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METROPOLITAN BOROUGH OF WIRRAL

HOUSING & COMMUNITY SAFETY SELECT COMMITTEE

18 NOVEMBER 2003

REPORT OF THE DIRECTOR OF HOUSING & ENVIRONMENTAL PROTECTION

PROGRESS OF DEPARTMENTAL SERVICE PLAN 2003-2006

1.0 EXECUTIVE SUMMARY

1.1 This report advises Members of progress made in respect of the Housing &Environmental Protection Departmental Service Plan 2003-2006. Members are asked tonote the contents of this report.

2.0 BACKGROUND

2.1 All departments are required to produce a Departmental Service Plan. These plansfollow a corporate format and are structured to link them to the Council's Corporate Planand the corporate objectives and priorities. In addition, this year, the service plan alsotook into account the actions required as a result of the Comprehensive PerformanceAssessment

2.2 This service plan was presented to the Cabinet in January of this year. The service planstipulates that a report is submitted to Members in November 2003 to monitor andevaluate progress.

2.3 All service plans contain measurable outcomes. They include routine work, statutoryplans, Best Value improvement plans and work to meet both local and governmentperformance indicator requirements.

2.4 The plan sets the main service objectives for the department for the next three years.The individual service objectives and targets for the department are defined in specificDivisional Action Plans.

2.5 This report shows the progress made in respect of the Departmental Management TeamAction Plan (Appendix 1) and the Housing Strategy (Appendix 2), Housing Operations(Appendix 3) and Construction Services (Appendix 4) Divisional Action Plans. AdditionalAction Plans itemise progress for learning & development (Appendix 5), humanresources (Appendix 6) and risk management (Appendix 7).

2.6 Progress in respect of each these Action Plans is detailed in the appendices to thisreport. Progress in respect of the Action Plans for Environmental Services,Environmental Health and Trading Standards & Support Services Divisional Action Planshave already been presented in a report to the Environment and Transport SelectCommittee.

3.0 SUMMARY OF PROGRESS

3.1 Departmental Management Team Action Plan Summary

3.1.1 We maintained our Investors in People accreditation following an assessment in June.The assessor noted the continuing improvements that had been made to learning &development in particular the emphasis on management and supervisor training.

3.1.2 We are continuing to drive down absence rates in the department. Additional training inhealth & safety has contributed to reductions in accidents and absences due to accidentsat work.

3.1.3 We achieved our goal of fully integrating the Construction Services Division into thedepartment. The advantages of integration and closer working relationships havebenefited all involved.

3.1.4 We are also actively contributing to service improvement thorough the implementation ofE-government. We have identified an initial 10 services which it is planned will bedelivered through customer access facilities such as One Stop Shops or Call Centres.

3.1.5 Departmental performance across a range of indicators including Best Valueperformance indicators is regularly reviewed by the Departmental Management Team atregular monthly performance meetings. Shortcomings in performance can be identifiedand corrective measures implemented.

3.1.6 The department has incorporated the corporate risk management strategy into theoverall planning process enabling risks to be identified and appropriate control measuresimplemented within an overall Risk Matrix. The departmental management teamreviewed the Risk Matrix in September. This showed, that overall, most risks wereadequately controlled and some had been eliminated. The results of the review aredetailed in Appendix 7.

3.2 Construction Services Division Action Plan Summary

3.2.1 The division managed to maintain a balanced Trading Account showing a small profit.

3.2.2 The Void Action Group was set up with significant improvements in service delivery.

3.2.3 The section achieved the RoSPA Gold Award for continued improvement in Health andSafety Management Systems. In addition we also received the Health Action GoldAward for commitment for raising the awareness of health of staff

3.2.4 We continue to develop staff through IOSH Managing Safely and ManagementAssessment of Proficiency. Positive feedback from IiP and re-accreditation and in-housetraining for Cable Avoidance for operatives. We have taken on 8 Modern CraftApprentices one of whom, Ian Roughley won Merseyside Apprentice of the Year Award.

3.2.5 We are working with the fire brigade on paint and repair schemes to offer free fire safetychecks and installations of smoke alarms.

3.3 Housing Strategy Action Plan Summary

3.1 The key strategic objectives within the Housing Strategy function have been achievedbroadly in line with the targets set. This focuses upon –

• the Housing Market Renewal Initiative• the Private Sector Housing Strategy• Choice Based Lettings and Homelessness

In addition to these major, significant and influential strategic developments, there hasalso been a continued programme of delivering change regarding –

• the Ten Streets Acquisition and Demolition Initiative in partnership with WirralMethodist Housing Association, The Housing Corporation and English Partnerships

• the Beechwood Partnership Scheme, whilst overall progress has been protracted,significant achievement has been in the swift rehousing of existing tenants whichallows for an anticipated start on site date of 2004

• the further development of the Private Landlords’ Strategy through successfulinitiatives such as the Private Landlords’ Forum, Landlord Training Programme,Landlord Energy Efficiency Grants Scheme and the Landlord Focus Group which willnow be taken on by the Landlord Accreditation Team who will primarily deliver therecently launched Accreditation Scheme.

In relation to supported housing, this has been a period of change and development, withthe following outcomes having been achieved:

• The implementation of the Supporting People programme, and progress having beenmade on all agreed Year 1 actions including the carrying out of the full needs survey.

• The revised Sheltered Housing Service being implemented in stages from November2003 – March 2004, including the establishment of a dedicated out of hours services.

• Progressing joint working initiatives – POPIN, establishment of Integrated CommunityEquipment Store etc – with partners in Health, Social Services, Probation andVoluntary Section.

• Specifying the new Home Adaptations and Wirral Home Management Agencypriorities and working practices to link to the various new Agendas.

3.4 Housing Operations Action Plan Summary

3.4.1 The application for a place on the Stock Transfer Programme 2003 and subsequentapproval has led to a great deal of work in developing an offer to tenants which reflectsthe improvements in services which they would like to see. The position of the HRAmeans that it is impossible to further improve services with the Council. In particular theCouncil would not be able to achieve the Government's decent homes standard by 2010.The restructure of the Housing Services Division is under way. This will introducespecialist working into the Area Housing Offices. Three areas of specialisation will beintroduced; income - dealing with rents and arrears; property dealing with voids andallocations; and estate management.

3.4.2 The ballot of tenants for stock transfer will take place early in 2004. If they vote in favourof transfer the properties will transfer to Wirral Partnership Homes in January 2005.

3.5 Departmental Learning & Development Objectives Summary

3.5.1 77% of all managers and 92% of all supervisors in the department have attendedrecognised managerial and supervisory training.

3.5.2 Over 400 staff have received Fire Safety training and 304 ECDL module passes havebeen achieved.

3.6 Human Resource Issues Action Plan Summary

3.6.1 The review of the Housing Management services is now nearly complete. Therestructure of Housing Strategy following the Best Value Review is scheduled forcompletion in early 2004.

3.6.2 Proposed changes to the Warden system have started with the Out of Hours team inplace form October 2003.

3.6.3 Eight trade and four administrative apprentices have been appointed as part of themodern apprenticeship scheme.

4.0 FINANCIAL & STAFFING IMPLICATIONS

4.1 There are no additional financial or staffing implications arising directly from this report.

5.0 EQUAL OPPORTUNITIES IMPLICATIONS

5.1 Many aspects of the Department’s work is focused on improving services to those whoare disadvantaged in society.

6.0 LOCAL AGENDA 21 IMPLICATIONS

6.1 There are none arising from this report.

7.0 LOCAL MEMBER SUPPORT IMPLICATIONS


8.0 HUMAN RIGHTS IMPLICATIONS


9.0 COMMUNITY SAFETY IMPLICATIONS

9.1 The Department’s work in relation to the Council’s Community Safety Strategy is detailedin the relevant parts of the service plan.

10.0 PLANNING IMPLICATIONS


11.0 BACKGROUND PAPERS

11.1 Housing & Environmental Protection Departmental Service Plan 2003-2006

12.0 RECOMMENDATION

12.1 Members are asked to note the contents of this report and the progress made by thedepartment.

Alan StennardDirector of Housing & Environmental Protection

This report was prepared by Clive Ashton who can be contacted on 666 4949

Appendix 1DEPARTMENTAL MANAGEMENT TEAM ACTION PLAN 2003 - 2006

Objective Action By when LeadOfficer

Performanceindicators/ Outputs

ResourceImplications

Contribution toCouncilObjectives/Priorities

CurrentSituation

Ensure that staff undergo KIEdiscussions

April 2004 All DMT 100% of available staff Existing 82.4% for2002/03

E-government. Contribute toCustomer Services Strategy

Reviewquarterly

All DMT BVPI 157 Existing 10 servicesidentified fordelivery bycustomer accessfacilities.

1. ImproveStandards ofcommunication

Incorporate findings ofCommunication survey intoCommunications Strategy andimplement into department

September2003

PROfficer

Revised CommunicationsStrategy availableelectronically to staff byApril 2003

Existing

3, 9D(i)

New PR officerstarted work.

2. Improvestandards oflearning &development

Reassessment against IiPStandard

June 2003 POMS Maintain accreditation Existing 3, 9(i), (iii)

IiP retained June2003. New ActionPlan formulated.

3. Improvestandards. OfH&S throughoutthe department

Reduce working days lost fromwork related injury and ill-healthby 15%Reduce incidence of fatal andmajor injury accidents by 5%Reduce the incidence of cases ofwork related ill-health by 10%

April 2004 ADSupportServices

Departmental AccidentStatistics

CIEH Trainingfor all staff"ManagingSafely" Trainingfor all managers

All objectives ontargeta) target 307

actual 41b) target 0

actual 0c) target 93

actual 51

4. Improvedepartmentalabsence rates

Reduce the average number ofworking days lost throughsickness to under 11.35 days

April 2004 CRM Departmental Sicknessstatistics. BVPI 12

Existing

4, 5, 9B, C(i), (iii)

12 point movingaverage 9.88.BVPI for 03 / 0410.8 days

DEPARTMENTAL MANAGEMENT TEAM ACTION PLAN 2003 - 2006

Objective Action Bywhen

LeadOfficer




CurrentSituation

Use EFQM outputs as a "HealthCheck"

ActionPointsJune2003

ADSupportServices

On going improvements Existing EFQMsessions to bearranged. Newformat to beconsidered

5.Improvestandards ofmanagement &organisation

90% of identified managers to haveundergone MAP training

March2004

DeputyDirectorHousing

Achieve 45% by July2003

Training Budget

3, 9D(ii)

77.6% havehad initialassessment

Investigate and report viability ofmerger with Social Services andother departmental administrativefunctions

May 2003 ADSupportServices

Single service inoperation April 2004

PossibleSavings

No further actionat present

Fully integrate ConstructionServices Admin functions into thedepartment

May 2003 CRM &AD (CS)

Single service operational2003

Possiblesavings

Completed

Review Procurement within thedepartment using EFQM model

May 2003 All DMT Report for DMT May 2003 Existing Completed

6.Partnerships

Encourage creative partnershipswhich contribute directly tocorporate objectives and ongoingservice improvements

April 2004 AD's Measure no. ofpartnerships in place andmeasure number of newpartnerships annually

Existing

1, 2, 4, 6, 7, 9A, B, C, D(i), (ii), (iii)

Review March2004

7. Equality ofopportunity &access toservices

100% of identified staff to haveundergone EqualOpportunities/Diversity training

March2004

AD's In accordance with targetsin departmental trainingplan

Training budget 9, 7B(i)

New coursebeing planned

8. Local Agenda21 &Sustainability

Advise staff on ways to reduceconsumption of energy and paperto corporate standards

March2004

CRM Reduce Paperconsumption by 10%

Existing 1, 9(ii)

Reductions inenergy & paperconsumptionbeing monitored

DEPARTMENTAL MANAGEMENT TEAM ACTION PLAN 2003 - 2006

Objective Action Bywhen

LeadOfficer




CurrentSituation

9. ReviewPerformance ofPIs and PSAs

KPI reports to COMT

BVPIs, Local PIs and PSAsreviewed monthly by DMT

Quarterly

Monthly

Director Targets as stated in BestValue Performance Plan

Existing 9D

PerformanceReport presentedmonthly toPerformance DMT

10. RiskManagement

Identify Significant Risks i.e. thosethat can affect strategic oroperational objectivesConsider the top ten risksCreate a Risk MatrixCreate a framework of monitoring,review and reporting

Twice peryear

DeputyDirectors

Risk Matrix created eachyear

Reviewed in Septembereach year

Existing 9(iii)

Departmental RiskMatrix reviewed inSeptember andrisks re-evaluated

11. Asset &facilitiesmanagement

Collect and manage assetinformation in a manner that can becompared

Quarterly AD (HS)CRM

Report to DMT Existing 1, 9(ii)

PIs created whichrelate to timespent on the AssetMgt Plan

12. CustomerResults

Using results from monitoringComplaints, Political Enquiries,"Comments Please" forms etc. toidentify trends and patterns toenable better targeting of resources

Develop Customer Strategy

Start May2003

May 2003

All DMT

All DMT

Quarterly reports to DMT

March 2004

Existing 9D

Performance Reportidentifies problemsenabling them to beaddressed.

13. People

Contribute to corporatedevelopment of HR Strategy

On going All DMT To be developed Existing 9, 3D(i), (ii)

Training on newKIE format,service planning &competencies.New CorporateStaff attitudesurvey to becarried out

APPENDIX 2 - HOUSING STRATEGY ACTION PLAN 2003 2006

Objective Action By When Lead Officer Performanceindicators/Outputs


Contributionto CouncilObjectives/Priorities

Current Situation

ImplementChoice BasedLettings Servicefor SocialHousingproviders

♦ Implement computerisedsystem

♦ Retrain Agency staff♦ Set up Property Shop(s)

May 2003

April 2003March 2004

P.O. Policy &Development

Existing 6,7,9B; D(i)

Choice Based lettings policyand proceduresimplemented Borough widein Oct 2003. Review oflocation of servicecommenced

To reviewHomelessServices andDevelopHomelessStrategy

♦ Undertake review of existingservices

♦ Develop new homelessstrategy

April 2003

July 2003

ManagerUHWLA

BV183; Existing 4,6,7,9B; C; D(i) (iii)

Homelessness review andStrategy completed andpublished July 2003.Strategy currently beingimplemented by Counciland its partners

Contribute toRegeneration ofNeighbourhoods

♦ Contribute to Housing MarketRenewal Initiative – MerseysidePathfinder Prospectusincluding:

♦ Wirral Area DevelopmentFramework

December2003

AD HousingStrategy/ POP&D/PO PSHR

HMRIFundingHIPAllocation

1,2,4,5,6,9A;C(i) (ii)

HMRI Prospectus submittedto ODPM in Oct 2003 andnegotiations underway

♦ Continuation of TranmereHousing RegenerationPartnership Programme

Ongoing AD HousingStrategy

HIPHousingCorporationADP

1,2,4,5,6,9A;B;C;D(i) (ii)

Continuing and developingin line with HMRI Strategy

♦ Implement New Tools Initiative‘10’ Streets, Birkenhead.Partnership Wirral MethodistH.A.

Ongoingend 2005

PO PSHR HIP HousingCorporationADP

1,2,6A(iii)

Continuing progress beingmade (over 50% ofproperties acquired, EnglishPartnerships fundingsecured, first phase ofdemolition imminent)

HOUSING STRATEGY ACTION PLAN 2003 2006




Current Situation

♦ Enable Beechwood PartnershipScheme with

♦ Riverside H.A.

End2005/6

AD HousingStrategy

HRAHousingCorporationADP

1,5,6,7A;C(iii)

Continuing rehousing oftenants, more than two thirdproperties vacant, Legalagreements to becompleted by Dec 2003,anticipated start on sitespring 2004




Current Situation

♦ Ensure Housing contribute towider corporate regenerationinitiatives etc.

Ongoing AD HousingStrategy/POPolicy & Dev

PrivateFinanceExisting

1,2,4,5,6,7,9A;B;C(i)

Ongoing such asNeighbourhoodManagement Pathfinder Bidsubmitted Nov 2003,housing leading on aspectsof neighbourhood renewalactivity and majorcontributions to agenda ofLSP and development of itsCommunity Strategy




Current Situation

ContinuouslyReview HousingStrategies andServices

♦ Continue to develop theCouncils enabling role withrespect to RSL’s

Ongoing AD HousingStrategy/POPolicy &Development

Existing 2,6,7A;B(i)

Continuing development ofWirral’s Strategic HousingPartnership and continuingenabling of RSLdevelopment in Tranmereand other parts of Wirralproviding homes for rentand sale and homes for

people with specific housingneeds





Current Situation

♦ Produce Private SectorHousing Strategy. To include:

♦ local policy on financialassistance to homeowners

♦ private landlords strategy♦ clearance programme♦ HMO’s♦ Stock Condition♦ Empty Homes policy

AD Housing/PO PSHRPO Policy &Development

BV62;BV64

Existing 1,2,4,5,6,7,9A;B;C;D(i) (ii)

Private Sector HousingStrategy published July2003 including local policyon financial assistance tohomeowners. Continueddevelopment of PrivateLandlords Strategy on-going through LandlordAccreditation and researchbegin in relation to financialpackages for homeownersin line with HMRI

♦ Promote greater thermalefficiency in accordance withthe Home Energy ConservationAct (HECA) Strategy

AD HousingStrategy/POPolicy &Development

BV63 Existing 1,4,6,7,9(ii) (iii)

HECA Progress Reportsubmitted Sept 2003. Over10% reduction in energyconsumption over last sixyears reported: recruitmentof a dedicated EnergyEfficiency Officer in July2003




Current Situation

ContinuouslyReview HousingStrategies andServices (cont..)

♦ Review and revise Wirral’sHousing Strategy statementand HRA Business Planincluding Housing InvestmentProgramme (HIP) submission.

July 2003 AD HousingStrategy/AD HousingServices/PO Policy &Development

HIP Score.Retain‘aboveAverage’status

Existing 2,6,7,9B;C;D(i) (ii) (iii)

Redrafted Housing StrategyStatement submitted toGovernment Office forcomment. Programmeagreed with GovernmentOfficer for achieving ‘fit forpurpose’ Housing Strategyby 2004





Current Situation

♦ Contribute to the developmentof an anti-social behaviourstrategy in private sectorneighbourhoods

Mar 2004CommunitySafety Co-ordinatorPO HousingManagementNeighbourNuisanceStrategyOfficer

Strategyproduced

General fund 1,5,7,9B,C(i)

Comprehensive Anti-SocialBehaviour Strategy underdevelopment and to bepublished in 2004 by thenewly appointedCommunity Safety teamwho have taken over thisresponsibility from theHousing Strategy Division




Current Situation

To providesupportedhousing forvulnerablepeople

♦ Implement agreed 1st yearpriorities of Supporting Peoplestrategy(As listed in Supported PeopleShadow Strategy includingsetting up the administrativestructure)

Completionby March 04wherepossible

POSupportedHousing/SupportedPeople TeamLeader

Attainmentof 1st yearAction Plan

Establish-ment ofSupportingPeople teamstructure asper January03 CabinetReport

7,6B(i)

Progress made on all 1st

year priorities; update willbe in rewritten Strategycurrently being worked on

♦ Combine Supported HousingStrategy and SupportingPeople Shadow Strategy

April 02 POSupportedHousing

Completionas agreedstrategy

Existing 7,6B(i)

Will be in finalised Strategydocument (as above)

♦ Implement Sheltered HousingrestructureRecruit to agreed structure

April 03 formanagementposts; over18/24 monthsfor wholechange

POSupportedHousing

Extensionof service tonew clients;extendrange ofavailableservices

Establishment of newagreedstructure

7,6B(i)

Nearing completion





Current Situation

♦ Link above development todevelopments in Socialservices (Older Persons review,POPIN etc)

Continuousprocess

POSupportedHousing

Measureperformance againstNSF, BetterCare, etcPI’s

Existing butto be keptunder review

6,7(i)

Sheltered HousingServices Manager isalso POPIN ServiceManager

♦ Link to relevant NSF’s bettercare, NRF/POPIN development

On-going




Current Situation

Continued ♦ Contribute to development ofintegrated CommunityEquipment Service.(As directed by CommunityEquipment modernisationteams)

By April 2004 HomeAdaptationsTeamManager

National Existing 4,6,7,9(i)

Work in progress

♦ Integrate working of WHIA andHome Adaptations Team

By April 2004 HomeAdaptationsTeamManager

Nationaltarget(Foundations)LocallyagreedServiceStandards

Existing 4,6,7,9(i)

In progress, report toMembers during thisfinancial year

♦ Develop Service Standards andwork processes throughService Improvement Team(SIT)

Continuous HomeAdaptationsTeamManager

Existing 4,6,7,9(i)

Continuing

APPENDIX 3 - HOUSING OPERATIONS ACTION PLAN 2003 2006




Current Situation

To continuouslyreview housingservices

♦ Provide computerisedprocedure manuals for all staff

♦ Complete Housemarkbenchmarking process

♦ Provide a Tenants’ Handbookto all tenants

October 2003

June 2003

October 2003

ADH ServiceSASSManager

SASSManager

PO HousingManagement

Manualsreadilyavailable

Benchmarkingcompleted

Handbookavailable totenants

Existing

Existing

HRA

6,9D

6,9D

6,9D(i)

To review thehousingmanagementservice

♦ Continue the Review steeringgroup meetings

Ongoingmonthly toApril 2003

DD Housing Report onoutcome ofthe review

Existing 6,9D(iii)

♦ 3 sub groups to report backon cost reduction measures,performance managementand service delivery

February 2003 ADH Service Report toreviewgroup

Existing 6,9D

HOUSING OPERATIONS ACTION PLAN 2003 2006




Current Situation

To seek costreductionmeasures andto maximiseincome to theHRA

♦ Maximise income through rentcollection and arrearspursuance through the IncomeCo-ordination section andspecialist teams in AreaHousing Offices

♦ Ensure all staff fully use theescalation policy and rentscode of guidance

♦ Administer the Right to Buyfunction

♦ Liase closely with HousingBenefits to maximise tenantsentitlement and rental income

Ongoing

Ongoing

Ongoing

Ongoing

ADH ServiceAHMsIC Manager

ADH ServiceAHMs

ADH ServiceIC Manager


BVPI66aReductionin rentarrears

BVPI66aReductionin rentarrears

Servicedeliveredwithinprescribedtimescales

BVPI 78a,78b, 78c,79a,79b

Existing

Existing

Existing

Existing

6,9D(iii)

6,9D

6,9D

6,7,9B,D(i)

To improveperformanceagainst BVPIsand Local KPIs

♦ Work with the District Auditservice to improve performanceagainst the measuredindicators

♦ Regularly monitor customersatisfaction with all aspects ofthe housing managementservice

April 2003

Quarterlysurveys of1% oftenants

ADH ServiceAHMs

SASSManagerADCSADH Service

All BVPIs,KPI’s andlocal PIs

BVPI 74

HRA

Existing

1,6,9D(iii)

6,9B,D,(i) (iii)





Current Situation

To tackleNeighbourNuisance in andaround councilestates

♦ Undertake model beats with thepolice and other agencies asrequired

♦ Review/expand role ofneighbourhood wardens

♦ Monitor theperformance/workload of theNNT

♦ Raise awareness/providetraining for area housing officestaff in dealing with anti-socialbehaviour

Ongoingprogramme

October 2003

Quarterly

October 2003

DD HousingADHServices

ADHServices

ADHServicesDD Housing

ADHServices

Reductionin crime inmodel beatarea

Efficient useof wardens

100% ofcases dealtwith incounciltimescale

1 memberof staff fromeach officefully trained.All staffmadeaware ofissues

HRA

GrantFundingceases for 1warden inApril 2003HRA

Existing

Existing

1,4,5,6,7A,B,C,D(i)

1,4,5,6,7B,C,D(i)

1,4,5,6,7C,D(i)

1,4,5,6,7,C,D(i)





Current Situation

To work withConstructionServices tominimise voidturnaround

♦ Keep ready to let voidsturnaround times within thetarget

♦ Efficiently allocate propertiesusing choice based lettings

♦ Develop a standard voidspecification and published voidstandard

Ongoing

May 2003

June 2003

ADH ServiceAHMs

ADH ServiceAHMs


Voidturnaroundtarget 55days

Voidturnaroundtarget met


Existing

Existing

Existing

1,6,9A(ii)

6,7,9D(i)

6,9(ii)

To bring theCouncil’shousing stock toa decentstandard

♦ Update and administer thestock condition survey data

♦ Develop and undertake capitalprogrammes to meet thedecent homes standard

♦ Develop and undertakeplanned and maintenanceprogrammes following thefindings of the stock conditionsurvey to meet the decenthomes standard

♦ Undertake energy Efficiencymeasures to Council propertiesto meet decent homes standard

Ongoing

Ongoing

Ongoing

Ongoing

ADH ServiceSASSManagerPMI Manager

ADH ServiceADHStrategy

ADH ServicePMI Manager

ADH ServicePO Policy &Development

Robust data

BVPI 184

BVPI 184

BVPI 63,184

Existing

Existing

Existing

Existing

6,9A,D(ii) (iii)

1,4,5,6,9A,C(ii) (iii)

1,4,5,6,9A,C(ii) (iii)

1,4,6,7,9(ii) (iii)





Current Situation

To gain a placeon theGovernmentsStock TransferProgramme for2004

♦ Make an expression ofinterest for inclusion on theprogramme

♦ Procure consultants for thepre-ballot stages for transfer

May/June2003

October 2003

DirectorADH ServiceADHStrategy


Place ontheprogramme

Consultantsin place

Existing

HRAGeneralFund

6,9A(ii) (iii)

6(ii) (iii)

To procure astrategic partnerfor the housingmaintenanceservice

♦ Prepare client brief

♦ Seek partner through EUnegotiated procurementprocess

♦ Procurement process

♦ Secure partner

April 2003

April 2003

June/March2004

March 2004

DD Housing

DD Housing

DD Housing

DD HousingADH ServiceADCS

Brief

Expressionsof interest

Selectionprocess

Strategicpartner inplace

PropertyServices,Housing, BSolPropertyServices,Housing, BSol

PropertyServices,Housing, BSolHRA, MRA

2,5,6,9D(ii)

2,5,6,9D(ii)

2,5,6,9D(ii)

1,2,5,6,9D(ii)





Current Situation

To procure astrategic partnerfor the housingmaintenanceservice


♦ Seek expressions of interest


♦ Secure partner

April 2003

June 2003

June/March2004

March 2004

DD Housing

DD Housing

DD Housing


Brief

Expressionsof interest

Interviews2nd

selection


PropertyServices

PropertyServices

PropertyServices

HRA, MRA

2,5,6,9D(ii)2,5,6,9D(ii)2,5,6,9D(ii)1,2,5,6,9D(ii)

To adopt choicebased lettingsacross all areasof Councilhousing


♦ Retrain allocation officers todeal with choice based lettings

May 2003

May 2003

SASSManager

ADH Service

Implemen-tationsystemoperative

Revised jobdescriptions

HRARSL Partners

Existing

4,6,7,9D(i)

4,6,7,9D(i)

♦ Work with UWLA to provide aproperty shop

March 2004 ADH ServicePO Policy &Development

Propertyshop open

HRARSL Partner

4,6,7,9D(i)





Current Situation

To improve theprovision ofsupport totenants groups

♦ Review the tenant compacts

♦ Develop new tenant groups

♦ Sign up packs for new tenants

October 2003

Ongoing

June 2003-ongoing

ADH ServiceAHMs

ADH ServiceAHMs

ADH ServiceAHMs

BVPI 74

BVPI 74

Packsavailableandregularlyupdated

Existing

Existing

HRA

6,7,9D(i)

6,7,9D(i)

6,7,9D(i)

To continuouslyreview housingservices

♦ Provide computerisedprocedure manuals for all staff

♦ Complete Housemarkbenchmarking process

♦ Provide a Tenants’ Handbookto all tenants

October 2003

June 2003

October 2003


SASSManager

PO HousingManagement

Manualsreadilyavailable

Benchmarkingcompleted

Handbookavailable totenants

Existing

Existing

HRA

6,9D

6,9D

6,9D(i)

The current policiesand procedures areavailable on the Wirralintranet for all the coreservices.

All information hasbeen provided toHousemark andbenchmarking will becomplete by endNov2003.

A draft tenantshandbook has beenprepared inconsultation withtenants and the

WFTRA. It has beenput on hold pendingthe outcome of thetransfer ballot as it isexpensive to produceand information wouldbe out of date iftransfer takes place.Post-transfer a handbook will be produced.

To review thehousingmanagementservice

♦ Continue the Review steeringgroup meetings

Ongoingmonthly toApril 2003

DD Housing Report onoutcome ofthe review

Existing 6,9D(iii)

The review of theHousing Managementservice concluded thatspecialisation was theway forward.Recruitment is inprogress for the threeareas ofspecialisation,income, estatemanagement andproperty.

♦ 3 sub groups to report back oncost reduction measures,performance management andservice delivery

February2003

ADH Service Report toreviewgroup

Existing 6,9D

As above


Objective Action By When LeadOfficer

Performanceindicators/Outputs



Current Situation

To seek costreduction measuresand to maximiseincome to the HRA

♦ Maximise income throughrent collection andarrears pursuancethrough the Income Co-ordination section andspecialist teams in AreaHousing Offices

♦ Ensure all staff fully usethe escalation policy andrents code of guidance

♦ Administer the Right toBuy function

♦ Liase closely withHousing Benefits tomaximise tenantsentitlement and rentalincome

Ongoing

Ongoing

Ongoing

Ongoing

ADH ServiceAHMsIC Manager

ADH ServiceAHMs



BVPI66aReduction inrent arrears

BVPI66aReduction inrent arrears

Servicedeliveredwithinprescribedtimescales

BVPI 78a, 78b,78c, 79a,79b

Existing

Existing

Existing

Existing

6,9D(iii)

6,9D

6,9D

6,7,9B,D(i)

Specialisation for theHousingManagement servicewas approved inSeptember.Recruitment tospecialist rolescommenced 3 Nov.

Escalation policynow fully automated.

The RTBapplications havedoubled in the last12 months. Despitethis all statutory andlocal timescaleshave been met.

Liaison groupestablished andmeets on a regularbasis.

HOUSING OPERATIONS ACTION PLAN 2003 2006Objective Action By When Lead

OfficerPerformanceindicators/Outputs



Current Situation

To improveperformanceagainst BVPIsand Local KPIs

♦ Work with the District Auditservice to improveperformance against themeasured indicators

♦ Regularly monitor customersatisfaction with all aspectsof the housing managementservice

April 2003

Quarterlysurveys of1% oftenants

ADHServiceAHMs

SASSManagerADCSADHService

All BVPIs, KPI’sand local PIs

BVPI 74

HRA

Existing

1,6,9D(iii)

6,9B,D,(i) (iii)

Voids project wasestablished. Part ofspecialisationrestructure. Resultedin Area HousingManager seconded tosecure improvedperformance.

Quality andPerformance teamand the Repairsresponse centremonitoring quality ofthe repairs service.;Three yearly surveyrecently completed oftenant satisfactionReport to SelectCommittee 18 Nov





Current Situation

To tackleNeighbourNuisance in andaround councilestates

♦ Undertake model beats with thepolice and other agencies asrequired

♦ Review/expand role ofneighbourhood wardens

♦ Monitor theperformance/workload of theNNT

♦ Raise awareness/providetraining for area housing officestaff in dealing with anti-socialbehaviour

Ongoingprogramme

October 2003

Quarterly

October 2003

DD HousingADHServices

ADHServices

ADHServicesDD Housing

ADHServices

Reductionin crime inmodel beatarea

Efficient useof wardens

100% ofcases dealtwith incounciltimescale

1 memberof staff fromeach officefully trained.All staffmadeaware ofissues

HRA

GrantFundingceases for 1warden inApril 2003HRA

Existing

Existing

1,4,5,6,7A,B,C,D(i)

1,4,5,6,7B,C,D(i)

1,4,5,6,7C,D(i)

1,4,5,6,7,C,D(i)

This is an ongoingprogramme inpartnership withMerseyside Police.

All 4 neighbourhoodwardens now workmore closely together.The CommunitySafety BV reviewrecommended notincreasing numbers atpresent.

100% of cases dealtwith in timescalesdespite increase inworkloads

Training has been putback 6 months due tohigh workloads for theAnti-social behaviourteam. Report toCommittee 16 Nov.





Current Situation

To work withConstructionServices tominimise voidturnaround

♦ Keep ready to let voidsturnaround times within thetarget

♦ Efficiently allocate propertiesusing choice based lettings

♦ Develop a standard voidspecification and published voidstandard

Ongoing

May 2003

June 2003

ADH ServiceAHMs

ADH ServiceAHMs


Voidturnaroundtarget 55days



Existing

Existing

Existing

1,6,9A(ii)

6,7,9D(i)

6,9(ii)

See comments above

Choice BasedLettings now beingpiloted across theborough.

Part of AuditCommission study.We now offer morechoice to tenants. Wecarry out joint visitswith tenants beforework starts

To bring theCouncil’shousing stock toa decentstandard

♦ Update and administer thestock condition survey data

♦ Develop and undertake capitalprogrammes to meet thedecent homes standard

♦ Develop and undertakeplanned and maintenanceprogrammes following thefindings of the stock conditionsurvey to meet the decenthomes standard

♦ Undertake energy Efficiency

Ongoing

Ongoing

Ongoing

ADH ServiceSASSManagerPMI Manager


ADH ServicePMI Manager

Robust data

BVPI 184

BVPI 184

Existing

Existing

Existing

6,9A,D(ii) (iii)

1,4,5,6,9A,C(ii) (iii)

1,4,5,6,9A,C(ii) (iii)

New stock conditionsurvey carried out byFPD Savills

Stock survey revealeda level of 68% nondecent homes. TheCouncil hasinsufficient resourcesto reach decenthomes standard by2010. ThereforeStock Transfer isoption supported bythe Council to achievedecent homes

measures to Council propertiesto meet decent homes standard

Ongoing ADH ServicePO Policy &Development

BVPI 63,184

Existing 1,4,6,7,9(ii) (iii)

The Stock Surveyrevealed that theCouncil’s stock has anNHER rating of6.6and a SAP rating of59 against nationalaverages of 4.5 and44 respectively..






Current Situation

To gain a place onthe GovernmentsStock TransferProgramme for 2004

♦ Make an expression ofinterest for inclusion onthe programme

♦ Procure consultants forthe pre-ballot stages fortransfer

May/June2003

October2003

DirectorADH ServiceADHStrategy


Place on theprogramme

Consultants inplace

Existing

HRAGeneral Fund

6,9A(ii) (iii)

6(ii) (iii)

Completed withintimescales. Placeon programme May03.

Consultants in place:Lead consultantPrice WaterhouseCoopers; Legal;adviser Trowers andHamlins;Independentstenants adviserDome;Communicationsconsultant IPB.

To procure astrategic partner forthe housingmaintenance service


♦ Seek partner through EUnegotiated procurementprocess


♦ Secure partner

April 2003

April 2003

June/March2004

March 2004

DD Housing

DD Housing

DD Housing


Brief

Expressions ofinterest

Selectionprocess


PropertyServices,Housing, B SolPropertyServices,Housing, B Sol

PropertyServices,Housing, B SolHRA, MRA

2,5,6,9D(ii)

2,5,6,9D(ii)

2,5,6,9D(ii)

1,2,5,6,9D(ii)

This process wasdelayed pending theoutcome of theexpression ofinterest for transfer.It is anticipated thatthe Council will workin partnership withWirral PartnershipHomes to procure apartner in 2004.






Current Situation

To adopt choicebased lettingsacross all areas ofCouncil housing


♦ Retrain allocation officersto deal with choice basedlettings

May 2003

May 2003

SASSManager

ADH Service

Implemen-tation systemoperative

Revised jobdescriptions

HRARSL Partners

Existing

4,6,7,9D(i)

4,6,7,9D(i)

Choice basedlettings throughWirralhomes wentlive in October 2003.

♦ Work with UWLA toprovide a property shop

March 2004 ADH ServicePO Policy &Development

Property shopopen

HRARSL Partner

4,6,7,9D(i)

To improve theprovision of supportto tenants groups

♦ Review the tenantcompacts

♦ Develop new tenantgroups

♦ Sign up packs for newtenants

October2003

Ongoing

June 2003-ongoing

ADH ServiceAHMs

ADH ServiceAHMs

ADH ServiceAHMs

BVPI 74

BVPI 74

Packsavailable andregularlyupdated

Existing

Existing

HRA

6,7,9D(i)

6,7,9D(i)

6,7,9D(i)

APPENDIX 4 CONSTRUCTION SERVICES DIVISION – BUSINESS PLAN COMMON OBJECTIVES


PerformanceIndicators/Outputs


ContributionTo CouncilPriorities

CurrentSituation

Efficient,Effective andimprovingServices. Toensureeffectivecommunication

To discuss Business Plans aims andobjectives through KIE with all staff

To attend managers forums

To attend Management Meetings

To attend 6 weekly team briefings

Contribute to IiP accreditation

Ensure every member of staff frommanager down can clearly explain theirroles, duties and reporting lines

Mar 04

Ongoing

Ongoing

Ongoing

Ongoing

Ongoing

AD

AD

AD

AD

AD

AD

Completion

Representation

Attend All

Attend All

MaintainAccreditation

100%

Existing

Existing

Existing

Existing

Existing

Ensuringdelivery ofeffective andefficientservices______”______

______”______

______”______

______”______

______”______

Business Plan isdiscussed atevery OMTmeeting heldevery month.100%attendance atmanagers forumwith feedbackthrough teambriefing.Meetingsattended at bothstrategic andoperationallevels on afrequent basis. 6weekly teambriefings heldwith auditscarried outcentrally.Successfulaccreditation ofIiP. Key issuescarried outannually withupdates everysix months

CONSTRUCTION SERVICES DIVISION – BUSINESS PLAN COMMON DIVISIONAL OBJECTIVES





CurrentSituation

EnsuringFinancialviability forConstructionServices

Review financial performance data on amonthly basis, evaluate productivity, cashflow, debtors, Trading Account to ensurebreak-even point.

To develop a Growth Strategy to enable tocompete and attract external customersincluding RSL, Emergency Services

Ongoing ADSDMDMAccts

Break EvenPoint

To ensurebusinesscontinuity andprovideexcellent costeffectiveservice

2,9 Trading Accountshowed £6Kprofit.IndependentHealth Check byPWC awaitingformal feedbackbut initialconversationsare positive

To ensure voidturnaroundtimes are keptto average 55days from voidto let

To ensure that 90% of voids are returnedto area office by an average of 37 daysincluding PMVI to post inspection.

To ensure PMVI is kept to a maximumaverage of 5 days and chased on a dailybasis

To ensure void path is updated on aregular basis

To establish standard Void specification

To manage the HRA budget within theoverall spending limits.

Ongoing

Ongoing

Ongoing

Jun 03

Ongoing

AD

BDM

BDM

AD/SDM

AD

BVPI 68 Existing

Existing

Existing

Existing

Existing

6,9 Extensiveinitiative toimproveturnaroundtimes slowlyshowing results.More customerfocussed andless waste ofresources

50% oftradespeople tohaveundertakenmulti skilltraining and/orassessment

Conduct performance assessment oncurrent multi skillers

Monitor productivity and sickness levels toensure optimum performance levels.

Review business needs and areas of multiskilling

Ongoing

Ongoing

Ongoing

DM

DM

AD/SDM

LocalBVPI 72BVPI 73BVPI 74

Existing 9 Review of multiskillingundertaken. Notseen as acommercialbenefit.Currently 56people are multiskilled






CurrentSituation

To complete90% of allworksreceivedwithindefinedtimescales toanacceptablestandards

To ensure that 90% of all Right toRepair works orders are completedwithin timescales

To ensure customer satisfaction isassessed and maintained to over 90%

To ensure jobs over 60 days are keptto a minimum with a monthly review

Review all non urgent works orders toensure appointments are maximisedand work completed within timescales

Ongoing

Ongoing

Monthly

Ongoing

AD

BDM

ADSDMDMBDM

BVPI 72BVPI 73BVPI 74

Existing 6,9 Improvementson the RTRindicator,customersatisfaction hasremained highand majority oforders haveappointments

To ensureappointmentsare made for90% of day today repairsandadaptations

To utilise the 1st Housing system andoffer an appointment at 1st point of call

To expand the Diary system on 1st

Housing system to incorporate theflexibility of multi skilled operatives

To review Information Technology toupgrade appointment module andscheduling. To propose alternative toexisting Ward Job Cost System

2004

Feb 03

Ongoing

BDM

BDMDM

ADSDM

BVPI 185ACPI D2Local

Existing

Existing

Purchase ofnew systemapprox. £500K

6 Appointmentsare increasingbut adaptationsare made by thephone but cannot at presentbe electronicallymeasured






CurrentSituation

Work withTenants andQuality andPerformancesection toassessactivities andprocedures

Monthly meetings with Quality andPerformance to review procedures andprocesses

To hold quarterly meetings withTenants Federations to developservices

To carry out customer satisfactionquestionnaires analysing satisfactionlevels and areas for improvements

Ongoing

Ongoing

Ongoing

SDMBDM

AD

BDM

BVPI 75BVPI 74

Local

90% CustomerSatisfaction

Existing

Existing

Existing

1,5,6,9, Quarterlymeetings heldwith tenantsfederation withproductivemeetingsincluding thevoid standardand tenantparticipation

Review theactivities ofthe RepairResponseCentre toensurewaiting timesare withinguidelines

Monthly performance meetings withQuality and Performance to reviewactivities

To review the activities and resourceimplications within the ResponseCentre

To develop the processes andprocedures through team meetingsand focus groups

Ongoing

March 03

Ongoing

SDMBDM

SDM BDM

BDM

Average timetaken toanswer thephone

Quality andPerformancereport

Existing

Existing

Existing

6,9 Regularmeetings withall RRCmembers.Introduction ofan admin/phonerota andoverflow facility.Introduction of aMA to assistwith Admin andremoval of voidsfrom section

To achieveCharter Markfor the RepairResponseCentre

Set up action plan, timescales andtargets to achieve accreditation

2004 ADSDMBDM

90% CustomerSatisfaction

Charter MarkAssessmentCharges£400

9 Charter Markhave revisedtheir standardsandaccreditationwill not beavailable until2004 onwards






CurrentSituation

To evaluate“Ward” JobCost Systemand proposealternative withcost benefitanalysis

Evaluate the current Ward system anddefine activities that need to beincorporated into the new system

Locate and evaluate alternatives which willincorporate performance management,appointments, allocations, storespackages and remote working options

Propose financial report to establishbusiness case for alternative includingestimated savings

Ongoing

June 03

Aug 03

ADSDMBDM

ADSDMBDM

ADSDMBDM

BVPI 75BVPI 74Local

Purchase ofnew systemapprox. £500K

2,6,9 Report approvedby committee,formalisingtesting supportfrom Wits.Looking tostabilise Ward inits current statewith review fullyon stocktransfer

To continue toprovide a highquality, costeffectiveservice to ourhighly valuedclients bothinternal andexternal

To monitor profit and loss

To monitor customer satisfaction

Develop a Business Strategy forCorporate Clients

Investigate market segmentation forexternal customers e.g. RSL

To promote the use of Man In Van serviceto other clients

Ongoing

Ongoing

June 03

Sept 03

Ongoing

ADDMAD

BDM

BDM

AD

BVPI 74 Marketingliterature

2,3,9 Still existing asa tradingaccount.Continue tomonitorcustomersatisfaction.Trailed Man inVan service toeducation andleisure

To review thestores serviceto establishimpress stocksfor vans andenable remoteworking

To review current stocking levels

To define impress stock listings especiallyequipping for multi skilled roles

Investigate opportunities for remoteworking and store requirements

Ongoing

Jan 04

Aug 03

AD

SDMDM

SDMDMBDM

High stock turn

MinimiseShrinkage

Reduce mileage

Existing

Initial set upcostsTransportationcost of vansfor eachoperative

1,8,9 Moreton vansnow haveimpress stockthat is managedfromBirkenhead.Introduction ofhandheldcomputers forrepair managersby year end.

CONSTRUCTION SERVICES DIVISION – BUSINESS PLAN WALLASEY DIVISION





CurrentSituation

To developthe at heightsteam tomaximiseproductivityand batchwork tominimise setup timescalesand costs

Maximise usage of mobile accessmachinery to ensure minimisingscaffolding costs

Batch work within a geographical areas

Develop a programme of works in anarea for gutter cleaning

Ongoing

March 03

Jan 04

DM

DM

ADDM

90% of workscompleted ontime

Existing 2,9 Purchase of a“Nifty Lifter” toincrease speedand reducecosts. Somework has beencarried outregarding batchwork but stilllargely reactive

To develop aBusiness andMarketingPlan forUPVCwindowreplacement

Investigate external customers forpotential sales

Develop the “Employee SupplyScheme”

To tender for works to maximisemachinery usage

Sept 03

Jan 04

Ongoing

ADBDM

DM

DMPR/est.

90% utilisationof UPVCmanufacturingmachinery

Marketingmaterial

2,9 Successfultendered for anumber of largescale projectsand thepurchase of a 4head welder toimprove turnaround times

To achievefinancialviability for allactivitiesreviewingprofit andproductivity

To monitor financial data for profit andloss

To ensure optimum levels ofperformance from operatives

To ensure 90% of all works to becompleted within timescales to anacceptable standard

Ongoing

Ongoing

Ongoing

DM

DM

DM

BVPI 75BVPI 74Local

Existing 2,5,9 Regularmonitoring ofthe tradingaccount andidentifying areasof capacity.Appointmentsnow used,

CONSTRUCTION SERVICES DIVISION – BUSINESS PLAN BIRKENHEAD DIVISION





CurrentSituation





Ongoing

Ongoing

Ongoing

DM

DM

DM

BVPI 75BVPI 74Local


To achieve90%appointmentsystem for allminoradaptationwork

To contact tenants to arrange suitabletime for work to commence

To ensure operatives are wellpresented and keep the tenantinformed

Ongoing

Ongoing

DM

SRM

Existing 9 Currently donemanually butneed toprogress toelectroniccapture

To developthe electricalsection toexpandcustomerbase

To ensure break even of electricalsection

To ensure all electrical staff are 16th

Edition trained and 20% of staff canproduce NEICIE certification

To promote the service that theelectrical section provide to internaland external clientsE.g. PAT Testing

June 03

June04

Ongoing

DMSRM

DM

DM

Marketingmaterial

TrainingCosts

2,9 CorporateRepair Managernow cited withElectrical team.Review offinancial reportscarried out on aregular basis.Promotion of thePAT Testing hasbeen successful

CONSTRUCTION SERVICES DIVISION – BUSINESS PLAN MORETON DIVISION





CurrentSituation





Ongoing

Ongoing

Ongoing

SDM

SRM

SRM

BVPI 75BVPI 74Local


To pilotremoteworkingincluding ITSupport,appointmentsand mobilecommunication

To investigate alternative methods ofremote working and pilot at Depot

To pilot remote working for repairmanagers using hand helds linked toIHMS

Equip vans with impress stock andrestocking procedures

June 05

June 04

June 04

SRMSDM

SRM

SRM

ITDevelopmentcosts £450per operativehand heldsplus softwareimplicationsof £500 perhead

9 Closure ofMoreton Depoton 19/9/03.Introduction ofPDA’s for RepairManagers Oct03. Impressstock beingmanaged byBirkenhead forvans.

To continueto deliverhigh quality,cost effectiveservices toour valuedcustomers(E.g.LeasoweCommunityHomes)

To continue to provide a high qualityservice to Leasowe Community Homes

Ongoing SRM Existing 9 Regularmeetings held todiscuss issues.Agreement fornew pricesreached.

CONSTRUCTION SERVICES DIVISION – BUSINESS PLAN BUSINESS DEVELOPMENT AND REPAIR RESPONSECENTRE





CurrentSituation

To expandApprenticeScheme by60%

To identify alternative funding methodsdue to changes in government funding

Secure funding to expand ApprenticeScheme

Investigate Construction NVQ and reviewCITB Membership

Ongoing

Nov 03

Ongoing

AC To offer localemployment forlocal people

Trainingfunding

2,3,9 Amendments infunding havemade this difficulthowever 2003taken on 8 craftapprentices and 2administrationapprentices. Alsosupporting theNRF programme

Review theactivity of theRepairResponseCentre

To ensure telephone calls waiting timesare kept to under two minutes

To maintain length of calls to anacceptable level

To offer appointments on every call

To keep out going calls to a minimum anduse alternative methods of communicationincluding Email and faxes

To ensure 200 customer care satisfactionquestionnaires are completed on amonthly basis

Ongoing

Ongoing

Ongoing

Ongoing

Ongoing

BDM To maintainhigh levels ofcustomersatisfaction

Existing 6,9 Constant reviewof activities, dailymonitoring ofphone calls,increase inappointmentsmade, reviewcustomersatisfaction

To reduceresponserepairs andincreasedplannedrepairs

Work with Quality and Performance toidentify trends

Move to 70% planned work from currently30%

Aug 03

Jan 04

BDM To providebetter use ofresources

Existing 6,9 Reduction inpriority 1 andemergencies.Increased inappointments andintroduction ofemergency plumberin RRC. No majormove to plannedwork yet

APPENDIX 5: LEARNING & DEVELOPMENT OBJECTIVES 2003-2006

EFQMCRITERIA

DEPARTMENTAL LEARNING &DEVELOPMENT PERFORMANCE

OBJECTIVES

RESPONSIBLEPERSON(S)

COMPLETIONDATE EFFECTS OF ACTION

Current Situation

90% managers to have undergone MAPTraining

Helen Harvey March 2004 Improve the managerialperformance ofmanagers

77.6% (73) Managers have been assessed andare undergoing training.

Reassessment of MAP aftermasterclasses and / or video andworkbook self help training

Helen Harvey September2003

Evaluation ofmanagement proficiencyafter development ;

12.8% (12) completed.Leadership

90% of supervisors to have undergoneNEBS training

Helen Harvey September2003

Improvement ofsupervisory skills

91% (68) Supervisors attended. ConstructionServices 26/28 93%

100% of EH staff to receive MVM training RobertBeresfordAlan Smith

September2003

Efficient implementationof new system

Business Objects training for 10 staff(6)

(4)

Sean DalbySheryl Appleton

September2003

Ability to obtain reportsfrom systems

None at present needs to be external approx £600per day costsProcesses

100% of I World users to have receivedtraining

Sean DalbySheryl Appleton

February 2003 Efficient implementationof new system

Effective Interview Techniques (asrequired by individuals)

Helen HarveyClive Ashton

March 2004 Promotion prospectsenhanced; effectiverecruitment andselection within thedepartment

Will be delivered Jan - Mar 2004

180 staff to have achieved 4 modules ofECDL

Helen HarveySheryl Appleton

March 2004 Set departmentalbenchmark forIT competence

304 ECDL module passes achieved of which 54staff have achieved 4 or more modules

100% of identified staff to haveundergone Equal Opportunities / Diversitytraining

Jane Sharpe March 2004 Improve knowledge andawarenessCorporate requirement

Managing Diversity Training course planned byJBS HH and Stephen Talbot. To be delivered Jan- Mar 2004.

People

95% members of staff to have undergoneCIEH Basic H&S qualification (or higherqualification.)Ladder safety and Manual HandlingTraining to be provided where required byjob role

Helen Harvey March 2005 Meet our statutoryobligations and seek tosafeguard staff fromhazards whilst at work

228 of HEP minus CS have attended.One manual handling course provided for staffwho identified it at KIE.

CS attended 277 – 92%

EFQMCRITERIA


OBJECTIVES



Current Situation

95% managers to take the IOSH"Managing Safely" course andassessment and 20 supervisors the“Supervising Safely” qualification

Helen Harvey March 2004 Increase the number ofprofessionally trainedofficers

31 of HEP minus CS have attended. 14 bookedonto Managing Safely course Nov 2003.Supervising Safely to be held Jan – Mar 2004.

33 of CS done – 5 remaining 87% 4 attending Nov1 remaining

Continued expansion of multi-skilling50% of operatives at rate of 30 p.a.

Sheryl Appleton March 2005 Efficiency, bettercustomer service

Currently reviewing productivity, ROI for current63 trained

People

Dealing with aggressive behaviour/conflict resolution training for newrecruits and others at 60 p.a. rate

Helen Harvey Reviewrequirementsin March 2004

Staff ability to defusedifficult situations;prevention of stress inthe workplace

60 people attended 5 courses so far.Another 5 courses planned for Dec - Mar 2004

Partnerships& Resources

100% of all new staff receive acorporate and departmental induction

Helen Harvey ongoing Equip new staff withbasic knowledge as tohow the Council &Department functions

All new employees except 3.,attended thedepartmental and corporate Induction

16th Edition training for all electricians; 7p.a.

Sheryl Appleton March 2004 }Staff qualificationsupdated to

All completed

NICEIC certification training for allelectricians; 25 p.a.

Sheryl Appleton March 2004 }reflect standards of Course booked at £250 perd day to do all 24electricians

PAT testing certification for allelectricians; 10 p.a.

Sheryl Appleton March 2004 } competence expectedby the industry

KeyPerformance

Results

Courtroom Skills training for 20 identifiedstaff

Helen Harvey March 2004 More successfulprosecutions becausestaff more prepared incourtroom procedures

8 attended24 scheduled to attend. Nov - Jan 2004

SocietyResults

25 employees to attend emergency 1st

Aid each yearHelen HarveySheryl Appleton

Ability to deal withhealth emergencies inthe workplace andsupport appointed firstaiders

14 from CS completed course on 14/10

EFQMCRITERIA


OBJECTIVES



Current Situation

Maintain IiP status followingreassessment

Brian SimpsonRobertBeresford

June 2003Maintain learning &development framework

Reassessment successful 4th June 2003.

PeopleResults

All staff who have been re-assessedunder MAP to achieve a 10 % groupcomposite improvement

Helen Harvey December2003

Evaluation ofmanagement proficiencyafter development ;analysis of return oninvestment after training

To be Evaluated after 2nd December 2003reassessment.

Policy &Strategy

95% of all staff to have undergone FireSafety Awareness training

Helen HarveyDenny Beacham

March 2004 Safety of people andbuildings; required byFire Precautions(Workplace )Regulations1997

407 in HEP minus CS have attended

CustomerResults

60 staff to have undergone CustomerCare training per year

(review in light of corporate HR Strategy)

Helen Harvey

DMT

March 2004

September2003

Improve standards ofcustomer care throughimprovements incustomer satisfactionsurveys

22 attended since April 2003 with 3 more coursesdue before March 2004.

APPENDIX 6 HUMAN RESOURCE STRATEGY ISSUESHousing & Environmental Protection HR Strategy Issues

Year Issue Division Impact onother Dept's

Actions Current Situation

2003/2004

ECDL All P&PU SLA with P & PUto deliver 3 daysper week over 2years

Training on going

Equipping staff with skills to use newMVM system

EH, Hsg Strategy Trainingprogrammedesigned andimplemented

Completed with the exceptionof District Health still somefurther training required

Develop/implement recycling proposalscould lead to some need for sometemporary staff

EH Operations Not at this stage

Retention of staff EH, TS, Cons Svs Cons Svs – stable at presentEH/TS – other LA’s payinghigher grades, very lowresponse to adverts.

Setting up of Consumer Direct. TS Not in the current yearPotential merger of support services withSSD

SSG On hold pending Fit forPurpose Review

Assist in amalgamating ConstructionServices admin needs into serviceprovided to rest of HEP

SSG, Cons Svs HES Completion31/03/03

Completed July 03

A review of the Housing ManagementService including Area Housing offices

Hsg Svs Nearing completion

Best Value review of Housing Strategymay see a restructure in provision ofservices

Hsg Svs & Stgy Restructure commencedcompletion Jan 04

The development of a repairs partnershipwith the private sector – possible TUPEimplications

Hsg Svs, Stgy Cons Svs Linked to Housing StockBallot



2003/2004

Private Sector Housing Strategy – newways of working use of loans & potentialfor Landlord Accreditation scheme

Hsg Stgy Finance Accreditation Teamrecruitment started

Proposed changes to delivery of wardenservice from static to mobile ones

Hsg Svs & Stgy Out of Hours teamcommenced October 03

Equipping all staff with skills to use new "Iworld" system

Hsg Svs & Stgy Property Svs,Ed & Cultural –all dept's using IWorld

Trainingprogrammeimplemented

Complete

Changes to letting of properties mayimpact on staff under the Wirral HomesInitiative and changes to Homelessnessleg.

Hsg Svs & Stgy Choice Based LettingsPilot extended October 03.Strengthening of Homeless& Rehousing service tobegin January 04

Housing Market Renewal Initiativeworking with other Merseyside L.A.partners may lead to changes althoughsome staff costs may be met by Govtfunding

Hsg Stgy Planning,PropertyServices, BOSS

Some funding obtained &some posts appointed

Supporting people legislation final detailsawaited although in place from 01/04/03inc. Plans to develop a Tenancy SupportScheme funded by transitional HousingBenefit initially then by Supporting PeopleGov’t funded.

Hsg Stgy Social Services,Finance

Interim Team in post

Reduction in number of Tower Blocks Hsg Svs As soon as detailknown place staffon redeploymentlist, use KIE toreview skills ofstaff

1 Further block to bedemolished no permanentstaff affected



Neighbour Nuisance Service proposal toextend consideration to include privatesector areas that could lead to increasedstaffing although a funding stream has yetto be determined.

Hsg Stgy & Svs Finance, BOSS Implemented

Trading account to have an annualpositive balance

Cons Svs Data not available atpresent

Multi Skilling of Trades Cons Svs Further discussionsongoing

Apprentice Programme 8 Trade Apprentices and 4Admin appointed

Pilot remote working with an improvedappointment system

Cons Svs Trial to commenceNovember 03

Increased demand for NeighbourNuisance services in LA housing – reviewNNT operational arrangements

Hsg Svs BOSS Reviewed now Anti-SocialBehaviour Team with ownSolicitor

2004/2005

Completing ECDL All

Retention of staff EH, TS, Cons SvsHousing Market Renewal Initiativeworking with other Merseyside L.A.partners may lead to changes althoughsome staff costs may be met by Gov’tfunding


Reduction in number of Tower Blocks Hsg SvsDeveloping Consumer Direct TS

Year Issue Division Impact on otherDept's


Housing Stock Options and pressures onHRA in 2005 -TUPE implications alldepartments dependent on option chosen

Hsg Svs, Hsg Stgy,SSG

Property Svs,Finance inc.WITS, BOSS allcentral support

Trading account to have an annual positivebalance

Cons Svs

Multi Skilling of Trades Cons SvsApprentice Programme Cons SvsHousing Strategy will need to develop anenabling function to stay within Wirral MBCshould stock transfer take place

Hsg Stgy Planning &EconomicDevelopment?

2005/2006

Reduction in number of Tower Blocks Hsg Svs

Housing Stock Options and pressures onHRA in 2005 - TUPE implications alldepartments dependent on option chosen

Hsg Svs & Stgy Property Svs,Finance inc.WITS, BOSS allcentral support

Trading account to have an annual positivebalance

Cons Svs

Retention of staff EH, TS, Cons SvsMulti Skilling of Trades Cons SvsApprentice Programme Cons SvsHousing Market Renewal Initiative workingwith other Merseyside L.A. partners maylead to changes although some staff costsmay be met by Gov’t funding


APPENDIX 7 Risk Management MatrixHOUSING & ENVIRONMENTAL PROTECTION RISK MATRIX

Date of risk review 19 December 2002Compiled by DMT

Objective/Service Area Departmental Management Team Reviewed by DMT Date 26 September 2003

DMT Action PlanObjectives

What wouldbe Risks ofnot achievingthisobjective?

ExistingControls

Like

lihoo

d(1

-4)

Impa

ct(1

-4)

Total RiskLikelihoodx Impact

AdditionalControl(s) needed

Responsibility KeyPerformanceIndicators tomonitor risk

Review situation

Like

lihoo

d(1

-4)

Impa

ct(1

-4)

NewTotalRisk(Likelihood xImpact)

Ensure that all staffundergo KIE discussions

Failure tomeetcorporatetargetFailure toappraisestaff

KIE bookingsheet

4 1 4 Additional monitoringrequired prior todeadline

CRM No's of KIE'scarried out

82.4% for 2002/03Reminder to carryout interim KIEssent out

1 1 1

E-government. Contributeto Customer ServicesStrategy

Failure tomeet gov.targetsReducedcustomerservice

Monitored byCustomerServicesworking group

2 3 6 Awaiting corporatepolicy guidance

AD SupportServices

Governmenttargets

10 servicesIdentified fordelivery bycustomer accessfacilities. IEG3 datacollection to startnext month.

2 3 6

Incorporate findings ofCommunication survey intoCommunications Strategyand implement

Poorercommuni-cationswithin andoutside thedepartment

Tasked to PROfficer

3 3 9 Review of progress onimplementation

PR Officer Progress ofimplementation

New PR officer nowappointed.

3 3 9

Reassessment against IiPStandard

Failure toretainaccreditation

IiP ActionPlans

2 4 8 Review by DMT POMS Retention ofaccreditation

IiP retained June2003. New ActionPlan formulated.

1 1 1

a)Reduce working dayslost from work relatedinjury and ill-health by 15%b) Reduce incidence offatal and major injuryaccidents by 5%c) Reduce incidence casesof work related ill-health by10%

IncreasedabsenteeismReducedproductivityLitigation

Monitoring ofaccident statsby H&S groupH&S trainingfor staff

2 3 6 Existing controlsadequate

AD SupportServices

H&SAccidentstats

All objectivescurrently on targetd) target 307

actual 41e) target 0 actual

0f) target 93 actual

51(Note: these targetsrun from January toJanuary)

1 3 3

DMT Action Plan Objectives What wouldbe Risks ofnot achievingthisobjective?

ExistingControls

Like

lihoo

d(1

-4)

Impa

ct(1

-4)

Total Risk AdditionalControl(s) needed


Review situation

Like

lihoo

d(1

-4)

Impa

ct(1

-4)


Reduce the averagenumber of working dayslost through sickness tounder 11.35 days

Failure tomeetcorporatetargetsReducedproductivity

Absenceprocedures

4 3 12 Existing controlsadequate

CRM Absencestatistics

12 point movingaverage 9.88. BVPIfor 03 / 04 10.8days

3 3 9

Use EFQM outputs as a"Health Check"

Reducedperformancepotential forthedepartment

Yearlyassessment

2 1 2 Integrate corporateEFQM programme

POManagementSupport

Increase inperformanceagainst thecriteria

EFQM sessions tobe arranged

2 1 2

90% of identified managersto have undergone MAPtraining

Inadequatelyskilledmanagers

Training Plan 2 1 2 Progress Reviews CRM 90% target 77.6% have hadinitial assessment

Investigate and reportviability of merger withSocial Services and otherdepartmentaladministrative functions

Unnecessaryduplicationof costs andresources

On goingnegotiations

2 3 6 Set target date AD SupportServices &CRM

ProjectMilestones

No further actionat present

2 3 6

Fully integrate ConstructionServices Admin functionsinto the department

Unnecessaryduplicationof costs andresources

Target date forintegration31/03/03

1 2 2 Existing AD SupportServices &CRM

Seamlessservice April2003

Integrationcomplete

1 1 1

Review Procurement withinthe department usingEFQM model

InefficientandInadequateprocurementprocedures

Assessmentusing EFQMmodel plannedfor early 03

3 3 9 Draw up action plan toimplement points fromassessment

AD SupportServices &CRM

PIs will beformulatedfollowingcompletionof ActionPlan

Completed 1 1 1

Encourage creativepartnerships whichcontribute directly tocorporate objectives andongoing serviceimprovements

Failure totakeadvantage offundingopportunities

PartnershipProject Plans

2 3 6 Existing AD HousingStrategy

Number ofnewpartnershipscreated

Review March2004

1 2 2


ExistingControls

Like

lihoo

d(1

-4)

Impa

ct(1

-4)



Review situation

Like

lihoo

d(1

-4)

Impa

ct(1

-4)


100% of identified staff tohave undergone EqualOpportunities/Diversitytraining

UnfairpracticesandproceduresLitigation

Training Plan 2 2 4 Progress monitored byTSG

CRM Numberstrainedreported toTSGmeetings

HH, JBS and SteveTalbot to plan a newcourse for HEP thengo corporate

1 2 2

Advise staff on ways toreduce consumption ofenergy and paper tocorporate standards

Failure tomeetcorporatetargetsIncreasedcosts

Records ofpaper andenergyconsumptionmonitored

3 3 9 Green Team to developinitiatives to reduceconsumption

DeputyDirectorEnvironmentalProtection

Consumption recordsreported toGreen TeamPaper Targetis 4770reams for03/04

Paper consumptionfor Apr-Aug 03 is1,983 reamsElectricityconsumption hasincreased by 85%for the period March- September.33% reduction ingas for similarperiodWater consumptionhas only beenmonitored for last12 months.

1 3 3

KPI reports to COMTBVPIs, Local PIs andPSAs reviewed monthly byDMT

Problemsand failuresmay not beidentified intime

KPIs reportedquarterly toCOMT

1 3 3 All PIs and PSAs to bereviewed monthly byDMT

All DMT Meetcorporatetimescales

Performance Reportpresented monthlyto PerformanceDMT

1 3 3

Identify Significant Risksi.e. those that can affectstrategic or operationalobjectivesCreate a Risk MatrixCreate a framework ofmonitoring, review andreporting

Risks will failto beidentifiedObjectivesmay not beachieved

AnnualDepartmentalRisk Matrixproduced

1 3 3 DMT review risksquarterly

POManagementSupport

Quarterlyreports toDMT

Progress of DMTobjectives reviewedat monthly DMTBusiness meetings.Existing and newrisks to thoseobjectives can beidentified andmonitored

1 3 3

Collect and manage assetinformation in a mannerthat can be compared

Inefficientuse ofresources

CorporateAsset Plan

3 2 6 Produce departmentalasset plan

AD HousingStrategy &CRM

Corporatetargets

PIs created whichrelate to time spenton the Asset MgtPlan

3 2 6


ExistingControls

Like

lihoo

d(1

-4)

Impa

ct(1

-4)



Review situation

Like

lihoo

d(1

-4)

Impa

ct(1

-4)


Using results frommonitoring Complaints,Political Enquiries,"Comments Please" formsetc. to identify trends andpatterns to enable bettertargeting of resources

Failure toidentifypatterns andtrendsIneffectivetargeting ofresources

Monthlyreports to beproduced toDMT

1 2 2 New process will bemonitored and controlsapplied as needed

POManagementSupport

Identificationof significanttrends andpatterns

Performance Reportproduced eachmonth for Director &Deputies anddiscussed atBusiness DMT's.The process hasidentified problemsin performanceenabling them to beaddressed beforethey become majorissues

1 1 1

Contribute to corporatedevelopment of HRStrategy

Failure tomeet CPAtargetInability tocope withchanging HRdemands

Key membersof staff oncorporateworking party

2 4 8 To be determinedfollowingimplementation

CRM Reviewagainstcorporateplans forimplementation

Training for all staffwho conduct KIEsto be carried out inthe coming monthson new KIE format ,service planning &competencies.New CorporateStaff attitude surveyto be carried out

2 4 8

metropolitan borough of wirral housing & community …democracy.wirral.gov.uk/data/housing and...

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