1. business and industrial
2. company
3. annual report

LAMBETH LIVING BOARD
Date: Wednesday 25 March 2015 at 7.00 pm
Venue: YMCA, King George's House, 40 Stockwell Road, SW9 9ES
Contact Officer:
Lambeth Living
Hambrook House
Porden Road
SW2
Despatched: Friday 20 March 2015
Terry Gallagher
Interim Chief Executive
Tel/Voicemail: Tel: 020 7926 3804
Email: [email protected]
Website: http://www.lambethliving.org.uk
AGENDA
PLEASE NOTE THAT THE ORDER OF THE AGENDA MAY BE CHANGED AT THE MEETING
Pages
1.
Introductions and Apologies
2.
Declarations of Interest
3.
Minutes and Matters Arising
1-6
Presenter: Chair
4.
Chief Executive's Update
7 - 10
Presenter: Terry Gallagher
5.
Draft Annual Delivery Plan for 2015/16
11 - 38
Annex A - Lambeth Living Performance Indicators 2015/16
Annex B - Connection Highlights
Presenter: Mark Healy
6.
February Performance Digest and Dashboard
39 - 54
Presenter: Terry Gallagher
7.
Risk Register
55 - 64
Presenter: Terry Gallagher
Lambeth Living in the Community
8a)
Resident Training Scheme - High Trees
Verbal report
Presenter: Mark Howarth
8b)
Edible Living
Verbal report
Presenter: Ivor Picardo
8c)
Vulnerable Support
65 - 74
Presenter: Idoya D’Cruze
8d)
Service Plus
Presenter: Paul Webb
75 - 80
9.
Forward Planner
10.
Any Other Business
11.
Private Session
Presenter: Chair
81 - 82
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Page 1
Agenda Item 3
LAMBETH LIVING BOARD
Wednesday 4 February 2015 at 7.00 pm
MINUTES
PRESENT:
Hazel Barlow, Nick Cattermole, Keith Hill (Chair), Lynn Holman, Sarah Jane
Lucas, Faisal Butt, Lucy Williams (Vice-Chair), Councillor Jane Pickard,
Councillor Matt Parr, Stephen Tate and Councillor Jennifer Brathwaite
APOLOGIES:
Danny Sutcliffe, Christine Scales and John Green
ALSO PRESENT:
Councillor Matthew Bennett, Terry Gallagher, Mandy Green (Associate
Director Commissioning), Cedric Boston (Director of Housing Services) and
Mark Howarth
Action
required
by
1.
INTRODUCTIONS AND APOLOGIES
Introductions were made and apologies were received as outlined above.
2.
DECLARATIONS OF INTEREST
There were no declarations of interest.
3.
MINUTES & MATTERS ARISING
RESOLVED: That the minutes of the meeting held on 26 November 2014 be
agreed subject to the following amendments:




Addition of Rachel Sharpe, Commissioning Director, as an attendee
Vice Chair designation to be changed from Lynn Holman to Lucy Williams
Page 3, second resolution: delete “and Vice Chair”
Page 7, item 8, second bullet point: amend “areas” to “arrears”
Matters Arising


Page 2, fifth bullet point: written reassurance of the point referred to had
been received from the Commissioning Director
Page 3, top paragraph, final sentence: it was confirmed that the Chair had
received clarification from the Commissioning Director on the legal
position referred to
Page 2
4.
COMMITTEE HIGHLIGHT REPORTS
a.
AUDIT AND RESOURCES COMMITTEE
Nick Cattermole explained that the budget and due diligence being carried out by
the Council were the most important issues discussed at the Audit and Resources
Committee. These were discussed in detail earlier at the away day and he would
not therefore elaborate further here. The Committee had also received an
interesting report on staffing including statistics on age, ethnicity, sick leave and a
variety of other factors which may be very useful when housing services were
reintegrated into the Council, which had been circulated subsequently to all Board
members. Comments had been made on the risk register and this would come
back to the next meeting. It was also noted that the last Audit and Resources
Committee was inquorate so no formal decisions could be made; however, the
majority of reports were for noting.
b.
INVESTMENT COMMITTEE
Stephen Tate explained that the Investment Committee had discussed the Decent
Homes standard and the Lambeth Housing Standard (LHS) programmes. There
were challenges regarding the accuracy of the lifespan database and whether
there was enough money to complete the LHS programme; this meant that while
the Decent Homes work had been carried out, it had not been possible to do
everything desired in relation to the LHS. A report would come back to the
Investment Committee regarding the timescale to complete the programme. The
claims for GLA backlog funding had been submitted for Q2 and Q3. The asset
management database, Keystone, would go live in April and would link all aspects
of data; this should help with decency figures and programming. Performance data
had been scrutinised and it was noted that the indicator on overdue repairs was
only red because of an anomaly in the system and was not a big concern. On the
short-cycle voids indicator, which was also red, there had been a bad start to the
year but the direction of travel was positive. An update had been given regarding
transition arrangements and this would be written up and circulated.
In response to questions, the following points were made:


5.
Repairs in the south of the borough had been moved from Keepmoat to
Mears and a joint procurement exercise was taking place with the Council
to re-procure for the next 2-3 years, after which a strategy would be in
place to procure repairs services for the whole borough
It had been a common experience across the country that base data on
Decent Homes was not as resilient as it should have been and this had
resulted in costs rising after initial assessments had been done; however,
there was now two and half years’ worth of good data which, along with
Keystone, would help to improve things immensely. It was noted that in
Lambeth the original GLA bid had been £230m and only £100m of funding
was given, which further exacerbated the situation
CHIEF EXECUTIVE'S REPORT
Terry Gallagher, Chief Executive, introduced the report (agenda item 5) and
stated that:


Several of the items included had been covered in the afternoon session
at the away day and would therefore not be discussed further here
With regards to the integration process, a leadership group meeting had
taken place the previous week and the Cabinet Member for Housing,
Page 3

Leader of the Council and Deputy Leader had held a constructive Q&A
session with managers, which had then been cascaded downwards to
staff across the business
In relation to interim structures, conversations had taken place with the
Council regarding the portfolios taken on by himself and Cedric Boston,
Director of Housing Services, and more reassurance was being sought
regarding risks. An action plan had been produced which would be
presented to the Board in due course
In response to questions, the following points were made:


Loughborough TMO had held a ballot regarding whether to continue or
come back into the Council. The vote was overwhelmingly in favour of
staying with the TMO but this was contingent upon a number of criteria,
including the proper auditing of prior years’ accounts. Lambeth Living
were still providing interim management. It was noted that there were
many settlement issues that needed to be unpicked and that this would
take time but it was hoped a conclusion could be reached within six
months. Councillor Matt Parr stated that he was back on the board of
Loughborough Estate Management Board
The decision as to whether to continue using staff surveys would be for
the new Director of Housing Management but the Interim Chief Executive
stated that he would recommend it, using the current methodology. It was
noted that tracking trends over time could be very valuable; one-off
surveys, on the other hand, could be wasteful
RESOLVED: That the report be noted.
6.
PERFORMANCE EXCEPTION REPORT (DECEMBER 2014)
Members questioned Terry Gallagher and Cedric Boston on the report and the
following points were made:






More benchmarking would be useful for the Board
There was no rating for the major works indicators as there were gaps in
the data and returns to the GLA, which had been delayed by Oracle, were
still being composed. Councillor Matt Parr asked that an updated
performance summary including this information be sent Board members
when available
The Short Cycle Voids Average Cost indicator was being met until the last
quarter and it was unclear why it had then gone up. This was being looked
into and it would then be possible to more accurately assess whether the
target would be achieved
A pilot was underway enabling Mears to operate with a £1,000 variation
limit as opposed to £150 to give them more flexibility to complete
additional work when called to repair jobs. The effects of this were being
analysed and would be reported to the next meeting
Concern was raised over the position in relation to section 20 service
charge collection. It was reported that final bills had not been sent out at
the rate anticipated and the changes to the Oracle system had hampered
the issuing of final accounts. A way forward had now been agreed which
involved using a different system in the interim; this meant it was possible,
though not certain, that the target would be met. There were some risks in
terms of matching up the two systems. The Board asked that resources
be deployed to collect the money
Regarding the red ASB indicator, Councillor Jennifer Brathwaite queried
Page 4

which of the North, Central and South services needed most
improvement. She believed it would be useful to have the data split into
area and also for trends to be included. Cedric Boston stated that the ASB
trend was improving and the main reason for being below the target was
the fact that in-house surveys (which were used previously) returned a
better satisfaction rate than external ones (which were used at present) as
they were done more quickly. It was noted that a lot of ASB solutions were
“uneasy truces” and if surveys were carried out soon after this, satisfaction
was higher, whereas the situation could then deteriorate again. The
Customer Services Committee received data broken down by area and
this could be forwarded on but it was stated that the North area was
performing the best and the Central area worst
The quality of estate cleaning and maintenance was measured by
Lambeth Living staff; a small number of customers were also involved. It
was anticipated that fewer calls would be received on this as other
customer access avenues were developed but at present they were
staying constant
RESOLVED: That the report be noted.
7.
ESTATE SERVICE REPORT
Cedric Boston, Director of Housing Management, introduced the report and made
the following points:





The Board received a report last year regarding raising satisfaction with
estate services and this was an update on action so far
30 estates with low satisfaction had been identified and targeted with a
series of measures. Of those which had had all measures implemented,
there had been a lot of success; however, internal and external decorative
jobs on some estates had not yet happened and this had led to lower
satisfaction levels
Planned Lambeth Housing Standard (LHS) work which had yet to be done
was highly visible including maintenance of common areas and this was a
setback in driving up satisfaction with Estate Services
The picture generally was improving but not as much as hoped or
expected. An annual planned maintenance programme looking at such
visible works would be needed, otherwise estates would continue to look
tired
A lot of vital componentry had been fixed but this was less obvious
In response to questions, the following points were made:



There had been savings and efficiency gains on responsive repairs last
year and it had been agreed to reinvest these into a planned programme.
The Council had asked Lambeth Living to make 5% cuts in the delegated
and fees budgets. Given that a lot of the delegated budget was fixed – for
example, the cleaning contracts – it was likely that planned maintenance
may need to be scaled back to balance the budget. Board members were
disappointed at this
The Director of Housing Management advocated a fixed planned
maintenance budget, which the Housing Revenue Account surplus could
be used to achieve. He believed that cuts in planned maintenance had
frequently occurred in response to overspends within the overall budget
Responsive repair costs fluctuated from year to year depending on
demand. This could be driven by factors such as harsh winter weather
Page 5





Components such as boilers and lifts had to be prioritised over decorative
work and environmental improvements
In the first 2-3 weeks of the initiatives aimed at tackling litter dumping (see
para. 3.6), many people were warned and eight fixed penalty notices were
issued following patrols on estates. However, the level then dropped off
significantly and it was discovered that the external contractors had not
been working to the required standard. Different ways of providing the
service were now being looked at and it was hoped it would continue but it
was acknowledged that it was not cheap
CCTV was being installed to tackle fly tipping
Councillor Jennifer Brathwaite queried the 70% reduction in complaints
referred to in para. 4.2. Cedric Boston stated that a different way of
dealing with complaints had been introduced which involved dealing with
the issue at hand at an early stage rather than encouraging people to use
the formal complaints procedure, and this had improved performance
markedly. Cedric Boston would write to Councillor Brathwaite with more
details on this
Estate blitzes had been carried out which had been well received
The Chair summed up by stating that although there were some problems
highlighted in the report, there were also areas of excellence – particularly the
targeting of the 30 low satisfaction estates and the blitz approach. Complaints
were also down and this was an area of delivery to which the Board attached
great importance.
RESOLVED: That the report be noted and the comments above received.
8.
LAMBETH LIVING BOARD AND COMMITTEES MEETING SCHEDULE FOR
2015
RESOLVED: That the meeting schedule be noted.
It was also confirmed that the next North Lambeth Area Forum was taking place
on Tuesday 10 February 2015.
9.
AOB
None.
CLOSE OF MEETING
The meeting ended at 8.20 pm
CHAIR
LAMBETH LIVING BOARD
Contact for Enquiries: Terry Gallagher
Tel: 020 7926 3804
E-mail: [email protected]
Web: http://www.lambethliving.org.uk
The action column is for officers' use only and does not form a part of the formal record.
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Page 7
Agenda Item 4
Agenda item
Meeting
Date
3.
LL Board
25 March 2015
Chief Executive’s Update
For
Information 
Prepared by: Terry Gallagher
Approval
Purpose
To brief the Board on general issues not otherwise covered on the Board agenda.
Summary
1.
2.
3.
4.
5.
Progress with Reintegration
Communications with Staff/ Workforce Issues
Budget for 2015/16 and Financial Update
Decent Homes Delivery and GLA funding
Lambeth Living & PACCA TMO
Key risks &
Opportunities
These are flagged in each item as appropriate
Financial
implications
As above
Recommendation
For the Board to note the report and to raise any issues arising at the March Board
1
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1. Lambeth Living Reintegration
We have continued to make progress on this project and the various work streams and activities are all
being done or prepared for where many will relate to the year-end or the June handover. We had the first
of a series of tripartite meetings with the trades unions and this was positive. They have asked the Council
to signal any support services reviews that may take effect between now and July in order that their
members in Lambeth Living are not disadvantaged if these take effect before they transfer back to the
Council. We agreed to look at each on a case by case basis.
The Project board run by the Cabinet Member has asked us to extend the engagement work on the future
shape of Housing Services to Lambeth Living staff. We have worked on material and agreed a set of 6
sessions to try and allow the maximum number of our workforce to attend and at the time of writing we had
held the first of these in Hambrook House. This secured a high level of participation and a lot of material
for the Council to digest and reflect upon as part of their feedback to the Cabinet in April. When the council
have processed all of this material we will share this with the Board.
The board will recall their briefing from the legal team at the away day in February where it was agreed in
principle that the Council we seek appointees to succeed to the Board if the Lambeth Living Board are
prepared to serve through to July to receive the 2015/16 accounts and use this as a suitable break point to
handover legal responsibilities.
2. Communications with Staff/ Workforce Issues
We are maintaining regular communications with staff and morale seems to be relatively high so I think
managers are doing a very good job in sustaining staff focus on performance and delivery. The
engagement workshops described above are supplementing the opportunities for staff to understand and
shape the future role for Housing in the Council. Managers are reinforcing the key message that the core
services will continue to be delivered from the operations so there should be minimal impact on most
areas and services in terms of employment.
Managers are also focusing on many positive developments and seeking to avoid the reintegration being
the principal focus for staff. These include a strong programme of refresher training on residents first and
customer focus. We have also launched an exciting management development training programme for
middle managers and the early feedback on this has been very positive.
We are launching mentoring programme for the first cohort into our talent management programme and
we are preparing for the latest round of our own in-house apprenticeship scheme intake. It is encouraging
to note that we have very high retention rates from the scheme with most of the young people securing
fulltime positions within the business.
3. Budget for 2015/16 and Financial Update
The Board received a report from the Head of Finance at the February away day and asked us to seek
ways to preserve the new planned maintenance programme developed from within Responsive repairs as
this was under pressure from the requirement to show 5% efficiencies. Unfortunately discussions are still
ongoing on this topic although I think there is a will to secure this. We have had questions too on the fee
budget for the business and are discussing some of the details surrounding those enquiries but the
managers have cooperated to develop the fee budget that delivers the required savings.
Both budgets in 20145/15 are coming to a close and the management accounts received this week at the
senior management team continues to show a positive set of results. Both the company budget and the
Delegated budgets (on repairs, cleaning etc) are underspending by 1.3% and 1.2% respectively and are
2
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expected to be pretty much in line with those (February) results at the year end. Lambeth Living is still
predicting a healthy set of reserves to hand back to the shareholder of over £3m. Similarly at the rime of
writing the capital programme remains on course to deliver close to the original budget of C£100m in the
current financial year.
4. Decent Homes Delivery and GLA funding
The Investment Committee will be receiving the detailed reports on this business area. We have been
doing a lot of work on the 15/16 budget and forward years and working with the Council on the challenges
presented by the higher volumes of work required to deliver Decent Homes as the original baseline was
lower than has emerged in practice. The GLA has asked for independent survey work and validation of the
quality of delivery as part of their grant claims and we are working on this for Q2-3 of this year and will
replicate this for the Q4 grant claim as well as the claim to support the additional grant recently confirmed
of £23m.
5. Lambeth Living & PACCA TMO
We took formal responsibility for this TMO recently under the North Area and they had a successful launch
with staff, residents and local councilors and this was very well received and we are looking forward to a
very smooth transition of this stock and its residents to our day to day services.
3
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DELIVERY PLAN 2015/16
Page 11
Agenda Item 5
Page 12
Delivery Plan 2015/16
1. Introduction
This Delivery Plan for 2015/16 sets our priorities for the coming year through which we aim
to secure the wider strategic outcomes set out in our 2012-17 Business Plan. The vision set
out in that five year plan is that by 2017:


Our residents will have one of the best housing management services in London
Our residents will see the benefits of a massive investment programme in our
housing stock to meet the Lambeth Housing Standard
Our residents will express higher levels of satisfaction with their housing services
We will be valued and trusted by residents
We will be seen as a good place to work by its staff.



In addition to delivering that vision, this year’s annual delivery plan looks at how we seek to
maintain continuity of service as the ALMO is reintegrated into the Council during the second
quarter of 2015/16. The future shape of the post-integration housing service is not yet fully
clear. However, this plan places the emphasis on maintaining the momentum that we have
built up over the last five years and focusses also on working with Council colleagues to
ensure that the re-integration process is well managed and minimises disruption to services.
Mindful of that need to maintain consistent momentum in delivering that vision through reintegration, our particular priorities for 2015/16 remain closely aligned with our priorities for
2014/15. These priorities are to:




deliver the Lambeth Housing Standard (LHS) capital investment programme
improve resident satisfaction, in particular for leaseholders where we know we
need to make the most progress
expand and enhance our approach to resident engagement, with a continuation
and expansion of the use of co-production based approaches in designing,
delivering, and reviewing services
improve communication – making information about the business more visible and
accessible for residents, and making more use of web-based technologies so that
residents have more flexible and convenient means of accessing services.
Progress in delivering these priorities and in delivering other services will be monitored
through our monthly, quarterly, and annual KPIs which are set out in Annex A. The plan also
takes account of the Council’s wider objectives set out in the 2013-16 community plan, and
annex B shows how the actions set out in this plan support the 13 outcomes in the Council’s
community plan. Lambeth Living adds value to the community Plan objectives in a number of
ways, for example, all our major works and repairs contracts have Community Social
Responsibility clauses where contractors are expected train and employ a percentage of
local staff and develop an apprenticeship scheme for local young people.
In addition to this business-wide delivery plan, the Annual Service Delivery Plans produced
by each head of service set out the specific operational detail that shows how priorities will
be delivered and managed at an operational level.
2
Page 13
1.1 Highlights and key themes for the 2015/16 delivery plan
For the 2015/16 plan, the key areas of change are:

the upcoming reintegration of Lambeth Living into London Borough of Lambeth,
which will take place during quarter 2 of 2015/16, and which means that an emphasis
on maintaining service continuity and stability need to be key themes for the plan

the continued delivery of a planned maintenance programme

the delivery of over £100m of potential investment in our homes

a targeted approach to raising satisfaction at estate level. This will build on the
progress made in 2014/15, in which we’ve placed more emphasis on rigorously
gathering each month information on resident satisfaction with estates services, and
using that business intelligence to identify and correct service failures. This approach
has helped us to secure an improvement in satisfaction levels from 63 per cent at the
beginning of 2013/14 to 66 per cent at the end of 2014/15

a revised delivery model for the Lambeth Housing Standard (LHS) including
delivering the actions from the Leaseholder Task and Finish Group. Again, this will
build on progress made in 2014/15. During the quarters 3 and 4 of 2014/15 we
completed an extensive survey of leaseholder satisfaction with the LHS programme.
This entailed surveying residents on all stages of the works including the consultation
process, the works themselves, and the billing process. The business intelligence we
captured through that work is now informing changes and improvements to service
design and delivery to enhance the resident experience and drive up leaseholder
satisfaction throughout 2015/16. One specific early example of these improvements
is the changes that have been made to the whole end-to-end process for Major
Works which has recently been agreed and through which closer working between
the Homeownership Services team and Capital Works team will deliver a much better
managed experience for leaseholders

a different approach to complaints to promote early resolution and reduce complaints
from over 1000 in 2013/14 to under 550 this year and with further reductions planned
for future years

development and delivery of the capital programme for the next three years to
agreed time, cost and quality indicators

robust management of capital projects demonstrating value for money (VFM)

delivery of Leaseholder Action Plan (LAP) in conjunction with leaseholders and the
independent expert.
A number of underlying themes run through the plan:



championing the use of external benchmarking to move Lambeth Living towards ‘one
of the best housing management services in London’. This is reflected in the draft
Performance Targets for 2015/16 at appendix 1. Lambeth Living performance has
deteriorated from 9th from 21 housing organisations in 2013 to 14th from 26 housing
organisations in 2014
focus on high quality customer services we provide to leaseholders and how we bill
them. The latest Survey of Tenants and Residents (STAR) Survey results showed
that levels of leaseholder satisfaction had decreased from 36 per cent in 2013 to 24
per cent in 2014
continuing to maximise the benefits of the significant investment we have made in
new IT systems over the last few years
3
Page 14

continue to improve the overall customer experience and widening the opportunities
for customers to get involved such as the reprocuring of the LPC South area contract
and assisting in the preparation of the reprocurement of all LPC contracts.
2. Property and Housing Services
2.1.
The Repairs Service
1. Deliver a planned and cyclical programme from headroom in the repairs budget.
2. Reduce the volume of aged disrepair cases and average case completion times with
a view to decreasing cases to as few as possible below a target of 150 live cases by
year end. We will achieve this by actively reducing cases and improving case
management to reduce the cost of disrepair.
3. Extending a revised Solutions Team approach including further development of the
service that offers customers an immediate site visit by a surveyor when a service
failure is reported to ensure all inspections have a specific focus.
4. Reduce the average end-to-end completion time for responsive repairs to 13 days in
quarter one to 11.5 days in quarter 4 of 2015/16. This will be achieved by actively
working with Area Office colleagues to maximise opportunities to co-ordinate repairs.
5. Through the actions described above and other initiatives, to drive improvements in
the in the delivery of the repairs service, including:


95 per cent of appointments made and kept
90 per cent tenant satisfaction with repairs service, and 90 per cent
satisfaction with the quality of the repair
 90 per cent of repairs right first time
 Proportion of repairs overdue maintained below one per cent of all repairs
(The full suite of KPIs through which we will measure performance of the repairs
service is set out at annex A).
6. Support the Council in the re-procurement of LPC south area contract and the
development of the strategic approach to all LPC procurement, in accordance with
the re-procurement project’s PID and project plan.
Ref No:
8
Indicator
Percentage of all repairs completed on-time
Average time to complete a responsive repair
8a
9
10
11
12
Repairs for which appointment was made and kept
Percentage of tenants satisfied with repairs
Percentage of repairs right first time
Percentage of repairs overdue
Agreed target
for 2015/16
KPI withdrawn
Q1 13.0 days
Q2 12.5 days
Q3 12.0 days
Q4 11.5 days
95.0%
90.0%
90%
1.0%
4
Page 15
12a
13a
13b
Percentage of repairs overdue which are more than
6 weeks overdue
Average cost of repair jobs
Percentage of tenants satisfied with the quality of
their repair
0.0%
info only
90%
2.2 The Capital Investment Programme
7. Ensure the LHS programme is delivered, and develop strategies to bridge any
identified investment gaps in conjunction with the Council.
8. Review the staffing structure to:
 ensure the appropriate staff structure and staff are in place to deliver the
programme
 ensure that the staff’s skill levels are appropriate for their roles
 foster the appropriate culture of project ownership and customer service.
9. Review existing management information systems to confirm suitability with
emphasis on making best use of Northgate and Keystone systems to improve the
planning and monitoring of works and to facilitate more timely and accurate reporting.
10. Deliver the following outputs (to be agreed), which will be measured through our
performance indicators:







Ref No:
improve 4,616 homes to the Decent Homes standard
improve 2,100 homes to the Lambeth Housing Standard (LHS) which will be
based on the agreed approach identified in action 7 above
improve the percentage of residents satisfied with the quality of major works
to 90%
predict contract sums compared to delivery costs with 90% accuracy
complete internal modernisations within 15 days
Continue to work towards achieving the average SAP rating of 55 to 58
(Rating D) as a minimum on all Lambeth Living homes.
Deliver the Leaseholder Action Plan (LAP) in conjunction with residents and
the independent expert.
Indicator
15
Number of Homes Made Decent In-year
16
Number of homes improved to meet the LHS
17
Residents satisfaction with the quality of the works
18
19
38
Cost predictability
Time for internal modernisation
Average SAP Rating [Annual]
7
Annual Capital Spend
Agreed
target for
2015/16
4,616*
2,100*
90%
90%
15 Days
Equivalent to
55-58 or D
rating
100.0%
*still to be agreed
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2.3 Technical Services
11. Audit all properties within the borough not currently on the gas plan, ensuring the
target of 100 per cent gas certification compliance is met and maintained throughout
the year.
12. Complete the water tank verification exercise to all shared structures across the
borough to identify any unidentified water tanks not currently incorporated within the
planned maintenance programme This is dependent on the outcome of a funding
review.
13. Ensure that any newly identified tanks are made compliant and included in future
years planned programmes.
14. Ensure that all Landlords electrical services are compliant with Institute of Electrical
Engineers (IEE) regulations.
15. Undertake and complete the 2015/16 programme of testing to maintain the rolling
programme of Periodic Inspection Report (PIR) inspections to communal systems.
Ref
No:
14
Indicator
Gas Servicing non-compliance (CP12)
Agreed
target for
2015/16
0%
2.4 Home Ownership Services
16. Provide a high quality customer-focused service and ensure that complaints are
reduced and satisfaction with the team is increased. As set out in section 1, we
recognise the need to drive up leaseholder satisfaction as one of our key priorities for
2015/16. Driving this improvement will be dependent on actions from many teams
across the whole business, but the Homeownership Services team will take the lead
in setting the direction and strategy. This will entail closer consultation and coproduction with leaseholders, using the Major Works Committee as a key channel of
engagement alongside other consultation, and delivering the actions set out in the
Leaseholder Action Plan (LAP).
17. Maximise income collection from both day to day and major works service charges
so that we stabilise the business, render it financially viable and provide it with the
capacity, space and scope to improve customer services. To collect some £5 million
in section 20 service charges, and to collect 95 per cent of the day-to-day service
charges in the year, and 100.5 per cent including charges recovered that relate to
previous years.
18. Improve communication with leaseholders and develop customer profiling.
19. Demonstrate value for money by reviewing high costs services and making them
more efficient.
6
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3
Leasehold service charges % collected
Proposed
target for
2015/16
100.50%
3b
Leasehold service charges % collected
95.0%
6
Recovery of (S20) major works contributions from
Leaseholders
Ref No:
Indicator
£5m
2.5 Estates & Tenancy Services
20. Investigate new ways to publicise and deliver estate services to residents, for
example, working with the Lambeth Living Information Technology Team to
implement a mobile application for the reporting of environmental and housing
issues.
21. Improved publication of how and when blocks will be serviced to improve the
management of residents’ expectations.
22. To improve the overall management of estates, by encouraging residents to take an
active role in decision making about the management of their estates, for example,
by establishing block champions.
23. Increase the physical presence of estates housing officer (EHO) staff using local
resident engagement models that include monthly estate surgeries at designated
community facilities, “coffee morning” and “Meet your EHO/Cleaner” events.
24. Develop and extend the “Hurst Street model” through which residents are engaged
through a voucher scheme to conduct inspections on the standard of estates
cleaning and to report concerns to their EHO as a more cost effective and rigorous
means of quality assurance.
25. Undertake specific “estate cleaning” presentations for residents at tenant and
resident association (TRA) meetings to improve the quality of estate cleaning so that
resident satisfaction is maintained at or above 90 per cent throughout the year.
26. Maintain resident satisfaction with grounds maintenance at or above 90 per cent
throughout the year.
27. Publicise the details of all planned improvements works in advance of work
commencing on site. To ensure that details of all planned works are published as
soon as practicable once they are agreed so that residents can have early sight of
works for current and future years.
Ref No:
Indicator
26
27
CORE
Quality of estate cleaning
28
Quality of grounds maintenance
41
Quality of estate services
Agreed
target for
2015/16
95%
90%
90%
70%
7
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2.6 Enforcement
28. Increase satisfaction with the tenancy enforcement service by 10 per cent.
29. Increase satisfaction for antisocial behaviour management to 62 per cent, with 96 per
cent of all closed ASB cases resolved.
Ref No:
24
25
Indicator
Agreed
target for
2015/16
ASB measure: Number of closed resolved cases as a
% of closed cases
96%
ASB measure: % of respondents very or fairly satisfied
with the way their ASB complaint was dealt with
62%
2.7 Empty Homes
30. Work with the Planning and Performance Team to improve processes, maximising
value for money and efficiency in particular, for voids and disrepair performance,
ensuring we meet the end of year targets for empty homes of 21 days for short cycle
voids and 25 days for long cycle voids.
31. Maintain the total number of empty properties at or below 157, and maintain the re-let
times for short and long cycle voids at or below 21 and 25 days respectively.
Ref No:
Indicator
20
Total number of empty properties
21
Average number of days to re-let SCV
22
SCV average cost
23
Number of days for LCV turnaround time, by area and
total
Agreed
target for
2015/16
157
21 days
£4,000
25 days
2.8 Customer Care
32. Achieve effective client management of call handling contract with our General
Dynamics IT (GDIT) call centre by ensuring they meet all contractual key
performance indicators (KPIs), in particular ensuring that 80% of calls are answered
within 20 seconds.
33. Maintain effective performance in the management of all complaints and enquiries,
so that:
 90 per cent of members’ enquires are answered on time
8
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




no more than 20 complaints are received through the Independent
Housing Ombudsman, with no more than 50 per cent of those complaints
upheld
the number of local resolution complaints is reduced to no more than 600
for the year
escalation rates for local resolution complaints is maintained at or below
15 per cent
the proportion of review stage complaints upheld is maintained at or
below 30 per cent
the number of complaints per 1,000 properties is maintained at or below
21 for the year.
34. Carry out accurate analysis of complaints to understand pressure points and use this
analysis to drive service improvement reviews through the Performance and
Planning team. To include a review of the service failures giving rise to complaints
about the repairs service and to work with the asset managers and other key
colleagues to correct any systemic weaknesses underlying these complaints.
35. Deliver the final phases of Northgate Housing Customer Service Module (CSM)
Project.
36. Maximise the benefits of the new Northgate Housing Customer Services Module and
Task Manager workflow functionality, including better Document Management and a
system for managing Disrepair cases.
37. Embed ‘Residents First’ behaviours and values to drive up the quality of residents’
experience with the service, to help drive tenant satisfaction up to 70 per cent, when
it is next measured through the survey of tenants and residents (STAR)
Ref No:
Indicator
29
Percentage of Members’ enquiries answered on time (10
working days)
30a
30b
Independent Housing Ombudsman - Number of
complaints received
31b
Independent Housing Ombudsman - % of complaints
upheld
Total number of local resolutions stage complaints
received
Total number of early resolutions received
32
Percentage of local resolutions escalated to review stage
33
Percentage of review stage complaints upheld
34
Percentage of calls handled on time by GDIT call centre
35
Overall tenant satisfaction with service provider
[Annual]
Number of complaints per 1000 properties
31a
39
Agreed
target for
2015/16
90%
20
50%
600
For info
15%
30%
80%
70%
21
9
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2.9 Central Income Team
38. Deliver the Housing Benefit “Bridging the Gap” initiative, which aims to generate
£600,000 of additional rental income between April 2015 and March 2016 through
housing benefit assessments and Discretionary Housing Payment processing.
39. Increase the variety of methods used to notify tenants of their arrears through
expanding the number of channels used to do this by greater incorporation of text
messaging, email and other non-standard methods of communication.
40. Manage increasing arrears cases combined with 50/50 Casework Monitoring
Initiative to improve the overall standard of case management, increase the number
of cases that are compliant and help maximize income collection levels and drive
down arrears to the target of 4 per cent during 2015/2016.
41. Improve former tenants’ arrears recovery combined with revising the former tenants’
arrears escalation procedure to create a more streamlined and efficient process for
managing these debts that in turn improves collection / arrears reduction
performance with a view towards achieving this year’s collection target of £3.5m.
42. Maintain an effective rent collection service so that:


Ref No:
The percentage of rent and arrears collected for the year is at or above 95.1
per cent
In year rent collection for the year as a whole is at least 99 per cent.
Indicator
Agreed
target for
2015/16
95.10%
1
The percentage of rent and arrears collected (BV66a)
2
In-Year rent collected
99.00%
4
Current tenant arrears
4.00%
5
Former Tenant Arrears
£3.5m
2.10 Welfare Reform
43. Minimize the impact of welfare reform through effective intervention by reducing 200
households that are affected by Size Criteria. This will be achieved by:
 contacting all households annually to determine their needs
 monthly monitoring of size criteria cases who are in arrears, working with
them to identify solutions
 monthly monitoring of benefit cap cases.
44. Continue the roll-out of the rental exchange programme. This is an initiative
developed with Experian Business Strategies and the Big Issue that enables tenants’
rent payments to be counted towards their credit score, helping them create an
online” digital proof of identity and to build up am improved credit score through the
timely payment of rent. This initiative supports our financial inclusion agenda by
helping tenants to access affordable credit and avoid “pay day” loan companies, and
also acts as an incentive to tenants to pay their rent in full and on time.
10
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45. Based on our modelling, the scheme is expected to increase the proportion of
tenants with digital proof of identity from the current low base of 35 per cent to a
much more inclusive 83 per cent. In addition, 42 per cent of Lambeth Living tenants
would see an immediate positive impact upon their credit score through the
incorporation rent payment data, with over 700 of those tenants immediately gaining
access to previously inaccessible credit and services.
2.11 Resident Engagement
46. To continue driving forward a programme of activities that reflects the resident
engagement strategy. The strategy was first adopted in 2013, and the priorities
outlined in the strategy were re-iterated and confirmed at the residents’ conference in
2014. Our priorities for 2015/16 will continue to build on that strategy.
47. Continue to effectively manage the Getting Involved (GI) grants programme worth
£150k which last year involved 26 TRAs and over 3,500 residents. To hypothecate
money received through the mobile telephone mast income paid by telecoms
providers to fund the programme going forward.
48. Consolidate ‘Edible Living’ by increasing food growing areas by 50 per cent.
49. Expand Learning works to 40 residents for Community Action in Housing course; 24
for Level 3 in Award in Education & Training; 40 for finance/bookkeeping & 20 for
managing community facilities.
50. Launch Community Pride awards (which will replace the Estate Pride awards) by
March 2015 with awards ceremony in November 2015. Throughout 2014/15 we
consolidated the achievements secured in the first year by working on 10 estates with
a variety of communal projects identified by residents as priorities. These ranged from
landscaping on Solon Estate to providing outdoor gyms on Sackville and Vauxhall
Gardens. In 2015/16 new projects will be themed around refuse and recycling, healthy
living and designing out crime subject to consultation with residents.
Ref No:
Indicator
36
ALMO tenant engagement [Annual]
37
ALMO BME tenant engagement [Annual]
Agreed
target for
2015/16
52%
52%
3. Supporting the operational teams
3.1 Finance
51. Deliver another year of value for money savings. Review of contracts including
tightening the financial controls around contact management.
52. Ensure that Lambeth Living complies with its statutory priorities in closing down the
company at re-integration.
53. Deploy our reserves to support Lambeth’s strategic priorities.
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54. Lead the delivery of a 5 per cent reduction in the fee budget for 2015/16 by working
with heads of service by agreeing savings in staffing and non-staffing budgets. This
will include reducing the number of interim and agency staff and making posts
permanent where possible. Looking at rationalising posts where there are current
vacancies.
55. Lead the delivery of a 5 per cent reduction in the delegated budget for 2015/16.
56. Deliver all closedown tasks as agreed with Corporate Finance.
3.2 Human Resources
57. Enable and empower managers to lead and manage staff through their own
development in key areas of management skills.
58. Provide appropriate support to the business to ensure a smooth and effective reintegration of Lambeth Living back into the council on 26 June 2015.
59. Working as part of the Council to resource job roles with the right skills and
experience through effective recruitment and selection processes.
60. Ensuring induction, probation and appraisals are completed on time and in line with
organisation objectives, and provide SMART objectives aligned to the Business plan
61. Using management information and business intelligence to challenge manager
performance management.
62. Assisting in the reduction of absence, attrition and the improvement of performance
through a learning culture and positive environment.
63. To drive forward capacity and capability building through:
 the new management development programme and a second round of Residents
First training based on the Mary Gober Institute approach. To deliver a total of 24
management training days, 2 one-day and 8 half-day residents first workshops
 take forward the fourth cohort of Lambeth Living direct apprentices
 sponsoring colleagues to undertake professional qualifications via the PQS
 the general training calendar, delivering Microsoft Office training packages,
functional skills (underway with 20 participants), business IT skill and soft skills
 14 technical skills modules covering project management, contract management,
property inspections, schedule of rates and tenancy management
 talent management ( with a current cohort of 8). Development activities covering
mentoring, shadowing, leadership and management skills development and
membership of the Service Improvement Group (SIG).
3.3 Performance and Planning
64. Continue to embed the programme management office (PMO) function by working
closely with project managers across the business to provide monitoring, advice and
guidance to deliver successful and timely project outcomes.
65. To make best use of business intelligence to shape Lambeth Living’s strategic
direction and priorities:
 expand LHS survey to include tenants and years 2 and 3
12
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

secure agreement from HouseMark to re-introduce withdrawn KPIs
champion the use of the Best in London index as a means to drive service
improvement.
66. Develop the team’s performance improvement function by agreeing a programme of
business reviews and developing the scrutiny and governance tools necessary to
ensure that the recommendations from these reviews are implemented.
67. Lead the business’s operational and strategic planning and monitoring functions. To
support all heads of service in developing cogent and well-focussed service delivery
plans, and to lead the work in monitoring and reporting on progress in delivering
those plans. To included leading the quarterly, six monthly and annual reviews for the
Board and Client team.
3.4 Information and Communications Technology (ICT)
68. Implement functionality for managing the Capital Programme in our new Keystone
system which will make possible enhanced contract management, a better and more
structured approach to planned maintenance, and better management of asbestos
and fire safety across our housing stock.
69. Improve our repairs and appointments systems.
70. Improve our rent and service charge collection facilities, particularly in relation to
welfare reform, and major works recharges.
71. Provide excellent training to ensure colleagues understand all the recent
improvements to our IT systems and use them effectively to improve efficiency and
customer service. We plan to develop our eLearning Library and provide around
1,300 classroom places during 2015/16, training colleagues to manage all areas of
our work using our Northgate Housing and Keystone systems, including around 300
training days for Repairs and Disrepair, 300 for Tenancies & Voids, 100 each for
Introduction to Northgate, CSM, Arrears, Document Management, Reports, and the
Capital Programme, and 50 for Service Charges. We will also provide approximately
100 Training Surgery days at satellite offices. (We recognise that these numbers may
change in response to new priorities after reintegration).
72. Develop our Residents’ Portal, SMS messaging, and other new cost-saving and
convenient channels for communicating with residents. To continue the approach
begun in 2014/15 of working closely with our Council counterparts (especially
Customer Service Transformation Manager) to manage the re-integration of the
Lambeth Living website and the ‘My LL’ residents’ portal into the Council’s web
environments.
73. Maintain and improve our management information reporting system, and ensure
data on our systems is accurate and complete.
74. Investigate ways to improve IT facilities for new parts of the Housing Service
following reintegration with the Council.
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3.5 Communications
75. To manage consultation and transition arrangements throughout the process of reintegration to minimise service disruption.
76. Post integration we will develop process to engage with the Council on the
continuation, integration or deletion of the current suite of Lambeth Living
publications.
77. We will communicate improvements in the delivery of key services to residents
through:
 Living Local magazine (4 issues)
 Lambeth Talk magazine (11 issues)
 Weekender newspaper (12 issues)
 Web-based channels including the website Twitter account.
78. We will ‘show and tell’ residents about the benefits of the investment in the Lambeth
Housing Standard (LHS) through:
 News items disseminated through the channels listed above
 The Lambeth Country Show
 Ward-level website updates to councillors, with at least 4 issues for each of 21
wards
 A ‘What to Expect’ booklet for external works
 Publicity for the Community Investment Core Group (CICG) about the benefits for
the borough arising from the apprenticeships and other social investment
components of the capital programme.
79. We will build a feeling of pride, break down silo working and promote the core value
of working together and build engagement through:
 Living Voice magazine, 11 issues
 Facilitating at least 6 meetings and reports for the Committee for Communication
 Organising and running the annual conference
 Re-launching Living Space and new file sharing functionality on a suitable new
web browser.
14
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Annex A: 2015/16 Performance measures
<see separate document>
15
Page 26
Annex B: links between the 2015/16 Lambeth Living Delivery plan and the 2013-16
Council Community Plan.
<See separate document>
16
Lambeth Living Performance Indicators 2015/16
Income Collection
Ref No:
Indicator
Type
Available on
Housemark
Definition
Rent and charges collected as a percentage of this year’s rent and charges
owed including any current tenant arrears outstanding at the beginning of the
year.
Rent and charges collected as a percentage of this year’s rent and charges
owed.
Monitoring
frequency &
mode
Monthly - PD
Type
(KPI /PI)
2014/15 target
KPI
95.10%
Current
performance
(December 2014)
95.56%
Monthly - PD
KPI
99.00%
Monthly - PD
KPI
Yes - Annual
In-Year Rent Collected
Yes - Quarterly
3
Leasehold Service Charges %
Collected
Cumulative yearto-date
Cumulative yearto-date
Leasehold Service Charges %
Collected
Cumulative yearto-date
No
Measures the total service charges collected in a year, including any arrears
or prepayments, as a percentage of total service charges due.
Monthly - PD
3b
Current tenant arrears
Snapshot
No
Total sum of current tenants arrears
Former Tenant Arrears
Snapshot
No
Total sum of former tenant arrears
Recovery of (S20) Major Works
contributions from Leaseholders
Cumulative yearto-date
No
Cumulative amount of section 20 charges collected over the course of the
year
Annual Capital Spend
Cumulative yearto-date
No
% Spent against the Capital budget
1
2
4
5
6
7
No
95.10%
95.10%
98.45%
99.00%
99.00%
100.50%
118.9%
Same measure,
Same target
(100.5%)
100.50%
KPI
-
-
95%
95.0%
Monthly - PD
PI
4.03% of rent roll.
£5.097
4.00%
4.00%
Monthly - PD
PI
£3.550m
£3.457
£3m
£3.5m
Monthly Finance
Client Meeting
KPI
£3m
£1.809m
£8m
£5m
CWG
_
100%
-
Monitoring
frequency &
mode
Type
(KPI /PI)
2014/15 target
Current
performance
(December 2014)
Monthly - PD
KPI
97%
96.6%
100.0%
Responsive Repairs
Ref No:
Indicator
% All Repairs Completed on-time
Type
In-month
8
8a
9
No
Average time to complete a
responsive repair
Repairs for which appointment was
made and kept
% Tenants Satisfied with Repairs
Cumulative yearto-date
13a
13b
LL2015/2016
Agreed target for
proposed target
2015/15
97%
KPI withdrawn
Q1 13.0 days
Q2 12.5 days
Q3 12.0 days
Q4 11.5 days
Q1 13.0 days
Q2 12.5 days
Q3 12.0 days
Q4 11.5 days
Monthly - PD
KPI
-
Monthly - PD
KPI
95%
86.4%
95%
95.0%
Monthly - PD
KPI
90%
86.9%
90%
90.0%
Yes - Quarterly
Monthly - PD
KPI
80% Q2
85%
Q3
90% Q4
84.50%
90%
90%
No
Monthly - PD
KPI
0%
0.40%
1.00%
1.00%
Monthly - PD
PI
0%
0.2%
0.0%
0.0%
Quarterly - PD
PI
N/A
£127.00
info only
info only
Monthly - PD
KPI
-
89.6%
90%
90%
Cumulative yearto-date
Yes - Annual
% Repairs Right First Time
Number of responsive repairs (standard and technical) completed on time
within the month as a percentage of all responsive repairs (standard and
technical) completed within the month.
The average number of (calendar) days between the responsive repair being
requested and its completion including the day of request and the day of
completion.
Yes - Quarterly
A/B*100 Where A = the number of tenants who reported being satisfied or
very satisfied when asked 'Overall, how satisfied or dissatisfied were you
with the service you received from the repairs staff?' and B = total number of
responses to the same question. All responses year to date provide the
score.
In-month
11
12a
Yes - Quarterly
Definition
In-month
10
12
Available on
Housemark
Percentage of repairs overdue
Snapshot
Percentage of repairs overdue
which are more than 6 weeks
overdue
Average cost of repair jobs
[Snapshot]
No
In-month
% Tenants satisfied with the quality Cumulative yearof their repair
to-date
No
Yes - Quarterly
A/B * 100 where A = the number of overdue repairs which are overdue by
more than six weeks and B = the total number of repairs which are overdue.
Average costs of repairs
A/B*100 Where A = the number of tenants who reported 'yes' when asked
'Are you happy with the quality of your repair?' and B = total number of
responses to the same question excluding 'don't know'. All responses year to
date provide the score.
Page 27
The percentage of rent and arrears Cumulative yearcollected (BV66a)
to-date
LL2015/2016
Agreed target for
proposed target
2015/15
Gas Servicing non-compliance
(CP12)
14
Snapshot
Yes - Quarterly
Number of properties with a landlord owned gas appliance, for which the
landlord does not hold a current, valid gas certificate to confirm that the
annual safety check has been completed, when due, as a percentage of all
properties with a landlord owned gas appliance.
Monthly - PD
KPI
0%
0.000%
0%
0%
Page 28
Major works
Ref No:
Indicator
Type
Available on
Housemark
15
Number of Homes Made Decent In- Cumulative yearyear
to-date
16
Number of homes improved to
meet the LHS
Cumulative yearto-date
No
17
Residents satisfaction with the
quality of the works
Cumulative yearto-date
No
Cost predictability
Cumulative yearto-date
No
18
19
38
Average SAP Rating
[Annual]
Cumulative yearto-date
Snapshot
Monitoring
frequency &
mode
Type
(KPI /PI)
2014/15 target
Current
performance
(December 2014)
Quarterly - PD
PI
2500
1000 (as at Q2)
4616
Quarterly - PD
PI
3,000
1206 (as at Q2)
2100
Monthly - PD
KPI
90%
No data for
December
90%
90%
Quarterly - PD
PI
85%
96% (as at Q2)
90%
90%
Quarterly - PD
PI
15 Days
11 days (as at Q2)
15 Days
15 Days
Annual - PD
PI
Equivalent to 5558 or D rating
-
Equivalent to 55- Equivalent to 5558 or D rating
58 or D rating
Monitoring
frequency &
mode
Type
(KPI /PI)
2014/15 target
Current
performance
(December 2014)
LL2015/2016
Agreed target for
proposed target
2015/15
Monthly - PD
KPI
180
152
157
157
Monthly - PD
KPI
21 Days
23.5
21 days
21 days
Quarterly - PD
PI
£4,000
£4.442
£4,000
£4,000
Quarterly - PD
PI
25 Days
24.7 days
25 days
25 days
Monitoring
frequency &
mode
Type
(KPI /PI)
2014/15 target
Current
performance
(December 2014)
Quarterly - PD
PI
90%
97.9%
96%
96%
Quarterly - PD
PI
72%
55.7%
60%
62%
Quarterly - PD
PI
95%
96.2%
95%
95%
Quarterly - PD
PI
90%
92.6%
90%
90%
Quarterly - PD
PI
90%
92.0%
90%
90%
Quarterly - PD
PI
70.00%
65.3%
70%
70%
LL2015/2016
Agreed target for
proposed target
2015/15
Total number of homes improved to meet the DH standard since April 2014
No
Total number of homes improved to meet the LHS standard since April 2014
% of Residents satisfaction with the quality of the works
Agreed contract sum compared to final delivery costs of works
No
Yes - Annual
A/B Where A = the total number of days taken to complete internal
modernisation works since April 2014 and B = total number of properties
which have received internal modernisation works since April 2014.
Average energy efficiency of tenanted dwellings
Empty homes
Ref No:
Indicator
Total number of empty properties
Type
In-month
20
21
22
23
Available on
Housemark
Yes - Quarterly
Average number of days to re-let
SCV
Cumulative yearto-date
SCV average cost
Cumulative yearto-date
Cumulative yearto-date
Number of days for LCV
turnaround time, by area and total
Definition
Number of rental dwelling stock vacant at the end of each month, excluding
squats, unauthorised occupants and client long cycle properties
Average number of days to re-let SCV
Yes - Quarterly
No
A/B, where A = total SCV void repair costs and B = total number of SVCs
completed
Time taken to complete LCV works
No
Housing management
Ref No:
Indicator
Type
In-month
24
ASB measure: Number of closed
resolved cases as a % of closed
cases
In-month
25
ASB measure: % of respondents
very or fairly satisfied with the way
their ASB complaint was dealt with
CORE
In-month
26
27
Quality of estate cleaning
Quality of grounds maintenance
28
41
Quality of Estate Services
Available on
Housemark
Definition
Number of closed resolved cases as a percentage of closed cases
Yes - Quarterly
% of respondents very or fairly satisfied with the way their ASB complaint
was dealt with
Yes - Annual
Cumulative yearto-date
Cumulative yearto-date
Cumulative yearto-date
LL2015/2016
Agreed target for
proposed target
2015/15
No
No
No
Yes - Annual
% of CORE surveys completed
A/B*100 where A = estates passing inspection and B = number of estates
inspected
A/B*100 where A = estates passing inspection and B = number of estates
inspected
% of respondents fairly or very satisfied with the quality of estate services
provided by LL
Page 29
Time for internal modernisation
Definition
Customer Care
Ref No:
29
30a
30b
Indicator
Percentage of Members Enquiries
answered on time (10 working
days)
Type
In-month
No
Independent Housing Ombudsman Number of complaints received
Cumulative yearto-date
Independent Housing Ombudsman - Cumulative year% of complaints upheld
to-date
Cumulative yearto-date
31b
Total number of early resolutions
received
Cumulative yearto-date
Percentage of local resolutions
escalated to review stage
In-month
32
Percentage of review stage
complaints upheld
In-month
33
% Calls Handled on Time by GDIT
Call Centre
In-month
34
Overall tenant satisfaction with
service provider (STAR)
[Annual]
ALMO tenant engagement (STAR)
[Annual]
Annual
ALMO BME tenant engagement
(STAR)
[Annual]
Number of complaints per 1000
properties
Annual
35
36
37
39
Definition
A/B*100 where A = members enquiries answered in within 10 working days
and B = total number of members enquiries due.
Type
(KPI /PI)
2014/15 target
Current
performance
(December 2014)
Monthly - PD
KPI
90%
97.7%
90%
90%
Customer care
summary
PI
40
n/a
20
20
Customer care
summary
PI
50%
n/a
50%
50%
Monthly - PD
KPI
1350 (total for
14/15)
380
1200
600
Monthly - PD
PI
New
-
No target
For info
Monthly - PD
KPI
15%
48%
PI not KPI
15%
Monthly - PD
KPI
30%
69.2%
PI not KPI
30%
Monthly - PD
KPI
80%
83.7%
80%
80%
Annual - PD
PI
68%
54%
70%
70%
Annual - PD
PI
49%
39%
52%
52%
Annually - PD
PI
50%
47%
52%
52%
Quarterly - PD
PI
68
13
LL2015/2016
Agreed target for
proposed target
2015/15
Total number of enquiries made by IHO
No
No
A/B*100 Where A = number of Ombudsman enquiries report events with
'maladministration' outcome decision and B = Number of Ombudsman
enquiries report event closed) YTD
Number of local resolution stage complaints recorded since April 2015
No
Number of early resolution complaints recorded since April 2015
No
No
No
No
Yes - Annual
Annual
A/B*100 Where A = the number of review stage complaints due for response
in the month and B = the number of local resolution stage complaints due for
a response in the month.
A/B*100 Where A = the number of review stage complaints investigated and
fully or partially upheld in the month and B = the number of review stage
complaints closed in the month.
Number of calls answered within 20 seconds as a percentage of all calls
answered by the GDIT call centre within a month.
% of respondents very or fairly satisfied with the service provided by their
social housing provider.
Satisfaction that LL listens to and acts upon your views
Yes - Annual
Yes - Annual
Cumulative yearto-date
Monitoring
frequency &
mode
No
How satisfied or dissatisfied are you that your social housing provider listens
to your views and acts upon them?
A/B * 1000 Where A = the number of local resolution stage complaints
received and B = total number of Lambeth Living properties including
leaseholds
21
Page 30
Total number of local resolutions
stage complaints received
31a
Available on
Housemark
Link to report
section
2.9
2.9
2.4
2.4
2.9
2.4
2.2
Link to report
section
2.1
2.1
2.1
2.1
2.1
2.1
2.1
2.1
Page 31
2.9
2.3
Page 32
Link to report
section
2.2
2.2
2.2
2.2
2.2
Link to report
section
2.7
2.7
2.7
2.7
Link to report
section
2.6
2.6
2.5
2.5
2.5
2.5
Page 33
2.2
Link to report
section
2.8
2.8
2.8
2.8
2.8
2.8
2.8
2.8
2.8
2.11
2.11
Page 34
2.8
Lambeth Living Delivery Plan 2015/16
Highlighing the connections:
Key areas where Lambeth Living’s 2014/15 Delivery plan supports the London Borough of Lambeth Community Plan (2013-16).
Council Community Plan 2013-2016: Outcomes
1
Vulnerable
children and
adults get
support and
protection
2
People are
healthier, for
longer
3
Crime reduces
4
5
6
7
8
9
10
11
12
Older, disabled
All Lambeth Lambeth residents People achieve Lambeth plays All young People have People lead People take
and vulnerable
communities
have more
financial security a strong role in people have the skills to environment
greater
people can live
feel they are
opportunities for
London’s
opportunities find work
ally
responsibility
independently and valued and are
better quality
economy
to achieve
sustainable
for their
have control over
part of their
homes
their
lives
neighbourhood
their lives
neighbourhoods
ambitions
13
People live in,
work in and visit
our vibrant and
creative town
centres
1
Deliver a planned and cyclical programme from headroom in the repairs budget.
2
3
4
5
6







Reduce the volume of aged disrepair cases and average case completion times
with a view to decreasing cases to as few as possible below a target of 150 live
cases by year end. We will achieve this by actively reducing cases and improving
case management to reduce the cost of disrepair.




Extending a revised Solutions Team approach including further development of the
service that offers customers an immediate site visit by a surveyor when a service
failure is reported to ensure all inspections have a specific focus.




Reduce the average end-to-end completion time for responsive repairs to 13 days
in quarter one to 11.5 days in quarter 4 of 2015/16. This will be achieved by actively
working with Area Office colleagues to maximise opportunities to co-ordinate
repairs.




Through the actions described above and other initiatives, to drive improvements in
the in the delivery of the repairs service, including:
a. 95 per cent of appointments made and kept
b. 90 per cent tenant satisfaction with repairs service, and 90 per cent satisfaction
with the quality of the repair
c. 85 per cent of repairs right first time
d. Proportion of repairs overdue maintained below one per cent of all repairs



Support the Council in the re-procurement of LPC south area contract and the
development of the strategic approach to all LPC procurement, in accordance with
the re-procurement project’s PID and project plan.















The capital investment programme
7
Ensure the LHS programme is delivered and develop strategies to bridge any
identified investment gaps in conjunction with the council
8
Review the staffing structure.
9
Review existing management information systems to confirm suitability with
emphasis on making best use of Northgate and Keystone systems to improve the
planning and monitoring of works and to facilitate more timely and accurate
reporting.

Deliver the following outputs (to be agreed), which will be measured through our
performance indicators:
• improve 4,616 homes to the Decent Homes standard
• improve 2,100 homes to the Lambeth Housing Standard (LHS)
Plus the supporting outcomes set out in the main body of the plan.



Audit all properties within the borough not currently on the gas plan, ensuring the
target of 100 per cent gas certification compliance is met and maintained
throughout the year.



Complete the water tank verification exercise to all shared structures across the
borough to identify any unidentified water tanks not currently incorporated within the
planned maintenance programme This is dependent on the outcome of a funding
review.



Ensure that any newly identified tanks are made compliant and included in future
years planned programmes.



10


12
13





Technical services
11

Page 35
The repairs service
Lambeth Living Delivery Plan 2015/16
Highlighing the connections:
Key areas where Lambeth Living’s 2014/15 Delivery plan supports the London Borough of Lambeth Community Plan (2013-16).
Council Community Plan 2013-2016: Outcomes
1
Vulnerable
children and
adults get
support and
protection
2
People are
healthier, for
longer
3
Crime reduces
4
5
6
7
8
9
10
11
12
Older, disabled
All Lambeth Lambeth residents People achieve Lambeth plays All young People have People lead People take
and vulnerable
communities
have more
financial security a strong role in people have the skills to environment
greater
people can live
feel they are
opportunities for
London’s
opportunities find work
ally
responsibility
independently and valued and are
better quality
economy
to achieve
sustainable
for their
have control over
part of their
homes
their
lives
neighbourhood
their lives
neighbourhoods
ambitions
14
Ensure that all Landlords electrical services are compliant with Institute of Electrical
Engineers (IEE) regulations.



15
Undertake and complete the 2015/16 programme of testing to maintain the rolling
programme of Periodic Inspection Report (PIR) inspections to communal systems.



13
People live in,
work in and visit
our vibrant and
creative town
centres
Homeownership services
16
Provide a high quality customer-focused service and ensure that complaints are
reduced and satisfaction with the team is increased


17
Maximise income collection from both day to day and major works service charges
so that we stabilise the business, render it financially viable and provide it with the
capacity, space and scope to improve customer services


18
Improve communication with leaseholders and develop customer profiling.



19
Demonstrate value for money by reviewing high costs services and making them
more efficient.












Estates and tenancy services
20
21
22
23
24
Investigate new ways to publicise and deliver estate services to residents, for
example, working with the Lambeth Living Information Technology Team to
implement a mobile application for the reporting of environmental and housing
issues



Improved publication of how and when blocks will be serviced to improve the
management of residents’ expectations.
To improve estates management, by encouraging residents to take an active role in
decision making about the management of their estates, for example, by
establishing block champions.
Increase the physical presence of estates housing officer (EHO) staff using local
resident engagement models that include monthly estate surgeries at designated
community facilities, “coffee morning” and “Meet your EHO/Cleaner” events.














Undertake specific “estate cleaning” presentations for residents at tenant and
resident association (TRA) meetings to improve the quality of estate cleaning so
that resident satisfaction is maintained at or above 90 per cent throughout the year.




26
Maintain resident satisfaction with grounds maintenance at or above 90 per cent
throughout the year.




27
Publicise the details of all planned improvements works in advance of work
commencing on site. To ensure that details of all planned works are published as
soon as practicable once they are agreed so that residents can have early sight of
works for current and future years.



25
Page 36
Develop and extend the “Hurst Street model” through which residents are engaged
through a voucher scheme to conduct inspections on the standard of estates
cleaning and to report concerns to their EHO as a more cost effective and rigorous
means of quality assurance.


Lambeth Living Delivery Plan 2015/16
Highlighing the connections:
Key areas where Lambeth Living’s 2014/15 Delivery plan supports the London Borough of Lambeth Community Plan (2013-16).
Council Community Plan 2013-2016: Outcomes
1
Vulnerable
children and
adults get
support and
protection
2
People are
healthier, for
longer
3
Crime reduces
4
5
6
7
8
9
10
11
12
Older, disabled
All Lambeth Lambeth residents People achieve Lambeth plays All young People have People lead People take
and vulnerable
communities
have more
financial security a strong role in people have the skills to environment
greater
people can live
feel they are
opportunities for
London’s
opportunities find work
ally
responsibility
independently and valued and are
better quality
economy
to achieve
sustainable
for their
have control over
part of their
homes
their
lives
neighbourhood
their lives
neighbourhoods
ambitions
28
Increase satisfaction with the tenancy enforcement service by 10 percentage
points.




29
Increase satisfaction for antisocial behaviour management to 62 per cent, with 96
per cent of all closed ASB cases resolved.









Empty homes
30
31
Work with the Planning and Performance Team to improve processes, maximising
value for money and efficiency in particular, for voids and disrepair performance,
ensuring we meet the end of year targets for empty homes of 21 days for short
cycle voids and 25 days for long cycle voids.
Maintain the total number of empty properties at or below 157, and maintain the relet times for short and long cycle voids at or below 21 and 25 days respectively.









Customer care
32
33
34
35
36
37
Achieve effective client management of call handling contract with our General
Dynamics IT (GDIT) call centre by ensuring they meet all contractual key
performance indicators (KPIs), in particular ensuring that 80% of calls are answered
within 20 seconds.



Maintain effective performance in the management of all complaints and enquiries,
so that:
• 90 per cent of members’ enquires are answered on time
• no more than 20 complaints are received through the Independent Housing
Ombudsman, with no more than 50 per cent of those complaints upheld
• the number of local resolution complaints is reduced to no more than 600 for the
year
• escalation rates for local resolution complaints is maintained at or below 15 per
cent
• the proportion of review stage complaints upheld is maintained at or below 30 per
cent
• the number of complaints per 1,000 properties is maintained at or below 21 for the
year.



Carry out accurate analysis of complaints to understand pressure points and use
this analysis to drive service improvement reviews through the Performance and
Planning team. To include a review of the service failures giving rise to complaints
about the
serviceofand
to work Housing
with the asset
managers
and
other (CSM)
key
Deliver
therepairs
final phases
Northgate
Customer
Service
Module
Project.
Maximise the benefits of the new Northgate Housing Customer Services Module
and Task Manager workflow functionality, including better Document Management
and a system for managing Disrepair cases.
Embed ‘Residents First’ behaviours and values to drive up the quality of residents’
experience with the service, to help drive tenant satisfaction up to 70 per cent, when
it is next measured through the survey of tenants and residents (STAR).



Central income team
38
Deliver the Housing Benefit “Bridging the Gap” initiative, which aims to generate
£600,000 of additional rental income between April 2015 and March 2016 through
housing benefit assessments and Discretionary Housing Payment processing.








Page 37
Tenancy enforcement
13
People live in,
work in and visit
our vibrant and
creative town
centres
Lambeth Living Delivery Plan 2015/16
Highlighing the connections:
Key areas where Lambeth Living’s 2014/15 Delivery plan supports the London Borough of Lambeth Community Plan (2013-16).
Council Community Plan 2013-2016: Outcomes
39
40
41
42
Increase the variety of methods used to notify tenants of their arrears through
expanding the number of channels used to do this by greater incorporation of text
messaging, email and other non-standard methods of communication.
1
Vulnerable
children and
adults get
support and
protection
2
People are
healthier, for
longer
3
Crime reduces



Manage increasing arrears cases combined with 50/50 Casework Monitoring
Initiative to improve the overall standard of case management, increase the number
of cases that are compliant and help maximize income collection levels and drive
down arrears to the target of 4 per cent during 2015/2016.
Improve former tenants’ arrears recovery combined with revising the former
tenants’ arrears escalation procedure to create a more streamlined and efficient
process for managing these debts that in turn improves collection / arrears
reduction performance with a view towards achieving this year’s collection target of
£3.5m.

4
5
6
7
8
9
10
11
12
Older, disabled
All Lambeth Lambeth residents People achieve Lambeth plays All young People have People lead People take
and vulnerable
communities
have more
financial security a strong role in people have the skills to environment
greater
people can live
feel they are
opportunities for
London’s
opportunities find work
ally
responsibility
independently and valued and are
better quality
economy
to achieve
sustainable
for their
have control over
part of their
homes
their
lives
neighbourhood
their lives
neighbourhoods
ambitions




13
People live in,
work in and visit
our vibrant and
creative town
centres


Maintain an effective rent collection service so that:
• The percentage of rent and arrears collected for the year is at or above 95.1 per
cent
• In year rent collection for the year as a whole is at least 99 per cent.


Welfare reform
43
44
Minimize the impact of welfare reform through effective intervention by reducing 200
households that are affected by Size Criteria. This will be achieved by:
• contacting all households annually to determine their needs
• monthly monitoring of size criteria cases who are in arrears, working with them to
identify solutions
• monthly monitoring of benefit cap cases.
Continue the roll-out of the rental exchange programme.












Page 38
DELIVERY PLAN 2015/16
Page 39
Agenda Item 6
Page 40
Delivery Plan 2015/16
1. Introduction
This Delivery Plan for 2015/16 sets out Lambeth Living’s priorities to achieve the aims set out in
its Business Plan 2012-17. As the aims of the Business Plan broadly remain the same the
emphasis here is on the continuation of our main areas of activity. (The Annual Service Plans
contain the necessary detail for these priorities to be managed at the operational level).
The key areas of change are:
 The reintegration of Lambeth Living into London Borough of Lambeth





The introduction of a planned maintenance programme.
The delivery of over £100m of investment in our homes.
A targeted approach to raising satisfaction at estate level.
A revised delivery model for the Lambeth Housing Standard (LHS) and improvements to
the Section 20 consultation process for leaseholders.
A different approach to complaints to promote early resolution.
A number of underlying themes run through the plan:
 Championing the use of external benchmarking to move Lambeth Living towards ‘one of
the best housing management services in London’. This is reflected in the draft
Performance Targets for 2015/16 at appendix 1.
 Focus on high quality customer services we provide to leaseholders and how we bill
them.
 Maximising the benefits of the significant investment we have made in new IT systems
over the last few years.
 Improving the overall customer experience and widening the opportunities for customers
to get involved.
2. Property and Housing Services
The Repairs Service
I.
Deliver a planned and cyclical programme from headroom in the repairs budget.
II.
Reduce the volume of aged disrepair cases and average case completion times to below
150 live cases by year end.
III.
Launch a revised Solutions Team approach that offers customers an immediate site visit
by a surveyor when a service failure is reported, eliminating blind inspections.
IV.
Reduce the average end-to-end completion time for responsive repairs to 13 days in
quarter one to 11.5 days in quarter 4 of 2015/16
V.
Introduce a revamped and enhanced strategic contract management system.
VI.
Through the actions described above and other initiatives, to drive improvements in the
in the delivery of the repairs service, including:
2
Page 41
a. 95 per cent of appointments made and kept
b. 90 per cent tenant satisfaction with repairs service, and 90 per cent satisfaction
with the quality of the repair
c. 85 per cent of repairs right first time
d. Proportion of repairs overdue maintained below one per cent of all repairs
The Capital Investment Programme
I.
Identify affordability gap in the delivery of the LHS programme and to develop strategies
to bridge those gaps.
II.
Review the staffing structure to:
• ensure the appropriate staff structure and staff are in place to deliver the
programme
• ensure that the staff’s skill levels are appropriate for their roles
• foster the appropriate culture of project ownership and customer service.
III.
Review existing management information systems to confirm suitability with
emphasis on making best use of Northgate and Keystone systems to improve the
planning and monitoring of works and to facilitate more timely and accurate
reporting.
IV.
Deliver the following outputs, which will be measured through our performance
indicators:






improve 4,616 homes to the Decent Homes standard
improve 2,100 homes to the Lambeth Housing Standard (LHS)
improve the percentage of residents satisfied with the quality of major
works to 90%
predict contract sums compared to delivery costs with 90% accuracy
complete internal modernisations within 15 days
improve the average SAP rating of Lambeth Living homes to 55 to 58
(Rating D).
Technical Services
I.
Audit all properties within the borough not currently on the gas plan, ensuring the target
of 100 per cent gas certification compliance is met and maintained throughout the year.
II.
Complete the water tank verification exercise to all shared structures across the borough
to identify any unidentified water tanks not currently incorporated within the planned
maintenance programme.
III.
Ensure that any newly identified tanks are made compliant and included in future years
planned programmes.
3
Page 42
IV.
Ensure that all Landlords electrical services are compliant with Institute of Electrical
Engineers (IEE) regulations.
V.
Undertake and complete the 2015/16 programme of testing to maintain the rolling 5 year
programme of Periodic Inspection Report (PIR) inspections to communal systems.
Home Ownership Services
I.
Provide a high quality customer-focused service and ensure that complaints are reduced
and satisfaction with the team is increased.
II.
Maximise income collection from both day to day and major works service charges so
that we stabilise the business, render it financially viable and provide it with the capacity,
space and scope to improve customer services. To collect some £5 million in section 20
service charges, and to collect 95 per cent of the day-to-day service charges in the year,
and 100.5 per cent including charges recovered that relate to previous years.
III.
Improve communication with leaseholders and develop customer profiling.
IV.
Demonstrate value for money by reviewing high costs services and making them more
efficient.
Estates & Tenancy Services
I.
Investigate new ways to publicise and deliver estate services to residents, for example,
working with the Lambeth Living Information Technology Team to implement a mobile
application for the reporting of environmental and housing issues and publicising how
and when blocks will be serviced to improve the management of residents’ expectations.
II.
To improve estates management, by encouraging residents to take an active role in
decision making about the management of their estates, for example, by establishing
block champions.
III.
Increase the physical presence of estates housing officer (EHO) staff using local
resident engagement models that include monthly estate surgeries at designated
community facilities, “coffee morning” and “Meet your EHO/Cleaner” events.
IV.
Develop and extend the “Hurst Street model” through which residents are engaged
through a voucher scheme to conduct inspections on the standard of estates cleaning
and to report concerns to their EHO as a more cost effective and rigorous means of
quality assurance.
V.
Undertake specific “estate cleaning” presentations for residents at tenant and resident
association (TRA) meetings to improve the quality of estate cleaning so that resident
satisfaction is maintained at or above 90 per cent throughout the year.
VI.
Maintain resident satisfaction with grounds maintenance at or above 90 per cent
throughout the year.
VII.
Publicise the details of all planned improvements works in advance of work commencing
on site.
4
Page 43
Enforcement
I.
Increase satisfaction with the tenancy enforcement service by 10 percentage points.
II.
Increase satisfaction for antisocial behaviour management to 60 per cent, with 96 per
cent of all closed ASB cases resolved.
Empty Homes
I.
Work with the Planning and Performance Team to improve processes, maximising value
for money and efficiency in particular, for voids and disrepair performance, ensuring we
meet the end of year targets for empty homes of 21 days for short cycle voids and 25
days for long cycle voids.
II.
Maintain the total number of empty properties at or below 157, and maintain the re-let
times for short and long cycle voids at or below 21 and 25 days respectively.
Customer Care
I.
Achieve effective client management of call handling contract with our General
Dynamics IT (GDIT) call centre by ensuring they meet all contractual key performance
indicators (KPIs), in particular ensuring that 80% of calls are answered within 20
seconds.
II.
Maintain effective performance in the management of all complaints and enquiries, so
that:
 90 per cent of members’ enquires are answered on time
 no more than 20 complaints are received through the Independent Housing
Ombudsman, with no more than 50 per cent of those complaints upheld
 the number of local resolution complaints is reduced to no more than 600 for the
year
 escalation rates for local resolution complaints us maintained at or below 15 per
cent
 the proportion of review stage complaints upheld is maintained at or below 30 per
cent
 the number of complaints per 1,000 properties is maintained at or below 21 for
the year.
III.
Carry out accurate analysis of complaints to understand pressure points and use this
analysis to drive service improvement reviews through the Performance and Planning
team. To include a review of the service failures giving rise to complaints about the
repairs service and to work with the asset managers and other key colleagues to correct
any systemic weaknesses underlying these complaints.
IV.
Deliver the final phases of Northgate Housing Customer Service Module (CSM) Project.
5
Page 44
V.
Maximise the benefits of the new Northgate Housing Customer Services Module and
Task Manager workflow functionality, including better Document Management and a
system for managing Disrepair cases.
VI.
Embed ‘Residents First’ behaviours and values to drive up the quality of residents’
experience with the service, to help drive tenant satisfaction up to 70 per cent, when it is
next measured through the survey of tenants and residents (STAR)
6
Page 45
Central Income Team
I.
Deliver the Housing Benefit “Bridging the Gap” initiative, which aims to generate
£600,000 of additional rental income between April 2015 and March 2016 through
housing benefit assessments and Discretionary Housing Payment processing.
II.
Increase the variety of methods used to notify tenants of their arrears through expanding
the number of channels used to do this by greater incorporation of text messaging, email
and other non-standard methods of communication.
III.
Manage increasing arrears cases combined with 50/50 Casework Monitoring Initiative to
improve the overall standard of case management, increase the number of cases that
are compliant and help maximize income collection levels and drive down arrears to the
target of 4 per cent during 2015/2016.
IV.
Improve former tenants’ arrears recovery combined with revising the former tenants’
arrears escalation procedure to create a more streamlined and efficient process for
managing these debts that in turn improves collection / arrears reduction performance
with a view towards achieving this year’s collection target of £3.5m.
V.
Maintain an effective rent collection service so that:


The percentage of rent and arrears collected for the year is at or above 95.1 per
cent
In year rent collection for the year as a whole is at least 99 per cent.
Welfare Reform
I.
Minimize the impact of welfare reform through effective intervention by reducing 200
households that are affected by Size Criteria.
II.
Continue the roll-out of the rental exchange programme. This is an initiative developed
with Experian Business Strategies and the Big Issue that enables tenants’ rent payments
to be counted towards their credit score, helping them create an online” digital proof of
identity and to build up am improved credit score through the timely payment of rent.
This initiative supports our financial inclusion agenda by helping tenants to access
affordable credit and avoid “pay day” loan companies, and also acts as an incentive to
tenants to pay their rent in full and on time.
Based on our modelling, the scheme is expected to increase the proportion of tenants
with digital proof of identity from the current low base of 35 per cent to a much more
inclusive 83 per cent. In addition, 42 per cent of Lambeth Living tenants would see an
immediate positive impact upon their credit score through the incorporation rent payment
data, with over 700 of those tenants immediately gaining access to previously
inaccessible credit and services.
3. Resident Engagement
7
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I.
Continue to effectively manage the Getting Involved (GI) grants programme worth £150k
which last year involved 26 TRAs and over 3,500 residents. To hypothecate money
received through the mobile telephone mast income paid by telecoms providers to fund
the programme going forward.
II.
Consolidate ‘Edible Living’ by increasing food growing areas by 50 per cent.
III.
Expand Learning works to 40 residents for Community Action in Housing course; 24 for
Level 3 in Award in Education & Training; 40 for finance/bookkeeping & 20 for managing
community facilities.
IV.
Launch Estate Pride awards by March 2015 with awards ceremony in November 2015.
4. Supporting the operational teams
Finance
I.
Deliver another year of value for money savings.
II.
Ensure that Lambeth Living complies with its statutory priorities in closing down the
company at re-integration.
III.
Deploy our reserves to support Lambeth’s strategic priorities.
IV.
Lead the delivery of a 5 per cent reduction in the fee budget for 2015/16.
V.
Lead the delivery of a 5 per cent reduction in the delegated budget for 2015/16.
Human Resources
I.
Enable and empower managers to lead and manage staff through their own
development in key areas of management skills.
II.
Provide appropriate support to the business to ensure a smooth and effective reintegration of Lambeth Living back into the council on 26 June 2015.
III.
Resourcing job roles with the right skills and experience through effective recruitment
and selection processes
IV.
Ensuring induction, probation and appraisals are completed on time and in line with
organisation objectives, and provide SMART objectives aligned to the Business plan
V.
Using management information and business intelligence to challenge manager
performance management.
VI.
Assisting in the reduction of absence, attrition and the improvement of performance
through a learning culture and positive environment
8
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VII.
To drive forward capacity and capability building through:
 the new management development programme and a second round of Residents
First training based on the Mary Gober Institute approach. To deliver a total of 24
management training days, 2 one-day and 8 half-day residents first workshops
 take forward the fourth cohort of Lambeth Living direct apprentices
 sponsoring colleagues to undertake professional qualifications via the PQS
 the general training calendar, delivering Microsoft Office training packages,
functional skills (underway with 20 participants), business IT skill and soft skills
 14 technical skills modules covering project management, contract management,
property inspections, schedule of rates and tenancy management
 talent management ( with a current cohort of 8). Development activities covering
mentoring, shadowing, leadership and management skills development and
membership of the Service Improvement Group (SIG).
Performance and Planning
I.
Continue to embed the programme management office (PMO) function by working
closely with project managers across the business to provide monitoring, advice and
guidance to deliver successful and timely project outcomes.
II.
To make best use of business intelligence to shape Lambeth Living’s strategic direction
and priorities:
 expand LHS survey to include tenants and years 2 and 3
 secure agreement from HouseMark to re-introduce withdrawn KPIs
 champion the use of the Best in London index as a means to drive service
improvement.
III.
Develop the team’s performance improvement function by agreeing a programme of
business reviews and developing the scrutiny and governance tools necessary to ensure
that the recommendations from these reviews are implemented.
IV.
Lead the business’s operational and strategic planning and monitoring functions. To
support all heads of service in developing cogent and well-focussed service delivery
plans, and to lead the work in monitoring and reporting on progress in delivering those
plans. To included leading the quarterly, six monthly and annual reviews for the Board
and Client team.
Information and Communications Technology (ICT)
I.
Implement functionality for managing the Capital Programme in our new Keystone
system which will make possible enhanced contract management, a better and more
structured approach to planned maintenance, and better management of asbestos
and fire safety across our housing stock.
II.
Improve our repairs and appointments systems.
III.
Improve our rent and service charge collection facilities, particularly in relation to
welfare reform, and major works recharges.
9
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IV.
Provide excellent training to ensure colleagues understand all the recent
improvements to our IT systems and use them effectively to improve efficiency and
customer service. We plan to develop our eLearning Library and provide around 1,300
classroom places during 2015/16, training colleagues to manage all areas of our work
using our Northgate Housing and Keystone systems, including around 300 training
days for Repairs and Disrepair, 300 for Tenancies & Voids, 100 each for Introduction
to Northgate, CSM, Arrears, Document Management, Reports, and the Capital
Programme, and 50 for Service Charges. We will also provide approximately 100
Training Surgery days at satellite offices. (We recognise that these numbers may
change in response to new priorities after reintegration).
V.
Develop our Residents Portal, SMS messaging, and other new cost-saving and
convenient channels for communicating with residents.
VI.
Maintain and improve our management information reporting system, and ensure data
on our systems is accurate and complete.
VII.
Investigate ways to improve IT facilities for new parts of the Housing Service following
reintegration with the council.
Communications
I.
To manage consultation and transition arrangements throughout the process of reintegration to minimise service disruption.
II.
We will communicate improvements in the delivery of key services to residents through:
 Living Local magazine (4 issues)
 Lambeth Talk magazine (11 issues)
 Weekender newspaper (12 issues)
 Web-based channels including the website Twitter account.
III.
We will ‘show and tell’ residents about the benefits of the investment in the Lambeth
Housing Standard (LHS) through:
 News items disseminated through the channels listed above
 The Lambeth Country Show
 Ward-level website updates to councillors, with at least 4 issues for each of 21 wards
 A ‘What to Expect’ booklet for external works
 Publicity for the Community Investment Core Group (CICG) about the benefits for the
borough arising from the apprenticeships and other social investment components of
the capital programme.
IV.
We will build a feeling of pride, break down silo working and promote the core value of
working together and build engagement through:
 Living Voice magazine, 11 issues
 Facilitating at least 6 meetings and reports for the Committee for Communication
 Organising and running the annual conference
10
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
Re-launching Living Space and new file sharing functionality on a suitable new web
browser.
11
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Annex 1: 2015/16 Performance measures
<Summary table to be included>
12
Page 51
Key Performance Indicators 2014/15
Monthly Summary
February-15
Week 47
RAG Status &
direction of
travel this
month
Annual
target
Profiled
target
Performance
this month
Rent collection rate in-year (YTD)
99.00%
99.00%
98.92%
Amber

Percentage of rent and arrears collected (YTD)
95.10%
95.10%
95.92%
Green

Leasehold service charge collection: day-to-day
(YTD)
100.5%
99.1%
118.4%
Green

Section 20 Collection (YTD)
£3.00m
£2.73m
£2.43m
Red

96.3%
Amber

Key performance indicator
Expected
to meet
target
Collecting income
Repairs and voids
Percentage of all repairs completed on time
97.0%
Percentage of repairs right first time
90.0%
90.0%
76.1%
Red

Appointments made and kept
95.0%
95.0%
89.2%
Amber

Percentage of overdue repairs more than six weeks
overdue
0.0%
14.7%
Red

Percentage of tenants satisfied with repairs
90.0%
86.8%
Amber

0.0%
Green

Green

Gas servicing non-compliance (snapshot)
0%
(green 0.5%)
Empty homes (snapshot)
180
175
Percent of stock empty
Average number of days to re-let in year SCVs
(0.9%)
21.0
22.2
Amber

90.0%
93.1%
Green

90.0%
90.9%
Green

477
Green

Major works
Percentage of residents satisfied with the quality of
major works
Customer care
Percentage of member's enquiries
answered on time (10 working days)
Total number of local resolution stage complaints
received
1350
1237
Percentage of review stage complaints upheld1
30.0%
90.9%
Red

Complaints escalated to review stage2
15.0%
36.2%
Red

Percentage of GDIT contact centre
calls answered on time (20 seconds)
80.0%
83.9%
Green

1
Equivalent to last year's stage 2 complaints upheld KPI
Equivalent to last year's stage 1 escalated to stage 2 KPI
2
Page 2
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Lambeth Living
Performance Dashboard
Key Performance Indicators
Feb-15
Position at Feb-15
Repairs and Empty Properties
Repairs completed on time
Percentage of tenants satisfied with repairs
Percentage of repairs completed at first visit
Number of empty properties as a percentage of rental stock
Average empty property turnaround time (days)
Gas safety non-compliance
Appointments made and kept
Percentage of overdue repairs more than six weeks overdue
97.0%
90.0%
90.0%
1.0%
21.0
0.0%
95.0%
0.0%
99.0%
99.1%
95.1%
£2,725,000*
80.0%
90.0%
15.0%
112
30.0%
70.0%
90.0%
66.0%
38.0%
Where are
we now?
Major Works
Percentage of residents satisfied with the quality of major works
83.9%
90.9%
36.2%
47
90.9%
Where are
we now?
Housing Management
Percentage of residents satisfied with estate services
Percentage of residents satisfied the handling of their ASB case
98.92%
118.4%
95.9%
£2,430,000
Where are
we now?
Customer care
Percentage of calls answered on time
Members' enquiries answered on time
Percentage of complaints escalated to stage two
Total number of resolution stage complaints received
Percentage of review stage complaints upheld
96.3%
86.8%
76.1%
0.9%
22.2
0.0%
89.2%
14.7%
Where are
we now?
Income collection
Percentage of rent collected (in year)
Percentage of leaseholder service charges collected
Percentage of rent and arrears collected (in year)
Section 20 collection (in year)
Where are
we now?
90.0%
93.1%
Compared to last Compared to
month
last year
Compared to the last six
months' average
Down
Down
Down
Down
Up
Same
Down
Down
Down
Up
Down
Down
Up
Up
Up
Up
Up
Up
Down
Down
Down
Up
No data
No data
Compared to last Compared to
month
last year
Compared to the last six
months' average
Up
Down
Up
Up
Up
Up
Up
Up
Down
Up
No data
No data
Compared to last Compared to
month
last year
Compared to the last six
months' average
Up
Down
Down
Same
Down
Up
Up
Down
Down
Down
Up
Down
Down
No data
No data
Compared to last Compared to
month
last year
Compared to the last six
months' average
Up
Down
Down
Down
Up
Down
Compared to last Compared to
month
last year
Compared to the last six
months' average
Up
Up
Note: Data collection for some indicators began in 2014/15 and therefore cannot be compared with previous years' performance.
No data
Compared to
last month
Up
Down
Same
Compared to last Compared to the
year
last six months'
average
6
12
7
8
0
0
7
11
2
Page 53
Target
On or above target
Just below target
Below target
Number on or
above target
Number just
below target
8
Number below
target
6
6
This page is intentionally left blank
Risk register
Risk Ref
Description
LL0023
Financial Threat
Current
Financial and performance management undermined
Medium
8
Cause(s): Legacy control weaknesses
Effect(s): Uncertainty in management control procedures
Risk Scores
Target
Medium
8
Review Date: 6-Jul-2015
Risk Owner: Terry Gallagher
Control Ref
Control Measures
Control Owner
LL0023/001
Current delegated powers have been in place since the ALMO's go live
date in July 2008 (85.00% complete)
Terry Gallagher
Details: Progress continues and more active management close downs are
now being implemented internally and stronger protocols established between
PWC and Directors to sign off audits.
LL have made progress to ensure that a number of outstanding internal audit
issues have been cleared down however there are currently two commissioned
internal audit reviews from the council into contract procurement, which will
need to be addressed when the outcomes from those reviews are made
available.
LL are still awaiting the outcomes from the reviews undertaken by the Council .
One the final reports have been agreed PWC will undertake a review of the LL
Audit tracker again in May before reintegration.
Review Date: 6-Jul-2015
Created by Risk and Insurance
Page 1 of 10
Risk register
Risk Ref
Description
LL0030
Reputational Threat
Capital Programme delivery does not match the programme / budget in 2014 / 2015.
Cause(s): The difficulties in delivering the programme that were experienced in 2012 / 2013
reoccur in 2014 / 2015 due to under-performance by the main contractors, procurement
obstacles or insufficient programme management.
Risk Scores
Current
Low
4
Target
Low
4
Effect(s): The Council and residents become frustrated by the lack of delivery on the
programme. This will impact on resident satisfaction and pressure upon Lambeth Living.
Review Date: 6-Jul-2015
Risk Owner: Terry Gallagher
Control Ref
Control Measures
Control Owner
LL0030/001
The logistical problems in mobilising the LPC contractors in year 1 have
largely been addressed (75.00% complete)
Terry Gallagher
Details: The programme over delivered against budgets for 2013/14. Control
measures have been effective year to date . New processes for 2014/15 are
being delivered through the new LHS framework.
The Lambeth Living senior team and Audit and Resources Committee (ARC)
acknowledge that there remains a risk going into 2014/2015 and that this risk
should be defined and kept under review.
A report was delivered to tenants council which showed that LL was ahead on
delivery of the LHS programme and would deliver more units on decent homes
while due to spend £108m in 2014/15 which is in line with budget.
The balance on Oracle is £80m in February with £5m of accruals and circa
£15m-£20m of March valuations to be processed.
Review Date: 6-Jul-2015
Created by Risk and Insurance
Page 2 of 10
Risk register
Risk Ref
Description
LL0031
Financial Threat
Current
Failure to comply with the Regulatory Reform Order (2005) regarding Fire Risk
Medium
8
Cause(s): The span of responsibility across 33,000 homes is significant and requires active
management. Responsible, trained staff and significant remedial works that will necessarily
take time to implement.
Risk Scores
Target
Medium
8
Effect(s): Non-compliance are serious legal breaches and attendant risk to residents, staff
and property.
Review Date: 6-Jul-2015
Risk Owner: Terry Gallagher
Control Ref
Control Measures
Control Owner
LL0031/001
A full Health and Safety team has been established within Lambeth
Living (75.00% complete)
Terry Gallagher
Details: This team has the requisite professional skills, training and
qualification to ensure that Lambeth Living complies with this Order.
There has been substantial progress in developing a Fire Risk Assessment
database. There has been significant training of operational staff and related
bodies, such as Tenant Management Organisations (TMOs) to ensure
vigilance and discharge of management responsibilities. There has been and
continues to be a programme of remedial works to the fabric of the estates
when required on a risk-based programme.
The in year programme will be completed as scheduled. All properties have a
fire risk assessment.
There is an on going programme for re assessment which will incorporate
regarding the risk of properties. Risk Grading determines the subsequent
review period.
Review Date: 6-Jul-2015
Created by Risk and Insurance
Page 3 of 10
Risk register
Risk Ref
Description
LL0033
Management Threat
Welfare Reform changes accentuates poverty and thus makes housing management
much more difficult.
Cause(s): Housing Benefit reforms will be the first of several legislative changes that will
severely prejudice the financial circumstances of residents.
Effect(s): Financial hardship may well mean that residents struggle to pay rent & service
charges. We may collect less cash & incur lots of extra costs managing debts. It could also
create hardship & tensions which produces much more social problems so we may see
increased instances of anti-social behaviour.
Risk Scores
Current
Medium
12
Target
Low
4
Review Date: 6-Jul-2015
Risk Owner: Cedric Boston
Control Ref
Control Measures
Control Owner
LL0033/001
Secure processes to be implemented & monitored to ensure that benefits
continue to be received (80.00% complete)
Cedric Boston
Details: We are on target to achieve the rent collection target for 2014/15. In
addition we are confident that the other rent KPIs will be achieved. The
measures to mitigate the effects of welfare reform are working well .
A report is going to Tenant’s Council this month recommending using rent
payment information to help social housing tenants improve their credit profile
and qualify for more affordable credit and other services . Many social housing
tenants are excluded from affordable credit and services due to the lack of a
credit history and this means they are more likely to be refused or pay more,
putting extra pressure upon challenging finances. By sharing rent payment
history it will help tenants to create an online proof of identity and a good credit
history will make it easier for tenants to open bank accounts, receive better
amenity rates, or obtain cheaper credit.
LL bid for the Flexible Support Funding (FSF) from the DWP. This Grant
improves employment or prospects of employment outcomes for long-term
unemployed individuals and groups facing complex and intractable barriers to
work and to help individuals access and/or re-integrate into the labour market.
Working in partnership with St Mungo’s Broadway, our Welfare Solutions team
have launched a new Employment Service (Work Wise).This service is
targeted at LL tenants on benefits and are affected by the Under Occupancy
Charge (bedroom tax)
The Work Wise team will support tenants who are at risk of losing their homes
due to the reduction in their Housing Benefit. The aim will be to support tenants
towards getting into employment and becoming more self-reliant and in a
position to manage their finances independently.
Review Date: 6-Jul-2015
Created by Risk and Insurance
Page 4 of 10
Risk register
Risk Ref
Description
LL0034
Reputational Threat
Current
Improving Resident satisfaction with the Repairs Service.
Medium
12
Cause(s): Repairs performance by the Partnering Contracts continues to fail to deliver the
performance levels.
Effect(s): Contractors’ performance is below the required standards .
Risk Scores
Target
Low
4
Review Date: 6-Jul-2015
Risk Owner: Cedric Boston
Control Ref
Control Measures
Control Owner
LL0034/001
Active Contract Management via Core Group meetings and day-to-day
operational contact to secure best value for money (75.00% complete)
Cedric Boston
Details: We have agreed with the Council a set of KPIs that we believe will
enable us to manage repairs contractor performance more effectively .
We have launched a planned maintenance programme and we are hoping
there will be budgetary provision to sustain this next year. The focus of spend
will be on internal and external improvements to the common parts as well as
works to improve the estate environment.
A major initiative has been the piloting of a more customer friendly post
inspection services. This involves the Solutions Team offering customers an
immediate site visit by a surveyor when a service failure is reported, eliminating
blind post inspections that many customers find inconvenient and intrusive.
We will also reduce the average end-to-end completion time for responsive
repairs to 13 days in quarter one to 11.5 days in quarter 4 of 2015/16. About 25
of repairs are P4s. This means the contractor has 28 days to complete them.
This time period is unpopular with customers and we are working with the
contractors to shift more p4s to other categories where they will be completed
sooner.
The new Opti-time system is due to be implemented and this will make repairs
appointments more efficient. Through the actions described above and other
initiatives, to drive improvements in the in the delivery of the repairs service,
including:
a. 95 per cent of appointments made and kept
b. 90 per cent tenant satisfaction with repairs service, and 90 per cent
satisfaction with the quality of the repair
c. 85 per cent of repairs right first time
d. Proportion of repairs overdue maintained below one per cent of all repairs
Review Date: 6-Jul-2015
Created by Risk and Insurance
Page 5 of 10
Risk register
Risk Ref
Description
LL0035
Financial Threat
Current
LPC Contractor at risk of going into liquidation or administration
Medium
8
Cause(s): Downturn of the construction industry and general market conditions. The move to
a single Repairs contractor on the South means that LL/ LBL are now reliant upon a single
supplier. This inevitably brings with it additional risks and this is being actively managed. For
this reason the risk increased from a low to a medium by the Audit and Resources Committee
rating for decision at LL Board.
Risk Scores
Target
Low
4
Effect(s): Inability to deliver the responsive repairs service and the capital programme.
Review Date: 6-Jul-2015
Risk Owner: Cedric Boston
Control Ref
Control Measures
Control Owner
LL0035/001
Local Partnership Contractors (LPC) (50.00% complete)
Cedric Boston
Details: Continue to monitor supply chain to ensure that we have as much
warning as possible of any potential issues. The procurement of the new LHS
framework introduces additional assurances, with financial appraisals of supply
chain partners. Reports continue to provide regular checks on the financial
resilience of suppliers.
There are currently 10 LPC contractors. PWC are currently undertaking a due
diligence exercise which should help to resolve any issues prior to
re-integration and the Council are considering re-procuring some of those
contracts in the future.
The work to re-procure the south responsive repairs contract is underway and
currently on target. There is a project team that meets regularly and they are
guided by a project plan that has recently been agreed by the Procurement
Board. The agreed procurement route is a Qualifying Long Term Agreement
(QLTA) which will run for 1.5 years from January 2016. The procurement of the
QLTA will be carried out through OJEU procedures under EU procedure
regulations, utilising restricted procedure.
The current focus is on benchmarking the cost of the existing contracts and
this works has been tendered.
It was agreed some time ago that we would turn our attention to the
development of a strategic procurement plan for all LPC contracts only after
we had completed the South Area procurement because this experience has
the potential to profoundly influence our strategic approach. For example if the
south procurement suggests that the current LPC costs for the Centre and
North are very good value for money despite the risk of insolvency the best
strategy may be to exercise the option to extend them to 2020.
Review Date: 6-Jul-2015
Created by Risk and Insurance
Page 6 of 10
Risk register
Risk Ref
Description
LL0037
Financial Threat
Major Works billing. Leaseholders will be billed up to £70m over the next four years as
their contribution to the cost of the works under the Lambeth Housing Standard.
Lambeth has a poor record for Major Works income recovery from leaseholders and in
the past it has had to write off large sums of money.
Cause(s): The main reasons money has been written off in the past were a failure to comply
with Section 20 requirements; an inability to demonstrate compliance with Section 20; taking
too long to bill or expedite Section 20 debt recovery; and confusion caused by the
politicisation of Service Charge recovery. The new Task and Finish working group has
produced recommendations that LL needs to respond to and manage whilst working
collaboratively with the relevant stakeholders to improve communications and transparency
and demonstrate value for money and enhance the efficiency of the billing and its subsequent
collection.
Risk Scores
Current
Medium
12
Target
Low
4
Effect(s): Service charge monies recovered from leaseholders is one of the income streams
to fund the Lambeth Housing Standard programme. The Council relies on maximum recovery
from leaseholders to fund future work under the Lambeth Housing Standard.
Review Date: 6-Jul-2015
Risk Owner: Cedric Boston
Control Ref
Control Measures
Control Owner
LL0037/001
Major Works Billing (75.00% complete)
Cedric Boston
Details: Both HOS and Property Services have reviewed and revised their
procedure for undertaking major works in order to improve the communication
with and information to leaseholders. The new processes have been endorsed
by the Council and the Task and Finish Group and will be implemented in time
for the 14/15 major works. The new processes contain control measures
intended to reduce greatly the risks both of non compliance and disputes with
customers. In addition we have employed an interim manager with a huge
amount of leasehold experience to manage the major works team and the
staffing levels in the team has increased by 40% to cope with the volume of
work.
We are working with the Council on an action plan to show progress against
the recommendations of the Leaseholder Major Works Task and Finish Group
.
We have also run a project to improve the IT system that supports major works
billing and this should be completed by March 2015 to make the process more
resilient going forward.
The risk has halved because on current projection the amount billed to
leaseholders under LHS will be no more than £35m.
There is only one scheme older than 12/13 that has not been billed. It is a very
complex scheme and we are expecting it to be billed before the end of March.
There are 25 12/13 schemes. Four have been billed, eight more will be billed
by the 31st March and ten will be billed in April. Three schemes are currently
still on site.
Once this is done we will focus on the 13/14 schemes which we aim to bill
100% in 15/16. This will effectively bring us up to date because there were no
new leaseholder schemes in 14/15
Review Date: 6-Jul-2015
Created by Risk and Insurance
Page 7 of 10
Risk register
Risk Ref
Description
LL0038
Financial Threat
The Councils Estate Regeneration Proposals and Programme have been under
development for some time but have also been delayed. Their impact on the LHS Major
Works programme has been difficult to track and there is a significant risk that many
estates which would originally have been invested in under this programme will now
require significant expenditure pending the decision or commencement of those
Regeneration programmes.
Cause(s): The estates which were potentially to be covered under the Regeneration
programme may now need intermediate or “Meanwhile” works to ensure they meet the basic
standards required to make them wind and water-tight. The extent of these works needs to be
assessed and surveys are in hand to help with this
Risk Scores
Current
Medium
12
Target
Medium
8
Effect(s): The additional works may well need to be designed into the Lambeth Housing
Standard (LHS) Some of this work will be to sustain those estates until the Regeneration
programme can be confirmed and delivered. This will increase pressure on the logistics of
delivery of LHS. It will also compete for scarce funds within the budget and resources
available. And lastly it will bring a risk of less effective value for money if we invest in elements
whose life will be curtailed by remodelling. This in turn will require some trade off in the
amounts that can be recovered from Leaseholders. This will be addressed as part of the
capital programme budgets but may generate some impact on revenue repairs. The intention
is to minimise the associated risk from Disrepair claims.
Review Date: 6-Jul-2015
Risk Owner: Terry Gallagher
Control Ref
Control Measures
Control Owner
LL0038/001
Survey affected estates (30.00% complete)
Terry Gallagher
Details: Survey affected estates and assess the potential costs of meanwhile
or more extensive capital works. Assess this against the headroom achieved
to date in overall affordability of the programme. Revise the Asset
Management Strategic model to look at the scenarios and consult with the
Council and affected Estates once proposals for Regeneration are decided by
LBL Cabinet.
The Cabinet paper in December included 6 schemes as part of Phase 1 and 2
for regeneration however meanwhile works need to be factored into the
programme for those schemes not included in phase 1 and 2.
The Council and LL are looking to reassess the regeneration programme
within the Capital programme, offset against the scheme costs.
Review Date: 2-May-2015
Created by Risk and Insurance
Page 8 of 10
Risk register
Risk Ref
Description
LL0039
Management Threat (for Corporate Health)
Decision to reintegrate LL into the Council destabilises the Governance of Housing
and performance deteriorates
Cause(s): The decision not to extend the management agreement by two years as expected,
and opt instead to reintegrate LL into a new Housing Service within LBL could lead to a crisis
of governance.
Risk Scores
Current
Medium
12
Target
Low
4
Effect(s): The Board are legally responsible for the stewardship of LL and there could be a
risk of resignations across the Board which could undermine its ability to effectively oversee
the delivery of service and the full discharge of its duties including its sub-committees. The
announcement could also destabilise leadership and management across LL if key senior
personnel seek to leave the business early or are head-hunted. This will be challenging to
manage given the uncertainty of the future for the housing services under a new council
structure.
Review Date: 6-Jul-2015
Risk Owner: Terry Gallagher
Control Ref
Control Measures
Control Owner
LL0039/001
Board and SLG Interventions (Existing)
Terry Gallagher
Details: The LL board have continued to remain and the re -organisation of the
senior leadership team following the departure of the CEO and the Director of
Property Services has had minimal impact on service delivery. The
re-integration board have acknowledged the risk of losing key personnel prior
to re-integration and this may have an impact on performance.
Created by Risk and Insurance
Page 9 of 10
Risk register
Risk Ref
Description
LL0040
Financial Threat (for Corporate Health)
System upgrade across Lambeth council continues to cause disruption to internal and
external customers.
Cause(s): The system implementation continues to create issues for internal and external
customers.
Effect(s): LL will continue to have issues with regard payments to suppliers /contractors and
will have difficulty in obtaining the required information to manage key elements of the
business.
Risk Scores
Current
Medium
6
Target
Low
4
Review Date: 9-Apr-2015
Risk Owner: Patrick Pedder
Control Ref
Control Measures
Control Owner
LL0040/001
Phase 2 (80.00% complete)
Patrick Pedder
Details: The Oracle project board have acknowledged that they were a
number of issues around Phase 1 implementation that have been carried
forward as part of the Phase 2 of the project and the ELS team are working on
ensuring that support is provided across the business to ensure that there is a
resolution to the remaining problems. This may have implications and increase
the risk rating around the Key Financial Systems review carried out by PWC in
January.
There are still a number of reconciliations outstanding from Corporate finance,
particularly bank recs which are important to close the accounts.
Review Date: 9-Apr-2015
Risk Ref
Description
LL0041
Financial Threat (for Corporate Health)
Capital Programme delivery for 2015/16, 2016/17, 2017/18
Cause(s): Lack of available resources to meet 2015/16, 2016/17 and 2017/18 programmes.
Effect(s): The Council and residents become frustrated by the lack of delivery on the
programme. This will impact on resident satisfaction and pressure upon Lambeth Living.
Risk Scores
Current
High
24
Target
Medium
8
Review Date: 6-Jul-2015
Risk Owner: Terry Gallagher
Control Ref
Control Measures
Control Owner
LL0041/001
The Capital programme is being reviewed (20.00% complete)
Terry Gallagher
Details: The Capital Programme is currently being reviewed to understand
whether there are sufficient resources to deliver the programme over the next
3 years and what impact this may have.
The Council have requested that LL do more surveys to match the affordability
of the Capital programme for the ensuing years.
Review Date: 6-Jul-2015
Created by Risk and Insurance
Page 10 of 10
Page 65
Agenda Item 8c
25 March 2015
Vulnerable Support
Prepared By: Idoya D’Cruze
1. PURPOSE
This report attempts to make an assessment of the effectiveness of RSOs role and makes
some recommendations to develop support to vulnerable people in Lambeth.
A decision was taken in early 2014 to create three new Resident Support Officer (RSO)
posts, SO1 scale, to support vulnerable Lambeth Living (LL) tenants to maintain their
tenancies.
The introduction of the new RSO post was part of a drive to enhance support given to
vulnerable residents embracing the values of a caring social landlord.
2. SUMMARY
The three Resident Support Officers (RSOs) were in post by April 2014.
It is recognised that the level of “vulnerable” residents in Lambeth is too high to be covered
by three Resident Support Officers (RSOs). The vision was that RSOs would not substitute
the support so far given to vulnerable tenants by Lambeth Living (LL), as reflected in LL
policies and good practice. The RSOs would provide an additional layer of support with
different groups receiving specific levels of support.
Care leavers, victims of domestic abuse and emergency transfer victims were identified as
categories to receive greater support for a specific time period, while other vulnerable groups
would receive ad hoc support to help them out of crisis.
Following a restructure the Central Area Team plans to introduce an enhanced service for
vulnerable tenants “Service Plus”. Service Plus aims to provide a personalised flexible
support service for the most vulnerable. The defining criteria being those chronically sick and
disabled residents and the over 75’s. The vision is to provide a holistic service, identifying
welfare needs around key areas; housing, financial and social inclusion. The service is also
complimented by the offer of additional practical services; good neighbour scheme,
handyperson scheme, decorating / gardening schemes, and elevated repairs priority.
It is understood that to deliver this programme, close collaborative working with
stakeholders, voluntary partners and indeed internal teams is of paramount
importance. Service Plus is being promoted as an approach requiring buy in and
involvement from our internal frontline colleagues to make a reality.
The data available for the report is sketchy as our current Northgate package does not
include a Support Service Module to record support provided to residents and to help us
produce reports on the type and effectiveness of the support.
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In the recent months the Council has expressed an intention to review services and to
explore co-production from different directorates. The wish to develop a greater partnership
work between housing and social services to improve effectiveness and make efficiencies
appears high on the agenda. Although it is not yet clear how this will evolve the indications
are that vulnerable support by housing management is a strong area of development.
The implementation of Universal Credit brings an additional high risk to tenancy sustainment
for vulnerable groups. It is therefore essential that Lambeth Living / Lambeth Council
continue to develop preventative measures to support vulnerable clients.
2.1.
Care leavers
In November 2011 a report was written for SLB by the Lambeth Children in Care Council in
response to the White Paper ‘Care Matters - Time for Change.’ Access to stable
accommodation with suitable support, was identified as a key issue.
In April 2013, representatives from Housing Commissioning and Lambeth Living presented a
draft Housing and Leaving Care Protocol to the Corporate Parenting Board. The protocol
detailed the processes by which young people are supported through their transition out of
care and provided with a range of appropriate and sustainable accommodation as well as
being explicit about which department/agency is responsible for providing a service to a care
leaver.
The first year of a Care Leaver’s (CLs) tenancy is critical to successful independent living.
Housing and Living Care Protocol undertakes to support the CL during the first twelve
months of tenancy. After this period, if the CL is managing the tenancy, he/she will be
discharged after which support will only be provided to help out of a specific crisis.
2.2.
Domestic Violence and Emergency Transfers
Statistics confirm an average of two domestic violence (DV) homicides per week in the UK.
The needs of DV and emergency transfer applicants are multiple and complex. LL
commitment is to support victims during a crisis until resettled safely. In addition to support
obtaining a new home the victim will receive guidance and help to claim benefits, liaise with
the police, Social Services and any other practical matters.
2.3.
Other vulnerable groups
This category includes the elderly, the mentally and physically incapacitated.
LL aims to provide ad hoc support to help the vulnerable resident out of crisis and to link the
vulnerable resident(s) with charities and support groups, which aid independent living.
3. LANDSCAPE CHANGES AFFECTING VULNERABLE SUPPORT
3.1.
Social Equalities Framework
In 2006 Northgate Housing was configured to ensure that that Person Details fields could
adequately record information on disability and vulnerability.
However, changes and additions, over the past eight years, have confused duplications and
inconsistencies. New features are also now available on Northgate, which could help to
record person details in a better way, including the “Disability Instances” functionality.
A project group has been set up to review and rationalize the information held on vulnerable
residents.
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3.2.
The Care Act 2014
The Act promotes wellbeing, with an emphasis on integration and partnership work. It
recommends local authorities, together with their partners, to consider combining or aligning
key processes in the care and support journey.
The Act introduces the concept of combined assessments, in suitable circumstances and
where assessors are trained to do so, to allow a more holistic picture of the person’s needs.
It mentions the benefit of one point of contact with the person to promote consistency of
experience, so that different types of support can be aligned.
Timescales:
December 2014 to March 2015 • Working with Association of Directors Adult Social Services in England (ADASS) and
Dept of Health to ensure that the requirements re care accounts are understood.
• Development on solution will be based upon assumption that requirements will not
change post consultation / general election.
April 2015 – People receiving care will require a care support plan, which will include a
personal budget
April 2016 – Funding caps will be introduced
4. PROGRESS SINCE APRIL 2014
This report sets out an update from April to December 2014; particularly the progress and
outcomes following the development of the procedures - which have a key role in monitoring
and reviewing the quality and effectiveness of housing related services for care leavers
moving into independent living. The Care Leavers Procedure, Vulnerable Tenants
Procedure and Domestic Violence Procedure were reviewed and updated to set clear
guidelines and expectations on the level of support provided and to adopt best practices.
Care Leavers (under 12
month
tenancies
&
crises cases)
Cases managed
from April 2014
Closed cases
Live cases
North
22
7
15
Centre
17
8
9
South
18
6
12
North
14
8
6
Centre
19
16
3
South
12
7
5
Domestic Violence
Emergency
transfers
(excluding DV)
3
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North
29
10
19
Centre
27
8
19
South
15
6
9
North
51
23
28
Centre
52
41
11
South
63
11
52
TOTAL
339
151
188
Other vulnerables
Total number of cases managed by area office April to December:
North 116
Centre 115
South 108
Challenges
Northgate does not include a Support Service Module to record support to residents and to
produce reports on the type and effectiveness of the support.
Systems to record support provided are poor. Information has been captured on excel
spreadsheets which have become increasingly difficult to maintain.
This has an impact on the ability to produce reports conducive to monitoring and improving
the service.
Risk Management


A SharePoint database has been created for the use of all area teams. The
document will be an improved interim monitoring tool for vulnerable support.
A recommendation will be made to acquire the Support Services Module
4.1.
CARE LEAVERS
Lambeth provides housing to approximately 25 care leavers per year, most of them are
housed by Lambeth Living and a small proportion by TMOs and housing associations.
In 2013-14 21 care leavers received tenancies, 19 in LL properties.
This financial year Lambeth has awarded 21 tenancies to care leavers, 19 by LL, 5 in the
North, 6 in the Centre and 8 in the South.
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4.1.1. Challenges
Arrears
Despite the support given to care leavers (CLs) and the initiatives taken to improve their
ability to maintain a tenancy, a substantial amount of CLs given the tenancy this financial
year are in arrears:
7 out of the 19 tenancies awarded in 2014/5 are in credit. 12 tenancies are in arrears, 5
in technical arrears pending housing benefit payments. 4 out of the remaining 6 cases
are arrears accrued due to lack of occupation while waiting receipt of the settling up
grant from the Leaving Care Team and irregular payments. Overall the percentage of
care leavers in arrears for tenancies awarded in this financial year is 32%, which is high.
The above, however, represents a significant improvement when compared with care
leavers on arrears the previous financial year: 13 out of 18 tenancies awarded in 201314 in arrears, 72% of all tenancies in arrears.
Risk management





LL provides tenancy training for young people before they leave care
Social Services provides budget management training
Monthly monitoring of accounts and partnership intervention to manage debt
Tenancy Maintenance Workshops delivered by LL and Social Services (SS) to
provide tailored training and support to CLs in arrears
Arrears Review Meetings, partnership solution focused approach to address
eviction threats, attended by SS, RSO and Income Team
The reasons for high level of arrears among CLs are complex, but their young age,
difficulties managing very scarce budgets and familiarity with other people in debt are
suspected drivers.
Some arrears have caused by a delay from Social Services to pay the setting up grant
for the CL to buy essential items to set a new home. As a result arrears have been
accrued from the start of the tenancy, no housing benefit entitlement due to lack of
occupancy. The issue has been raised with SS who are reviewing protocols.
Incarceration
CLs seem to be disproportionally affected by periods in remand or in prison. Since April
2014 LL has dealt with 9 cases where arrears have been accrued as the CL is in prison
(4 in the South, 3 in the North, 2 in the Centre).
Similar to other tenants affected by this problem CLs fail to disclose absence from their
home. Typically, LL finds out about lack of occupation and imprisonment when high
arrears have accrued and the CL is at risk of eviction.
LL has intervened on 2 cases to agree strategies with SS to protect the tenancy.
Risk management:

5
Advice is given to CLs during the tenancy training course on what to do if taken into
custody. CLs are encouraged to inform LL with emphasis on the help that LL can
provide to protect their tenancies
Page 70

We have been in contact with an organization, Enterprise Housing Solutions (EHS)
which provides caretakers for tenants whilst. We have met with EHS to discuss their
service and the initial assessment is that LL would benefit from working with them.
EHS is known to National Association for the Care and Resettlement of Offenders
(NACRO) and they work with St Mungo’s and Lewisham Homes. All three
organisations were written to for advice on their work with EHS. NACRO responded
and confirmed that it is: “an invaluable service to offenders, allowing them to keep
their tenancy and hence have a place to live upon release”.
Gang threats
A number of CLs seem to be preyed on by gangs, information sometimes indicates that
the CL has gang involvement and in other cases CLs are being threatened by gangs
who want to forcefully recruit them, 5 known cases experiencing gang difficulties (1
North, 2 Centre, 2 South).
Risk management:


LL has successfully rehoused 3 CLs at threat from gangs, one out of borough
placement.
LL has worked in partnership with Gang Violence Reduction, Community Safety, to
provide advice and support to CLs to move away from gangs. As a result of the
intervention one CL has made a new start away from gangs and is now in
employment.
4.1.2. Processes and Strategy to help Care Leavers
Care Leavers Procedure
A revised Care Leavers Procedure was implemented in April 2014 setting clear
guidelines on how to support care leavers (CLs) and confirming interactions and
responsibilities by different partners.
Leaving Care Successful Transition to Independent Accommodation
The above booklet was developed to give care leavers simplified easy to understand
information about the key issues setting into a new tenancy and maintain a tenancy.
Tenancy Training
LL provides tenancy to young people in preparation for leaving care as part of the “What
Happens Next” training program organized by the Leaving Care Team.
Tenancy Maintenance Workshops
In conjunction with the Leaving Care Team LL delivers Tenancy Maintenance
Workshops to CLs in arrears to help them to find strategies to manage the debt and
minimize the risk of further arrears.
Arrears Review Meetings
These are multi agency meetings attended by Leaving Care Team, RSOs and Income
Team to discuss CLs on arrears and at risk of eviction. In the meeting partners look at
strategies to address the risk of eviction, which can include SS agreements to clear all or
part of the debt.
4.1.3. Positive interventions
 40% arrears decrease on tenancies awarded since April 2014
 Emergency transfers facilitated 2 CLs due to gang related and DV risks, including
one out of borough transfer.
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




Help provided to CLs to obtain household goods and soft furnishings to settle in
the new home.
Helping to apply for backdating of housing benefit to bridge HB gaps and deal
with benefit sanctions.
Interventions with Leaving Care Team to speed up the settling up grants
assessments.
Rent Panels agreement by Social Services to part clear arrears for 3 cases
Support to CLs to move away from gangs and into employment.
4.1.4. Risks
 The challenge of independent living at a young age with an unsettling and
challenging background is a very real risk to CLs maintaining their tenancies
 Isolation and poor peer choices resulting in personal risks
 We have not achieved 100% one month and six month joint visit with Social
Workers and escalation has not been followed to alert management in LL and SS
of this
 Social Services delays providing the setting up grant, delaying CLs ability to
occupy their new home
4.2.
DOMESTIC VIOLENCE
During the period April 2014 to January 2015 LL has dealt with 60 domestic violence (DV)
cases. However, during the same period MARAC heard 100 cases connected to LL
properties. The discrepancy in these figures reflects referrals to MARAC made by other
parties such as Gaia, the police, Social Services and health and education colleagues.
4.2.1. Challenges

The level of repeat victims of DV is high

Unreported and undetected DV
4.2.2. Processes and Strategy to help victims
Multi Agency Risk Assessment Conference (MARAC)
Lambeth Living (LL) has been a MARAC partner since 2009. Lambeth MARAC scored
100% in the last quality assurance inspection, making it one of the best running MARACs in
the UK. Internal audits have confirmed robust partnerships benefiting victims of domestic
violence (DV).
In 2013-14 Lambeth MARAC discussed 387 high risk victim referrals. This is a slight
decrease of 2% on the previous 12 month period.
Since April 2014 MARAC heard a total of 334 cases. 100 of these cases were within LL’s
management and equates to 29.94%.
North 27 cases
Centre 35 cases
South 38 cases
Of the 100 cases, 20 were repeats.
The MARAC is chaired by the Detective Inspector (DI) who has responsibility for the
Lambeth Police Community Safety Unit (CSU) and the agency partners are Lambeth Living,
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Community Health, Probation, Children’s and Adult Safeguarding Services, and the
specialist Lambeth VAWG service, the Gaia Centre.
MARAC Steering Group
LL is part of the steering group to analyze the effectiveness of the partnership and to evolve
and develop by adopting best practices.
MARAC steering group oversees the operation and reviews the performance of the MARAC.
The steering group meets on a quarterly basis and is attended by all key MARAC agency
representatives. The steering group is chaired by Detective Inspector from the Lambeth
Police Community Safety Unit.
The steering group is accountable to the Violence against Women and Girls Operational
group, which is chaired by Ann Corbett, Assistant Director for Community Safety, Lambeth
Council. This group is accountable to the Safer Lambeth Partnership Delivery
Group and ultimately to the Safer Lambeth Executive which is Co-Chaired by Richard wood,
Chief Superintendent Lambeth Police and Derrick Anderson, Chief Executive, Lambeth
Council.
MARAC update and information reports are presented to the Lambeth Safeguarding
Children Board and the Lambeth Safeguarding Adults Partnerships Board on an annual
basis.
Domestic Violence Disclosure Panels
As a response to Claire’s Law in March 2014 Lambeth set Domestic Violence Disclosure
Panels. Although housing is not an essential panel member, we were invited to participate.
Panels take place monthly and are chaired by the police. The presence of LL is desirable
and strengthens the robustness of the panels as the landlord often holds important
knowledge to assess the level risk pose by potential violent partners.
Since March the panel has discussed 12 cases.
4.2.3. Positive Interventions

LL made mandatory the Introduction to DV course for all staff

Following a business case from LL the Council has agreed to consider the rehousing
of DV cases, with children in the “at risk” register, in suitably sized properties, instead
of applying the “like for like” size policy implemented on emergency cases

MARAC has complimented the commitment and input of LL on the partnership
4.2.4. Risk Management:
8

Regular training of staff to enhance detection of DV and early intervention

MARAC Steering Group continued review of strategies and adoption of best
practices
Page 73
4.3.
OTHER VULNERABLES
Since April 2014 LL has managed 166 cases under this overarching category, which
includes: elderly, mental health, physical disability, substance misuse, hoarders.
Interventions on these cases have been specific to address a crisis or to remove a threat of
eviction. 75 cases have been closed following successful interventions and we have 91 live
cases.
The most common interventions have been:
1. Liaising with Income Team to progress backdating of housing benefit to breach
benefit gaps
2. Organising repairs and solving repairs access issues
3. Making referrals and sign posting to support groups and Social Services for support
to maintain independent living
4. Supporting the tenant to deal with tenancy breaches, such as hoarding
5. Helping to arrange transfers to suitable accommodation, including downsizing and
sheltered housing
4.3.1 Challenges
 The quality of data held by LL is poor, hampering our ability to identify specific
resident need
 The level of residents known to LL who could benefit from support is too high for to
be met by three RSOs
4.3.2. Processes and strategies to help
 Vulnerable procedure
 Enhanced data recoding to determine needs and to record support agencies involved
 Access to food vouchers
 Improved partnership work with Social Services and support groups
4.3.3. Positive interventions
 75 cases have been closed following successful interventions
 2 long standing hoarding breaches addressed and closed
 6 transfers to smaller properties
 List of voluntary organisations operating in Lambeth who can aid support to
vulnerable tenants
 Hoarding training arranged
4.3.4. Key risks
Failure to embed a consistent approach to vulnerable support may result in:
 Reputational damage through poor service provision
 Ineffective service delivery (cost and quality) through the failure to adopt an
evidenced based approach to service planning based on identifying residents’ needs.
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5. FINANCIAL IMPLICATIONS
The financial implications will be linked to the design and implementation of the report’s
recommendations and would be scoped at the work stage.
6. RECOMMENDATIONS
The Senior Management Team is invited to:
6.1.
Northgate “Support Services Module”
The need for additional housing support to vulnerable residents is on the increase to
accommodate budget cuts by providing leaner services and to meet the expectation
of the Care Act 2014.
In order to manage this developing area of the housing services it is essential that
Lambeth Living / Lambeth Council acquires a the adequate Northgate package
“Support Service Module” to record the support provided to residents and to produce
reports to analyse needs, trends and effectiveness. A presentation of the Support
Service Module was delivered by Northgate in September, which showed the great
potential of the benefits that it could provide to effective vulnerable support.
Anchor Housing Trust has recently implemented Northgate support services module.
A visit to Anchor HT is being arranged to discuss the implementation and
effectiveness of the module.
6.2.
Information Sharing Protocol
An ISP is a key tool to improve support for vulnerable clients. LL is meeting with
colleagues in Adult Mental Health Services to develop and adopt an ISP.
6.3.
Access to Framework Database
Negotiate access to the “framework” for nominated officers at LL. This will enhance
LL ability to cater for vulnerable resident as it provides information on vulnerabilities
known to the Social Services, together with details of social worker or support
services assigned to the resident.
6.4.
Enterprise Housing Solutions
The above is a non-profit making organisation which finds guardians for tenant’s
home while they are in prison. The service provided by EHS address the risk of
arrears and threat of eviction for vulnerable residents who are in prison. Applications
would be considered on one to one basis and criteria for approval will include type of
crime committed locality where the crime was committed and the length of the
custodial sentence.
6.5.
Vulnerable training
Mandatory training for all front line staff to identify and communicate effectively
with vulnerable residents.
6.6.
Hoarding Protocol
Developing a protocol to support hoarders and to and to enhance partnership
approach from housing, social services, fire brigade to have successful outcomes.
10
Introduction to Service Plus
• Lambeth Living is committed to providing support to our most vulnerable.
Item 8d
• Service Plus targets those chronically sick and disabled and the over 75’s.
Flexible support service with better links to council and partner services.
Page 75Agenda
• Service Plus is an extension of our current support service.
Service Plus promise
Page 76
‘We will seek to identify potential Service Plus customers at the
earliest opportunity to ensure that they receive appropriate advocacy
and support to meet their essential needs; housing, health, financial
and social inclusion. We will offer an innovative range of practical
services to further support our residents to maintain independent
living within their own homes. The service will be delivered by a
creative, passionate and knowledgeable staff team’.
How does it work on the ground?
Page 77
• Early identification and intervention with vulnerable residents
• Closer working with LL departments / sections
• Closer working with carers, advocates and personal representatives of
vulnerable residents
• Increasing awareness of vulnerability, and promoting a culture of diligence
• Improved information sharing
• Dedicated RSO contact assigned to each live case.
Case opened.
Needs assessment
completed by RSO
Enhanced
service plus
Housing – Repairs, adaptations, transfers.
Assisted gardening scheme
Health – Ensure unmet health /care needs are
addressed.
Decorating scheme
Aids & Adaptations
Income – Benefit take up, debt management
including arrears
Handyperson scheme
Good neighbour scheme
Social inclusion – lunch clubs, day centres,
volunteering
Elevated repairs priority
Protection from abuse - Safeguarding
Recourse to emergency fund
Case managed by RSO.
Outcomes and case closure
responsibility
Page 78
Service plus
support
Collaborative working with the following to enable Service
Plus provision:-
Page 79
• Adult social care / Children & families
• Community Mental Health Team
• Revenue Services (Housing & Council Tax)
• Age UK
• Every Pound Counts
• SLAM (Substance Misuse Treatment Service)
• Carers Hub Lambeth
• Lambeth MIND
• Single Homeless Project (SHP)
Alzheimers Society Lambeth
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Lambeth Living Board Forward Planner
4 February 2015

Estate services review
25 March 2015

LL in the community
27 May 2015

Page 81
Agenda Item 9
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