioritiesoftheBorough

3.1 Introduction

3.2 TheStrategicPartnership

TheStockportPartnershiphassevenstrategicpartnerships,describedinthediagrambelow.Housingisacross-cuttingthemerelevanttoallsevenstrategicpartnerships,andhasitsownoperationalpartnershipcalledtheStockportHousingPartnership.StockportHomesisrepresentedonseveralofthesepartnershipsincludingSaferStockportPartnership,StrongerCommunitiesPartnershipandtheEnvironmentalPartnership.TheoutcomescanbeevidencedinthefollowingsectionsontheCouncilPlanandtheHousingStrategy,whereStockportHomes’contributiontotheprioritiesisexplained.

TheStockportHousingPartnershipunitestheCouncilandthemainsocialhousingprovidersintheBorough,arepresentativeofwhichsitsontheStockportPartnershipBoardandisresponsiblefordeliveringmanyofthestrategicobjectivesrelatingtohousinginStockport.Theycollaboratetoensurethatbestpracticeissharedanddevelopmentopportunitiesaremaximised.

AsakeypartnerofStockportCouncil,StockportHomescontributesanddeliverstheCouncil’swiderstrategicobjectives.ThiscanbeevidencedthroughthethemedStrategicPartnerships,theCouncilPlanandtheHousingStrategy.

Stockport Partnership Board

Delivery Layer (operational partnerships)

Public Services Commisioners’ Co-ordiating Board

The Children’s

Trust Board

SaferStockport

Partnership

Stronger Communities Partnership

Stockport Health and Well-beingPartnership

EnvironmentPartnership

Stockport Economic Alliance

Stockport Learning &

Skills Partnership



TheCouncilPlansetsoutthestrategicdirectionfortheCouncilandprovidestheframeworktosupportthedeliveryoftheCouncil’skeyprioritiesandoutcomes.TheStockportCouncilPlan2010-11wasagreedattheCouncilMeetingon25February2010.PreviouslytheCouncilhadagreedtoalignitsprioritieswiththosesetoutinStockport’sCommunityStrategy-2020.ThisdecisionwasmadetoreflecttheCouncil’sleadershiproletheStockportPartnership.Therefore,StockportHomes’StrategicObjectivesandserviceimprovementsdirectlyaligntothewiderprioritiesofStockportasaBorough.

BelowarethenewprioritiesasdetailedintheCouncilPlan2010/11,highlightingwhereStockportHomescontributestowardstheCouncilPriorities.

CouncilPrioritiesStockport

Homescontributes

AThrivingStockport


¸

• AvibrantTownCentrecomplementedbyindividualdistrictcentreswhicharewellusedbyresidentsandwellservedbyretail,leisureandculturalfacilities.

• Aneducatedpopulationbenefitingfromhighqualityeducationalfacilities. ¸

• Anenterprisingculturewithahighlevelofinnovativebusinessstart-upsandsocialenterprisesbylocalpeopleandpartners.


• Cohesivecommunitieswherepeoplerespecteachother,andeveryonehassimilarlifeopportunitiesandagoodplacetolive. ¸

• Engagedcommunitieswhoareempoweredtoengageandmakeapositivecontributiontolocalwellbeing. ¸

• Lowcrimeratesmakingallourstreetssaferatanytimeofday.¸

• Communityprideworkingtogethertoensureeveryonefeelssafeandsatisfiedwiththeirlocalarea. ¸


3.2.1TheCouncilPlan


CouncilPrioritiesStockport

Homescontributes

AHealthyStockport

• Activepeoplewithlevelsofobesitywhichmaintaincurrentratesratherthancontinuingtorisetotheextentseeninpastdecades.

• Empoweredpeoplewhoaresupportedtomakepositivelifestylechoices,ultimatelyleadingtobetterhealthoutcomesforallStockportresidents.


• Peoplewithgoodemotionalandmentalhealthwhoareconfident,resilientandarewellsupportedbyfamily,friendsandservicestofacelife’schallenges.

AGreenerStockport


• Excellentparksandopenspaces.

• Asustainableapproachtothenaturalenvironment,improvingairquality,minimisingouruseofnaturalresources,andmaximisingrecycling.

• Goodconnectionswithexcellentpublictransportresultinginlesscongestion.

ThemanyvariedandpositivecontributesStockportHomesisundertakingtodeliverontheseCouncilPrioritiesisnowexplained.


¸

¸

¸

¸

¸


AThrivingStockport


• Aneducatedpopulationbenefitingfromhighqualityeducationalfacilities.

WorkingCommunities

Worklessnessamongstpeopleinsocialhousingisdisproportionatelyhigherthanothergroups.Therefore,StockportHomeshasbeenproactiveinthisareaofworkandnotonlyseetheirroleasalandlordbutpartofthebroadercommunityasawhole.StockportHomes’WorkingCommunitiesStrategyandassociatedActionPlanisaimedbothatpeoplewhohaveneverworked,andatpeoplewhohaveworkedinthepastbutarecurrentlyoutofwork.Thethreepriorityareasforactionare:• deliveratleastonethreemonthlongprojecttohelplongtermunemployedresidents

toaccesstraining,educationoremployment;• createeffectivelinkstoengageyoungpeopleinpositiveactivitiestoencouragethem

toachievetheirpotential,andworkcloselywithagenciesthatpromotepeoplefromunder-representedgroupsandencourageapplicationsforemployment;and

• enhancerecruitmentandselectionprocesstomakeemploymentopportunitiesmoreaccessible.

SeeSection4,page48,table9formoredetailonperformanceindicatorsandtargetsforsupportedemployment.

StockportHomeshasinvestedinarangeofinitiativestosupportcustomers,particularlyforthosemostatriskofexclusion,suchasex-offendersorpeoplewhoarehomeless.Projectsinclude:

• touch-screentechnologyforcustomerstolinkdirectlytojobhuntingwebsites;• comprehensiveresourcepacksforstaffandliteratureforcustomerstoadviseonthe

opportunitiesandresourcesavailable;• specialistagenciesworkingwithresidentsintemporaryaccommodationschemes;• adedicatedEmploymentSupportOfficerproactivelyaccessingandsupporting

customers,whohasassistedover100customerssinceOctober2009inaccessingeducation,employmentortrainingopportunities;and

Afutureprojectfor2010-11includesthedevelopmentofvolunteeringopportunitiesforcustomersacrosstheorganisation,enablingactiveengagementinservicedeliveryandopportunitiestodevelopskillsandsoemploymentopportunities.

StockportHomes’ResettlementServicesupportsvulnerablehouseholdstoexploreand

Continued


accessarangeofeducationalandemploymentopportunities,addressingthespecificbarriersthatmightbepreventingsuchhouseholdsfromsecuringemploymentandidentifyinganddeliveringthepracticalandemotionalsupportthatwillovercomesuch.Thisisacrucialelementofthesupportplanningprocess.

AnEducatedPopulation

AnEducationalOfficerbasedintheAnti-SocialBehaviour(ASB)TeamworkswithschoolsandotherestablishmentstodeliverawarenessraisingsessionsonthethemesofpreventingASBaswellasraisinghomelessnessawarenessandthepracticalitiesofsettingupahome.TheOfficerhasworkedwithpupilsfromTheAceProject,HighfieldsSchoolforexcludedchildren,StockportConnexions,WernethSchool,OffertonSchoolandReddishValeTechnologyCollege.ManyofthepupilswhohavetakenpartarethemostdisaffectedyoungpeoplefromStockportCouncils’PriorityOneareas.Over70lessonshavebeendeliveredtodate,whichhaveincreasedtheawarenessofthenegativeoutcomesassociatedwithengaginginASB.

ThroughtheprocurementmethodsadoptedindeliveringtheDecentHomesProgramme,twoapprenticeshavebeenemployedperevery£1mspent.TheapprenticesincludepeoplefromtheNotinEmployment,EducationorTraining(NEET)group,whichprovidesacareerpathforsomeofthemostdisadvantagedyoungpeopleinStockport.

Workfor2010/11isplannedwiththeBrinningtonEducationalAchievementPartnership(BEAP).ThepartnershiphasarangeofdedicatedstaffineachoftheschoolswhohelptolinkthecommunityandtheschoolstomakesurethatallyoungpeopleinBrinningtonachievetheirfullpotential.SchemeswillberunduringtermtimeandthroughtheschoolholidaysaroundpertinentissuesincludingASB,homelessness,socialinclusionandenvironmentalsustainability.StockportHomes’EducationalOfficerparticipatedintheBEAP’s“GirlsAllowed”projectinsummer2010.Thisgavetheopportunitytotarget15ofthemostdisaffectedyoungwomeninthearea.Othersimilarschemesforyouthsintheareawillbepilotedwhichwillprovidefurtheropportunitiestoaddressimportantissueswithlocalyoungpeople.





• Cohesivecommunitieswherepeoplerespecteachother,andeveryonehassimilarlifeopportunitiesandagoodplacetolive.

• Engagedcommunitieswhoareempoweredtoengageandmakeapositivecontributiontolocalwellbeing.

• Lowcrimeratesmakingallourstreetssaferatanytimeofday.• Communityprideworkingtogethertoensureeveryonefeelssafeandsatisfiedwith

theirlocalarea.

TacklingASB

StockportHomesisastrategicpartnerontheSaferStockportPartnershipandwillcontinuetoworkwiththePartnershiptosupportdeliveryofjointambitionsandpoolingresourceswhereappropriate.AsasignatorytotheRespectStandard,StockportHomesservicesaredeliveredinlinewiththis.StockportHomes’Anti-SocialBehaviourStrategyhassixmainaimsandtheStrategyActionPlanaimstoensuretheseareachievedby:

• IncreasereportsofAnti-SocialBehaviourtoStockportHomes;• ImproveandincreasepublicityoftheASBservice;• ImplementeffectivemeasurestopreventCrimeandASBinyoungpeople;• Increasethelevelsofreportingofhatecrime,racialharassmentanddomesticabuse;• ImprovecustomerconfidencethatStockportHomesiscommittedtopreventingand

tacklingASB;and• ImprovesupportpackagesavailableforvictimsandwitnessesofASB.

ThecontinuingprioritytotackleAnti-SocialBehavioureffectivelyandthediverseandcontinuouslyexpandinglegal,regulatoryandpartnershipenvironmentswithinwhichStockportHomesoperate,makeitevermoreimportantthattheorganisationisequippedwiththenecessaryknowledge,skillsandconfidencetoprovideaqualityservice.ForthisreasonStockportHomesisacorporatememberoftheSocialLandlordsCrimeandNuisanceGroup(SLCNG),theUK’sleadinghousingbasedorganisationspecialisingindeliveringeffectivesolutionstoAnti-SocialBehaviour.Benefitsofmembershipareto:

• SharebestpracticeontacklingAnti-SocialBehaviour;• Influencenationalpolicyandpractice;• Driveperformancemanagementandimprovement;• AssisttheprofessionaldevelopmentofASBstaff;and• Promotepracticalandeffectivejointworking.

Futureprojectsfor2010/11includetheintroductionofaRestorativeJusticeScheme,a“FootballintheCommunity”eventduringtheschoolholidaysprovidingdiversionaryactivitiesforyoungpeople,anASBconferenceforcustomerstoraiseawarenessofwhatStockportHomesandpartneragenciescandototackleASBandaseriesof“StockportIntensivePartnershipSweeps”(SIPS)inpriorityareastacklingissuesofenvironmentalcrimeandASB.

Continued



StockportHomes’ResettlementService,inconjunctionwiththeChildrenandYoungPersons’Directorate,hasrecentlysecuredfundingfromtheChallengeFundtodeliveraFamilyInterventionProjectwhichwillworkintensivelywithfamiliesexhibitingseriousandsustainedAnti-SocialBehaviour.TheprojectiscurrentlybeingimplementedandwillrununtilMarch2011.

EngagedNeighbourhoodsandSubstantiality

Aspartofcommitmenttodevelopingsustainableneighbourhoods£150,000hasbeensetasidetosupportanddevelopprojectsandactivitiesthatsupportwidersocial,economicandenvironmentalissues.ThisincludesprojectstosupportindividualASBcases(forexamplemakingphysicalimprovementstothepropertytomakethepersonfeelmoresecure)andprojectstosupporthotspotsinneighbourhoods.ProjectsdeliveredincludepartnershipworkwithGreaterManchesterPolicetoaddressissuesofillegalmotorcycling,alend-a-camscheme,projectslinkedtodiversionaryactivitiesforchildrenandyoungpeopleandenvironmentalcampaignsdeliveredinpartnershipwithKeepBritainTidyandtheNorthWestLiveabilityCampaign.

Inspring2010StockportHomes’CommunityFundwaslaunchedtoenableresidentsandcommunitygroupstoapplyforfundingtosupportneighbourhoodactivities,eventsandimprovementsintheirneighbourhoods.Anannualbudgetof£35,000issetasideandprojectsapprovedtodateincludesupporttoalocalcubgrouptoprovideactivitiesforchildrenandthepurchaseofnewequipment,andarangeofeventsandactivitiesforolderresidentslivingintheTownCentre.Afurther17bidshavebeenreceivedfromlocalgardening,dance,familyandchildrengroupstosupportdevelopmentofaecogarden,provisionofgardentools,playequipmentandarangeofactivitiesandevents.

TheEstateImprovementBudgetisanannualprogrammeof£400,000whichisavailableforcommunityledphysicalregenerationprojects;deliveredinpartnershipwithcustomersandkeystakeholdersacrossneighbourhoods.Customershaveidentifiedarangeofprojectstoaddressissuesthataffecttheirqualityoflife,includingimprovementstolandscapeareas,providenewfencing,lighting,andaccessimprovements.WorkingwiththelocalNeighbourhoodHousingOfficers,customersareinvolvedinthedesignoftheschemeandultimatelythedecisionastowhichprojectsaredelivered.

LowCrimeRates

Supportingthedrivetoreducere-offending,StockportHomesjointlyfunds(withProbationandSupportingPeople)adedicatedofficerworkingtoresolvehousingdifficultiesandhomelessnessforoffenders.InadditiontoworkingwithlocalprisonsandtheYouthOffendingService,thisworkeristhehousingelementofthemulti-agency‘Spotlight’initiativetargetinghighriskandprolificoffenders.ThisworkhassupportedSpotlightinachievinga38.5%reductioninre-offendinginrelationtothistargetgroup.Over300offenderswereassistedwithhousingissuesin2009-10,with80securingaccommodation,themajoritywithongoingsupport.

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StockportHomessupportsaSocialEnterpriseinitiativeinvolvingsixPriority,ProlificOffenders(PPOs)toworkonvoidclearances,kitchenandbathroomremovalandexternalworks.ThesixmonthsecondmentofPPOsleadstopermanentemploymentwithotheremployersandapathforthepeopletolearnatradeandbetrainedtoNVQlevel2.Oncethepilothasbeenfullyreviewed,theongoinggrowthopportunitieswillbeexplored.LinksthroughtothreeprisonsintheNorthWestarefacilitatedthroughtheProcurePlus(formallyknownasGMProcure)consortiumandindividual“routestowork”aredevelopedincludingtheprovisionofpersonalmentoringandtoolkitstoeachnewtrainee.

CommunityPride

Estatewalkaboutsencouragecustomerstotakeownershipandasenseofprideintheirneighbourhoods.Throughouttheyear,regularestatewalkaboutshavebeenheldacrosstheBorough,tohelpidentifyissuesthatimpactonthequalityofthelocalenvironment.Partnersincludingthelocalpolice,EnvironmentalServicesandCouncillorshaveattendedandarangeofissueshavebeenidentifiedasareasforimprovementfromfly-tipping,Anti-SocialBehaviour,streetlighting,graffitiandrepairs.Allissuesidentifiedareloggedandactionedandcustomersprovidedwithdetailsoftheactionstakentoaddressparticularissues.

SupportingRefugees

StockportHomeshasworkedtosupportcommunitycohesionbyfacilitatingtheintroductionofEnglishlanguagecoursestorefugeesandotherswhodonotspeakEnglishasafirstlanguage.TemporaryAccommodationSchemespromotediversityandinclusion,helpingnewresidentstosettleintotheirnewcommunities.Promotionalmaterialseekstodispelmythsaroundrehousing,suchasprioritybeinggiventoimmigrants.

WaterRateCollection

StockportHomescontinuestocollectthewaterchargesonallitstenantsonbehalfofUnitedUtilities.ThisresultsinextraincomeforStockportHomesascommissionforcollectionisre-investedtoimprovethequalityofservicesdeliveredtocustomers.StockportHomesworkswiththeCounciltodeterminehowtheextrarevenuewillbere-investedwithparticularemphasisonsupportingtheprioritiesintheCouncil’sNeighborhoodRenewalStrategy.Ascollectionperformanceimproves,associatedsurplusareexpectedtoincreasebringingfurtheropportunitiestoprovideserviceswhichwouldnothavebeenpossiblefromthenormalManagementFee.Keyoutcomestodateinclude:

• CustomershaveaccesstoadedicatedCitizensAdviceBureauDebtAdvisertoprovideconcertedsupportto200customerswithmultipleandcomplexdebts.In2009/10fromthe208referrals,£139kworthofnon-prioritydebthasbeenwrittenoffand£116kworthofadditionalbenefitsecuredforCounciltenants.

Continued




• AWaterMeteringProjectOfficerhasbeenappointedandhasfacilitatedareductioninwaterchargesfor135customerstotalling£12,351.Afurther15customershavebeenassistedtosuccessfullyclaim£4,461ingrantsfromtheUnitedUtilitiesTrustFund.

• AppointmentofadedicatedEmploymentSupportOfficer(seepage17,WorkingCommunities,formoredetail).

• Two‘SuccessfulTransitions’courseshavebeencompletedwithGroundworktoincreaseskillsandconfidenceforlongtermunemployedcustomerslivinginBrinnington.AsecondcoursefromJanuarytoApril2010had12participants.Todate,threehavesecuredpaidplacementswithStockportHomesandonehassecuredpaidemploymentelsewhere,withseveralothersmovingintoqualificationstrainingorvoluntarywork.Furthercoursesareplannedin2010/11.

• TheappointmentofanEducationalOfficerbasedintheAnti-SocialBehaviourTeam,hasenabledStockportHomestoworkwithprimaryandsecondaryschools.MuchoftheworkhasfocusedonactivitiestoreduceAnti-SocialBehaviouraswellasraisinghomelessnessawarenessandthepracticalitiesofsettingupahome.ThefocuswillbeonPriorityOneareas.

• WelfareRightsattheCouncilhavecreatedanadditionalposttoenableeffectivetargetingofcustomerslivinginpriorityareas.Thispostcontactscustomersdirectly(e.g.facetofacehomevisits)andgivesadviceandassistancetohelpwithanybenefitmaximisation.Todatetheposthasattractedanadditional£100kwelfarebenefitsforcustomers.ThesebenefitsgainsareinadditiontothosesecuredthroughtheexistingservicecontractwithCAB.


AHealthyStockport


• Peoplewithgoodemotionalandmentalhealthwhoareconfident,resilientandarewellsupported.

AllOurTomorrowsStrategy

TheAllOurTomorrowsStrategywasdevelopedbyStockportCouncilandrelevantagenciesincludingStockportHomeswhowillcontinuetoplayanimportantroleinitsimplementation.ThestrategyaimstoimproveallaspectsofthelivesofolderpeopleintheBorough.StockportHomesnotonlywillprovidehousingrelatedservicesbutinpartnershipwithotheragencieswillhelpdelivertheotherkeyprioritiesofthestrategysuchashealthandwellbeing,strongerandsaferneighbourhoods,gettingoutandabout,providinginformationandengagingwitholderpeopletomaximisetheireconomicaspirationsandincome.

SupportingIndependence

CarecallprovidesaTelemonitoringandMobileWardenResponseservice24/7/365tobothvulnerableandolderresidentsofStockport.TheteamworkinpartnershipwithStockportCouncilontheSafeatHomeschemeprovidinganenhancedservicetothoseresidentswhoareassessedasbeinginahigherdependencyneed,butstillwantingtoremainindependentintheirownhome.AnewthreeyearservicecontractwasagreedbetweenStockportHomesandStockportCouncilinApril2010.InMarch2010,CarecallachievedaccreditationtotheTelecareServicesAssociationCodeofPracticeforallservicesprovidedandatthetimeoftheaward,theywereonlyoneofsevennationallytoreceivetheawardforallservicesprovided.CarecallareinvolvedinthepartnershipfortheStockportCouncilTelehealthcareBoardStrategywhichwillprovidedirectionforthedevelopmentofassistivetechnologywithintheBorough.

TheShelteredHousingTeamatStockportHomesmanagestheninetraditionalandoneExtraCareSchemebasedwithintheBorough.TheExtraCareSchemewaslaunchedinMay2009throughpartnershipworkingwithStockportCouncil,theDepartmentofHealthandStockportHomes,undertheGovernment’svisionofprovidinga‘homeforlife’.Theseschemesnotonlyprovideservicestoresidents,buttothewidercommunityintermsofholdingregulareventssuchas‘HealthyLivingOpenDays’atalltheschemeswheretenantsandlocalresidentshavebeenabletohavehealthchecks,learnabout‘cookingforone’andmeetlike-mindedpeopletoformrelationshipstocombatisolation.

HomelessnessStrategy

Havingledon,andbeenthemaindeliveryvehiclefortwopreviousHomelessnessStrategies,StockportHomesisnowformulatingthethird.Homelessnesshasmanycausesandimplications,butincludessignificantimpactsonhealth,

Continued



especiallymentalill-health.Thenewstrategywillincludeafocusontheseissues,aswellascontinuingastronglyalignedthemearound‘promotingindependence’whichhasbeencoretomuchoftheworkofthehomelessnessservicesprovidedbyStockportHomesformanyyears.Thereismuchevidenceofsuccess,suchasinthezeroreturnforrepeathomelessness.

SupportingVulnerableHouseholds

TheResettlementServiceprovidesindividual,tailored,floatingsupportservicestoarangeofvulnerablehouseholdsthroughouttheBorough,supportingsuchtoaccessappropriateaccommodation,set-uphomeandsustaintheirtenanciesonalong-termbasis.

Priortotheestablishmentoftheservice,vulnerablehouseholds(includingthosethatwerehomeless)oftensecuredtenanciesbutdidnothavethenecessaryskillsnorsupporttosustainsuch.Thisledtosuchtenanciesinevitablybreakingdownandhouseholdsfindingthemselveshomelessagain.Theservicesuccessfullysupportssuchhouseholdstogaintheskillsandknowledgetomaintaintheirtenancysuccessfullyonalong-termbasis.In2009/10atotalof322householdswereprovidedwithafullResettlementServicei.e.weeklyvisitstoservice-usersintheirownhomes.

AdaptationsService

StockportHomes’AdaptationsServicedeliversarangeofminorandmajoradaptationstoenabletenantswithdisabilitiesandhealthproblemstomaintaintheirindependencewithintheirownhomes,ensuringthatpropertiesdonotbecomedisablingenvironmentsandthattenantswhoarelessmobiledonotbecomesociallyisolated.Thebudgetforthedeliveryofadaptationshasincreasedyearonyeartomeetincreaseddemand;for2010/11thebudgetisjustover£814KandadditionalprovisionfoadaptationshasbeenmadewithintheDecentHomesCapitalBudget(£400k).

TheServicehasrecentlyundergoneacomprehensiveBestValueReviewinvolvingarangeofofficers,stakeholdersandservice-userswhichhasevaluatedallaspectsofservicedelivery.Aseriesofimprovementshavebeenimplementedincludingathree-tiertargetsystemforthecompletionofadaptationswhichmirrorspriorityawardedatassessment,increasedpublicityoftheservice,explorationofprocurementopportunitiesbypoolingpurchasingrequirementswithStockportCouncilandtheemploymentofanOccupationalTherapistatStockportHomes.



AGreenerStockport


• Excellentparksandopenspaces.• Asustainableapproachtothenaturalenvironment,improvingairquality,

minimisingouruseofnaturalresources,andmaximisingrecycling.

EnvironmentalPartnership

StockportHomesisastrategicpartnerontheCouncil’sEnvironmentPartnershipandworkswithkeyservicestoimplementarangeofcleaner,greenerandsaferprojects.StockportHomesisamemberoftheNorthWestLiveabilityFoundationProgrammeandisworkinginpartnershipwithKeepBritainTidy,theNorthWestImprovementandEfficiencyPartnershipandStockportCounciltodriveimprovementsinlocalenvironmentalquality.

WorkinginpartnershipwithStockport’sEnvironmentalServices,areviewofexistingandpotentialareasforrecyclingfacilitieshasbeencarriedoutacrosstheBorough.Inadditionlocalareahousingteams,inpartnershipwithStockportCouncil,GreaterManchesterPoliceandpartnersincludingPureCafé,theMessageTrustandKeepBritainTidyhaveheldjointcommunitycleanupeventswithcustomers,childrenandyoungpeopletoraiseawarenessoftherecyclingandenvironmentalissues.

DeliveringAffordableHomes

StockportHomes’statusasadevelopmentpartnerwiththeHomesandCommunitiesAgency(HCA)providesagreatopportunityfortheCounciltoembarkuponasignificantnewbuildprogrammeforthefuture.ThisisapriorityobjectivewithintheHousingStrategy(seepage27formoredetail).

EnergyEfficiency

StockportHomeshasadedicatedClimateChangeStrategywhichsetsoutnewinnovatingwaysofgeneratingenergy,addresswasteandwaterminimisationandimplementenvironmentprotectionmeasures.TheClimateChangeStrategywasintroducedin2010andrunsuntil2015.Duringthisperiodtheaimsofthestrategywillbecarefullymonitoredtoensuresuccessfuldeliveryoftheobjectivescontainedwithintheactionplan.Keymeasuresfromthestrategyaredetailedbelow.

StockportHomesplayakeyroleinreducingfuelpovertyintheBoroughandparticularlyamongstStockportCounciltenants.ThepromotionofenergyefficiencyintheBoroughissharedbetweentheCouncilandStockportHomes.StockportHomessupportthedeliveryoftheClimateChangeProgrammeandtowardstheNationalIndicatorNI1851inreducingCO2emissions.StockportHomeshavesetaninternaltargetofreducingCO2emissionsby15%overthenextthreeyears.

Continued




StockportHomeswillexploretheopportunitytousemorerenewableenergywhereappropriateandreduceenergyconsumptionwithinitsneighbourhoodssuchasreviewingthereplacementofexistingboilerplantwithBiomassboilersanditsenergysources/tariffsoncommunalareas.

StockportHomesarecurrentlydevelopinganEnvironmentalManagementSystem(EMS)toISO14001standard.Onceimplemented,thisEMSwillprovideastructuredapproachtoenvironmentalprotectionwhiledemonstratinglegalcomplianceandcommitmenttoreducethenegativeimpactsontheenvironment.

StockportHomesareafoundermember,alongwithotherALMOsandRSLs,oftheHorizonEnergyCoop(HEC).Thisnewlyformedco-operativewillworktosharebestpracticeandinnovation,provideasinglevoicefornegotiationswithutilitycompaniesforfunding,andofferfinancialbenefitswiththescalesofmassprocurementforrenewabletechnologies.

Tohelpcustomersmaximisetheirincome,StockportHomes’EnvironmentalOfficercarriesouthomevisitstoprovideenergyawarenessadvice.ThisservicewasintroducedinMarch2010,thereforeitistooearlytomeasureoutcomes,howeveritisanticipatedthiswillleadtoareductionincustomers’utilitybills.

ParksandOpenSpaces

AsaleadmemberofStockport’sPlayPartnership,StockportHomeshassupportedthedevelopmentof11newplayareasandsupportedarangeofplayanddiversionaryactivitiesacrosstheBorough.Thisincludesannualfundays,footballtrainingandtournaments,miniOlympics,EasterandChristmasactivitiesandadreamschemeproject(BringitonBrinnington)aimedtoencouragechildrentoactivelytakepartinimprovingtheirlocalneighbourhood.SuccessfulfundingbidstotheBigLottery(£140k)PlayBuilderprogramme(700k)andProcurePlus(97k)helptobuildandprovideactivitiesforchildrenofallages.Afurthersixnewplayareashavebeenidentifiedforimprovementduring2010-11.



TheCouncilplacessignificantimportanceonprovidinggoodqualityhousingchoicesforresidents,andconsidersitessentialtosetstrategicobjectivestoachievethis.‘AGoodPlacetoLive’,theStockportHousingStrategyfor2010/15aimstoachievethis.Thevisionforthestrategyisasfollows:

“ToensurethateveryonehasaplacetoliveinStockport:• Thattheychoosetolivein.• Thatisingoodcondition.• Inwhichtheyfeelsafe.• Thatcontributestowardskeepingthemhealthy.• Thatachievesaslowacarbonfootprintaspossible.• Thattheycanaffordtolivein.• Inwhichtheyfeelpartofthecommunity.• Inwhichpeoplegetappropriatesupporttobeabletoliveindependently,successfully,

iftheyarevulnerable.• Wheretheycanaccesstheamenitiestheyneed.”

Inordertoachievethisvision,improvementwillbedeliveredthroughpriorityobjectivesassummarisedbelow.

AGoodPlacetoLive–PriorityObjectives

Quantity

1. Tomeettheneedandaspirationsforaccommodation,deliverchoiceandfacilitateeconomicgrowth.

2. Toprovidemoreaffordablehousing.

Quality

3. ToimprovetheconditionofhousingintheBorough.4. Tofacilitateregeneration,improvementandinvestmentintargetedneighbourhoods.5. Toprovidemoresustainablehousing.

People

6. Toprovideaccommodationchoiceandtohelptomatchtheneedandaspirationsofresidentstothehousingoffer.

7. Toensurethatequalityanddiversityisintegraltoallservicedelivery.8. Toensurethatcommunityengagementisintegraltoallservicedelivery.9. Toensurethatsocialinclusionisintegraltoallservicedelivery.


3.2.2TheHousingStrategy:AGoodPlacetoLive


Quantity

1. Tomeettheneedandaspirationsforaccommodation,deliverchoiceandfacilitateeconomicgrowth.

2. Toprovidemoreaffordablehousing.

AllocationsPolicy

TheframeworkforprioritisingapplicantsfortheCouncil’ssocialhousingisamendedonaregularbasisandparticularlyrecentlyinresponsetonumerouslegislativechanges.TheBoroughwasanationalpilotinlookingatalternativestothetraditional‘waitinglist’andintroducedHomechoice,achoice-basedlettingsservicewhichisnowamodelcommonplaceacrossthecountryandisahugestepforwardintermsofallowingcustomerstoexpresschoice.Stockport’ssystemwasidentifiedaspositivepracticeintherecentAuditcommissionInspection.

NewguidancenownecessitatesanoverhaulofthelettingssystemandsoonbehalfoftheCouncil,StockportHomesisworkingwithCouncilcolleaguesonalargescaleprojectofconsultationandreviewoftheAllocationsPolicytobecompletedduring2011.Implementationwillcommenceonceexecutiveapprovalhasbeengiven,withdeliverydependentonthescaleofsystemre-engineeringrequired.

MaximisingStockStrategy

AssociatedwiththeAllocationsPolicy,anddevelopingconcurrently,aMaximisingStockStrategywillbringtogetherarangeofissuesandsolutionstohelpmakebestuseoffiniteresourcesandimprovetheoptionsavailabletoresidents.Thisincludesareviewofpoliciesandpracticesaroundunder-occupationandovercrowding.StockportHomesalreadycurrentlyprovidesapopularincentiveschemeencouragingthoseunder-occupyingaccommodationtodownsizeandthiswillbereviewedformaximumeffect.

AgeRestrictionReductionStrategy

Integraltotheabove,accesstopropertiesissignificantlylimitedbythehighlevelandwidespreaduseofagerestrictionsattachedtopropertiesthat,ineffect,preventtherehousingofthoseunder40yearsofageinmanyareasofStockport.AprojectisunderwaytoreviewtheAgeRestrictionStrategywiththeambitionofremovingmostagerestrictionsoverthelongertermexceptthosedesignatingaccommodationforolderpeopleinneedofsupport(suchasshelteredor‘group’schemes).

AsdemonstratedwiththeCouncilPlan,StockportHomesplaysakeyroleindeliveringtheseobjectives.Thisishighlightedinthebelowsection.



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AffordableHousing

In2008StockportHomesbecameapartneroftheHCA.Followingtheawardofpartnershipstatus,StockportHomessuccessfullybidforgrantfundingthroughNationalAffordableHousingProgramme(NAHP).ThishasonlybeenpossiblewiththefullsupportofStockportCouncil,supplyinglandatnilvalueandallowingStockportHomestoaccessprudentialborrowing.TodateStockportHomeshasreceivedgrantfundingfromtheHCAforthreeprojectsincludingLanternClose,MarlhillCloseandMendipClose.

LanternCloseisaschemeof17familyhomesforrentlocatedintheBrinningtonareaofStockport.Theprojectcomprises3x2bedbungalows,1x3bedfullywheelchairaccessiblebungalows,1x4bedfullywheelchairaccessiblebungalow,4x2bedhouses,6x3bedhousesand2x4bedhouses.Thescheme,completedinFebruary2010,wasdesignedtomeetlevelthreeofthecodeforsustainablehomesandthePoliceFlagshipScheme–SecureByDesign.

MarlhillCloseandMendipClosearetwoschemeswhicharecurrentlyinprogressandareduetocompleteinFebruary2011.Bothsiteswereformallyshelteredhousingschemeswhichweredemolishedastheywerefailingtomeettheneedsofcustomers.MarlhillCloseisaschemeof7x3bedhousesand2x4bedhouseslocatedinOfferton.MendipCloseisaschemecomprising2x2bedfullywheelchairaccessiblebungalows,5x2bedhousesand2x4bedhouses.BothschemeshavebeendesignedtomeetLifetimeHomes,astandardforaccessibilityandflexibilityaswellasSecureByDesign.Bothprojectsmeetlevel4oftheCodeforSustainableHomeswhichisabovetheminimumrequiredstandard.

Itisanticipatedthatafurthertwoprojectswillbefundedduring2010/11,WillowAvenueandBidefordRoad.WillowAvenueisagaragesiteinCheadleHulmeandtheschemewillcomprise8x3bedhouses.BidefordRoadisalsoagaragesitelocatedinOffertonandincludes4x3bedhouses.Bothprojectswillmeetlevel4ofthecodeforsustainablehomes.Thisisanestimatedprojectiononlyasgrantfundingfor2010/11iscurrentlyonholdpendingdecisionsbycentralGovernment.

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Table7showsthetargetssetforNI155(NumberofNewAffordableHousing)aslistedinStockportCouncil’sPlan2009-12.ThetableshowsStockportHomes’contributiontothesetargetstodateasnumbersofunitsandasapercentage,demonstratingthepositivecontributionStockportHomesisdeliveringonbehalfoftheCouncil.

Table7

2008/9(Baseline)

2009/10(Target)

2010/11(Target)

2011/12(Target)

Stockport(units)

146 100 120 120

StockportHomes(units)

0 17 18 TBC

StockportHomes(%)

0% 17% 15% TBC



NewBuildProject

No.units 2008/9Grant

Received

2009/10Grant

Received

2010/11Anticipated

Grant

2011/12Anticipated

GrantLanternClose 17 £612,000 £408,000 0 0MendipClose 9 0 £439,000 £146,000 0MarlhillClose 9 0 £439,000 £146,000 0BidefordRoad 4 0 0 £130,000 £130,000WillowAvenue 8 0 0 £260,000 £260,000TOTAL 47 £612,000 £1,286,000 £682,000 £390,000

Table6:NewBuildunitnumbersandgrantfundingreceipts

DecentHomesPlusStandard

TheDecentHomesStandardisaminimalstandard.StockportHomestakestheviewthatahigherstandardisrequiredtomeetcustomerexpectations.Throughconsultationwithcustomers,StockportHomeshaveadaptedaDecentHomesPlusStandard.Thisincludes,amongstothers,theprovisionofshowersasstandardaspartofthebathroominstallation,floorandwalltiling,fullredecoration,smokealarmsasstandard,securebydesigndoorsanddoubleglazedwindowsandadditionalsockets.Aswithallelementsoftheprogramme,thecustomerisofferedachoiceofcomponentswhereverpossible.Theseprojectshavehelpedtoimprovethequalityoflifeforcustomersandaddressmanyofthesafer,cleaner,greenerissues.TheProgrammehasbeentargetedtoaddressthegreenagendaandfuelpoverty.Examplesofthetypesofworksinclude:

• ThefinishingofthewindowanddoorreplacementprogrammewherePilkingtonKGlass(lowemissivitycoatedenergyefficientglass)hasbeenused.

• Thecontinuationoftheover-claddingworkstothemulti-storeyblocksandnontraditionalproperties.TheseworksreflecttheaspirationsoftheClimateChangeStrategy.

• Thereplacementofroofswhichhavereachedtheendoftheirdesignlife,thisincludedtheupgradingofloftinsulationtoaminimumof250mmthickness.Upgradingtheloftinsulationcanprovidesavingsupto£100peryearwithapaybackofbetweentwoandthreeyearsforatypicalthreebedroomsemidetached.

• Thereplacementofexistingbackboilerswithcondensingboilers,whichprovidea33%improvedseasonalefficiency.

Theenergyefficientmeasure,carriedoutaspartoftheDecentHomesPlusProgramme,hashadamajorimpactonthethermalcomfortofStockportHomes’customers.SincethestartoftheProgrammeayearonyearimprovementinSAPratingshasbeenrecordedwitharatingof80beingachievedin2009/10,thisrepresentsthesecondhighestaverageratingforanyALMOinthecountry.

Continued

Quality

3. ToimprovetheconditionofhousingintheBorough.4. Tofacilitateregeneration,improvementandinvestmentintargetedneighbourhoods.5. Toprovidemoresustainablehousing.



SustainableNeighbourhoods

ToprovideaneffectiveandsustainableapproachtoaddressinginequalitieshighlightedintheNeighbourhoodRenewalStrategy,StockportHomesistakingtheleadondevelopinganeighbourhoodmanagementmodelinBrinningtonandOfferton.TocomplementtheneighbourhoodmanagementapproachStockportHomeshasdeveloped17NeighbourhoodActionPlans.Eachplanhasbeendevelopedinconsultationwithcustomers,partnersandstaffandsuchissuesasthelocalenvironment,communitysafety,worklessness,financialinclusionandaccesstosafeplayfacilities,allofwhichhavebeenidentifiedasimportantissuesinhelpingtoensurethelongtermsustainabilityofneighbourhoods.

StockportHomeshasdevelopedNeighbourhoodPlansinconsultationwithcustomersandkeypartners.ThesebringtogetheridentifiedissuesandsolutionsintoonecohesiveplanenablingpooledresourcesandjointworkingtodeliversharedobjectivesinlinewiththeCouncil’sneighbourhoodrenewalthemes.



People

6. Toprovideaccommodationchoiceandtohelptomatchtheneedandaspirationsofresidentstothehousingoffer.

7. Toensurethatequalityanddiversityisintegraltoallservicedelivery.8. Toensurethatcommunityengagementisintegraltoallservicedelivery.9. Toensurethatsocialinclusionisintegraltoallservicedelivery.

Diversity

StockportHomeshasclearstrategiesforCustomerAccessandEqualityandDiversity.ThestrategiesandaccompanyingactionplanswerecreatedinconsultationwithcustomerstoensuretherearenobarrierstocustomersaccessingStockportHomes’servicesandopportunities.StockportHomesstrivestoidentifyitscustomers’needsandprovideavarietyofwaystoaccessservicesincludingpromotingaccesstoservicesinarangeofformatsandlocationsandcontinuallymonitoringandimprovingcustomeraccess.AllServiceManagersreceiveregularcustomerprofileinformationtoenableservicestobeshapedtomeetthechangingneedsofthepopulation.

CustomerInvolvement

CustomerinvolvementisattheheartofeverythingStockportHomesdoes.Whilstthereisadedicatedcentralisedteam,customerinvolvementisseenasallstaff’sresponsibility.ThereisacomprehensiveCustomerInvolvementStrategywhichsitsalongsidethePartnershipAgreementwhichhasrecentlybeenreviewed.ThiswaspartofthesuccessfulbidasapilotforTenantServicesAuthority(TSA)LocalStandards:TenantEmpowerment.Thereisanembeddedvisionforcustomerinvolvementandamenuofinvolvementissetoutintheleaflet‘YourHome,YourVoice,YourChoice’.

TheCustomerActionGroups(CAGs)continuetobeinstrumentalindevelopingserviceimprovementsandarereviewedonanon-goingbasis.RecentimprovementsincludetheintroductionofanASBCAG,creationofaLeaseholderandShelteredHousingForumandthecreationofaScrutinyPanel,whichisStockportHomes’approachtotenant-ledself-regulation.ThePerformanceCAGisresponsibleformonitoringcorporateperformanceandreceivesregularreportsoncomplaints,servicestandards,customerprofilingandtheBalancedScorecard.

AreaForumsareopentoallcustomersandarethedecision-makingbodyfortheallocationofEnvironmentalImprovementsBudget(EIB),theymonitorperformanceoftheHousingManagementServiceandthedeliveryofthecapitalprogrammeandreceiveinformationandfeedbackonarangeofissues.

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StockportHomeshaveinvolvedmysteryshoppersandcustomerinspectorsforanumberofyears.Re-launched,theQualityPanelisanumbrellagroupofcustomerinspectorswhoundertakeinspectionsofservicesusinganumberofmethodsincludingmysteryshopping,realitychecksandpeerreview.Servicesrequiringinspectionarechosenbythepanelanddetailedinaforwardplan.Customerinspectorsreceivefulltrainingandinspectionsarecarriedoutatatimeconvenienttothem,supportedbytheServiceManagerandtheCustomerInvolvementTeam.Followinganinspection,anactionplanisproducedandrecommendedimprovementsaremonitoredbytheQualityPanel.

The“SkillsforLife”customertrainingprogrammehasprovidedfreetrainingto179customersovertheyear(2009/10),withcourses(somecertified)rangingfromadultliteracyandnumeracytohealthycooking,DIYskillsandvisitstoanEcoHome.Theaveragescoreof96%forsatisfactionlevelswithcoursesisasignificantendorsementoftheprogramme.Costsareminimisedbytheuseofinternalvenuesandtrainerswherepossible,openingupcoursestootherorganisationsandthroughpartnershipworkingwiththeCouncil,StockportCollegeandotherexternalagencies.

SocialInclusion

StockportHomesbelievesthatsocialinclusionisabouthelpingcustomers,regardlessoftheirexperiencesandcircumstances,toachievetheirpotentialinlife.FlowingfromtheSocialInclusionStrategythereisaFinancialInclusionStrategyinplacewithactionstomaximisecustomers’income,minimisedebtandbuildcapacityandawareness.KeyachievementsfromthisStrategytodateincludealeaflet‘Makingthemostofyourmoney’whichwasdistributedtoalltenants,andeffectivepartnershipswiththeCitizensAdviceBureau(CAB)andtheCouncildebtadviceservicesecuringover£100,000inadditionalbenefittotenants.

Inpartnershipwiththis,theWorkingCommunitiesStrategylookstoassistpeoplewhowanttoprogressintoeducation,employmentortraining.Keyoutcomesforcustomersincludeskillandconfidencebuilding,experiencethroughworkplacementsandtheabilitytobeabletoapplyforandsecureopportunities(seepage17‘Workingcommunities’formoredetail).




4.PerformanceManagement

StockportHomes’PerformanceManagementFrameworkisembeddedfromthetopintheDeliveryPlan,CorporateScorecardandServiceImprovementPlan(SIP),tothefrontlinethroughindividualandteamplansandtargets,includingDirectorateScorecards.

4.1 PerformanceManagementFramework

4.2 StockportHomes’StrategicObjectives2010-13

TheServiceImprovementPlan(SIP)detailstheStrategicObjectivesforStockportHomes.Itprovidesaclearplanofactivitytoensuresustainedimprovementacrossallareasofactivity.TheStrategicPlanissupportedbyDirectoratePlans,whichincludemoredetailofhowtheStrategicObjectiveswillbeachieved.

StockportHomeshasastronghistoryofdeliveringtheSIP.In2009-10,94%ofactionsduewerecompleted.Thisisanimprovementfrom2008-09where88%ofactionswerecompleted.Forfurtherinformation,pleasecontactStockportHomes’BusinessSupportTeamfortheYearEnd2009/10PerformanceReport.StockportHomes’StrategicSIPcoversathreeyearperiodandfor2010-13consistsofnineStrategicObjectives.Theseareasfollows:

StockportHomes’StrategicPriorities

• Ensurecustomerscontinuetolead,driveandshapeservicedirection.

• Buildontheinvestmentinstocktodeliversustainablehomesandcommunities.

• EnsureallstakeholdersunderstandthebenefitsandachievementsofStockportHomes.

• SecureandmaintainthelongtermviabilityofStockportHomes.

• Championsustainablepractises.

• Maximiseaccessandourcontributiontosocialinclusion.

• Stretchtheboundariesforexcellencebydeliveringacultureofcontinousimprovement.

• Ensurestafffeelempowered,welltrainedandareanintegralpartoftheorganisation.

• Ensurevalueformoneyisintegraltoeverythingwedo.

ThisensuresthattheGoldenThreadisevidentthroughoutandallowsStockportHomestofocusonareasthatareessentialtothesuccessoftheentireorganisation,recommendingcorrectiveactionwhenrequired.TheBoardhasaPerformanceSub-Groupinrecognitionoftheimportanceitplacesoneffectiveperformancemanagement.Inaddition,thereisaPerformanceCAGwhichallowscustomerstoscrutiniseandchallengeperformance.

4.3 PerformanceTargets

Realisticbutchallengingtargetshavebeennegotiatedandagreedthrougharobustprocess.Thisincludesanannualperformancereviewincludinglatestbenchmarkinginformationinrelationtotopperformers;includingcomparisonswithotherthreestarALMO’s.

4.4 CouncilMonitoring

TheCouncilbelievesfundamentallythateffectivemonitoringoftheALMOisbestundertakenbyitsBoardandcustomers.Thereareon-goingliaisonarrangementsinplacetoensurecommongoalsandobjectivesaredelivered.Thesearrangementsgivetheopportunitytorespondtoanyemergingissuesforspeedyresolution.Thesearrangementsconsistofthefollowing:

• QuarterlymonitoringMeetingwithChiefExecutive/ChairofStockportHomesandServiceDirectorforRegeneration/ExecutiveMember;

• MonthlymeetingswithDirectorofQuality(StockportHomes)andHeadofStrategicHousing(StockportCouncil);

Table8,startingonpage38,detailshowthesewillbeachieved,includingthelinkageswiththeCouncilPlanandtheHousingStrategy.TheStrategicSIPismonitoredmonthlybyStockportHomes’ManagementTeamandquarterlybythePerformanceSub-GroupandthePerformanceCustomerActionGroup(CAG).

OnlywhenthisinformationisevaluatedandpresentedtotheChiefExecutivewillatargetbeagreedandpresentedtoManagementTeamandBoardforapproval.Table9,startingonpage46,detailsthethreeyeartargetswhichhavebeensetforallCorporateScorecardindicators.Theindicatorswiththereference‘NI’areNationalIndicatorswhichfeedintotheCouncil’sassessmentofperformance.InadditionTable10identifiesotherNI’sthatStockportHomesfeedintobutarenottheleadorganisationorthesolesupplierofinformation.ThisfurtherdemonstratesthefarreachingcontributionsStockportHomesmakestoCouncilprioritiesasperSection3.ThePerformanceSub-GroupandManagementTeamregularlyreviewperformanceusingarobusttrafficlightandtolerancelevelsystem.Thisframeworkallowsthoseperformanceindicatorswhicharenotperforminginlinewithexpectationstobeidentifiedandcorrectiveactionputinplace.

In2009/10,88%ofperformanceindicatorsachievedorexceededtheirtarget.Thebestperformingareasofperformanceincludedrepairs,gassafety,staffsickness,incomemanagementandvoidre-lettimes.Forfurtherinformation,pleasecontactStockportHomes’BusinessSupportTeamfortheYearEnd2009/10PerformanceReport.



4.5 RiskManagement

4.6 ContinuousImprovement

StockportHomesoperatesaframeworkthateffectivelyidentifiesandthenmanagesrisksthatcouldpreventtheorganisationmeetingitsobjectives.TheCorporateRiskRegisteridentifieskeyrisksandhowtheyaremanaged.StockportHomes’Boardregularlyreviewsactivitiestoassessriskincludingnewbusinessopportunitiesandarobustcaseisdevelopedbeforenewactivitiesarepursued.

ContinuousimprovementisintegraltoStockportHomes’MissionandAims.Theframeworkforcontinuousimprovementhascontributedtowardstheachievementofseveralnationalawards,includingCustomerServiceExcellence,InvestorsinPeopleGoldandtheBestPlacestoWorkinthePublicSectorrating,aswellasthesuccessfulinspectionresultofthreestarswithexcellentprospectsforimprovementachievedin2010.

Itisvitalthatongoingreviewisembeddedthroughouttheorganisationtodrivepositivechangesandeffectiveness,andthisisachievedthroughthefollowingmechanisms:

• PerformanceManagementFramework–thereisanembeddedapproachtoperformancemanagementandserviceimprovement;

• BenchmarkingandBestPractice–StockportHomesisamemberofseveralbestpracticeorganisationsandbenchmarksperformancetoensurecontinuousimprovement,aswellasundertakinglearningfromothers;

• PerformanceandDevelopmentReviews(PDRs)-ThePDRprocessiskeytobothindividualandorganisationalimprovementandgrowth;

• InternalAudit–arangeofInternalAuditstakeplaceeachyeartoreviewandappraiseservices;

• CustomerFeedback–Listeningtoandactinguponcustomerfeedbackisanessentialaspectofserviceimprovement;

• InspectionandAccreditation–Validation,throughinspectionandaccreditation,ensuresthecontinuousdeliveryofexcellentservices;and

• CustomerScrutinyPanel–Throughmeasuring,testingandmonitoringservices,thisPanelisabletoscrutiniseperformanceandrecommendanyimprovements.

• Bi-monthlymeetingswithDirectorofQuality(StockportHomes)andServiceDirectorofFinance(StockportCouncil);

• MonthlymeetingsbetweenFinanceManager(StockportHomes)andStrategicAccountant(StockportCouncil);and

• QuarterlymeetingsregardingtheCapitalProgramme.




Table8:StrategicSIPObjectives2010-13StrategicObjective Howwillitbeachieved–DeliveryObjective MainLinkto

StockportHomes’Aim1

LinktoCouncilPlan/HousingStrategy

LinktoHousingStrategy

Ensurecustomerscontinuetolead,driveandshapeservicedirection

Implementaneffectivetenant-ledscrutinyfunction Asafer,strongerStockport:cohesivecommunities;engagedcommunities;communitypride

Qualityandpeople

Makefulluseofcustomersurveystoimproveservices,andensurecustomersareinvolvedinshapingandmonitoringservicestandards

ComplywithTelecareServicesAssociationrequirements

BecomeasectorleadindeliveringexcellenceagainstTenantServicesAuthority(TSA)nationalstandardsandlocaloffers

EnsurecustomerscontinuetoinfluencethedirectionoftheCapitalInvestmentProgramme

Developandincreaseopportunitiesformeaningful,outcomefocusedcustomerinvolvement

1ForStockportHomes’fullMissionandAims,pleaseseepage6.

Aim1:Provideinclusiveservices

Aim2:MaintaintheDecentHomesStandard

Aim3:Deliverhigh-qualityhousingservices

Aim4:Deliverservicestoimproveestates

Aim5:Supportvulnerablepeople

Aim6:ContributetowiderCouncilandhousingstrategy

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StrategicObjective Howwillitbeachieved–DeliveryObjective MainLinktoStockportHomes’Aim1



Buildontheinvestmentinstocktodeliversustainablehomesandcommunities

Improvetheenvironmentalqualityofneighbourhoods Asafer,strongerStockport:cohesivecommunities;engagedcommunities;communitypride

Qualityandquantity

EnsureStockportHomes’strategiesandpoliciescontributetotheCouncil’sNeighbourhoodRenewalStrategy

OptimiseCyclicalRepairswork

Continuesustainable,targetedplannedinvestmentinStockportHomes’HousingStock

AgreenerStockport;auniquebuildenvironment;asustainableapproachtothenaturalenvironment

DelivertheaimsandactionsidentifiedintheAssetManagementandSustainabilityStrategy

ContinuetodeliverthenewbuildprogrammeinlinewiththeDevelopmentStrategy

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Table8:StrategicSIPObjectives2010-13(continued)










EnsureallstakeholdersunderstandthebenefitsandachievementsofStockportHomes

EnsurealllevelsoftheCouncilarefullyawareofthesuccesses,achievementsandcontributionofStockportHomes

AthrivingStockport;acompetitiveeconomy

People

PlayaleadingroleindeliveringkeyCouncilobjectives

EstablishandmaintaineffectiveworkingrelationshipswiththeHousingandCommunitiesAgency

DemonstratethesavingsofProcurePlus(formerlyGMProcure)

EnsurethewidersocialhousingsectorisawareofStockportHomes’goodpracticeandinnovationEnsureStockportHomes’customersandthewidercommunityhaveconfidenceinStockportHomes’abilitytodeliver

Championsustainablepractices

Championsustainableprintingpractices AgreenerStockport;auniquebuildenvironment;asustainableapproachtothenaturalenvironment

Quality

InvestigateanddeliveroperationalimprovementsinhowStockportHomesusesICTtodeliverservicesInvestinthedeliveryofnewtechnologytoensureenergyefficiencyDeliverobjectivesintheClimateChangeStrategy

4.PerformanceManagement Table8:StrategicSIPObjectives2010-134.PerformanceManagement

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SecureandmaintainthelongtermviabilityofStockportHomes

EnsureStockportHomesmaximisestheopportunitiesofthehousingsubsidyreview

AthrivingStockport;Acompetitiveeconomy

Quantity,qualityandpeople

EnsureStockportHomescontributesfullytoandinfluencesnationalpolicydebatesEnsureStockportHomescontinuestomanageriskeffectively

EvaluatethemostcosteffectivecompanystructureforNewBuildSeekfurtherfundingopportunitiesinordertosecurethefinancialviabilityofexternallyfundedservicesCompletebusinessplansforrelevantserviceareas

ConductstrategicreviewsofSupportingPeoplefundedservices

EnsureRepair1stachievespredictedlevelsofincome/expenditureSelltherepairsservicetootherorganisations

Successfullyre-negotiatearentreviewonheadofficeaccommodation


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Maximiseaccessandourcontributiontosocialinclusion

ImplementtheSocialInclusionStrategy Asafer,strongerStockport;cohesivecommunities;communitypride

People

DeliverICTsolutionsthatsupportsocialinclusionandoffercustomersaccesstoinformationandservices

EnsurethespecificemploymentactionsoftheWorkingCommunitiesStrategyaremetDemonstrateserviceimprovementsasaresultofcustomerprofilinginallserviceareas

Enhancethequalityofcustomeraccessacrosstheorganisation

SeekamendmentsandadoptionoftheAgeRestrictionReductionStrategy

CompletenegotiationsforthefutureasylumservicedeliveryundertheCOMPASSprogrammeImprovenotificationprocesstootherservicesforservice-usersfailingtoengagewithsupportImplementaSocialEnterpriseScheme

SeektrainingandemploymentopportunitiesthroughInvestmentandNewBuildprogrammes


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Stretchtheboundariesforexcellencebydeliveringacultureofcontinuousimprovement

FurtherdeveloptheexcellentPerformanceManagementFramework,aimingforcontinuousimprovement

All Quantity,qualityandpeopleDeveloptheapproachtohandlingfeedbackfromcustomers,to

ensureitmeetstheneedsofcustomersandcontributestothecontinuousimprovementoftheorganisationMaximiseopportunitiesarisingfromchangestoregulationandfinancingofsocialhousingEnsuretheBoardhastheskillsandcapacitytodelivereffectivegovernance

Ensurestrategiesandpoliciesaimforexcellence

Ensurecoreservicescontinuetostriveforexcellence

Ensureaconsistentapproachtoactionplandelivery

RestructureAdaptationsTeamtomeetcustomerdemandandimproveservicedeliveryEnsurethenewCarecallCallHandlingsystemisinstalled

Ensurethereisaclearvisionandstrategyforshelteredhousing

CompletedeliveryoftheRepair1stvisionbyfurtherdevelopingpartnershipworking,anddevelopingtheserviceinconsultationwithcustomers

ImproveContactCentreperformancethroughservicecontract,targetsandmonitoringReviewwhataccreditationsStockportHomescouldgaintoprovideaddedvaluetotheorganisationBecomealeaderininteractivecommunication

4.PerformanceManagement Table8:StrategicSIPObjectives2010-13

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Ensurestafffeelempowered,welltrainedandanintegralpartoftheorganisation

Ensureexternalaccreditationismaintainedandbuiltupon AthrivingStockport;acompetitiveeconomy

People

ContinuetodevelopHRandtheworkforceinlinewithstrategicobjectivesEnsuretheOrganisationalDevelopment(OD)functionhelpssupportapositiveworkingenvironmentforstaffEnsureallappropriaterepairsstaffaremulti-skilled

EnsurestaffarewellequippedtodealwithASBinneighbourhoods


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EnsureValueforMoneyisintegraltoeverythingwedo

Streamlineprocurementprocessestoensureenhancedvalueformoneyinprocurement

All Quantity,qualityandpeopleEnsureembeddingexcellentVFMinprocurementisapriorityat

everyleveloftheorganisationEnsurethestrategicapproachtoVFMischallengingandeffectiveProduceservicechargereviewstoanalysecostscomparedtoincomeandimplementrecommendationsEnsurehousingmanagementservicesarebothexcellentandVFMInvestigatethepossibilityofrestructuringthenightcallhandlingserviceReducecostsandincreaserevenueforTemporaryAccommodationwhileimprovingsupportforresidentsMaintaingoodtop10supplierrelationships

Rationaliseoutsourcedservicecontractstoreviewbringingservicecontractsin-housewherepossibleMaximiseincometodeliverenhancedservices

4.PerformanceManagement Table8:StrategicSIPObjectives2010-13

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Table9:CorporateScorecardFutureTargets2010-2013

PIRef PIDescription DirectorResponsible

Frequency YearEnd2008/09

2009/10YearEnd

Figure

2009/10Target

2010/11Target

2010/11ToleranceLevel 2011/12Target

2012/13Target

CustomerQuadrantNI156 Thenumberofhouseholdsin

hostelaccommodationElaineDishong

Monthly 24 23 23 25 28 24 23

NI158 Proportionofnon-decentstock

MarkHudson

Monthly 17% 4.6% 4.6% 0% N/A 0% 0%

C1 %changeinproportionofnon-decentstockatthestartandendofthefinancialyear

MarkHudson

Monthly 32.9% 72.9% 72.9% 100% N/A N/A N/A

C2 %ofresponsive(butnotemergency)repairswhereanappointmentwasmadeandkept

MarkHudson

Monthly 93.9% 94.80% 94% 96.5% Green>96.5% 97% 98%

Amber96.49%-94%

Red<94%

C3 %ofurgentrepairscompletedwithinGovernmenttimelimits

MarkHudson

Monthly 97.8% 98.1% 98% 98.5% Green>98.5% 99% 99.25%

Amber98.49%–96.5%

Red<96.5%

C4 Averagetime(workingdays)forcompletionofnon-urgentrepairs

MarkHudson

Monthly 12.5days 11.5days

11.5days

9days Green<9days 8days 8days

Amber9.1days–11.5days

Red>11.5days

C5 Energyefficiency–theaverageSAPratingofLAowneddwellings(1-120)

MarkHudson

Annual 78 80 80 81 Yearendfigure 82 82.5

C6 %ofcustomerssatisfiedthattheirviewswerebeingtakenintoaccountbytheirlandlord

SandraColeing

Biennial 71% 2YearlyPI

Biennial 74% 1%ofprofile N/A 76%

C8 OverallsatisfactionwiththeRepairsService

MarkHudson

Monthly 95.6%(10109

surveys)

96% 96% 96.25% Green>96% 96.5% 96.75%

Amber95.99%–95%

Red<95%


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Table9:CorporateScorecardFutureTargets2010-2013



2009/10YearEnd

Figure

2009/10Target

2010/11Target


2012/13Target

CustomerQuadrantC9 Overallsatisfactionwiththe

InvestmentWorksMarkHudson

Monthly 92.6%(2996

surveys)

94.6% 93% 95% Green>95% 95.5% 96%

Amber93-95%

Red<92%

C10 %ofhouseholdswithavalidLandlordGasSafetyRecord

MarkHudson

Monthly 100% 100% 100% 100% Green100% 100% 100%

Amber>98.5%-99%

Red<98.5%

HM23 %ASBcasesdealtwithtothesatisfactionofthecustomer

AprilHigson Monthly 90.16%(273

surveys)

92% 92% 93% 92.02% 94% 95%

HM27 %customerssatisfiedthattheywerekeptuptodatewithASBcaseprogress

AprilHigson Monthly 91.57% 95.19% 94% 95% 93% 96% 97%

C12 %oftenantsatisfactionwithcaretakingservice

AprilHigson Annual N/A 82.7% 70% 85% 82.3% 87% 90%

NEW %ofhouseholdswithavalidlandlordGasSafetyRecord

MarkHudson

Monthly N/A N/A N/A 100% Green100% 100% 100%

Amber>98.5%-99%

Red<98.5%

NEW No.ofimprovementworkscompletedinperiodasa%ofthetarget

MarkHudson

Monthly N/A N/A N/A 100% Green90-110% 100% 100%

Amberbetween90%and90%and110%and120%

Red<80%or>120%

NEW %ofcustomersthatperceivedtherepairwasrightfirsttime

MarkHudson


NEW Customersatisfiedwiththecomplaintsoutcome

SandraColeing

Monthly N/A N/A N/A 70 55% 75 80

NEW %ofcustomerssatisfiedthattheirrepairwasfixedrightfirsttime

MarkHudson


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Table9:CorporateScorecardFutureTargets2010-2013(continued)



2009/10YearEnd

Figure

2009/10Target

2010/11Target


2012/13Target

CommunityQuadrantNI142 %ofvulnerablepeoplewho

aresupportedtomaintainindependentliving

ElaineDishong

Quarterly N/A N/A BaselineOnly

85% 82% N/A N/A

NI185 %reductioninCO2emissionsfromStockportHomes’activitiesperemployee

MarkHudson

Bi-Monthly N/A N/A BaselineOnly

5% Green>4% 5% 5%

Amber3%-4%

Red>3%

CO2 %estateinspectionsratedatleast“good”

AprilHigson Monthly N/A N/A 90% 92% 2%ofprofilepoint 93% 94%

NEW ThenumberofsupportedemploymentpracticesprovidedwhicharefundedthroughtheFutureJobsFund

SandraColeing

Quarterly N/A N/A N/A 14 10 16 N/A

NEW ThenumberofsupportedemploymentplacementsinplaceatStockportHomesotherthanthosefundedbytheFutureJobsFund

SandraColeing

Quarterly N/A N/A N/A 8 6 10 12

NEW %hatecrimevictimswhoweresatisfiedwithhowtheircasewasdealtwith

AprilHigson Quarterly N/A N/A N/A 75% 60% 80% 85%

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2009/10YearEnd

Figure

2009/10Target

2010/11Target


2012/13Target

OrganisationDevelopmentQuadrantOD1 Totalnumberofdayslostdue

tosicknessabsenceSandraColeing

Monthly 8.33days 6.55days

7.75days

6.25 6.55 6 5.8

OD3a OverallstaffsatisfactionwithworkingatStockportHomes

SandraColeing

Annual 68%(07/08) Annual 70% 76% 2% 78% 80%

OD4b Theaverageattendanceontraininganddevelopmentcoursesasa%ofthosewhowerescheduledtoattendthecourse

SandraColeing

Quarterly 97.6% 98% 95% 96% 94.5% 97% 98%

OD4c %attendeessatisfiedthatthelearninganddevelopmenteventmetitsobjectives

SandraColeing

Quarterly 94% 98% 95% 98% 96% 98.5% 99%

OD4d %ofstaffwithalivePDPinthelast12months

SandraColeing

Annual 93% Annual 98% 98.2% 96% 98.5% 99%

OD5a Proportionofleaversasa%ofstaffinpost

SandraColeing

Annual 16.6% 12.1% 14%+/-2%

11% 2% 10% 10%

OD6b Averagetime(weeks)takentorecruittovacantposts

SandraColeing

Quarterly 13.63(estimate)

10.12weeks

14weeks Developingnewtargets

OD7a Numberofaccidentsandincidents(as%oftheworkforce)

SandraColeing

Quarterly 14.1% 4.14% 14.08% 3.4% 4% 3.4% 2.4%

OD7b Numberofhealthandsafetyauditscarriedoutorreviewed

SandraColeing

Annual 8 Annual 10 10 9 10 10

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4.PerformanceManagement Table9:CorporateScorecardFutureTargets2010-2013



2009/10YearEnd

Figure

2009/10Target

2010/11Target


2012/13Target

ValueforMoneyQuadrantNI160 Satisfactionofcounciltenants

withtheoverallserviceprovidedbytheALMO

AprilHigson Biennial 83% N/A Biennial 85% 83% n/aasbiennial

86%

NI179 Totalnetvalueofon-goingcash-releasingvalueformoneygainsthathaveimpactedsincethestartofthe2010/11financialyear(EfficiencyLog-Cashable)

SandraColeing

Quarterly £163,000 £292,000 BaselineOnly

£350,000 £315,000 £306,250 £262,500

REVISED Proportionofrentandwaterchargescollected

AprilHigson Monthly 98.27%(Rent)

98.56%(Rent)

98.55%(Rent)

DevelopingnewtargetsN/A

(Water)94.96%(Water)

96%(Water)

VFM2 Averagevoidcost MarkHudson

Monthly £1,622 £1,622 £1,950 £1,800 Green>£1,800 £1,700 £1,650

Amber£1,801-£2,000

Red>£2,001

VFM3 Averagetimetakentore-letdwellings

AprilHigson Monthly 24days 21days 22days 19days 22days 17days 15days

(Numberofvoidsattheendofthemonth)

(Numberdirectletsattheendofthemonth)

(Numberofpropertieslet)

VFM5 StockportHomesRevenueBudget:Forecastexpenditureagainstthetargetsetfortheyear

SandraColeing

Quarterly £725kunderspend

atMar09

96% 98% 98% 96% 99% 99%


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2009/10YearEnd

Figure

2009/10Target

2010/11Target


2012/13Target

ValueforMoneyQuadrantVFM6 Percentageoflocalauthority

tenantsevictedasaresultofrentarrears

SandraColeing

Monthly 0.88% 0.11% 0.8% 0.09% 0.11% 0.08% 0.07%

VFM7 %voidloss AprilHigson Monthly 0.97% 0.72% 0.89% 0.65% 0.72% 0.58% 0.51%

VFM8 Averageresponsiverepaircost

MarkHudson

Monthly £84 £79.12 £80 £77 Green<£77 £74 £72

Amber£77.01-£83

Red>£83

VFM9 %ofCarecallchargescollectedasa%ofthosedue

AprilHigson Monthly 98.4% 99.39% 98.55% 99.4% 1%ofprofile 99.41% 99.42%

VFM11 %invoicespaidontime SandraColeing

Quarterly 84% 88% 92% 98% 96% 98% 98%

NEW %ofStockportHomesoverallcashableandnon-cashableefficiencieswhencalculatedagainstannualmanagementfee

SandraColeing

Annual N/A N/A N/A 8% 6.5% 10% 7%

NEW Rentandwaterchargesarrearsofcurrentsocialhousingtenantsasapercentageofrentandwaterchargesdebit

AprilHigson Monthly N/A N/A N/A

Developingnewtargets


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Ref Measure AimtoMinimiseorMaximise

2008/09Actual

2009/10Target

2009/10Actual

2010/11Target

StockportHomes’Contribution

THRIVINGSTOCKPORT

CompetitiveEconomyTS1.5 NumberofFutureJobsFund

employmentopportunitiessecuredMaximise N/A N/A 100 400 StockportHomesisengagedinworkwith

ConnexionswhichutilisestheFutureJobsFundtoofferemploymenttolocalpeople.ThetargetforStockportHomesis14for2010/11–seeTable8formoredetail.

SAFER,STRONGERSTOCKPORT

CohesiveCommunitiesNI158 PercentageofnondecentCouncil

homesattheendoftheyearMinimise 17% 6% 17% 0% StockportHomesisresponsiblefor

deliveringtheDecentHomesProgrammeacrosstheBorough.

NI155LAA Numberofaffordablehomesdelivered(gross)

Maximise 149 100 104 120 StockportHomes’DevelopmentStrategycontributestowardsregenerationandtheconstructionofnewaffordablehousing.SeeTable6&7onpage30formoredetail.

SSS1.3 Numberofinterventionsmadetopropertiesandopenspacesinordertoenhance,protectandencourageinvestmentinspecifictargetedarea

Maximise 100 100 100 100 StockportHomes’AssetManagementandSustainabilityStrategyensuresthatinvestmentinpropertiesandsurroundingareastakesplacetoenhancelocalneighbourhoods.

NI156 Numberofhouseholdslivingintemporaryaccommodation

Minimise 25 23 23 22 StockportHomesisresponsibleforensuringthattheneedsofhomelesspeopleareaddressedandthatrehousingoptionsareavailable.


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Table10:CouncilPlanIndicatorswhichStockportHomescontributesto


2008/09Actual

2009/10Target

2009/10Actual

2010/11Target


EngagedCommunitiesNI2ST Percentageofpeoplewhofeelvery

orfairlystronglythattheybelongtotheirimmediateneighbourhood

Maximise 61.9% N/A 56.7% N/A StockportHomesundertakesawiderangeofcustomerfocussedinitiativeswhichaimtoincreaseinclusivityinneighbourhoods.

NI3ST CivicParticipation-percentageofpeoplewhohavebeenalocalCouncillororamemberofalocaldecision-makinggroupinthepast12months

Maximise 12% N/A 13.6% N/A StockportHomes’BoardconsistsoffourlocalCouncillorsandfivetenants,offeringopportunitiesforresidentsofStockporttobecomeinvolvedindecisionmaking.

NI4ST Percentageofpeoplewhofeeltheycaninfluencedecisionsintheirlocality

Maximise 29.6% N/A 27.6% N/A StockportHomes’BoardconsistsoffourlocalCouncillorsandfivetenants,offeringopportunitiesforresidentsofStockporttobecomeinvolvedindecisionmaking.

SSS2.1 ProportionofpeopleengagingatCouncileventsandattractionsfromPriority1areas

Maximise 6.55% 7.55% 8.65% 9.6% StockportHomesrunanumberofcustomerinvolvementactivitieswhichofferpeopletheopportunitytoparticipateinlocalevents.

SSS2.2 Percentageofpeoplewhofeeltheyarekeptverywellorfairlywellinformedaboutwhatisgoingonintheirarea

Maximise 38.3% 47% 41% TBC StockportHomesengageswithcustomersinavarietyofways,includingnewsletters,areaforums,estatewalkaboutsandsurgeriesatlocalhousingoffices.Thisensuresthatcustomersarewellinformedaboutwhatisgoingonintheirarea.

SSS2.3 PercentageofpeoplewhofeelthattheCouncilactsontheconcernsoflocalresidents(agreeagreatdealortosomeextent)

Maximise 45% 53% 45% TBC StockportHomeshasanumberofwaysinwhichcustomerscanpassontheirviewsfortheorganisationtorespondto.ThisincludestheCustomerFeedbackprocess.

SSS2.4 Percentageofpeoplewhofeelwellinformedabouthowtogetinvolvedindecisionmaking

Maximise 27.2% N/A 26% TBC StockportHomespublicisesthewiderangeofopportunitiesthatexistforcustomerstogetinvolvedwiththeorganisationandwithdecisionmaking.


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Table10:CouncilPlanIndicatorswhichStockportHomescontributesto(continued)

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2008/09Actual

2009/10Target

2009/10Actual

2010/11Target


LowCrimeRatesNI21LAA Percentageofresidentswhoagree

thattheCouncilandpolicearedealingwithlocalconcernsaboutAnti-SocialBehaviourandcrime

Maximise 23.8% 29% 28% 29.1% StockportHomeshasadedicatedAnti-SocialBehaviourTeamanda24hourhotlineisavailabletocustomers.Furthermore,StockportHomesisapartnerintheSaferStockportPartnership.SeeSection4formoredetails.

NI30LAA Reductioninre-offendingrateofprolificandpriorityoffendersexpressedasproportionoftheexpectedrateofreductioninre-offending

Maximise 0.45 1.12 0.82 TBC StockportHomeshasanumberofinitiativeswhicharedesignedtoengagewithex-offendersandensuretheybecomere-engagedwithsociety.SeeSection4formoredetails.

NI32LAA Percentagereductioninrepeatincidentsofdomesticviolence

Maximise N/A N/A 18% 27% StockportHomesofferssupporttoanyvictimofDomesticViolenceandhasaWitnessSupportOfficertoassistinsuchcases.

CommunityPrideNI5LAA Percentageofpeoplesatisfiedor

verysatisfiedwiththeirareaasaplacetolive(Borough)

Maximise 84.5% 84.5% 82.1% 84.5% StockportHomesisresponsibleforensuringthatestatesacrosstheBoroughareattractiveplacestolive.Thisinturnleadstosatisfactionwithneighbourhoods.

NI5aLAA Percentageofpeoplesatisfiedorverysatisfiedwiththeirareaasaplacetolive(PriorityAreas)

Maximise 67.1% 68.5% 67.4% 70.9% StockportHomesisresponsibleforensuringthatestatesacrosstheBoroughareattractiveplacestolive.Thisinturnleadstosatisfactionwithneighbourhoods.


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2009/10Target

2009/10Actual

2010/11Target


HEALTHYSTOCKPORT

IndependentPeopleNI141 Percentageofserviceusers(people

whoarereceivingaSupportingPeopleservice)movingonfromsupportedaccommodationwhodosoinaplannedway

Maximise 80.83% 76.30% 85.66% 85.66% StockportHomesprovidestenancysupportandresettlementservicesforthosecustomerwhoarereceivingaserviceviaSupportingPeople.

NI142 Percentageofvulnerablepeoplewhoaresupportedtomaintainindependentliving

Maximise 98.4% 98.5% 98.38% 98.60 StockportHomesprovidestenancysupportandresettlementservicesforthosecustomerwhoarereceivingaserviceviaSupportingPeople.

NI125 Achievingindependenceforolderpeoplethroughrehabilitation/intermediatecare

Maximise 80.9% 81% 80.2% 82% StockportHomesisdevelopingaShelteredHousingStrategywhichwilloutlinehowtheneedsofolderpeoplewillbeaddressed.

GREENERSTOCKPORT

ExcellentParksandOpenSpacesNI199 Childrenandyoungpeople’s

satisfactionwithparksandplayareas

Maximise 46.4% 46% 56.2% 58% StockportHomeshasbeenworkingwiththeCounciltosecurePlaybuilderfundingwhichprovidesplayareasonestatesacrosstheBorough.SeeSection4formoredetail.

SustainableApproachtotheNaturalEnvironmentNI186LAA Percentagereductionpercapita

inCO2emissionsintheLocalAuthorityareafrom2005baselineyear

Maximise N/A 8.4 6.8 10.5 StockportHomes’ClimateChangeStrategyoutlinestheorganisation’sapproachtoreducingCO2emissions.SeeSection4formoredetail.

GS3.1ST Numberofinstallationsofloftandcavitywallinsulation

Maximise N/A N/A 2285 N/A StockportHomeshassecuredfundingforinstallationofloftandcavitywallinsulationintoCouncilproperties.

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Stockport Homes’

2010-2013 www.stockporthomes.org

Delivery Plan

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delivery plan 2010-2013

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