housing strategy and needs business plan 2005-2007

HOUSING STRATEGY AND NEEDS BUSINESS PLAN 2004/7 (final version)

HOUSING STRATEGY AND NEEDS BUSINESS PLAN 2005-2007

10 March, 2004 1


HOUSING STRATEGY AND NEEDS BUSINESS PLAN 2005-20071. Vision and Objectives:1.1 Service Vision Quality accommodation and support services are in place for homeless people. The move

towards longer-term leased accommodation has given greater stability to families and bed and breakfast is becoming an emergency-only form of accommodation.

Improved emphasis on housing advice at the reception stage is beginning to reduce the overall incidence of homelessness and improved reception surroundings in the foyer are underpinning a determination to remove all trappings of a second class service.

Customers of our Lettings service are experiencing a leap in service compared with this time last year. The Choice-based scheme is simpler to use and giving wider access to more applicants. Greater efforts are being made to help people through the process and the improved marketing of the lettings scheme is communicating better with our potential applicants.

1.2 Key Service Objectives Strategy and Service Delivery

1 To provide our statutory and wider duties to the homeless within budget and within agreed BV and corporate targets.

2 To improve location stability for families in temporary accommodation (TA) so improving family and community stability, and contributing to reduced school turnover.

3 To converge the Homelessness reception and Housing Advice roles at the front line so that there is a visible shift towards prevention in the service within the year 2004/5 and beyond.

4 Continue existing TA procurement strategy to match further demand expansion move away from the use of B&B where possible. Whilst underpinning the TA quality improvement in Objective 2, to optimise the overall cost position and deliver within the ring-fenced budget.

5 To deliver improved support to households

Organisation

11. To lead a programme of change and cultural transformation throughout the Division based on improved management effectiveness, job redesign, process improvement and increased flexibility in service delivery. [This is a major task that will span 2004-6]

12. To remedy the capacity shortfall in the Division which currently threatens our ability to deliver the target on the ring-fenced budget and otherwise continues to diminish our ability to respond to telephone calls and service our customers.

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with special needs by best use of the SP and effective multi-agency working.

6 To maximise supply and access to affordable housing.

7 To lead the development, monitoring and implementation of the Council’s Housing Strategy and ensure it is fit for purpose

8 To increase our engagement with private sector landlords to expand the provision of privately owned accommodation that is available for rent at affordable levels.

9 To manage the transition of asylum seekers under the recent amnesty so that the overall project is completed within target timetable and budgeted costs.

10 To be active contributors to the Sub-Region agenda and, in particular, to make progress on convergence within the key area of Lettings.

2. Service Overview 2.1 Service description Housing Strategy and Needs provides accommodation and support services (including prevention

advice) to people who are homeless or facing homelessness. Along with Newham, it is confronted with the largest homelessness problem in London. In particular, it: Procures temporary accommodation to meet housing needs in the Borough and works with both the

private sector and RSLs in securing supply. Provides advice for people to avoid becoming homeless through evictions, rent arrears, family

disputes etc. Assesses the housing needs of Homeless applicants. Provides temporary accommodation where we have a duty under legislation. Manages the use of temporary accommodation. Collects rents for the use of temporary accommodation and facilitates tenants’ claims for HB. Provides emergency support for people fleeing domestic violence. Provides a Lettings service to move people into permanent homes within a process where the key

driver is ‘Choice’. Works with RSL partners to maximise use of the permanent housing supply. Provides a transfer service for permanent tenants seeking to move within the Borough. Provides a mobility service for tenants seeking to move to another borough and also to locations out

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of London. Develops the Housing and Homeless Strategies.

2.2 Delivery of the Service Our service is delivered to people living in Haringey as well as to people living in other London boroughs and in the Midlands where we have moved them to temporary accommodation.

The Division is based in one location at Apex House in Seven Sisters Road but a large number of its staff have mobile roles to visit the properties they are managing and to conduct assessments during home visits.The contact with customers is either by visits to the Homelessness or Housing Advice reception at Apex House or by telephone. Both forms of contact are placing considerable stresses on the capacity of the service (which is overdue for expansion to match capacity to demand) and reviews are underway to assess the Division’s wider use of the CSCs.

2.3 Our clients and customers

Single people and families requiring advice on homelessness avoidance. Single people and families seeking accommodation because they claim to be homeless. Single people and families who are in our general needs temporary accommodation. Single people who are vulnerable and require support and are in our temporary accommodation. Asylum seekers with leave to remain status (following the recent amnesty). The very large majority of our clients are from the ethnic minorities.

3. Policy and Strategy3.1 Links to Council Priorities

Improve services Work is being carried out (mapping processes and job redesign) to improve effectiveness of the

teams in the Division. In particular, redesigning the initial point of contact for the homelessness and housing advice services.

Add to the above, possible changes to deliver front line homelessness service through the CSCs Further developments on the delivery of Choice based lettings. Further reductions in the use of B&B.

Narrow the gap between the east and the west of Haringey We are working to provide high quality stable temporary accommodation. We have targeted our outreach advice service to the more deprived sections of the Borough. Sustainable communities and east/west issue are key issues to the development of the new Re-

housing Policy

Create safer communities We have appointed a specialist advice officer to work with ex-offenders in recognition of the link

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between the lack of housing and re-offending. We look to provide safe and secure accommodation. We are working with the new ASBAT to ensure that activity on anti-social behaviour operates across

tenure. We are leading the Hearthstone venture on domestic violence.

Improve the environment We are working with other Divisions, including Environmental Services and Neighbourhoods, to

develop and deliver a Private Sector Housing Strategy, which includes key actions to help improve the local environment, focused on our priority neighbourhoods.

Raise achievement in education and create opportunities for life long success Transience and pupil mobility have been identified as a key factor in lack of educational

achievement. We have changed our policies to try and stabilise our temporary accommodation and reduce movement.

3.2 Links to statutory and other plans

Community Strategy and Neighbourhood Renewal Strategy – underpin our Homelessness Strategy and Private Sector Housing Strategy

Housing Strategy Homelessness Strategy Private Sector Housing Strategy Supporting People Strategy Education Development Plan Health Improvement and Modernisation Plan Safer Communities Strategy and Anti-Social Behaviour Strategy

3.3 Links to forward.programme@Haringey

Improving leadership Encouraging development of the 3rd and 4th tier managers. Leadership programme is in place for

these levels. Role clarification is planned – 3rd tier is acting down into 4th tier role and so is 4th tier etc. The

confusion between management and senior professionals is to be challenged and more of this is required in the Council.

Democratic and Community Engagement We run a well attended and active landlord forum We meet regularly with the voluntary sector at the Single Homelessness Forum

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mailto:forward.programme@Haringey

mailto:forward.programme@Haringey


Consultation carried out during the development of the Homelessness Strategy, Private Sector Housing Strategy and the Re-housing Policy

Performance management In place with monthly monitoring of BV and other targets and with links to appraisals. Plans are in place to improve the monthly performance monitoring meeting and to introduce

detailed monitoring of the stocks and use of temporary accommodation.3.4 Legal, Professional or other Standards and Policy Context

Homelessness Act, 2002 – required us to produce a Homelessness Strategy and to make changes to our Rehousing Policy and produced a Homelessness Strategy.

Priority Needs Order extended the groups to whom the council has a duty if they are homeless. Housing Bill will impact on our interventions in the private rented sector and will also affect the Right

to Buy scheme. Government direction on homelessness e.g. targets on B&B use. Development of sub-regional working on homelessness and private sector housing.

3.5 Needs Information There is a fundamental imbalance between the need for affordable housing and its supply in Haringey, dictated by national and regional economic and housing market conditions, which will exist for the foreseeable future. The number of lettings and nominations available has been falling year on year. In 1999/00 1363 lettings and nominations were made while in 2001/02 it had fallen to 1126.

We currently have 5,000 households living in temporary accommodation. The Housing Needs Survey 2001 makes an estimate of future housing need, which indicates a

potential rehousing need from 14,600 households in the next 3 years who can neither afford to buy nor rent without the assistance of housing benefit

3.6 Local Management Issues

Key internal management issues Blockages to cultural change – long-serving staff; too much tolerance of poor attendance and

performance; some managers at 4th tier who do not manage; too many capability issues. We are on the case and the list of improvement projects in this Division illustrates the size of the challenge.

Capacity to make change happen – locally, the management team has a very large agenda to work to and support from the centre relating to the challenges above is very limited and made worse by slow procedures.

Finance and performance information and availability needs to be improved and urgently. Improved communications with staff are in place but much more is to be done. The IiP award was

only a start. Service capacity to deliver – improvements are in the budget for this year.

3.7 Risk Management Key risks associated with delivery of the Business Plan objectives The capacity of the Centre to support the timetable and substance of this Plan is not in place.

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The risk register for Housing has been completed and recently updated and is a DMT agenda item.

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4. Resources 4.1 Key assets Aside from its people, Strategy and Needs does not employ assets except for the fixtures and fittings at

Apex House.4.2 Capital investment plans

Capital 2003/4 000

2004/5 2005/6 Source

None outside of the IEG bid.

4.3 Service delivery partnerships

Partnership Nature Duration Monitoring mechanism

Hearthstone Assistance to victims of domestic violence

Ongoing but with the longer-term aim of a stand-alone service coming into being.

Management Group in place.

4.4 Procurement plans Contract/Coverage Value/Period

Development Period Start Date

Housing Association Leasing Scheme Nomination Agreements with:Pathmeads H.A.Solon CHSNewlon HTCircle 33 Homes

Estimate from £0.5m to £5m for 3 years

6 months (development completed) April 2004

HALS Nomination Agreement with SOLON CHS for 28 flats at 2-8 Stroud Green Rd N4

£706,000 for 10 years 18 months June 2004

Nomination Agreement with SOLON CHS for 56 flats at Ingleborough Court N15

£1.4 for 10 years. 2 years May - Sept 2004

Management Agreement with Aldwyck H.A. for management of PSL properties based in Luton

£180,000 for 3 years £180,000 for 3 years £180,000 for 3 years

Management Agreements with various current suppliers of nightly rate accommodation, for management of leased properties

£30 - 50,000 for 3 years. 1 year To be decided as

required.10 March, 2004 8


Management Agreements with various current suppliers of nightly rate accommodation, for management of leased properties

£30 - 50,000 for 3 years 1 year

To be decided as required.

Private sector leases for approx. 240 properties with individual lessors

Average £10,000 p.a. per lease, duration 3-10 years 1-3 months

On going at approx. 20 per month.

Nightly rated emergency accommodation

Average £276 per week, duration as required

2 weeks within existing contract framework As required

PSL Gas Maintenance Contract: provision of safety certificates and annual maintenance

£500,000 approx. for 1100 properties for 3 years (rechargeable to lessors) 6 months Nov. 2004

4.5 Expenditure & Income Summary for 2004/5

Base Budget Investment Base Budget Exec. Investment Inc. Investment 2003/04 2003/04 Expenditure Employee 5,304,900 2,215,600 7,520,500Service 40,450,200 (4,493,200) 35,957,000Overheads 1,598,900 1, 598,900Total Expenditure 47,354,000 (2,277,600) 45,076,400

IncomeIncome Internal 1,449, 700 1, 449,700Income External 36,936,400 36, 936,400Total Income 38,386,100 8, 386,100

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Net Expenditure 8, 967, 900 6, 690,300

5. Improving Services5.1 Service Improvement Better service delivery will be achieved by actions in 4 main areas:

Performance improvements. The targets for 2004/5 will all be improvements upon 2003/4 and will incorporate all BVPIs that relate to this Division (see Section 7). The indicators that are imperative for CPA improvement are highlighted in Section 7 and will be the subject of detailed planning (including being built into personal appraisals) and continuous scrutiny with the 3 rd tier managers through the year.

Process improvements. There are several target areas for change and they are long overdue. Specific actions are described in the Improvement Plan.

Management and people development (and capacity expansion in some areas) – all linked to cultural change. In addition to the leadership programme for the management team, a review of the effectiveness of 4th tier managers is to be conducted and the design of a number of job roles in support areas will be changed to relate to the new processes. We will build upon our recent work for IiP and continue the shift towards a culture based on performance, increased personal interaction and recognition for individuals and teams.

Continuance of the existing temporary accommodation procurement strategy but with more robust processes for monitoring and control of the stock.

These actions stretch beyond the end of 2004/5 and are ambitious. At present, there is not sufficient confidence here that the IT and HR functions will be able to move at the speed required to support this programme of change.

5.2 Best Value Reviews There are none due in this Division in 2004/5 except that the Re-housing team is inside the BV review of repairs for 2004/5 in terms of voids performance.

The Division is well aware of its important contribution to the achievement of an improved CPA rating for the Council as a whole.

5.3 Quality Initiatives Strategy and Needs has just achieved IiP accreditation but this is just a first step in a range of quality improvements where the key actions will be:

Process redesigns to reduce the total time for service delivery – Homelessness and Temporary Accommodation and to speed the flow of temporary tenants out of B&B and into leased self-contained accommodation.

Increased use of the CSCs to widen our contact with clients and to improve our capacity to respond

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to enquiries more quickly. Improved telephony. We have to remove a substantial shortfall in our capacity. Greater convergence of our Homelessness reception and advice/prevention activities. We need to

solve more problems at the front desk and, where possible, pass fewer investigations of potential clients over to caseworkers.

5.4 Ensuring equal access and

diversity

Plans are being developed to move the Homelessness role into the 4 CSCs and thus improve access for those clients by spreading the reception process across the Borough. This project will also remove the visible distinction that is currently created by separating people claiming homelessness from those using all other Council services.

The project to gradually move into the CSCs is a major piece of work throughout 2004/5.5.5 Consultation The draft Re-housing policy is commencing consultation at this moment and the entire process,

including Member review after feedback will be completed in April/May. It is anticipated that consultation exercises will be conducted prior to the reorganisation of the

Homelessness role. Our leadership of the Strategic Housing Partnership is a continuous consultation process with

partner RSLs.5.6 Electronic Service

Delivery All clients of this Division (except Council tenants seeking a housing transfer) are on the edge of

homelessness or are in Haringey temporary accommodation. There are limited opportunities to introduce electronic transactions for this group of our clients.

A review will soon be underway to consider the feasibility of a self-assessment/application process on the Web for Housing applicants and our focus will be on any area where information and applications can be web-based.

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6.People ManagementStrategy and Needs has a total of 189.5 posts organised in the following structure.

SM P06/8 P01/5 SO SCAL 4/6

M3/5 Total

HSN Management

1 1 1 3

Strategy & Programmes

4 3.5 2 1 10.5

Finance 1 2 1 4 8

Housing Advice 6 11.5 1 18.5

Homelessness 1 5.5 20 7.5 34

Rehousing 2* 3 12.5 3 20.5

Lettings** 1 8 2 11

Housing Supply 1 15 5 6 27

Income Recovery 1 2 15 1.5 19.5

TA Management**

4 23.5 5 5 37.5

Total 1 10 43 99.5 31 5 189.5

*Includes secondment to ALG** Lettings & TA Mgt feed into HM at BV level although form part of the HSN HR structure.

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7. Performance Indicators

Monthly Performance Review Reporting Frequency

BV Directorate/Description 2003/ 2004

outturn

Key actions and comments Yearly Target 2004/

5

Yearly Target 2005/

6

Yearly Target 2006/

7A 62 Unfit private sector dwellings

made fit/demolished 11.3%10% 10% 10%

A 64 Empty private sector dwellings returned to occupation

875 120 +300PSLs

150 +300PSLs

150 +300PSLs

M 67 Proportion of homeless applications on which the authority makes a decision and issues written notification to the applicant within 33 working days.

90%

This area will be subjected to significant change in processes throughout 2004/5. Close monitoring will be in place during the disruption but a gain in performance is not planned for this year.

90%92%

stretch

92% 93%

M 68 Average re-let time for local authority dwellings 34.5

days

The service review is underway and further performance improvements will be achieved – mostly in the Choice-based lettings area by process change and closer monitoring of performance.

30days

27 days

25 days

M 183a Average length of stay in B&B and ANNEX for households leaving TA (weeks)

18.8 weeks

Many unknowns – in particular, the market’s reaction to the rent reductions under the asylum amnesty and the impact this will have on TA demand. That aside, our use of B&B as a proportion of TA will continue to reduce in this year.The TA management system to improve controls will be installed within the 2nd quarter and will improve access to control information.There will be no B&B households with children or pregnant women.

5 weeks

4 weeks

4 weeks

M 183b Average length of stay in Hostels for households leaving TA (weeks)

94 weeks

Analyse the existing stock of families in hostels and be clear about the actions necessary for their phased removal. Install close scrutiny of any decisions to place new households in this accommodation.Modify reporting to provide ‘on-demand’ analysis of performance.

50 weeks

30 stretc

h

40 weeks

30 weeks

LHO 7 % of permanent social lettings which are made through the choice-based lettings processes.

60% This is not just a performance issue – Members will decide on priorities in the 1st quarter.The Choice process is to be simplified this year and will probably be widened. Robust performance reports are to be installed within the 1st quarter. Principles already agreed.

65% 65% 65%

BV202 The number of people sleeping rough on a single night within the area of the authority.

10 Count and outreach arrangements already in place. 5 2 2

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7. Performance Indicators BV203 The percentage change in the

average number of families, which include dependent children or a pregnant woman, placed in temporary accommodation under the homelessness legislation compared with the average from the previous year.

N/A Define the calculation. Clarification required.Ensure the front line is consistent in decisions in this area – guidelines to be issued within April.

+10% +5% nil

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Reporting Frequency


outturn


5

Yearly Target 2005/

6

Yearly Target 2006/

7M DMT1c Phone Answering – Housing

Strategy & Needs34% Detailed action plan in place on telephony.

Several defined projects for 2004/5 have significant impacts upon the telephone usage and performance.

55% 65% 70%

M DMT2a Complaints Stage 1 – Housing Strategy & Needs

98% Maintain and build slightly on this performance – reporting revisions for complaints outstanding have been requested for April.

99% 99% 99%

M DMT2a Complaints Stage 2 - Housing Strategy & Needs

94% Maintain and build slightly on this performance – reporting revisions for complaints outstanding have been requested for April.

95% 96% 97%

M DMT3c Members' Enquiries - Housing Strategy & Needs

96% Maintain and build slightly on this performance – reporting revisions for enquiries outstanding have been requested for April.

96% 97% 97%

M DMT9c %age Invoices Paid within 30 days – Housing Strategy &

Needs

91% Highest in Council – to be maintained. 92% 93% 94%

M DMT5 %age Homeless Acceptances 54.7% Planned improvement from the Homeless Front Line project will improve performance by 10% - to be seen in 2005/6.

52% 47% 46%

M DMT6 No of Homeless acceptances compared to annual estimate

93% If budget assumptions are correct, performance will be a repeat of this year.Volumes in relation to budget assumptions will be tracked and reported monthly at budget monitoring meetings.

<100 <100 <100

M DMT7a Proportion of local authority rent collected for all

Temporary Accommodation

88.8% Key area of focus will be B&B collections due to known difficulties – HB system and capacity in 2003/4.Increased capacity and new structure will be in place for 1 months of 2004/5.

94% 95% 95%

M DMT7ai

Proportion of local authority rent collected for B&B

M DMT7ai

Proportion of local authority rent collected for PSLs

M DMT7ai

Proportion of local authority rent collected for Hostels

DMT7b % rent loss from vacant temporary accommodation dwellings (PSLs only)

2.7% Much improved on last year.More detailed planning and the introduction of the TA database will improve our management of households into and out of TA.

2.2% 2% 1.8%

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Reporting Frequency


outturn


5

Yearly Target 2005/

6

Yearly Target 2006/

7Q DMT10 Number of Households

rehoused via the Moving Out Of London scheme

31 Key actions agreed on structure and process. Improved marketing and performance monitoring to be installed by end of 1st quarter.

45 50 55

M DMT12 Average current length of stay in B&B (weeks)

21 weeks

This will come down with the closer monitoring to be brought about by the TA database.

16 12 10

M DMT13 Average current length of stay in Hostels (weeks)

16 weeks

This will come down with the closer monitoring to be brought about by the TA database.

14 12 12

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Appendix A - Housing Strategy & Needs Structure Charts

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Appendix B - Planned Improvements

Business Plan Objective 1: To provide our statutory and wider duties to the homeless within budget and within agreed BV and corporate targets.

Responsibility of: Assistant Director and SMT.

Description of targets and performance measures Statutory duties are met. BVPIs and Corporate targets in this plan are met or exceeded. CPA critical targets are reached Cost levels meet Budget targets for ring-fenced and non ring-fenced activities.Activities to be undertaken Who When Resources Manage and monitor each of the existing services through

the SMT. Build all targets/outcomes into the Appraisal process. Install more precise performance monitoring at 3rd and 4th

tier level.

Introduce improved performance reporting and budget management at 3rd tier level.

AD + Senior Management TeamAD + Senior Management TeamAD + Senior Management Team + Finance ManagerAD + Senior Management Team + Finance Manager

All year

All year

Monitoring and Evaluation RecordJune 2004

September 2004

December 2004

March 2005

25


Business Plan Objective 2: To improve location stability for families in temporary accommodation (TA) so improving family and community stability, and contributing to reduced school turnover.

Responsibility of: Assistant Director and SMT

Description of targets and performance measures Properties database and reporting system to be established in 1st qtr of 2004/5. Measures of reduced movement of families to be put in place as outputs from the database and used to improve our monitoring of

the temporary accommodation ‘pipeline’.Activities to be undertaken Who When Resources Move homeless families direct to leased accommodation and

house them within that property for the life of its lease unless their housing priority moves them into permanent accommodation.

Increase the precision of planning for TA so that reductions in B&B use and the flow of households through the homeless process is more exactly managed.

Set up a TA properties database. Process improvements, improved data quality and improved

management reporting to be put in place to increase management’s ability to move households through the system to meet this policy.

Ensure active monitoring of ALG agreement on placements by other boroughs.

Investigate and report on the viability of longer-term leased accommodation that could ‘emulate’ an increase in Council permanent stock.

M. Griffin, J. Dyer

M. Lucas, J. Dyer, M. Griffin, SDT

M. LucasM. Lucas, J. Dyer, M. Griffin, SDT, Finance Manager

M. Lucas, Finance Manager

Ongoing

1st Quarter

1st Quarter2nd quarter

4th Quarter

External Resource


September 2004

December 2004

March 2005

26


Business Plan Objective 3: To bring together the Homelessness reception and Housing Advice roles at the front line so that there is a visible shift towards prevention in the service within the year 2004/5 and beyond.

Responsibility of: Assistant Director, Head of Homelessness, Head of Housing Advice, CSC management.

Description of targets and performance measures Project plan in place by mid May. Process and structure amendments proposed by end of Quarter 2. Pilot scheme introduced in Apex House CSC early in the 3rd quarter of 2004/5. New operation introduced Borough-wide to all four CSCs by 1st quarter of 2005/6. Reduce the % of acceptances against applications by 10% in 2005/6compared with the year 2003/4.

Activities to be undertaken Who When Resources Confirm Project Plan Implement process and structure changes in the Homeless

and Housing Advice functions to converge their roles at the front line.

Agree scope of CSC pilot scheme Operate Pilot scheme at Apex House CSC. Extend operations to other CSCs.

M. Griffin, J. RickmanM. Griffin, J. Rickman

M. Griffin, J. Rickman, J.WaterhouseM. Griffin, J. Rickman, J.WaterhouseM. Griffin, J. Rickman, J.Waterhouse

By 2nd Quarter

April 2004 through to June 2005

External technical support requiredHeavy HR issuesHeavy HR issuesHeavy HR issues


September 2004

December 2004

March 2005

27


Business Plan Objective 4: Continue existing TA procurement strategy to match further demand expansion and move away from the use of B&B where possible. Whilst underpinning the TA quality improvement in Objective 2, to optimise the overall cost position and deliver within the ring-fenced budget.

Responsibility of: Assistant Director and Head of Housing Supply.

Description of targets and performance measures B&B as a % of homeless households (compared with 2003/4). BV measures Measure of voids income losses. Ring fence budget met.Activities to be undertaken Who When Resources Continue current working arrangements but install system-

based improvements to monitor existing and acquired property stocks + effective reporting for management overview.

Install a regular forecasting procedure within the Senior Management Team (SMT) to predict and meet property demand and to track the movement of homeless households.

Develop landlord role within Housing Supply Team – review 1st qtr

Review the case for an expansion of the empty properties team. (implement review outcome)

Review this policy in mid year (September/October 2004) to consider the impact of any new direction in Government policy.

M. Lucas, J. Rickman

Finance Manager, M. Lucas

M. LucasM Lucas/P Rutter

1st Quarter

1st Quarter

September 20041st Quarter1st Quarter/3rd quarter

SDT-based resource


September 2004

December 2004

March 2005

28


Business Plan Objective 5: To deliver improved support to households with special needs by best use of the SP programme and effective multi-agency working:

Responsibility of: Assistant Director and Head of Homelessness.

Description of targets and performance measures Level C achieved in SP QA framework. Support needs assessed and in place for all singles and families Action on ex-offenders 24 assessments a month; 36 placements year in general/supported housing; 40 hostel placements – in

liaison with probation.Activities to be undertaken Who When Resources To ensure that the Hostels service reaches level C in the SP

Quality Assessment Framework.J. Dyer, SP Team, FC 12th

April To ensure that every single vulnerable adult has support

needs assessed and met.Key Support to do assessment and support- whom to organise from HPU end

6th April

Key Support

To ensure that all homeless families with support needs have these assessed and met.

HARTS to do assessment and support- whom to organise from HPU end

6th April

HARTS

To ensure that all single vulnerable adults who require supported housing receive it.

Vulnerable Adult Support Workers 4th April

VASW

To ensure that management systems are in place to assist with delivering on support issues e.g. a decocted senior within Homelessness.

T. Seymour, FC, M. Pelling 12th April

SP funding?

To agree arrangements for effective discharge arrangements from St Ann’s hospital.

FC/M. Griffin 7th April

DoH funding

To review effectiveness of current move-on arrangements with voluntary sector providers.

FC, P. Rutter, J. Aitken 5th April

To consider scope for increasing support services offered through Hearthstone.

FC, L. Salim, M. Griffin 9th April

SP funding?

To review access arrangements to sheltered housing for homeless households.

FC 3rd April

To establish Housing input into planning processes of PCT and Mental Health Trust.

FC, T. Moore 3rd April

To review hospital discharge arrangements for people with physical disabilities/older people

Provide assessments of support needs and provide

FC, L, Redfern (PCT), B. Lanigan (Social Services)……………………… MG?

3rd April

DoH funding/

29


appropriate floating support to all teenage parents presenting as homeless.

Work with probation partners for the settlement of ex-offenders.

Plan for the wider operation of the service and move to 5 day working.

MG2nd Qtr


September 2004

December 2004

March 2005

Business Plan Objective 6: To maximise supply and access to affordable housing.

Responsibility of: Assistant Director and Heads of Re-housing & Housing Strategy.

Description of targets and performance measures Total new housing units delivered in the north London sub-region Total new housing units delivered in Haringey – 300 in 2004/5 and 350 in 2005/6. Total nominations available through sub-regional arrangements to Haringey (new supply) Total nominations obtained by Haringey (new supply) Quantity of total lettings from RSLs. % of RSL lettings let to Haringey applicants. Deliver a key worker housing strategy for Haringey Achieve 80 under-occupation moves in 2004/5Activities to be undertaken Who When Resources Work closer with RSLs within the Housing Strategic

Partnership (HSP) to gain increased momentum – their agendas are not entirely the same as ours.

Work through the sub-regional development forum to ensure that nominations quotas to be agreed are beneficial to Haringey.

Work through the Housing Association Development Forum to effectively monitor the new supply programme in the borough and ensure that developments are delivered.

Work closely with Planning and Property Services to develop a supply pipeline programme in line with asset management strategy.

Make use of some suggested changes in the Lettings Policy

B. James

B. James

B. James

Monthly meetings

Quarterly forums

By June 2004

30


to obtain additional co-operation from the HSP RSLs. Use increased marketing resource to promote under-

occupation moves. Target of 80 to be worked to. Work closely with Human Resources and other public sector

employers to integrate the Key Worker Housing Strategy with an overall recruitment and retention strategy for the borough.

Engage with the North London ‘zone agent’ to deliver the Key Worker Housing Strategy.

S. Francis

S. Francis

June 2004

From April 2004


September 2004

December 2004

March 2005

31


Business Plan Objective 7: To lead the development, monitoring and implementation of the Council’s Housing Strategy and ensure it is fit for purpose

Responsibility of: Assistant Director and Head of Housing Strategy.

Description of targets and performance measures Strategy in place and gains ‘fit for purpose’ status. All targets and activities in Action Plan achieved.Activities to be undertaken Who When Resources Draft strategy completed. Final strategy to be published including executive summary. Housing Strategy consultation conference. Quarterly monitoring of action plan through Housing DMT

and HHSP. Undertake research into the housing needs of BEM

communities in Haringey.

T. MooreT. MooreJ. RobinsonT. Moore

T. Moore

March 2004May 2004May 2004Quarterly

By March 2005


September 2004

December 2004

March 2005

32


Business Plan Objective 8: To increase our engagement with private sector landlords to expand the provision of privately owned accommodation that is available for rent at affordable levels. [Link to TA strategy in Objective 4]

Responsibility of: Assistant Director and Head of Housing Advice.

Description of targets and performance measures Continue to develop the Landlord Forum and increase membership. Review the place of the landlord role - within this team or Supply team? Landlord representative to be elected to the Haringey Housing Strategic Partnership by September 2004 Landlord Accreditation Scheme in place by April 2004, providing 30 properties in the pilot period. To actively participate in the Pan-London Landlord initiatives. Publish assessment of the Scheme within 3rd quarter of 2004/5. After pilot assessment, publish proposal for permanent scheme within the 4th quarter of 2004/5. Measure and report the number of households housed inside the pilot and thereafter, in the widened scheme.Activities to be undertaken Who When Resources Elect a landlord representative for the Haringey Housing

Strategic Partnership Landlord Forum to be organised quarterly and publicised

widely Attendance at Pan London meetings Close management and assessment of the pilot scheme. Arrange regular feedback to Members and targeted

landlords. Develop proposals and budgets for a wider scheme and set

targets for coverage. Assess the case for increased capacity in Empty Properties

team and take action if the case is supported.

A. Elborough

D. GandyA. ElboroughA. ElboroughA. ElboroughA. Elborough

M. Lucas

By September 2004

On going On goingOn goingOn going3rd & 4th Qtr 2004/5

Assessment 2nd QuarterAction 3rd Quarter


September 2004

December 2004

March 2005

33


Business Plan Objective 9: To manage the transition of asylum seekers under the recent amnesty so that the overall project is completed within target timetable and budgeted costs.

Responsibility of: Assistant Director and Heads of Homelessness and Housing Supply.

Description of targets and performance measures 75% or ILR cases are enabled to remain in their accommodation in the short term. Acceptance of duty to house the other 25% is undertaken within our standard budgeted unit costs per dwelling. Completion of the exercise within the Home Office timetable of April 2005.Activities to be undertaken Who When Resources Close monitoring – both internally (HN&N, HB and Asylum -

monthly) and externally (ALG fortnightly) – to judge progress and intervene where necessary and to contribute to the lobbying process.

To keep all suppliers well informed and throughout the year; to facilitate a process to encourage retention of the households within their tenancies.

To provide additional advice and support to tenants and landlords; to encourage accommodation stability wherever possible.

To set up and give support to joint liaison and monitoring with neighbouring authorities.

To inspect, as exceptions, reported sub-standard or severely over-crowded properties (of ILR families) and approve re-housing if applicable.

M. Lucas, M.Griffin

M. Lucas

M. Lucas

M. Lucas

M. Lucas

Ongoing

Ongoing

Ongoing

Ongoing

Ongoing


September 2004

December 2004

March 2005

34


Business Plan Objective 10: To be active contributors to the Sub-Region agenda and, in particular, to make progress on convergence within the key area of Lettings.

Responsibility of: Assistant Director and Heads of Housing Strategy and Re-housing.

Description of targets and performance measures Active participation in sub regional groupings on Homelessness and Supporting People, Private Sector Housing and Lettings. Development of a sub-regional approach to housing assessment and lettings (subject to Member agreement). Implementation of sub-regional housing assessment scheme (subject to Member agreement). Development of a choice based lettings scheme that works across the sub region. Undertake an active role in developing the sub-regional Private Sector Housing Strategy. Actively participate in the development of a sub regional strategy on homelessness. Ensuring that Haringey’s issues are

incorporated and considered Activities to be undertaken Who When Resources Increase participation in the Sub Region planning process.

Participate in sub regional groups – Lettings, Homelessness, Private Sector.

Work with partners to develop a sub-regional approach to housing assessment and lettings (subject to Member agreement).

Implement sub-regional housing assessment scheme (subject to Member agreement).

Develop improved choice based lettings scheme within sub region agenda.

Identify areas of commonality in Private Sector Strategies and Renewal Policies across the sub region to identify areas for joint working and early initiatives.

Undertake an active role in developing the sub-regional Private Sector Housing Strategy.

T. Moore, J. AitkenT. MooreJ. AitkenJ. AitkenD. Gandy

J. Aitken

J. AitkenT. MooreD. Gandy

D. Gandy

Ongoing

From March 2004On going

Strategy produced by September 2004


September 2004

December 2004

March 2005

35


36


Business Plan Objective 11: To lead a programme of change and cultural transformation throughout the Division based on improved management effectiveness, job redesign, process improvement and increased flexibility in service delivery. [This is a major task that will span 2004 –6]

Responsibility of: Assistant Director and SMT + HR

Description of targets and performance measures All re-structures complete within 2004/5. Revised JDs in place for generic support roles within 2004/5 but main benefits evident during 2005/6. Development work on 4th tier roles and impact on 3rd tier effectiveness. First improvements by 3rd quarter 2004/5 but ongoing

through to late 2006. Improvement evidenced in 2nd HS&N staff survey during 3rd quarter and 3rd survey during 1st quarter of 2005/6.Activities to be undertaken Who When Resources Restructure projects to be completed in Income Recovery

and Temporary Accommodation (already underway). Restructure projects to be completed in Homelessness and

Housing Advice. Review and restructuring of support roles in the Division to

be completed by 3rd quarter. Database projects to be completed in support of the process

improvements. Pilot Document management system (Funding permitting) Leadership programme for 3rd and 4th tier managers. Management workshops/away-days every quarter. Staff seminars on change proposals (2 to 3 in 2004/5). Maintain momentum of staff newsletters. Increase the publication of regular performance data to all

staff.

J. Dyer, V. Clarke, J. RickmanM. Griffin, P. Rutter, J. RickmanJ. Rickman, SMT

J. Rickman

J. RickmanOD&LAssistant DirectorAssistant DirectorAssistant DirectorAssistant Director, SMT, Finance Manager

1st Quarter

3rd Quarter

3rd Quarter

3rd Quarter

4th QuarterOngoingOngoingOngoingOngoingOngoing

Heavy HR involvement throughout

External Resource


September 2004

December 2004

March 2005

37


Business Plan Objective 12: To remedy the capacity shortfall in the Division which currently threatens our ability to deliver the target on the ring-fenced budget and otherwise continues to diminish our ability to respond to telephone calls and service our customers.

Responsibility of: Assistant Director and SMT

Description of targets and performance measures Planned capacity increments in place by end of 1st quarter. Improved telephone answering capacity in place / transfers of selected services to call centre phased in during 1 st, 2nd and 3rd

quarters. Call Centre satellite project underway in April and reporting by June 2004. Actions to be decided.Activities to be undertaken Who When Resources Implement planned structure/capacity changes in Income

Recovery and Temporary Accommodation. Define and implement Call Centre Project. Define and implement central administration project. Identify and implement key capacity actions in telephone

answering: service transfers to call centre, internal actions on telephone configuration a separate project investigating the feasibility of a

satellite call centre operation in S&N Define and implement the revised structure of Homelessness

and Housing Advice (see Objective 11).

J. Dyer, V. Clarke

J. Rickman, SDT, J. WaterhouseJ. RickmanJ. Rickman, Telephony Team, SMT

M. Griffin, P. Rutter, J. Rickman

3rd Quarter1st Quarter

Ongoing HR involvement

Telephony TeamExtend IT resource, heavy HTC issues


September 2004

December 2004

March 2005

38


Appendix C - People Planning in HousingA Plan for improved people management

Setting the scene…

“Support for capacity building for Councils and training for Members & officers is an important part of our proposals to see excellent local government services & Leadership.”Local Government White Paper: Strong local leadership - Quality public services

“Developing a skilled & competent workforce is essential to the future of local government. Comprehensive performance assessment, improvement plans & District Audit reviews all demonstrate the need for local authorities to ensure that they have the skills & capacity required to improve performance and to meet future challenges.”Employers organisation for local government

“To develop the organisation, change the culture and increase the Capacity of Haringey Council.”

Haringey Council's CPA Action Plan, November 2002

This is a 3 year plan, amended annually.Progress to be reviewed at Department's DMT biannually.

Version: 3 Date: 3 March 2004

People Plan Agreed by:

DMT 3 March 2004

39


Aims of the People planFirstly, the people plan aims to address the requirement for the Service to meet:

Priority 2, Objective 1 of Haringey Council's CPA Action Plan “To develop the organisation, change the culture and increase the capacity of Haringey Council.”

Housing Strategy objectives:

Improve housing services to residents across tenures

Maximise the supply of and access to affordable homes

Develop communities that are safe, sustainable and cohesive, where people can achieve and succeed

Regenerate our neighbourhoods achieving decent homes for all and narrowing the gap between our wealthiest and poorest areas

Secondly, it aims to establish the improvement framework that will ensure the right people with the right skills are in the right jobs at the right time, to deliver highly performing, efficient & effective services to our communities, without compromising their work/life balance.

We have developed 5 objectives to make sure that we realise the above aims.

The objectives:

1. Sustainable Workforce: Ensure sustainability of the workforce through targeted recruitment & retention programmes.

2. Shared vision values: Ensure that staff know & understand objectives of the organisation, of the service and the part they play

3. Skills & Knowledge: Continually develop people's professional and non-professional skills & knowledge and provide support through periods of change.

Methodology used to develop the plan

AD’s for each business unit met with OD&L consultant and key managers in the service (S&N, HHBS)

AD for HMS met with key staff in the service with OD&L consultant adding additional comments.

Data analysis across the department

40


4. Management: Increase the capacity of managers at all levels to deliver quality services through use of performance management.

5. Structure & Systems: Ensure the structures and systems are in place reflect the needs of our business.

Personnel Services analysis of Business Plans 2003

DMT discussion with OD&L of draft plan

Housing Service managers’ Seminars

Further discussion with OD&L and Personnel

DMT discussion and agreement on final version

People Planning

People Plan Objective 1 Responsibility of

Sustainable workforce: Ensure sustainability of workforce through targeted recruitment & retention programme(s)

DMT

Description of targets and performance measures

Develop a recruitment & retention strategy across the department that addresses specific problem areas

Black & ethnic minority staff representation at senior levels exceeds Council target. Representation of women in top 5% of department is under target (35.71% for 03/04 while target is 51%). We will work towards achieving the target

Succession planning where appropriate

Improve recruitment success rates at first attempt (specific target setting waits for SAP to be fully updated to enable information required to be produced).

Reduce number of agency staff employed (specific target to be developed when monitoring system is in place)

Activities to be undertaken

Milestones Who When Resources and source

Action trail

41


To improve recruitment & retention

Review current recruitment practices

Recognise areas where recruitment is a problem and much smaller number of areas where retention is a problem.

Develop strategy to address these specific areas and to attract women to senior posts

Head of Personnel/DMTRecruitment manager

Recruitment Manager

Feb 04April 04

Recruitment team

New procedures due to be published April 04

Allocate resources to produce the strategy.

Include revision of salary rates in key areas (HHBS)

Recruitment manager

By June 04 R&R manager

To introduce trainee scheme in Mechanical/Electrical engineers

Establish a pilot scheme Les Armstrong Training Manager

Sept 04 Joyceline Hogan New Start co-ordinator

Annual analysis of additional employment needs based on business service planning & workforce data.

Finalise and produce action table where necessary

DMT Annually Performance and Systems team in HR

Develop a promotional programme that will aim improve the Service's image as an employer both internal and external.

Review current recruitment process and ensure it gives best image of Haringey s a place to work and as an employer

Feedback to Head of Personnel on recruitment admin

Promote excellent practice through external publicity.

Recruitment manager, Head of Communications

DMT

Comms team and PR lead from housing

Ongoing

March 04

Ongoing

Recruitment Team

Comms team

42


Develop a retention plan specifically for admin staff who leave due to promotion elsewhere/ lack of career path in housing, income recovery staff

Develop a recruitment plan specifically aimed at surveyors, Project Managers, Mechanical & Electrical Engineers, Estate Service Officers. Finance and income recovery staff, procurement specialists, valuation, legal and medical assessment specialists

Allocate resources for monitoring of exit interviews, using corporate exit interview format)

Introduce flexible R&R packages

Monitor % of staff leaving within the first 12 months of commencing employment

Review candidate specifications, adverts, place of adverts, composition of recruitment panels pay, whole recruitment process and identify barriers to successful recruitment

Recruitment manager

Head of Personnel

Recruitment Manager

Relevant manager and recruitment manager

May 04

Sept 04

From Jan 04

April 04 onwards

Managers will use systems developed

Personnel

Performance and systems team in HRDMT and recruitment team

Discuss career paths with employees, target admin staff, operative to surveyor/co-ordinator, HM to NHM to AHM

Individual career aspirations to be emphasised in performance appraisal.

Encourage internal applications where appropriate

Give constructive feedback to internal applicants who do not get shortlisted or who do not get appointed after interview

Managers

Managers

Managers from recruitment panel

April 04 and every 6 months

Ongoing

Ongoing

43


Ensure that the Service's workforce remains representative of its community.

Ensure accurate workforce information and analysis on ethnicity gender, age, and disability.

Performance and systems HR team

May 04 Newsletter from Perf and Systems team

Review workforce analysis to diagnose trends of discrimination at all levels.

ditto ditto ditto

Redress representation at senior levels where necessary.

Recruitment manager and DMT

May 04 and ongoing

ditto

PROGRESS AT 30 JUNE 2004

PROGRESS AT 31 DECEMBER 2004


44



Shared Vision & Values: Ensure that staff know & understand the common goals, beliefs and purpose of the organisation and the service

DMT


Percentage of staff who understand how they contribute to achieving the Council’s aims and objectives from 93% to 95% by September 04

100% of performance appraisal interviews taken place by June 2004

Develop and use criteria to measure quality & effectiveness of appraisals

Achieve corporate sickness target by December 04

All new staff, job changers, maternity returners, long term agency staff to receive a corporate and local induction



Action trail

45


Improve climate & culture across the department.

Improvement in how staff feel about their contribution to the organisation & service being recognised

Add performance on team brief agenda's.

Ensure regular team meetings take place and include team brief, performance on agenda

Develop a programme of extended management team meetings & seminars

Involve all managers in Business Planning process

To investigate flexible working arrangements where these are in the interests of our business (HHBS).

DMT and managers

Managers

Managers

DMT/SDT

DMT managers

Managers with Personnel

Check results in next staff survey

Happening now

Ditto

Ongoing

Ongoing

Pilot in HBBS extending repairs reporting hours and times for repairs pre inspections March 04

Information from Staff Survey and feedback from Managers’ Seminars

Utilise OD&L Senior manager Seminars, Manager's events, Lunchtime seminarsHBBS Managers and Personnel

Ensure staff awareness of corporate vision & priorities.

Develop an effective induction programme for newly appointed staff.

Identify new staff for corporate induction

Managers Training manager

SDT

Done

Ongoing

Use corporate Induction Checklist & monthly corporate induction programme

Manage poor performance

Establish regular review of poor performance cases identified through performance appraisal, 1:1s etc.

All managers to be competent in implementing councils capability/disciplinary procedures. Target managers most in need

Appraisal workshops

Managers

Assistant directors

DMT March/April 04

Personnel advice in difficult cases

Courses to be rolled out by OD&L in conjunction with HR.DMT and OD&L

46


Manage sickness, generally and target instances of long term sickness or persistent sickness

All managers to be competent in implementing councils sickness procedures

Establish rigorous monitoring systems in key problem areas

Ensure managers have access to up to date & accurate sickness data

Managers with personnel advice

Performance and systems team in HR

April 04 onwards

Courses to be rolled out by OD&L in conjunction with HR.

Performance and systems team in HR

To adhere to legislation regarding health & safety at work.

To communicate to staff health & safety responsibilities.

Managers June 04 onwards

Courses to be rolled out by OD&L in conjunction with H&S Team. Include in the Development & Learning Plan




47



Skills & Knowledge: Continually develop people's professional & non-professional skills & knowledge and provide support through periods of change.

DMT


100% of performance appraisal Individual development plans completed by July 2004

To spend the staff development budget by the end of the financial year

Minimum of 6 development days for each member of staff per year (IiP target, includes seminars and coaching, need to develop system for monitoring)



Action trail

Understand existing capacity in terms of skills per business unit.

Information from performance appraisals feeds into annual workforce review

Assistant Directors and OD&L

Annually

Address gap in skills. Learning & Development Plan to address skill shortage.

Link CPD to performance appraisal

Develop robust evaluation plan to provide information on cost benefit analysis, impact of learning on improvement programmes

Training manager

Managers

Training manager and Managers

Learning and Development Plan to cover specifics, Customer Focus, IT, Risk Assessment & Management, H&S, Dealing with change

Allow a minimum of 2% of the team's salaries budget for staff development.( IIP target)

Regularly review expenditure Allocate amount for CPD

ADs with SDT Annually

Raise awareness/knowledge of key legislation/policy changes and impact on service delivery

Managers with OD&L

Ongoing

OD&L core programme


48




49



Management: Increase the capacity of managers all levels to deliver quality services through use of performance management.

DMT


Develop leadership and management training to meet business needs

Activities to be undertaken Milestones Who When Resources and source

Action Trail

Identify middle managers' & Team Leaders' specific development needs

Review performance appraisals to audit skills gap.

Assistant Directors

Jan 04

Use service business plan priorities to identify needs.

Assistant Directors

annually

Produce & deliver development programme, using existing core skills programme & leadership programme

Decide on areas to be covered by the programme over a 2-year period.

DMT annually

OD&L Core Programme & Leadership Programme

Decide on priority areas DMT annually

Introduce programme in different phases to ensure flexibility in meeting individual & group needs.

Training manager and OD&L

ongoing

Adhere to legislation regarding health & safety at work.

Communicate to staff health & safety responsibilities.

Managers

ongoing

Courses to be rolled out by OD&L in conjunction with H&S Team

50


Ensure that all managers are competent to effect the sickness, capability & disciplinary procedures (see objective 3)

Target managers in problem areas

Courses to be rolled out by OD&L & HR




51



Structure & Systems: Ensure that the structures and systems are in place to meet our business needs

DMT


Put in place appropriate processes and procedures in S&N



Action Trail

Review structure in Strategy and Needs

Evaluation of 4th tier structure and effectiveness

Review of administrative and support roles

Review of scope of Assistant Director role in S&N prior to appointing permanently

Assistant Director S&N

Director and Assistant Director

July to Sept 04

April to June 04April 04

Managers Personnel

Review key processes in Strategy and Needs

Install short term solutions for improving monitoring and control

Make proposals for system investment

Complete review

Assistant DirectorJohn Rickman

July 04 to April 05

Housing Information TeamCentral ITManagers

Review existing electronic systems & procedures

SAP able to provide information needed Head of Personnel

ongoing Performance and Systems Team in HR

Prepare staff for mobile working (HHBS)

Plan for staff briefings after PID signed off at end of April 2004Staff representation on project boardSet up staff user group with trade union representation

Assistant Director HHBS Training manager

Begins May 04

Personnel

52


Prepare for changes needed as a result of outcome of stock options appraisal

Keep staff updated throughout OA process

Discuss possible options at managers’ seminars

DMT

DMT

From March 04 until July 05

Option Appraisal steering group

Make maximum use of potential and existing electronic systems.

Increase staff confidence in electronic systems.

a) Employed IT trainer Training manager

Jan 04

b) Set up Housing IT Training room Training Manager

Jan 04

c) EC driving licence for key staff Training manager

First group began December 03 and now ongoing

OD&L

d) Training on SAP Training manager

Late 2004 Performance and Systems Team




53

housing strategy and needs business plan 2005-2007

Documents

councils housing strategy

lettings service

needs business plan

final version housing

affordable housing

transfer service

class service

mobility service