HOUSING STRATEGY AND NEEDS BUSINESS PLAN 2005-2007

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HOUSING STRATEGY AND NEEDS BUSINESS PLAN 2005-2007

  1. 1. HOUSING STRATEGY AND NEEDS BUSINESS PLAN 2004/7 (final version) HOUSING STRATEGY AND NEEDS BUSINESS PLAN 2005-2007 10 March, 2004 1
  2. 2. HOUSING STRATEGY AND NEEDS BUSINESS PLAN 2004/7 (final version) HOUSING STRATEGY AND NEEDS BUSINESS PLAN 2005-2007 1. Vision and Objectives: 1.1 Service Vision • Quality accommodation and support services are in place for homeless people. The move towards longer-term leased accommodation has given greater stability to families and bed and breakfast is becoming an emergency-only form of accommodation. • Improved emphasis on housing advice at the reception stage is beginning to reduce the overall incidence of homelessness and improved reception surroundings in the foyer are underpinning a determination to remove all trappings of a second class service. • Customers of our Lettings service are experiencing a leap in service compared with this time last year. The Choice-based scheme is simpler to use and giving wider access to more applicants. Greater efforts are being made to help people through the process and the improved marketing of the lettings scheme is communicating better with our potential applicants. 1.2 Key Service Objectives Strategy and Service Delivery Organisation 1 To provide our statutory and wider duties to the 11. To lead a programme of change and cultural homeless within budget and within agreed BV transformation throughout the Division based and corporate targets. on improved management effectiveness, job 2 To improve location stability for families in redesign, process improvement and temporary accommodation (TA) so improving increased flexibility in service delivery. [This is family and community stability, and contributing a major task that will span 2004-6] to reduced school turnover. 12. To remedy the capacity shortfall in the 3 To converge the Homelessness reception and Division which currently threatens our ability Housing Advice roles at the front line so that to deliver the target on the ring-fenced there is a visible shift towards prevention in the budget and otherwise continues to diminish service within the year 2004/5 and beyond. our ability to respond to telephone calls and 4 Continue existing TA procurement strategy to service our customers. match further demand expansion move away from the use of B&B where possible. Whilst underpinning the TA quality improvement in Objective 2, to optimise the overall cost position and deliver within the ring-fenced budget. 5 To deliver improved support to households with 10 March, 2004 2
  3. 3. HOUSING STRATEGY AND NEEDS BUSINESS PLAN 2004/7 (final version) HOUSING STRATEGY AND NEEDS BUSINESS PLAN 2005-2007 1. Vision and Objectives: special needs by best use of the SP and effective multi-agency working. 6 To maximise supply and access to affordable housing. 7 To lead the development, monitoring and implementation of the Council’s Housing Strategy and ensure it is fit for purpose 8 To increase our engagement with private sector landlords to expand the provision of privately owned accommodation that is available for rent at affordable levels. 9 To manage the transition of asylum seekers under the recent amnesty so that the overall project is completed within target timetable and budgeted costs. 10 To be active contributors to the Sub-Region agenda and, in particular, to make progress on convergence within the key area of Lettings. 2. Service Overview 10 March, 2004 3
  4. 4. HOUSING STRATEGY AND NEEDS BUSINESS PLAN 2004/7 (final version) HOUSING STRATEGY AND NEEDS BUSINESS PLAN 2005-2007 1. Vision and Objectives: 2.1 Service description Housing Strategy and Needs provides accommodation and support services (including prevention advice) to people who are homeless or facing homelessness. Along with Newham, it is confronted with the largest homelessness problem in London. In particular, it: • Procures temporary accommodation to meet housing needs in the Borough and works with both the private sector and RSLs in securing supply. • Provides advice for people to avoid becoming homeless through evictions, rent arrears, family disputes etc. • Assesses the housing needs of Homeless applicants. • Provides temporary accommodation where we have a duty under legislation. • Manages the use of temporary accommodation. • Collects rents for the use of temporary accommodation and facilitates tenants’ claims for HB. • Provides emergency support for people fleeing domestic violence. • Provides a Lettings service to move people into permanent homes within a process where the key driver is ‘Choice’. • Works with RSL partners to maximise use of the permanent housing supply. • Provides a transfer service for permanent tenants seeking to move within the Borough. • Provides a mobility service for tenants seeking to move to another borough and also to locations out of London. • Develops the Housing and Homeless Strategies. 2.2 Delivery of the Service Our service is delivered to people living in Haringey as well as to people living in other London boroughs and in the Midlands where we have moved them to temporary accommodation. The Division is based in one location at Apex House in Seven Sisters Road but a large number of its staff have mobile roles to visit the properties they are managing and to conduct assessments during home visits. The contact with customers is either by visits to the Homelessness or Housing Advice reception at Apex House or by telephone. Both forms of contact are placing considerable stresses on the capacity of the service (which is overdue for expansion to match capacity to demand) and reviews are underway to assess the Division’s wider use of the CSCs. 2.3 Our clients and • Single people and families requiring advice on homelessness avoidance. customers • Single people and families seeking accommodation because they claim to be homeless. • Single people and families who are in our general needs temporary accommodation. 10 March, 2004 4
  5. 5. HOUSING STRATEGY AND NEEDS BUSINESS PLAN 2004/7 (final version) HOUSING STRATEGY AND NEEDS BUSINESS PLAN 2005-2007 1. Vision and Objectives: • Single people who are vulnerable and require support and are in our temporary accommodation. • Asylum seekers with leave to remain status (following the recent amnesty). • The very large majority of our clients are from the ethnic minorities. 3. Policy and Strategy 3.1 Links to Council Priorities Improve services • Work is being carried out (mapping processes and job redesign) to improve effectiveness of the teams in the Division. In particular, redesigning the initial point of contact for the homelessness and housing advice services. • Add to the above, possible changes to deliver front line homelessness service through the CSCs • Further developments on the delivery of Choice based lettings. • Further reductions in the use of B&B. Narrow the gap between the east and the west of Haringey • We are working to provide high quality stable temporary accommodation. • We have targeted our outreach advice service to the more deprived sections of the Borough. • Sustainable communities and east/west issue are key issues to the development of the new Re-housing Policy Create safer communities • We have appointed a specialist advice officer to work with ex-offenders in recognition of the link between the lack of housing and re-offending. • We look to provide safe and secure accommodation. • We are working with the new ASBAT to ensure that activity on anti-social behaviour operates across tenure. • We are leading the Hearthstone venture on domestic violence. Improve the environment • We are working with other Divisions, including Environmental Services and Neighbourhoods, to develop and deliver a Private Sector Housing Strategy, which includes key actions to help improve the local environment, focused on our priority neighbourhoods. 10 March, 2004 5
  6. 6. HOUSING STRATEGY AND NEEDS BUSINESS PLAN 2004/7 (final version) HOUSING STRATEGY AND NEEDS BUSINESS PLAN 2005-2007 1. Vision and Objectives: Raise achievement in education and create opportunities for life long success • Transience and pupil mobility have been identified as a key factor in lack of educational achievement. We have changed our policies to try and stabilise our temporary accommodation and reduce movement. 3.2 Links to statutory and • Community Strategy and Neighbourhood Renewal Strategy – underpin our Homelessness Strategy and other plans Private Sector Housing Strategy • Housing Strategy • Homelessness Strategy • Private Sector Housing Strategy • Supporting People Strategy • Education Development Plan • Health Improvement and Modernisation Plan • Safer Communities Strategy and Anti-Social Behaviour Strategy 3.3 Links to Improving leadership forward.programme@Hari • Encouraging development of the 3rd and 4th tier managers. Leadership programme is in place for these ngey levels. • Role clarification is planned – 3rd tier is acting down into 4th tier role and so is 4th tier etc. The confusion between management and senior professionals is to be challenged and more of this is required in the Council. Democratic and Community Engagement • We run a well attended and active landlord forum • We meet regularly with the voluntary sector at the Single Homelessness Forum • Consultation carried out during the development of the Homelessness Strategy, Private Sector Housing Strategy and the Re-housing Policy Performance management • In place with monthly monitoring of BV and other targets and with links to appraisals. • Plans are in place to improve the monthly performance monitoring meeting and to introduce detailed monitoring of the stocks and use of temporary accommodation. 10 March, 2004 6
  7. 7. HOUSING STRATEGY AND NEEDS BUSINESS PLAN 2004/7 (final version) HOUSING STRATEGY AND NEEDS BUSINESS PLAN 2005-2007 1. Vision and Objectives: 3.4 Legal, Professional or • Homelessness Act, 2002 – required us to produce a Homelessness Strategy and to make changes to our other Standards and Policy Rehousing Policy and produced a Homelessness Strategy. Context • Priority Needs Order extended the groups to whom the council has a duty if they are homeless. • Housing Bill will impact on our interventions in the private rented sector and will also affect the Right to Buy scheme. • Government direction on homelessness e.g. targets on B&B use. • Development of sub-regional working on homelessness and private sector housing. 3.5 Needs Information • There is a fundamental imbalance between the need for affordable housing and its supply in Haringey, dictated by national and regional economic and housing market conditions, which will exist for the foreseeable future. The number of lettings and nominations available has been falling year on year. In 1999/00 1363 lettings and nominations were made while in 2001/02 it had fallen to 1126. • We currently have 5,000 households living in temporary accommodation. • The Housing Needs Survey 2001 makes an estimate of future housing need, which indicates a potential rehousing need from 14,600 households in the next 3 years who can neither afford to buy nor rent without the assistance of housing benefit 3.6 Local Management Key internal management issues Issues • Blockages to cultural change – long-serving staff; too much tolerance of poor attendance and performance; some managers at 4th tier who do not manage; too many capability issues. We are on the case and the list of improvement projects in this Division illustrates the size of the challenge. • Capacity to make change happen – locally, the management team has a very large agenda to work to and support from the centre relating to the challenges above is very limited and made worse by slow procedures. • Finance and performance information and availability needs to be improved and urgently. • Improved communications with staff are in place but much more is to be done. The IiP award was only a start. • Service capacity to deliver – improvements are in the budget for this year. 3.7 Risk Management Key risks associated with delivery of the Business Plan objectives • The capacity of the Centre to support the timetable and substance of this Plan is not in place. • The risk register for Housing has been completed and recently updated and is a DMT agenda item. 10 March, 2004 7
  8. 8. HOUSING STRATEGY AND NEEDS BUSINESS PLAN 2004/7 (final version) 4. Resources 4.1 Key assets Aside from its people, Strategy and Needs does not employ assets except for the fixtures and fittings at Apex House. 4.2 Capital investment plans Capital 2003/4 2004/5 2005/6 Source 000 None outside of the IEG bid. 4.3 Service delivery Partnership Nature Duration Monitoring mechanism partnerships Hearthstone Assistance to victims of Ongoing but with the Management Group in domestic violence longer-term aim of a stand- place. alone service coming into being. 4.4 Procurement plans Contract/Coverage Value/Period Development Period Start Date Housing Association Leasing Scheme Nomination Agreements with: Pathmeads H.A. Solon CHS Estimate from 6 months Newlon HT £0.5m to £5m for (development Circle 33 Homes 3 years completed) April 2004 HALS Nomination Agreement with SOLON CHS for 28 flats at 2-8 Stroud £706,000 for 10 Green Rd N4 years 18 months June 2004 Nomination Agreement with SOLON CHS for 56 flats at Ingleborough Court N15 £1.4 for 10 years. 2 years May - Sept 2004 Management Agreement with Aldwyck H.A. for management of PSL £180,000 for 3 properties based in Luton years £180,000 for 3 years £180,000 for 3 years Management Agreements with various current suppliers of nightly rate £30 - 50,000 for 3 accommodation, for management of years. 1 year To be decided as leased properties required. 10 March, 2004 8
  9. 9. HOUSING STRATEGY AND NEEDS BUSINESS PLAN 2004/7 (final version) Management Agreements with various current suppliers of nightly rate accommodation, for management of £30 - 50,000 for 3 To be decided as leased properties years 1 year required. Average £10,000 p.a. per Private sector leases for approx. 240 lease, duration On going at approx. 20 properties with individual lessors 3-10 years 1-3 months per month. Average £276 per week, 2 weeks within Nightly rated emergency duration as existing contract accommodation required framework As required £500,000 approx. for 1100 properties for 3 PSL Gas Maintenance Contract: years provision of safety certificates and (rechargeable annual maintenance to lessors) 6 months Nov. 2004 4.5 Expenditure & Income Base Budget Investment Base Budget Summary for 2004/5 Exec. Investment Inc. Investment 2003/04 2003/04 Expenditure Employee 5,304,900 2,215,600 7,520,500 Service 40,450,200 (4,493,200) 35,957,000 Overheads 1,598,900 1, 598,900 Total Expenditure 47,354,000 (2,277,600) 45,076,400 Income Income Internal 1,449, 700 1, 449,700 Income External 36,936,400 36, 936,400 Total Income 38,386,100 8, 386,100 Net Expenditure 8, 967, 900 6, 690,300 10 March, 2004 9
  10. 10. HOUSING STRATEGY AND NEEDS BUSINESS PLAN 2004/7 (final version) 5. Improving Services 5.1 Service Improvement Better service delivery will be achieved by actions in 4 main areas: • Performance improvements. The targets for 2004/5 will all be improvements upon 2003/4 and will incorporate all BVPIs that relate to this Division (see Section 7). The indicators that are imperative for CPA improvement are highlighted in Section 7 and will be the subject of detailed planning (including being built into personal appraisals) and continuous scrutiny with the 3rd tier managers through the year. • Process improvements. There are several target areas for change and they are long overdue. Specific actions are described in the Improvement Plan. • Management and people development (and capacity expansion in some areas) – all linked to cultural change. In addition to the leadership programme for the management team, a review of the effectiveness of 4th tier managers is to be conducted and the design of a number of job roles in support areas will be changed to relate to the new processes. We will build upon our recent work for IiP and continue the shift towards a culture based on performance, increased personal interaction and recognition for individuals and teams. • Continuance of the existing temporary accommodation procurement strategy but with more robust processes for monitoring and control of the stock. These actions stretch beyond the end of 2004/5 and are ambitious. At present, there is not sufficient confidence here that the IT and HR functions will be able to move at the speed required to support this programme of change. 5.2 Best Value Reviews • There are none due in this Division in 2004/5 except that the Re-housing team is inside the BV review of repairs for 2004/5 in terms of voids performance. • The Division is well aware of its important contribution to the achievement of an improved CPA rating for the Council as a whole. 5.3 Quality Initiatives Strategy and Needs has just achieved IiP accreditation but this is just a first step in a range of quality improvements where the key actions will be: • Process redesigns to reduce the total time for service delivery – Homelessness and Temporary Accommodation and to speed the flow of temporary tenants out of B&B and into leased self-contained accommodation. • Increased use of the CSCs to widen our contact with clients and to improve our capacity to respond to enquiries more quickly. • Improved telephony. We have to remove a substantial shortfall in our capacity. 10 March, 2004 10
  11. 11. HOUSING STRATEGY AND NEEDS BUSINESS PLAN 2004/7 (final version) • Greater convergence of our Homelessness reception and advice/prevention activities. We need to solve more problems at the front desk and, where possible, pass fewer investigations of potential clients over to caseworkers. 5.4 Ensuring equal access • Plans are being developed to move the Homelessness role into the 4 CSCs and thus improve access for and those clients by spreading the reception process across the Borough. This project will also remove the diversity visible distinction that is currently created by separating people claiming homelessness from those using all other Council services. • The project to gradually move into the CSCs is a major piece of work throughout 2004/5. 5.5 Consultation • The draft Re-housing policy is commencing consultation at this moment and the entire process, including Member review after feedback will be completed in April/May. • It is anticipated that consultation exercises will be conducted prior to the reorganisation of the Homelessness role. • Our leadership of the Strategic Housing Partnership is a continuous consultation process with partner RSLs. 5.6 Electronic Service • All clients of this Division (except Council tenants seeking a housing transfer) are on the edge of Delivery homelessness or are in Haringey temporary accommodation. There are limited opportunities to introduce electronic transactions for this group of our clients. • A review will soon be underway to consider the feasibility of a self-assessment/application process on the Web for Housing applicants and our focus will be on any area where information and applications can be web-based. 10 March, 2004 11
  12. 12. HOUSING STRATEGY AND NEEDS BUSINESS PLAN 2004/7 (final version) 6.People Management Strategy and Needs has a total of 189.5 posts organised in the following structure. SM P06/8 P01/5 SO SCAL 4/6 M3/5 Total HSN 1 1 1 3 Management Strategy & 4 3.5 2 1 10.5 Programmes Finance 1 2 1 4 8 Housing Advice 6 11.5 1 18.5 Homelessness 1 5.5 20 7.5 34 Rehousing 2* 3 12.5 3 20.5 Lettings** 1 8 2 11 Housing Supply 1 15 5 6 27 Income Recovery 1 2 15 1.5 19.5 TA 4 23.5 5 5 37.5 Management** Total 1 10 43 99.5 31 5 189.5 *Includes secondment to ALG ** Lettings & TA Mgt feed into HM at BV level although form part of the HSN HR structure. 10 March, 2004 12
  13. 13. HOUSING STRATEGY AND NEEDS BUSINESS PLAN 2004/7 (final version) 7. Performance Indicators Monthly Performance Review Reporting BV Directorate/Description 2003/ Yearly Yearly Yearly Frequency 2004 Key actions and comments Target Target Target outturn 2004/5 2005/6 2006/7 A 62 Unfit private sector dwellings made 10% 10% 10% fit/demolished 11.3% A 64 Empty private sector dwellings 875 120 150 150 returned to occupation +300 +300 +300 PSLs PSLs PSLs M 67 Proportion of homeless This area will be subjected to significant change in processes throughout 2004/5. Close 90% 92% 93% applications on which the authority monitoring will be in place during the disruption but a gain in performance is not 92% makes a decision and issues 90% planned for this year. stretch written notification to the applicant within 33 working days. M 68 Average re-let time for local The service review is underway and further performance improvements will be achieved 30days 27 days 25 days authority dwellings 34.5 days– mostly in the Choice-based lettings area by process change and closer monitoring of performance. M 183a Average length of stay in B&B and Many unknowns – in particular, the market’s reaction to the rent reductions under the 5 4 4 ANNEX for households leaving TA 18.8 asylum amnesty and the impact this will have on TA demand. weeks weeks weeks (weeks) weeks That aside, our use of B&B as a proportion of TA will continue to reduce in this year. The TA management system to improve controls will be installed within the 2nd quarter and will improve access to control information. There will be no B&B households with children or pregnant women. M 183b Average length of stay in Hostels 94 weeks Analyse the existing stock of families in hostels and be clear about the actions necessary 50 40 30 for households leaving TA (weeks) for their phased removal. weeks weeks weeks Install close scrutiny of any decisions to place new households in this accommodation. 30 Modify reporting to provide ‘on-demand’ analysis of performance. stretch LHO 7 % of permanent social lettings 60% This is not just a performance issue – Members will decide on priorities in the 1st quarter. 65% 65% 65% which are made through the The Choice process is to be simplified this year and will probably be widened. choice-based lettings processes. Robust performance reports are to be installed within the 1st quarter. Principles already agreed. BV202 The number of people sleeping 10 Count and outreach arrangements already in place. 5 2 2 rough on a single night within the area of the authority. 10 March, 2004 13
  14. 14. HOUSING STRATEGY AND NEEDS BUSINESS PLAN 2004/7 (final version) 7. Performance Indicators BV203 The percentage change in the N/A Define the calculation. Clarification required. +10% +5% nil average number of families, which Ensure the front line is consistent in decisions in this area – guidelines to be issued within include dependent children or a April. pregnant woman, placed in temporary accommodation under the homelessness legislation compared with the average from the previous year. 10 March, 2004 14
  15. 15. HOUSING STRATEGY AND NEEDS BUSINESS PLAN 2004/7 (final version) Reporting BV Directorate/Description 2003/ Yearly Yearly Yearly Frequency 2004 Key actions and comments Target Target Target outturn 2004/5 2005/6 2006/7 M DMT1c Phone Answering – Housing 34% Detailed action plan in place on telephony. 55% 65% 70% Strategy & Needs Several defined projects for 2004/5 have significant impacts upon the telephone usage and performance. M DMT2a Complaints Stage 1 – Housing 98% Maintain and build slightly on this performance – reporting revisions for complaints 99% 99% 99% Strategy & Needs outstanding have been requested for April. M DMT2a Complaints Stage 2 - Housing 94% Maintain and build slightly on this performance – reporting revisions for complaints 95% 96% 97% Strategy & Needs outstanding have been requested for April. M DMT3c Members' Enquiries - Housing 96% Maintain and build slightly on this performance – reporting revisions for enquiries 96% 97% 97% Strategy & Needs outstanding have been requested for April. M DMT9c %age Invoices Paid within 30 days 91% Highest in Council – to be maintained. 92% 93% 94% – Housing Strategy & Needs M DMT5 %age Homeless Acceptances 54.7% Planned improvement from the Homeless Front Line project will improve performance 52% 47% 46% by 10% - to be seen in 2005/6. M DMT6 No of Homeless acceptances 93% If budget assumptions are correct, performance will be a repeat of this year. <100 <100 <100 compared to annual estimate Volumes in relation to budget assumptions will be tracked and reported monthly at budget monitoring meetings. M DMT7a Proportion of local authority rent 88.8% Key area of focus will be B&B collections due to known difficulties – HB system and 94% 95% 95% collected for all Temporary capacity in 2003/4. Accommodation Increased capacity and new structure will be in place for 1 months of 2004/5. M DMT7ai Proportion of local authority rent collected for B&B M DMT7ai Proportion of local authority rent collected for PSLs M DMT7ai Proportion of local authority rent collected for Hostels DMT7b % rent loss from vacant temporary 2.7% Much improved on last year. 2.2% 2% 1.8% accommodation dwellings (PSLs More detailed planning and the introduction of the TA database will improve our only) management of households into and out of TA. 10 March, 2004 15
  16. 16. HOUSING STRATEGY AND NEEDS BUSINESS PLAN 2004/7 (final version) Reporting BV Directorate/Description 2003/ Yearly Yearly Yearly Frequency 2004 Key actions and comments Target Target Target outturn 2004/5 2005/6 2006/7 Q DMT10 Number of Households rehoused 31 Key actions agreed on structure and process. 45 50 55 via the Moving Out Of London Improved marketing and performance monitoring to be installed by end of 1st quarter. scheme M DMT12 Average current length of stay in 21 weeks This will come down with the closer monitoring to be brought about by the TA database. 16 12 10 B&B (weeks) M DMT13 Average current length of stay in 16 weeks This will come down with the closer monitoring to be brought about by the TA database. 14 12 12 Hostels (weeks) 10 March, 2004 16
  17. 17. HOUSING STRATEGY AND NEEDS BUSINESS PLAN 2004/7 (final version) Appendix A - Housing Strategy & Needs Structure Charts HOUSING STRATEGY AND NEEDS Manager Jacqui Aitken REHOUSING TEAM Mobility Manager Registration Transfer Senior Medical Officer Manager Lettings Manager Paula Goodgame Officer Tony Susan Smith Rena Malhotra Alev Theobald Rehal Mobility Officers: Claire Portelli Admin Officers: Madonna Gaffney Gloria Logan Housing Registration Lettings Officers: Noel Novine Barbara Thompson Medical Assessors: Officers: Denise Charalambidis Jackie Richards Hailey McEvoy Zackie Johnston David Draffen Angela Loundes Dorothy Uduezue Lucy Dear Robert Ferguson Andy Bean Anthea Matthews Sharon Iossif Marcia Peart Rika Alexandrou Helen Burke Yvonne White Joy Smart Eve Evagora Beverley Levy David Campbell 10 March, 2004 17
  18. 18. HOUSING STRATEGY AND NEEDS BUSINESS PLAN 2004/7 (final version) HOUSING STRATEGY AND NEEDS Housing Supply Manager Moira Lucas HOUSING SUPPLY GROUP Housing Legal Manager Administration Empty Property Officer Development Team Leader Mekaeel Maknoon Officers: Anoma Amarajeewa Vacancy Sonia Espinula Regal Anthony Melissa Sterrett Finance Manager Development Michelle Foster Donna Murray Hotel Development Assistant Valuers: Valuation Officers: Officers: Leone Skerrit Officers: Colin Daywan Steve Jennings Kailash Ladawa Paul Spellin Jack Kalou D Chrysostomou Robert Vaughan Desmond Pitter Emilio Marchese Reuben Abiodun Yvonne Cookhorn Victor Fariyike Sandra Lawrence Maria Taylor Senior Conveyancers: Assistant Conveyancer Katherine Skinner Razia Lanzer Akinola Akinsanya 10 March, 2004 18
  19. 19. HOUSING STRATEGY AND NEEDS BUSINESS PLAN 2004/7 (final version) HOUSING STRATEGY AND NEEDS Manager Jackie Dyer TEMPORARY ACCOMMODATION Administrators: Sheila Miranda TEAM Mala Sukhedo Aaron Aus-Luseni Senior Housing Manager Hostel Cleaning Manager Senior Housing Manager Elizabeth Siley Amiri Bukari Hilda Bond Allocations Officers: Rent Recovery Officer: Hostel Cleaners: PSL Housing Managers: PSL Housing Managers: Angie Chesson Claire Wightman R Redhead Jacqueline Arthur Omotola Jacdonmi Jennie Corrigan D Kajue Jacqui Douglas Zeyto Kurter Jenny Brown P Pryce Matt Etiobhio Deborah Thompson I Maxwell Adelaide Quartey F Beauchampe Hostel Manager: Hostel Managers: Allocations Officers: Judith Campbell Madge Francis Caroline Mills-Nelwedim Jan Clark Allison Pittaway Alison Rennals Joy Cole Breda Russell Sarah William Carlton Cuthbert June Slade 10 March, 2004 19
  20. 20. HOUSING STRATEGY AND NEEDS BUSINESS PLAN 2004/7 (final version) HOUSING STRATEGY AND PROGRAMMES Housing Strategy Manager Tracey Moore Housing Development Housing Partnerships Housing Investment Housing Review Manager Manager Manager and New Initiatives Manager David Neale Barry James Vacancy Vacancy Project Assistant Project Officer Michael Kelly Shannon Francis Legal Officer David Daykin Project Officer Project Beverley Burbage Assistant Vacancy New Start Admin Sharrema Rankin 10 March, 2004 20
  21. 21. HOUSING STRATEGY AND NEEDS BUSINESS PLAN 2004/7 (final version) HOUSING STRATEGY AND NEEDS Housing Advice Team HOUSING ADVICE TEAM Manager Penny Rutter Service Support Officer Janice Herman Assistant Service Support Office Makesha Ansell-Mason Senior Housing Senior Housing Tenancy Relations Tenancy Relations Advisor/Manager Advisor/Manager Officer Officer Helen Evangelides Grace Manyika Carolyn Whiteley Vicky Pinkett Landlord Advice Worker Housing Benefit Housing Advisors: Housing Advisors: Advisor Probation Partnership Liaison Officer Buki Awolaru Cleo Andronikou Alan Elborough Steve McKnight Jim McLaughlin John Hanby Soulla Chrystostomou Michael Martin Diane Marie Carter Joy Oyewole Paul Bernard Beverly Baines 10 March, 2004 21
  22. 22. HOUSING STRATEGY AND NEEDS BUSINESS PLAN 2004/7 (final version) HOUSING STRATEGY AND NEEDS INCOME RECOVERY AND B&B Income Recovery Manager Veronica Clarke Admin Assistant Vacancy Emergency Senior Income Income Recovery Accommodation Manager Recovery Officer Officers: Nalan Grant Marcia Ford Terry Williams Mercedes Belinchon Femi Sorinola Adeshola Adebo Adetayo Abimbola Emergency Janet Watson Accommodation Officers: Anna Mavrides Lloyd Wilson Daley Tejouso Mario Cornelson Ian Hubbard Joanna Austin Hanna Brahim 10 March, 2004 22
  23. 23. HOUSING STRATEGY AND NEEDS BUSINESS PLAN 2004/7 (final version) HOUSING STRATEGY AND NEEDS FINANCE TEAM Senior Finance Office Hatice Husnu Finance Officer Finance Officer Finance Officer Oslyn Hammond Alfred Munyoro Oonah Newbury Building Manager Accountant Bernadette Mulvihill Allan Davis 10 March, 2004 23
  24. 24. HOUSING STRATEGY AND NEEDS BUSINESS PLAN 2004/7 (final version) HOUSING STRATEGY AND NEEDS Manager HOMELESSNESS TEAM Margaret Griffin Service Admin Officers Hayley Holohan Milly De La Casa Vulnerable Adults Jamie Daniel Officer Michelle Dowe Senior Housing Senior Housing Senior Housing Senior Housing Senior Housing Assessment Manager Assessment Manager Assessment Manager Assessment Manager Assessment Manager George Gibbs Tom McCann Charles Muotto Leila Salim Jeanette Laudat Housing Housing Assessment Officers: Visiting Officer Visiting Officer: Housing Assessment Officers: Randy Plowright Eileen Fisher Karen McGregor Assessment Officers: Christine Siffleet Mark Billings Rom Williams Jocelyn Weeks Linda Foster Babatunde Omilabu Peter Ledger Oya Hassan Zelda Goldshmidt Cynthia Greer Barbara Collis Tanya Kuradaci Patrick Omorogbe Olukemi Phillips Sonal Shah Lavdrim Krashi 10 March, 2004 24
  25. 25. HOUSING STRATEGY AND NEEDS BUSINESS PLAN 2004/7 (final version) Appendix B - Planned Improvements Business Plan Objective 1: To provide our statutory and wider Responsibility of: Assistant Director and SMT. duties to the homeless within budget and within agreed BV and corporate targets. Description of targets and performance measures • Statutory duties are met. • BVPIs and Corporate targets in this plan are met or exceeded. • CPA critical targets are reached • Cost levels meet Budget targets for ring-fenced and non ring-fenced activities. Activities to be undertaken Who When Resources • Manage and monitor each of the existing services through the AD + Senior Management Team All year SMT. AD + Senior Management Team • Build all targets/outcomes into the Appraisal process. AD + Senior Management Team + All year • Install more precise performance monitoring at 3rd and 4th tier Finance Manager level. AD + Senior Management Team + Finance Manager • Introduce improved performance reporting and budget management at 3rd tier level. Monitoring and Evaluation Record June 2004 September 2004 December 2004 March 2005 25
  26. 26. HOUSING STRATEGY AND NEEDS BUSINESS PLAN 2004/7 (final version) Business Plan Objective 2: To improve location stability for Responsibility of: Assistant Director and SMT families in temporary accommodation (TA) so improving family and community stability, and contributing to reduced school turnover. Description of targets and performance measures • Properties database and reporting system to be established in 1st qtr of 2004/5. • Measures of reduced movement of families to be put in place as outputs from the database and used to improve our monitoring of the temporary accommodation ‘pipeline’. Activities to be undertaken Who When Resources • Move homeless families direct to leased accommodation and M. Griffin, J. Dyer Ongoing house them within that property for the life of its lease unless their housing priority moves them into permanent accommodation. M. Lucas, J. Dyer, M. 1st Quarter • Increase the precision of planning for TA so that reductions in Griffin, SDT B&B use and the flow of households through the homeless process is more exactly managed. M. Lucas 1st Quarter External Resource • Set up a TA properties database. M. Lucas, J. Dyer, M. 2nd quarter • Process improvements, improved data quality and improved Griffin, SDT, Finance management reporting to be put in place to increase Manager management’s ability to move households through the system to meet this policy. • Ensure active monitoring of ALG agreement on placements by M. Lucas, Finance 4th Quarter other boroughs. Manager • Investigate and report on the viability of longer-term leased accommodation that could ‘emulate’ an increase in Council permanent stock. Monitoring and Evaluation Record June 2004 September 2004 December 2004 March 2005 26
  27. 27. HOUSING STRATEGY AND NEEDS BUSINESS PLAN 2004/7 (final version) Business Plan Objective 3: To bring together the Homelessness Responsibility of: Assistant Director, Head of Homelessness, Head reception and Housing Advice roles at the front line so that there is of Housing Advice, CSC management. a visible shift towards prevention in the service within the year 2004/5 and beyond. Description of targets and performance measures • Project plan in place by mid May. • Process and structure amendments proposed by end of Quarter 2. • Pilot scheme introduced in Apex House CSC early in the 3rd quarter of 2004/5. • New operation introduced Borough-wide to all four CSCs by 1st quarter of 2005/6. • Reduce the % of acceptances against applications by 10% in 2005/6compared with the year 2003/4. Activities to be undertaken Who When Resources • Confirm Project Plan M. Griffin, J. Rickman • Implement process and structure changes in the Homeless and M. Griffin, J. Rickman By 2nd Quarter External technical Housing Advice functions to converge their roles at the front support required line. M. Griffin, J. Rickman, April 2004 Heavy HR issues • Agree scope of CSC pilot scheme J.Waterhouse through to Heavy HR issues • Operate Pilot scheme at Apex House CSC. M. Griffin, J. Rickman, June 2005 Heavy HR issues • Extend operations to other CSCs. J.Waterhouse M. Griffin, J. Rickman, J.Waterhouse Monitoring and Evaluation Record June 2004 September 2004 December 2004 March 2005 27
  28. 28. HOUSING STRATEGY AND NEEDS BUSINESS PLAN 2004/7 (final version) Business Plan Objective 4: Continue existing TA procurement Responsibility of: Assistant Director and Head of Housing Supply. strategy to match further demand expansion and move away from the use of B&B where possible. Whilst underpinning the TA quality improvement in Objective 2, to optimise the overall cost position and deliver within the ring- fenced budget. Description of targets and performance measures • B&B as a % of homeless households (compared with 2003/4). • BV measures • Measure of voids income losses. • Ring fence budget met. Activities to be undertaken Who When Resources • Continue current working arrangements but install system- M. Lucas, J. Rickman 1st Quarter SDT-based resource based improvements to monitor existing and acquired property stocks + effective reporting for management overview. • Install a regular forecasting procedure within the Senior Finance Manager, M. 1st Quarter Management Team (SMT) to predict and meet property Lucas demand and to track the movement of homeless households. September 2004 • Develop landlord role within Housing Supply Team – review 1st M. Lucas 1st Quarter qtr M Lucas/P Rutter 1st Quarter/3rd quarter • Review the case for an expansion of the empty properties team. (implement review outcome) • Review this policy in mid year (September/October 2004) to consider the impact of any new direction in Government policy. Monitoring and Evaluation Record June 2004 September 2004 December 2004 March 2005 28
  29. 29. HOUSING STRATEGY AND NEEDS BUSINESS PLAN 2004/7 (final version) Business Plan Objective 5: To deliver improved support to Responsibility of: Assistant Director and Head of Homelessness. households with special needs by best use of the SP programme and effective multi-agency working: Description of targets and performance measures • Level C achieved in SP QA framework. • Support needs assessed and in place for all singles and families • Action on ex-offenders 24 assessments a month; 36 placements year in general/supported housing; 40 hostel placements – in liaison with probation. Activities to be undertaken Who When Resources • To ensure that the Hostels service reaches level C in the SP J. Dyer, SP Team, FC 12 th Quality Assessment Framework. April • To ensure that every single vulnerable adult has support needs Key Support to do assessment and 6th April Key Support assessed and met. support- whom to organise from HPU end • To ensure that all homeless families with support needs have HARTS to do assessment and support- 6th April HARTS these assessed and met. whom to organise from HPU end • To ensure that all single vulnerable adults who require Vulnerable Adult Support Workers 4th April VASW supported housing receive it. • To ensure that management systems are in place to assist with T. Seymour, FC, M. Pelling 12th SP funding? delivering on support issues e.g. a decocted senior within April Homelessness. • To agree arrangements for effective discharge arrangements FC/M. Griffin 7th April DoH funding from St Ann’s hospital. • To review effectiveness of current move-on arrangements with FC, P. Rutter, J. Aitken 5th April voluntary sector providers. • To consider scope for increasing support services offered FC, L. Salim, M. Griffin 9th April SP funding? through Hearthstone. • To review access arrangements to sheltered housing for FC 3rd April homeless households. • To establish Housing input into planning processes of PCT and FC, T. Moore 3rd April Mental Health Trust. • To review hospital discharge arrangements for people with FC, L, Redfern (PCT), B. Lanigan 3rd April DoH funding/ physical disabilities/older people (Social Services) • Provide assessments of support needs and provide appropriate ……………………… MG? 29
  30. 30. HOUSING STRATEGY AND NEEDS BUSINESS PLAN 2004/7 (final version) floating support to all teenage parents presenting as homeless. • Work with probation partners for the settlement of ex-offenders. • Plan for the wider operation of the service and move to 5 day MG 2nd Qtr working. Monitoring and Evaluation Record June 2004 September 2004 December 2004 March 2005 Business Plan Objective 6: To maximise supply and access to Responsibility of: Assistant Director and Heads of Re-housing & affordable housing. Housing Strategy. Description of targets and performance measures • Total new housing units delivered in the north London sub-region • Total new housing units delivered in Haringey – 300 in 2004/5 and 350 in 2005/6. • Total nominations available through sub-regional arrangements to Haringey (new supply) • Total nominations obtained by Haringey (new supply) • Quantity of total lettings from RSLs. • % of RSL lettings let to Haringey applicants. • Deliver a key worker housing strategy for Haringey • Achieve 80 under-occupation moves in 2004/5 Activities to be undertaken Who When Resources • Work closer with RSLs within the Housing Strategic Partnership (HSP) to gain increased momentum – their agendas are not entirely the same as ours. B. James Monthly meetings • Work through the sub-regional development forum to ensure that nominations quotas to be agreed are beneficial to B. James Quarterly forums Haringey. • Work through the Housing Association Development Forum to effectively monitor the new supply programme in the borough B. James By June 2004 and ensure that developments are delivered. • Work closely with Planning and Property Services to develop a supply pipeline programme in line with asset management strategy. • Make use of some suggested changes in the Lettings Policy to 30
  31. 31. HOUSING STRATEGY AND NEEDS BUSINESS PLAN 2004/7 (final version) obtain additional co-operation from the HSP RSLs. S. Francis June 2004 • Use increased marketing resource to promote under- occupation moves. Target of 80 to be worked to. • Work closely with Human Resources and other public sector S. Francis From April 2004 employers to integrate the Key Worker Housing Strategy with an overall recruitment and retention strategy for the borough. • Engage with the North London ‘zone agent’ to deliver the Key Worker Housing Strategy. Monitoring and Evaluation Record June 2004 September 2004 December 2004 March 2005 31
  32. 32. HOUSING STRATEGY AND NEEDS BUSINESS PLAN 2004/7 (final version) Business Plan Objective 7: To lead the development, Responsibility of: Assistant Director and Head of Housing Strategy. monitoring and implementation of the Council’s Housing Strategy and ensure it is fit for purpose Description of targets and performance measures • Strategy in place and gains ‘fit for purpose’ status. • All targets and activities in Action Plan achieved. Activities to be undertaken Who When Resources • Draft strategy completed. T. Moore March 2004 • Final strategy to be published including executive summary. T. Moore May 2004 • Housing Strategy consultation conference. J. Robinson May 2004 • Quarterly monitoring of action plan through Housing DMT and T. Moore Quarterly HHSP. • Undertake research into the housing needs of BEM communities T. Moore By March 2005 in Haringey. Monitoring and Evaluation Record June 2004 September 2004 December 2004 March 2005 32
  33. 33. HOUSING STRATEGY AND NEEDS BUSINESS PLAN 2004/7 (final version) Business Plan Objective 8: To increase our engagement with Responsibility of: Assistant Director and Head of Housing Advice. private sector landlords to expand the provision of privately owned accommodation that is available for rent at affordable levels. [Link to TA strategy in Objective 4] Description of targets and performance measures • Continue to develop the Landlord Forum and increase membership. • Review the place of the landlord role - within this team or Supply team? • Landlord representative to be elected to the Haringey Housing Strategic Partnership by September 2004 • Landlord Accreditation Scheme in place by April 2004, providing 30 properties in the pilot period. • To actively participate in the Pan-London Landlord initiatives. • Publish assessment of the Scheme within 3rd quarter of 2004/5. • After pilot assessment, publish proposal for permanent scheme within the 4th quarter of 2004/5. • Measure and report the number of households housed inside the pilot and thereafter, in the widened scheme. Activities to be undertaken Who When Resources • Elect a landlord representative for the Haringey Housing A. Elborough By September 2004 Strategic Partnership • Landlord Forum to be organised quarterly and publicised D. Gandy On going widely A. Elborough On going • Attendance at Pan London meetings A. Elborough On going • Close management and assessment of the pilot scheme. A. Elborough On going • Arrange regular feedback to Members and targeted landlords. A. Elborough 3rd & 4th Qtr 2004/5 • Develop proposals and budgets for a wider scheme and set targets for coverage. • Assess the case for increased capacity in Empty Properties M. Lucas Assessment 2nd team and take action if the case is supported. Quarter Action 3rd Quarter Monitoring and Evaluation Record June 2004 September 2004 December 2004 March 2005 33
  34. 34. HOUSING STRATEGY AND NEEDS BUSINESS PLAN 2004/7 (final version) Business Plan Objective 9: To manage the transition of asylum Responsibility of: Assistant Director and Heads of Homelessness seekers under the recent amnesty so that the overall project and Housing Supply. is completed within target timetable and budgeted costs. Description of targets and performance measures • 75% or ILR cases are enabled to remain in their accommodation in the short term. • Acceptance of duty to house the other 25% is undertaken within our standard budgeted unit costs per dwelling. • Completion of the exercise within the Home Office timetable of April 2005. Activities to be undertaken Who When Resources • Close monitoring – both internally (HN&N, HB and Asylum - M. Lucas, M.Griffin Ongoing monthly) and externally (ALG fortnightly) – to judge progress and intervene where necessary and to contribute to the lobbying process. M. Lucas Ongoing • To keep all suppliers well informed and throughout the year; to facilitate a process to encourage retention of the households M. Lucas Ongoing within their tenancies. • To provide additional advice and support to tenants and M. Lucas Ongoing landlords; to encourage accommodation stability wherever possible. M. Lucas Ongoing • To set up and give support to joint liaison and monitoring with neighbouring authorities. • To inspect, as exceptions, reported sub-standard or severely over-crowded properties (of ILR families) and approve re- housing if applicable. Monitoring and Evaluation Record June 2004 September 2004 December 2004 March 2005 34
  35. 35. HOUSING STRATEGY AND NEEDS BUSINESS PLAN 2004/7 (final version) Business Plan Objective 10: To be active contributors to the Responsibility of: Assistant Director and Heads of Housing Strategy Sub-Region agenda and, in particular, to make progress on and Re-housing. convergence within the key area of Lettings. Description of targets and performance measures • Active participation in sub regional groupings on Homelessness and Supporting People, Private Sector Housing and Lettings. • Development of a sub-regional approach to housing assessment and lettings (subject to Member agreement). • Implementation of sub-regional housing assessment scheme (subject to Member agreement). • Development of a choice based lettings scheme that works across the sub region. • Undertake an active role in developing the sub-regional Private Sector Housing Strategy. • Actively participate in the development of a sub regional strategy on homelessness. Ensuring that Haringey’s issues are incorporated and considered Activities to be undertaken Who When Resources • Increase participation in the Sub Region planning process. T. Moore, J. Aitken T. Moore Ongoing • Participate in sub regional groups – Lettings, Homelessness, J. Aitken Private Sector. J. Aitken From March 2004 • Work with partners to develop a sub-regional approach to D. Gandy On going housing assessment and lettings (subject to Member agreement). J. Aitken • Implement sub-regional housing assessment scheme (subject to Member agreement). J. Aitken • Develop improved choice based lettings scheme within sub T. Moore region agenda. D. Gandy • Identify areas of commonality in Private Sector Strategies and Renewal Policies across the sub region to identify areas for joint D. Gandy working and early initiatives. Strategy produced by • Undertake an active role in developing the sub-regional Private September 2004 Sector Housing Strategy. Monitoring and Evaluation Record June 2004 September 2004 December 2004 35
  36. 36. HOUSING STRATEGY AND NEEDS BUSINESS PLAN 2004/7 (final version) March 2005 36
  37. 37. HOUSING STRATEGY AND NEEDS BUSINESS PLAN 2004/7 (final version) Business Plan Objective 11: To lead a programme of change Responsibility of: Assistant Director and SMT + HR and cultural transformation throughout the Division based on improved management effectiveness, job redesign, process improvement and increased flexibility in service delivery. [This is a major task that will span 2004 –6] Description of targets and performance measures • All re-structures complete within 2004/5. • Revised JDs in place for generic support roles within 2004/5 but main benefits evident during 2005/6. • Development work on 4th tier roles and impact on 3rd tier effectiveness. First improvements by 3rd quarter 2004/5 but ongoing through to late 2006. • Improvement evidenced in 2nd HS&N staff survey during 3rd quarter and 3rd survey during 1st quarter of 2005/6. Activities to be undertaken Who When Resources • Restructure projects to be completed in Income Recovery and J. Dyer, V. Clarke, J. st 1 Quarter Heavy HR involvement Temporary Accommodation (already underway). Rickman throughout • Restructure projects to be completed in Homelessness and M. Griffin, P. Rutter, J. 3rd Quarter Housing Advice. Rickman • Review and restructuring of support roles in the Division to be J. Rickman, SMT 3rd Quarter completed by 3rd quarter. • Database projects to be completed in support of the process J. Rickman 3rd Quarter External Resource improvements. • Pilot Document management system (Funding permitting) J. Rickman 4th Quarter • Leadership programme for 3rd and 4th tier managers. OD&L Ongoing • Management workshops/away-days every quarter. Assistant Director Ongoing • Staff seminars on change proposals (2 to 3 in 2004/5). Assistant Director Ongoing • Maintain momentum of staff newsletters. Assistant Director Ongoing • Increase the publication of regular performance data to all Assistant Director, SMT, Ongoing staff. Finance Manager Monitoring and Evaluation Record June 2004 September 2004 December 2004 March 2005 37
  38. 38. HOUSING STRATEGY AND NEEDS BUSINESS PLAN 2004/7 (final version) Business Plan Objective 12: To remedy the capacity shortfall in Responsibility of: Assistant Director and SMT the Division which currently threatens our ability to deliver the target on the ring-fenced budget and otherwise continues to diminish our ability to respond to telephone calls and service our customers. Description of targets and performance measures • Planned capacity increments in place by end of 1st quarter. • Improved telephone answering capacity in place / transfers of selected services to call centre phased in during 1st, 2nd and 3rd quarters. • Call Centre satellite project underway in April and reporting by June 2004. Actions to be decided. Activities to be undertaken Who When Resources • Implement planned structure/capacity changes in Income J. Dyer, V. Clarke Ongoing HR Recovery and Temporary Accommodation. involvement • Define and implement Call Centre Project. J. Rickman, SDT, J. Waterhouse 3rd Quarter • Define and implement central administration project. J. Rickman 1st Quarter Telephony Team • Identify and implement key capacity actions in telephone J. Rickman, Telephony Team, Extend IT resource, answering: SMT heavy HTC issues • service transfers to call centre, • internal actions on telephone configuration • a separate project investigating the feasibility of a satellite call centre operation in S&N • Define and implement the revised structure of Homelessness and Housing Advice (see Objective 11). M. Griffin, P. Rutter, J. Rickman Monitoring and Evaluation Record June 2004 September 2004 December 2004 March 2005 38
  39. 39. HOUSING STRATEGY AND NEEDS BUSINESS PLAN 2004/7 (final version) Appendix C - People Planning in Housing A Plan for improved people management Setting the scene… “Support for capacity building for Councils and training for Members & officers is an important part of our proposals to see excellent local government services & Leadership.” Local Government White Paper: Strong local leadership - Quality public services “Developing a skilled & competent workforce is essential to the future of local government. Comprehensive performance assessment, improvement plans & District Audit reviews all demonstrate the need for local authorities to ensure that they have the skills & capacity required to improve performance and to meet future challenges.” Employers organisation for local government “To develop the organisation, change the culture and increase the Capacity of Haringey Council.” Haringey Council's CPA Action Plan, November 2002 This is a 3 year plan, amended annually. Progress to be reviewed at Department's DMT biannually. Version: 3 Date: 3 March 2004 People Plan Agreed DMT 3 March 2004 by: 39
  40. 40. HOUSING STRATEGY AND NEEDS BUSINESS PLAN 2004/7 (final version) Aims of the People plan Firstly, the people plan aims to address the requirement for the Service to meet:  Priority 2, Objective 1 of Haringey Council's CPA Action Plan “To develop the organisation, change the culture and increase the capacity of Haringey Council.”  Housing Strategy objectives:  Improve housing services to residents across tenures  Maximise the supply of and access to affordable homes  Develop communities that are safe, sustainable and cohesive, where people can achieve and succeed  Regenerate our neighbourhoods achieving decent homes for all and narrowing the gap between our wealthiest and poorest areas Secondly, it aims to establish the improvement framework that will ensure the right people with the right skills are in the right jobs at the right time, to deliver highly performing, efficient & effective services to our communities, without compromising their work/life balance. We have developed 5 objectives to make sure that we realise the above aims. 40
  41. 41. HOUSING STRATEGY AND NEEDS BUSINESS PLAN 2004/7 (final version) The objectives: Methodology used to develop the plan 1. Sustainable Workforce: Ensure sustainability of the workforce through targeted recruitment & retention programmes. AD’s for each business unit met with OD&L consultant and key managers in the service (S&N, 2. Shared vision values: Ensure that staff know & understand objectives HHBS) of the organisation, of the service and the part they play AD for HMS met with key staff in the service with 3. Skills & Knowledge: Continually develop people's professional and OD&L consultant adding additional comments. non-professional skills & knowledge and provide support through Data analysis across the department periods of change. Personnel Services analysis of Business Plans 2003 4. Management: Increase the capacity of managers at all levels to deliver quality services through use of performance management. DMT discussion with OD&L of draft plan Housing Service managers’ Seminars 5. Structure & Systems: Ensure the structures and systems are in place reflect the needs of our business. Further discussion with OD&L and Personnel DMT discussion and agreement on final version People Planning People Plan Objective 1 Responsibility of Sustainable workforce: Ensure sustainability of DMT workforce through targeted recruitment & retention programme(s) Description of targets and performance measures 41

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