Beech Housing Association TSA Standards Self-Assessment. Standard Beech specific evidence Beech planned improvements

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1 Beech Housing Association TSA Standards Self-Assessment Tenant involvement and empowerment standard Required outcomes and specific expectations Standard Beech specific evidence Beech planned improvements Customer service, choice and complaints Provide choices, information and communication that is appropriate to the diverse needs of our tenants in the delivery of all services Have an approach to complaints that is clear, simple and accessible that ensures that Reviewed customer contact patterns and piloted Contact Centre and mobile Housing Officer workforce to match service to customer contact preferences. Customers have told us that first time resolution is their priority Closed under-used offices in North Manchester and Neston 72.10% first time resolution results for Contact Centre (March 2009) benchmark 78% The Contact Centre took all calls from January The proportion answered on target (15 seconds) rose from 65.64% to 90.75% in March (Benchmark: 65% in 20 seconds) Introduced option of text communication for repairs appointment confirmation and reminders All publications include information on Language Line and production in other formats We received a total of 12 complaints in 2009/2010 and 83% of these were upheld or partly upheld Launch permanent Contact Centre, open an extra two hours each working day for Manchester tenants. Respond to results of tenant consultation by introducing two low rate numbers one for landline calls and one for mobile phone calls (Oct 10) Seek Customer Contact Association Global Standard accreditation for the Contact Centre (Feb 11) Respond to the findings of an equality impact assessment of the Contact Centre to improve accessibility (Oct 10) Extend use of SMS communication e.g. rent reminders, questionnaires (Nov 10) Introduce local offer for tenant involvement and empowerment Moved from 4-stage to 3-stage complaints process (June 10)

2 complaints are resolved promptly, politely and fairly Our complaints procedure specifies that complaints will be acknowledged within 3 working days and we will give you a full response within 14 days. Our performance for 2009/2010 was as follows: Quarter 1: 100% Quarter 2: 100% Quarter 3: 67% Quarter 4: 75% Nominated officer to oversee complaints process monitoring and quality control To complement this, in June/July 2010 staff training was rolled out across the Group which includes guidance on how to deal with complaints effectively and to ensure customers are satisfied Specific requirement Provide tenants with accessible, relevant and timely information about: how tenants can access services the standards of housing services their tenants can expect how they are performing against those standards the service choices available to tenants, including any additional costs that are relevant to specific choices progress of any repairs work how tenants can communicate with us and provide feedback the responsibilities of the tenant and provider arrangements for tenant involvement and scrutiny Information on service scope and access is available in the Tenants Handbook, by phone, in person, on the website and in alternative languages and formats. A comprehensive suite of service standards are in place, drawing on consultation with tenants 82% of tenants read our newsletters and 80% find them useful A Group Resident Involvement Annual Report was circulated to all tenants in January 2010, reviewing the impact of the service Performance information (content and format agreed with residents) is published in newsletters, the website and posters. Information on progress of repairs, rent balances and transactions is available to registered users on the tenant portal. Similar information is available to tenants who confirm their identity by phone, in person and by . Revise on-line services to provide better access for mobile phone users (Jan 11) Extend use of SMS communication (Nov 10) In July we set up a facebook and Twitter account as a method of exchanging information Introduce an automated phone service for rent payments (Apr 11)

3 Involvement and empowerment. Registered providers shall support co-regulation with their tenants by: offering all tenants a wide range of opportunities to be involved in the management of their housing, including the ability to influence strategic priorities, the formulation of housing-related policies and the delivery of housing-related services Opportunities for tenant involvement and feedback are publicised by leaflet, on the website, in newsletters and increasingly by use of social networking sites. Working closely with around 200 involved residents at meetings, via postal and telephone surveys, and during the annual Residents Away Day (as outlined in our menu of involvement) over the past year has enabled us to achieve the following outcomes and comply with the national standards on co-regulation: Improved approach to appointing repairs Contact Centre pilot Resident control of neighbourhood funds (monies saved by the company when creating the contact centre and centralising the repairs and maintenance service; this has been put aside for residents to allocate to local projects in a Dragon s Den type scenario) A review of sheltered housing services Improvements to the aids and adaptations service the Adactus Housing Group have appointed an occupational therapist We consulted with residents about: moving responsibility for housing management services to CCH the emergency out-of-hours service Review our approach to resident involvement to enhance accountability to tenants and improve business intelligence (Jan 11) Introduce new mechanisms to enhance scrutiny of Board work (Dec 10) Develop the use social networking media for information, consultation and scrutiny

4 consulting with our tenants and acting reasonably in providing them with opportunities to agree local offers for service delivery Consultation with residents on grounds maintenance service Menu of involvement published to raise awareness of the variety of involvement opportunities available Mystery shopping of Contact Centre call handling, which led to: training in Anti Social behaviour calls the introduction of a call assessment tool to monitor the quality of call handling introduction of technology to monitor call quality Undertake research to help define local (Oct 10) Consult with residents at the annual conference (Oct 10) providing tenants with a range of opportunities to influence how providers meet all the TSA's standards and to scrutinise their performance against all standards and in the development of the annual report providing support to tenants to build their capacity to be more effectively involved We developed a residents training plan following a consultation on involved residents needs published in our tenant training brochure Paid for residents to attend external courses, conferences including expenses Deliver individual support to new resident groups committee members. Beach Outreach newsletter is written and produced with a staff/tenant editorial panel, specifically for Beach residents. Introduce new mechanisms to enhance scrutiny of Board work (Dec 10) Involve tenants newsletter editorial panel in development and scrutiny of first annual report

5 Specific requirements Offer a range of ways for tenants to express a complaint and set out clear service standards for responding to complaints, including complaints about performance against the standards, and details of what to do if they are unhappy with the outcome of a complaint. Inform tenants how complaints are used to improve our services. Publish information about complaints each year, including their number and nature, and the outcome of the complaints. Accept complaints made by advocates authorised to act on a tenant s/tenants behalf. Tenants have access to a Resource Room at Gillibrand Street with access to photocopying, IT and internet Internet access has been installed at sheltered schemes with communal facilities (training for tenants is provided) Complaints can be made in person, by letter, phone, , text or in survey responses The complaints policy and procedure sets out the standards. Performance is monitored and reported quarterly against these standards An overview of complaints received by the Group and how they have been used in service improvement is available on the website Consult with the tenants on the desirability and scope of local offers in relation to services to meet the following TSA standards: Tenant Involvement and Empowerment, Home and Neighbourhood and Community. In providing opportunities for tenants to agree local offers by no later than 1 April 2011 we will offer commitments on: local standards for performance how performance will be monitored, reported to and scrutinised by tenants what happens if local offers are not met (including procedures of redress) arrangements for reviewing the local offers Consultation commenced June Will publish approach by 1 October 2010 Standards will be in place by 1 April 2011

6 on a periodic basis Enable tenants opportunities to scrutinise the effectiveness of policies in relation to tenant involvement. The Group consulted on its resident involvement strategy in 2009 Complete a review of resident involvement structures Inform tenants about the results of consultations on issues related to the standards. Consult with tenants, setting out clearly the costs and benefits of relevant options, if there are proposals to change their landlord or when proposing a significant change in management arrangements. Consult tenants at least once every three years on the best way of involving tenants in the governance and scrutiny of the housing management service. Ensure that any changes to tenant involvement in governance and scrutiny leads to an enhancement of the overall effectiveness of their approach. Understanding and responding to the diverse needs of tenants The results of consultations are communicated in the newsletter and on the website as well as directly to residents participating in consultations. We plan to provide results via facebook and Twitter Review our approach to resident involvement to enhance accountability to tenants and improve business intelligence (Jan 11) Treat all tenants with fairness and respect We have made improvements to the aids and adaptations service where we completed 13 major adaptations and 8 minor adaptations Ratio of 3 complements about staff for each complaint about conduct The published Equalities Scheme is informed by an Equality & Diversity policy Review staff and board member training (Apr 11) Revise our approach to equality impact assessments (Apr 11) Update and republish our Equalities Scheme (Apr 11)

7 Our satisfaction surveys revealed no difference in satisfaction between different demographic groups, and there is no evidence of complaints about fairness or respect. An analysis of callers to the pilot Contact Centre revealed: Women and BME tenants are slightly more likely contact us now the service has been centralised The age profile of tenants contacting us is similar (slightly younger than the average age in the tenant population as a whole; as is the proportion of tenants with a disability. Demonstrate that they understand the different needs of their tenants, including in relation to the seven equality strands and tenants with additional support needs Continued delivery of the Group s Equalities Scheme, with an emphasis on the aids and adaptations service We have made improvements to the aids and adaptations service where we completed 13 major adaptations and 8 minor adaptations Customer profiling reviews undertaken and service improvements planned to address needs of specific groups: e.g. Young single males in debt A review against the Local Government Equality Standard was completed by an independent diversity consultancy, which endorsed the Group s approach to ensuring equality and diversity We tailor our communication to suit the needs of individuals, ensuring that our services are accessible to all: We offer alternative formats (including 14 Deliver the priority actions from the independent review against the Local Government Equality Standard (Apr 11) Completed a review of demographic change to inform our budgeting for aids and adaptations in the future (Sep 10)

8 different language options) on all our published material We provide standard letters and leaflets in alternative formats within 5 working days of the request being made; our performance target is 95% and by March we achieved 93.75%. Every publication we send out relating to tenancy and health and safety e.g. gas safety checks is automatically sent out in the required format. All our customer access points are easy to get into and move around. (Target 100%; performance Qtr %) We provide hearing loops in all our interview rooms (target 100%; performance Qtr %) Specific expectations Registered providers shall demonstrate how they respond to tenants needs in the way they provide services and communicate with tenants. The Group s Equalities Scheme sets out an assessment of how services are provided to meet the diverse needs of tenants. It is available on our website.

9 Home Standard Required outcomes and specific expectations Quality of accommodation Standard Beech specific evidence Beech planned improvements Ensure that tenants homes meet the standard set out in section 5 of the Government s Decent Homes Guidance by 31 December 2010 and continue to maintain their homes to at least this standard after this date In 2009/10, we invested 249,000 in improving the quality our housing stock, including replacement of: 2 kitchens 1 bathroom 35 heating systems 98 window replacements As well as the above, 50,000 was spent on dilapidation works to Victoria Chambers so that it could be returned to the Landlord. We will comfortably meet the Government s target for all properties to meet the Decent Homes Standard by December 2010 and will continue to be maintained at that standard. A single property was not meeting the standard in March 2010 compared with the 5% national average as reported by the TSA In March every year we publish a 5 year stock investment programme and a more detailed programme for the forthcoming year, planned maintenance works are also published in the Beech newsletter which is produced twice a year. We have committed to: Ensure we hit decent homes standard in all our properties by December 2010 Utilising tenant feedback we plan to improve communication with residents about timing and progress of planned maintenance works

10 Meet the standards of design and quality that applied when the home was built, and were required as a condition of publicly funded financial assistance, if these standards are higher than the Decent Homes Standard write to tenants when we are carrying out planned work at least 4 weeks before the work is due to start give tenants the opportunity to take part in selecting contractors and suppliers on all major contracts we set up provide a choice of key component replacements in kitchen and bathroom planned work offer a choice of electric fire suites where existing fires are removed decorate any room where planned maintenance works have taken place, giving tenants choice of colour The Association s Business Plan includes financial provision to maintain homes at this standard. The HCA standards are exceeded guided by the Group s own Design Brief and Sustainable Design Guide. All units met the design and quality standards in force when they were built, which has been confirmed through: HCA annual compliance audit carried out most recently in October 2009 HCA Quality Assurance and Impact Visits: two were carried out in October 2009, with favourable results. In agreeing a local offer, ensure that it is set at a level not less than these standards and have regard to section 6 of the Government s Decent Homes Guidance Research, consult and introduce agreed Local Offer (Apr 11)

11 Repairs and maintenance Provide a cost-effective repairs and maintenance service to homes and communal areas that responds to the needs of, and offers choices to, tenants, and has the objective of completing repairs and improvements right first time Meet all applicable statutory requirements that provide for the health and safety of the occupants in their homes Completed a pilot project to unify the management of the Group s different repairs teams. The pilot also involved the introduction of repairs scheduling software and new mobile working software. The combined impact of these changes on the efficiency of the team increased the average number of jobs completed daily per operative by two and enabled reductions of 200k in expenditure on contractors and 14 posts in the DLS Improved repairs appointment system introduced, with three appointment slots per day (morning, afternoon and school hours) Statistics for first time completion of repairs had risen to an average of 95% by March 2010, our performance target is over 85%. 97.2% of residents were satisfied with the planned maintenance works we did throughout 2009/2010 and our last satisfaction survey (2008) showed that 83.4% of residents were satisfied with our service as a whole. All tenants in homes where there is a risk of asbestos have been contacted and given guidance Quarterly Legionella tests carried out at all schemes We carry out gas safety checks to all gas appliances we have provided in your home: at the end of March 2010, over 98% of homes had a gas safety check carried out to encourage tenants to keep our annual gas safety appointments, we offer you 50 Publish market test report by Just Housing (Sep 10) and implement agreed recommendations Increase the efficiency of the gas servicing programme by using scheduling software to allocate services to engineers (Nov 11)

12 Specific expectations Ensure a prudent, planned approach to repairs and maintenance of homes and communal areas. Demonstrate an appropriate balance of planned and responsive repairs, and value for money. The approach should include: responsive and cyclical repairs, planned and capital work, work on empty properties, and adaptations. Co-operate with relevant organisations to provide an adaptations service that meets tenants needs. if you give first time access to your home 99% of properties had a gas safety check carried out in the previous 12 months To encourage tenants to keep our annual gas safety appointments, we offer incentives to tenants giving first time access to your home Implementation of our new Fire Safety Policy Entered into a partnering agreement for the delivery of water treatment services Entered into a partnering agreement for the delivery of lift service Re-structure to repairs service carried out to improve links between planned and responsive maintenance During the year, the Association s planned maintenance programmes raised the thermal efficiency of its properties as measured by SAP (Standard Assessment Procedure) in 2005 to 75 We have made improvements to the aids and adaptations service where we completed 13 major adaptations and 8 minor adaptations Utilising tenant feedback we plan to improve communication with residents about timing and progress of planned maintenance works. We will continue to improve the efficiency of the service; Direct Labour Operatives (DLO) will be completing an average of 5 jobs or more in one day. Improving the operation of the material supply arrangements we have with Jewson s (Apr 11) Increase efficiency of void works through use of scheduling software (Nov 11) Review and revise collection of satisfaction data (Dec 11) Completed a review of demographic change to inform our budgeting for aids and adaptations in the future (Sep 10)

13 Tenancy standard Required outcomes and specific expectations Allocations Standard Let homes in a fair, transparent and efficient way. Take into account the housing needs and aspirations of tenants and potential tenants. They shall demonstrate how they: make the best use of available housing are compatible with the purpose of the housing contribute to local authorities strategic housing function and sustainable communities There should be clear application, decisionmaking and appeals processes. The housing application process gathers the information required to assess housing need, as well as applicants aspiration for location, type of accommodation and number of bedrooms. This information is used to place applicants in one of three allocations groups. Allocations are made in date order from each of the groups, aiming for a ratio in each lettings area of 1/3:1/3:1/3 to promote sustainable communities. We let 100 properties in the year. The average re-let times for 2009/2010 was days Nominations agreements are in place with all the local authorities that cover our different property areas; in Sefton 50% of lets are Local Authorities nominees. In some local authorities this includes lettings made to applicants through the authority s common housing register The total number of general needs properties owned and rented by BHA on the 31 st March 2010 was 215 and the percentage of these properties that were void (and available to let) was 0.8%; the national average for voids as reported by the TSA was 1.6% Review waiting list procedure to eliminate an over-reliance on long application forms. Specific expectations

14 Co-operate with local authorities strategic housing function, and their duties to meet identified local housing needs. This includes assistance with local authorities homelessness duties, and through meeting obligations in nominations agreements. Where, in exceptional circumstances, we choose not to participate in choice-based lettings schemes in areas where we own homes, we will publish the reasons for doing so. Develop and deliver services to address under occupation and overcrowding in our homes, within the resources available to us. These services should meet the needs of tenants, and will offer choices to them. Provide tenants wishing to move with access to clear and relevant advice about their housing options. They shall participate in mobility schemes and mutual exchange schemes where these are available. Published policies shall include how use is made of common housing registers, common allocations policies and local letting policies. Set out, give reasons for, the criteria used for excluding actual and potential tenants from consideration for allocations, mobility or mutual exchange schemes. Develop and deliver allocations processes in a way which supports effective use by the full range of actual and potential tenants, including those with support needs, those who do not speak English as a first language and others who have difficulties with written English. Our properties cover several areas over the North West, and as a result we have become partners in: Pinpoint (sub-regional choice based letting scheme) One Vision Home Search in Sefton the National Home Move scheme The Lettings policy provides clear definitions of under occupation and overcrowding. Group 1 priority is given to tenants prepared to move from an underoccupied property or; tenants in an overcrowded property prepared to move to a larger property in a lower demand area. The Homeswapper service is promoted alongside our own properties. The Tenant Handbook leaflet Moving On sets out the options for tenants wishing to move, as well as the criteria for them to participate in schemes. The leaflet provided to potential applicants How to Get a Home describes the criteria used for excluding applicants. All lettings documentation is available on request in other languages and alternative formats 8% of lets were made to applicants from black and minority ethnic backgrounds, in line with the population of the areas where Beech owns stock

15 Minimise the time that properties are empty between each letting. When doing this, take into account the circumstances of the tenants who have been offered the properties. The total number of general needs properties owned and rented by BHA on the 31st March 2010 was 215 and the percentage of these properties that were void (and available to let) was 0.8%; the national average for voids as reported by the TSA was 1.6% The Adactus Housing Group piloted a single operating team responsible for all lettings and void maintenance activities in July This new team will ensure consistency in the re-let process throughout each of the subsidiaries, and should also enhance communication during all stages of the re-let process; we will report on the improvement s made as a result of this pilot in next year s report. Record all lettings and sales in the Continuous Recording of Lettings system. Rents Lettings were recorded on Core digital, but not sent promptly to Core. All lettings were submitted in July Allocate responsibility for CORE submissions to the central lettings team to ensure prompt recording of lettings and sales. Charge rents in accordance with the objectives and framework set out in the Government s Direction to the TSA of November 2009 Specific expectations Meet the following requirements, which derive from the Government s Direction to the TSA of November 2009 and published within Directions to the TSA Summary of Responses and Government Response, November 2009, CLG. Subject to paragraph 2.3, set rents with a view to achieving the following as far as possible: rents conform with the pattern produced by the rent formula set out in rent influencing regime guidance ( target rents ) with a five per cent tolerance in individual rents (ten per cent for supported and sheltered housing) ( rent The rent we charge you is based on the Government s formula for ensuring similar properties in similar areas have the same rent. Measure Target Performance 2009/10 % rent collected Rent arrears of current tenants (as % of collectable rent) Prior year performance (2008/09) 99% % 98.5% 5.50% 6.27% 6.80% Rent 1.50% 2.07% 2.12%

16 flexibility level ) but subject to the maximum rent levels specified in that guidance ( rent caps ) weekly rent for accommodation increases each year by an amount which is no more than RPI + 0.5% + 2 until it reaches the upper limit of the rent flexibility level or the rent cap, whichever is lower weekly rent for accommodation that has reached or is above the upper limit of the rent flexibility increases each year by an amount that is no more than the increase to the target rents rent caps increase annually by RPI + one per cent target rents increase annually by RPI + 0.5% Where the application of the Rent Standard would cause registered providers to be unable to meet other standards, particularly in respect of financial viability including the risk that a reduction in overall rental income causes them to risk failing to meet existing commitments such as banking or other lending covenants, the TSA may allow extensions to the period over which the requirements of the Rent Standard are met. Provide clear information to tenants that explains how their rent and any service charge is set, and how it is changed, including reference to the RPI benchmark to which annual changes to rents should be linked (except where rents are controlled under different legislation). arrears of former tenants (as a % of collectable rent) The rent lost through vacant properties was 1.0% (target is less than 0.8%) BHA has a well established financial inclusion service which has 1 dedicated money advisor; this service can assist with debt advice, welfare and benefits advice, energy advice and budgeting to help combat arrears. We also provide a 30 incentive which is credited rent to accounts after three months worth of direct debit payments. This is a one off offer and open to all new direct debit customers. In applying the Government s formula for annual rent changes in April 2010, some residents received no rent increase or a reduction. This information is contained within the Tenants Handbook Changes made to the rent increase letters in 2007 received a positive response from tenants the proportion finding them easy to understand rose 86.6%. Increase the involvement of the contact centre staff in the collection of rents (Oct 10). Introduce automated texting of rent balances to tenants in arrears (Oct 10)

17 Tenure Offer and issue the most secure form of tenure compatible with the purpose of the housing and the sustainability of the community. They shall meet all applicable statutory and legal requirements in relation to the form and use of tenancy agreements. Set out in an annual report for tenants how they are meeting these obligations and how they intend to meet them in the future. The provider shall then meet the commitments it has made to its tenants. Specific expectations Publish clear and accessible policies which outline their approach to tenancy management. Develop and provide services that will support tenants to maintain their tenancy and prevent unnecessary evictions. Set out how registered providers will make sure that the home continues to be occupied by the tenant they let the home to. Flexible tenure policy to enable shared owners experiencing financial difficulty to sell shares back to the association, rather than face repossession Introduced rent to homebuy scheme enables residents to rent for up to 3 years before purchasing on a share ownership basis All sheltered schemes achieve QAF level B. All tenancy management policies are available on request. Summaries of the policies are made available in leaflet form, can be downloaded from our website and are contained within the Tenants Handbook, a copy of which was distributed to all tenants in 2008, and is given to all new tenants on sign up We offer a Golden Goodbye handbook which assists outgoing tenants to leave their property in good condition and ready for the next person moving in Services to support tenants maintain their tenancies include: Financial Inclusion, Energy Advice, Physical Disabilities, aids and adaptations and family intervention project. The Tenant Handbook (available printed and online) sets out in three sections our approach to tenancy management: your tenancy, ASB and paying your rent a copy of which was distributed to First Annual report for tenants in preparation for October We will produce a DVD guide to the Tenants Handbook to aid those with poor literacy skills.

18 all tenants in 2008, and is given to all new tenants on sign up Other services to support tenants maintain their tenancies include: Financial Inclusion, Energy Advice, aids and adaptations and family intervention project.

19 Neighbourhood and community standard Required outcomes and specific expectations Standard Neighbourhood management Keep the neighbourhood and communal areas associated with the homes that they own clean and safe. Work in partnership with tenants and other providers and public bodies where it is effective to do so. Green Grants programme for Beech residents - 3,000 granted in 2009 Many community fun-days and neighbourhood clean-up days including gardening events to improve neighbourhood green spaces and local parks. Spinney clean up and garden party Neighbourhood Development Officer appointed to give greater impetus to community activities We will make 20,000 available in 2010/11 for the neighbourhood fund, which will be allocated by tenants. We will continue to organise and help run diversionary activities. Specific expectation Consult with tenants in developing a published policy for maintaining and improving the neighbourhoods associated with their homes. This applies where the registered provider has a responsibility (either exclusively or in part) for the condition of that neighbourhood. The policy shall include any communal areas associated with the registered provider s homes. Consultation with residents on grounds maintenance service, leading to replacement of existing contractors with the Group s in-house service. Service standards, set in consultation with tenants, include targets for completing scheme and estate checks and responding to graffiti Local area co-operation

20 Co-operate with relevant partners to help promote social, environmental and economic well being in the areas where they own properties. Specific expectation Having taken account of our presence and impact within the areas where we own properties, we will: identify and publish the roles we are able to play within these areas co-operate with Local Strategic Partnerships and strategic housing functions of local authorities to assist them in achieving their objectives Working with the Prince s Trust and Future Jobs Fund to offer training and work placements for young people across the North West Work with local charitable organisations Local Tasking meeting/crime and disorder partnership. Neighbourhood partnership meetings Anti-social behaviour Work in partnership with other public agencies to prevent and tackle anti-social behaviour in the neighbourhoods where we own homes. We attend multi agency meetings (mini MATACs) in areas where we have stock. We also attend MARACs, Prevent & Deter meetings and other multi agency meetings where appropriate. We participate in community action days with our partners, such as clean up days. We work with partners to deliver diversionary activities. Set out in an annual report for tenants how we are meeting these obligations and how we intend to meet them in the future; then meet the commitments made to tenants. Specific expectation Annual report for tenants to be published by 1 October 2010 Publish a policy on how we work with relevant The ASB Policy and Procedure is currently under

21 partners to prevent and tackle anti-social behaviour (ASB) in areas where we own properties. review and after consultation with tenants, partners and staff will be presented to our various Boards by no later than December This will include details of our policy on how we work with our partners to prevent & tackle ASB. Demonstrate: that tenants are made aware of their responsibilities and rights in relation to ASB strong leadership, commitment and accountability on preventing and tackling ASB that reflects a shared understanding of responsibilities with other local agencies a strong focus exists on preventative measures tailored towards the needs of tenants and their families prompt, appropriate and decisive action is taken to deal with ASB before it escalates, which focuses on resolving the problem having regard to the full range of tools and legal powers available all tenants and residents can easily report ASB, are kept informed about the status of their case where responsibility rests with the organisation and are appropriately signposted where it does not provision of support to victims and witnesses Tenants responsibilities are outlined in the tenancy agreement, the Tenants' Handbook and in our ASB leaflet which is available via the internet or as a hard copy. New tenants are also advised of their responsibilities at the sign up (which is monitored by use of a sign up checklist). Established a specialist ASB team which takes responsibility for policy development, training, and dealing with complex cases and preparing cases for legal action.) Service standards in place and monitored covering response to initial complaints, agreeing action plans and keeping tenants informed of progress. Preventative measures taken include: Identify support needs at early stage & make appropriate referrals (sign up checklist refers too) Use Tenancy MOTs to identify support needs Use starter tenancies across all stock Have Neighbourhood development Officers and Neighbourhood Officers who deliver diversionary and other prevention activities. Tools and powers used to address ASB in 2009/10 included: Acceptable Behaviour Contracts / ASBO warning interviews with young people Implement a new ASB system to assist the monitoring of the progress of cases (Nov 10)

22 injunctions referrals for mediation possession orders Support for witnesses includes: Take urgent action to protect them if there is a use or threat of violence (for example we have applied for a number of ex parte injunctions since April 2010) loan of a mobile phone where customer does not have access to a phone arrange for police to fit home link alarms

23 Value for Money Required outcomes and specific expectations Standard In meeting all TSA standards, including their local offers, registered providers shall have a comprehensive approach to managing their resources to provide cost-effective, efficient, quality services and homes to meet tenants and potential tenants needs. The Shaping the Future programme of consultation, research and change led to the restructuring of all key customer-facing services to match the preferences of tenants and release resources for neighbourhood investment. A value for money review approach and programme has been introduced to ensure service reviews balance cost and quality A specialist team created to carry out independent tests on service quality Efficiency savings secured in 2009/10 include: Increasing the productivity from the Association s inhouse maintenance teams through the centralisation of the responsive maintenance service part way through the year reducing contractor spend by over 200,000 in the year. A partnering contract agreed with Booth Mechanical Services and Rothwell Plumbing Services for the delivery of gas central heating replacement programmes savings of 275,018 when compared with traditional procurement on the installation of 691 new gas central heating systems. A partnering contract with Connaught Partnerships for the delivery of kitchens and bathrooms savings of 101,283 Review high cost/resource intensive service areas to inform future service reviews Establish an action plan to reduce the costs of back-office services.

24 during the year when compared with traditional procurement. A partnering contract with Alchem Industries Ltd for the delivery of the water treatment servicing (Legionella) programmes savings of 8,843 per annum over three years when compared with traditional procurement. The restructure of housing management and maintenance services which will yield savings in excess of 1m per annum in future years primarily through staff reductions and greater productivity from maintenance teams. Investment in IT has created savings or service improvements: Dynamic repairs scheduling software, new PDAs and mobile working software to increase the productivity of the centralised maintenance team by reducing travel time between repair jobs. New telephony to support the introduction of a contact centre. Neighbourhood Officers were issued with Netbooks with 3G connectivity to enable them to provide a full housing management service in the homes of residents. Database improvements to improve the speed of access to customer information. Set out in an annual report for tenants how they First Annual report for tenants in preparation for

25 are meeting these obligations and how they intend to meet them in the future. The provider shall then meet the commitments it has made to its tenants. Specific expectations Registered providers shall demonstrate to their tenants: how expenditure has been prioritised in relation to each of the standards and in the delivery of local offers, and in meeting other needs such as investment in new social housing provision how they have ensured value for money has been secured and tested plans and priorities for delivery of further value for money improvements Have arrangements for tenants to influence the services delivered and the cost of those services that result in service charges to tenants. An officer/resident Value for Money Steering Group has made prioritisation decisions about: Phone numbers and call costs for the Contact Centre Neighbourhood Fund VFM Strategy VFM Action Plan Resident Involvement in VFM decision making Equality Impact Assessment Reviews Monitoring and tracking savings made through the centralisation of the contact centre and maintenance service Service charge consultation carried out where changes to services are proposed October Agree service review priorities at the Resident Conference (Oct 10) Give residents control over expenditure from the new Neighbourhood Fund

26 Governance and financial viability standard Required outcomes and specific expectations Standard Governance Ensure effective governance arrangements that deliver their aims, objectives and intended outcomes for tenants and potential tenants in an effective, transparent and accountable manner. Governance arrangements shall ensure they: adhere to all relevant legislation comply with their governing documents and all regulatory requirements are accountable to tenants, the TSA and relevant stakeholders safeguard taxpayers interests and the reputation of the sector have an effective risk management framework Specific expectations Adopt and comply with an appropriate code of governance. They shall give the reasons for their choice and explain areas of non-compliance with their chosen code. Establish and maintain clear roles, responsibilities and accountabilities for their board, chair and chief executive and produce an annual assessment of the effectiveness of their arrangements. Key decisions taken by the Association s Board included: Consideration and adoption of a 20-year Group Business Plan The centralisation of responsive maintenance The centralisation of income collection The introduction of a contact centre A prudent budget for 2010/11 to reflect the current economic climate Had adopted NHF competence and accountability model Comprehensive scheme of delegation in place. It is reviewed annually and updated to reflect the changing environment of the organisation Submit an annual return, on an accurate and RSR submitted and signed-off within required Introduce new mechanisms to enhance scrutiny of Board work (Dec 10)

27 timely basis in a form determined by the TSA. This is currently the Regulatory and Statistical Return (and its successor, the National Register of Social Housing). Where there is a non-regulated element, the registered provider shall demonstrate to the TSA that it has in place effective mechanisms (such as commitments, undertakings or other assurances between itself and the non-regulated element) which ensure that: it is and will be able to comply with the TSA's standards and other regulatory requirements its ability to meet the TSA's standards and other regulatory requirements is not and cannot be prejudiced by the activities or influence of the non-regulated element in the event that the registered provider does not or may not be able to comply with the TSA s standards or other regulatory requirements: o the non-regulated element will give any necessary support or assistance to enable compliance o the registered provider has the ability to require the support or assistance of the non-regulated element to enable compliance. timescale Non-regulated elements do not provide social housing. In some situations it may be appropriate for the TSA to be a party to such arrangements. Financial viability Manage their resources effectively to ensure their viability is maintained. Prudent budget set, without dependence upon revenue from property sales. Any sales were

28 unbudgeted income. The Association made an overall surplus on ordinary activities of 0.5m Shared ownership development has been delayed until the financial climate becomes more settled. Specific expectations Ensure that: effective controls and procedures are in place to ensure security of assets and the proper use of public funds effective systems are in place to monitor and accurately report delivery of their plans the risks to delivery of financial plans are identified and effectively managed The Internal Audit service has been strengthened to step-up the scrutiny of internal controls. Clearview strategy and project software is used to track the progress of priority projects A revised 30 year business plan has been constructed to take account of the changing economic circumstances and expanded Group Ensure there is a robust and prudent business planning and control framework. Through this framework ensure: there is access to sufficient liquidity at all times financial forecasts are based on appropriate and reasonable assumptions planning sufficiently considers the financial implications of risks to the delivery of plans they monitor, report on and comply with their funders financial covenants A prudent 30 year business plan was approved by the Board, taking into account the current economic difficulties and future challenges facing the organisation Provide to the TSA accurate and timely statutory and regulatory financial returns and an annual report on any losses from fraudulent activity. All returns submitted on time