METROPOLITAN BOROUGH OF WIRRAL HOUSING & COMMUNITY …democracy.wirral.gov.uk/Data/Housing and...
Transcript of METROPOLITAN BOROUGH OF WIRRAL HOUSING & COMMUNITY …democracy.wirral.gov.uk/Data/Housing and...
METROPOLITAN BOROUGH OF WIRRAL
HOUSING & COMMUNITY SAFETY SELECT COMMITTEE
18 NOVEMBER 2003
REPORT OF THE DIRECTOR OF HOUSING & ENVIRONMENTAL PROTECTION
PROGRESS OF DEPARTMENTAL SERVICE PLAN 2003-2006
1.0 EXECUTIVE SUMMARY
1.1 This report advises Members of progress made in respect of the Housing &Environmental Protection Departmental Service Plan 2003-2006. Members are asked tonote the contents of this report.
2.0 BACKGROUND
2.1 All departments are required to produce a Departmental Service Plan. These plansfollow a corporate format and are structured to link them to the Council's Corporate Planand the corporate objectives and priorities. In addition, this year, the service plan alsotook into account the actions required as a result of the Comprehensive PerformanceAssessment
2.2 This service plan was presented to the Cabinet in January of this year. The service planstipulates that a report is submitted to Members in November 2003 to monitor andevaluate progress.
2.3 All service plans contain measurable outcomes. They include routine work, statutoryplans, Best Value improvement plans and work to meet both local and governmentperformance indicator requirements.
2.4 The plan sets the main service objectives for the department for the next three years.The individual service objectives and targets for the department are defined in specificDivisional Action Plans.
2.5 This report shows the progress made in respect of the Departmental Management TeamAction Plan (Appendix 1) and the Housing Strategy (Appendix 2), Housing Operations(Appendix 3) and Construction Services (Appendix 4) Divisional Action Plans. AdditionalAction Plans itemise progress for learning & development (Appendix 5), humanresources (Appendix 6) and risk management (Appendix 7).
2.6 Progress in respect of each these Action Plans is detailed in the appendices to thisreport. Progress in respect of the Action Plans for Environmental Services,Environmental Health and Trading Standards & Support Services Divisional Action Planshave already been presented in a report to the Environment and Transport SelectCommittee.
3.0 SUMMARY OF PROGRESS
3.1 Departmental Management Team Action Plan Summary
3.1.1 We maintained our Investors in People accreditation following an assessment in June.The assessor noted the continuing improvements that had been made to learning &development in particular the emphasis on management and supervisor training.
3.1.2 We are continuing to drive down absence rates in the department. Additional training inhealth & safety has contributed to reductions in accidents and absences due to accidentsat work.
3.1.3 We achieved our goal of fully integrating the Construction Services Division into thedepartment. The advantages of integration and closer working relationships havebenefited all involved.
3.1.4 We are also actively contributing to service improvement thorough the implementation ofE-government. We have identified an initial 10 services which it is planned will bedelivered through customer access facilities such as One Stop Shops or Call Centres.
3.1.5 Departmental performance across a range of indicators including Best Valueperformance indicators is regularly reviewed by the Departmental Management Team atregular monthly performance meetings. Shortcomings in performance can be identifiedand corrective measures implemented.
3.1.6 The department has incorporated the corporate risk management strategy into theoverall planning process enabling risks to be identified and appropriate control measuresimplemented within an overall Risk Matrix. The departmental management teamreviewed the Risk Matrix in September. This showed, that overall, most risks wereadequately controlled and some had been eliminated. The results of the review aredetailed in Appendix 7.
3.2 Construction Services Division Action Plan Summary
3.2.1 The division managed to maintain a balanced Trading Account showing a small profit.
3.2.2 The Void Action Group was set up with significant improvements in service delivery.
3.2.3 The section achieved the RoSPA Gold Award for continued improvement in Health andSafety Management Systems. In addition we also received the Health Action GoldAward for commitment for raising the awareness of health of staff
3.2.4 We continue to develop staff through IOSH Managing Safely and ManagementAssessment of Proficiency. Positive feedback from IiP and re-accreditation and in-housetraining for Cable Avoidance for operatives. We have taken on 8 Modern CraftApprentices one of whom, Ian Roughley won Merseyside Apprentice of the Year Award.
3.2.5 We are working with the fire brigade on paint and repair schemes to offer free fire safetychecks and installations of smoke alarms.
3.3 Housing Strategy Action Plan Summary
3.1 The key strategic objectives within the Housing Strategy function have been achievedbroadly in line with the targets set. This focuses upon –
• the Housing Market Renewal Initiative• the Private Sector Housing Strategy• Choice Based Lettings and Homelessness
In addition to these major, significant and influential strategic developments, there hasalso been a continued programme of delivering change regarding –
• the Ten Streets Acquisition and Demolition Initiative in partnership with WirralMethodist Housing Association, The Housing Corporation and English Partnerships
• the Beechwood Partnership Scheme, whilst overall progress has been protracted,significant achievement has been in the swift rehousing of existing tenants whichallows for an anticipated start on site date of 2004
• the further development of the Private Landlords’ Strategy through successfulinitiatives such as the Private Landlords’ Forum, Landlord Training Programme,Landlord Energy Efficiency Grants Scheme and the Landlord Focus Group which willnow be taken on by the Landlord Accreditation Team who will primarily deliver therecently launched Accreditation Scheme.
In relation to supported housing, this has been a period of change and development, withthe following outcomes having been achieved:
• The implementation of the Supporting People programme, and progress having beenmade on all agreed Year 1 actions including the carrying out of the full needs survey.
• The revised Sheltered Housing Service being implemented in stages from November2003 – March 2004, including the establishment of a dedicated out of hours services.
• Progressing joint working initiatives – POPIN, establishment of Integrated CommunityEquipment Store etc – with partners in Health, Social Services, Probation andVoluntary Section.
• Specifying the new Home Adaptations and Wirral Home Management Agencypriorities and working practices to link to the various new Agendas.
3.4 Housing Operations Action Plan Summary
3.4.1 The application for a place on the Stock Transfer Programme 2003 and subsequentapproval has led to a great deal of work in developing an offer to tenants which reflectsthe improvements in services which they would like to see. The position of the HRAmeans that it is impossible to further improve services with the Council. In particular theCouncil would not be able to achieve the Government's decent homes standard by 2010.The restructure of the Housing Services Division is under way. This will introducespecialist working into the Area Housing Offices. Three areas of specialisation will beintroduced; income - dealing with rents and arrears; property dealing with voids andallocations; and estate management.
3.4.2 The ballot of tenants for stock transfer will take place early in 2004. If they vote in favourof transfer the properties will transfer to Wirral Partnership Homes in January 2005.
3.5 Departmental Learning & Development Objectives Summary
3.5.1 77% of all managers and 92% of all supervisors in the department have attendedrecognised managerial and supervisory training.
3.5.2 Over 400 staff have received Fire Safety training and 304 ECDL module passes havebeen achieved.
3.6 Human Resource Issues Action Plan Summary
3.6.1 The review of the Housing Management services is now nearly complete. Therestructure of Housing Strategy following the Best Value Review is scheduled forcompletion in early 2004.
3.6.2 Proposed changes to the Warden system have started with the Out of Hours team inplace form October 2003.
3.6.3 Eight trade and four administrative apprentices have been appointed as part of themodern apprenticeship scheme.
4.0 FINANCIAL & STAFFING IMPLICATIONS
4.1 There are no additional financial or staffing implications arising directly from this report.
5.0 EQUAL OPPORTUNITIES IMPLICATIONS
5.1 Many aspects of the Department’s work is focused on improving services to those whoare disadvantaged in society.
6.0 LOCAL AGENDA 21 IMPLICATIONS
6.1 There are none arising from this report.
7.0 LOCAL MEMBER SUPPORT IMPLICATIONS
7.1 There are none arising from this report.
8.0 HUMAN RIGHTS IMPLICATIONS
8.1 There are none arising from this report.
9.0 COMMUNITY SAFETY IMPLICATIONS
9.1 The Department’s work in relation to the Council’s Community Safety Strategy is detailedin the relevant parts of the service plan.
10.0 PLANNING IMPLICATIONS
10.1 There are none arising from this report.
11.0 BACKGROUND PAPERS
11.1 Housing & Environmental Protection Departmental Service Plan 2003-2006
12.0 RECOMMENDATION
12.1 Members are asked to note the contents of this report and the progress made by thedepartment.
Alan StennardDirector of Housing & Environmental Protection
This report was prepared by Clive Ashton who can be contacted on 666 4949
Appendix 1DEPARTMENTAL MANAGEMENT TEAM ACTION PLAN 2003 - 2006
Objective Action By when LeadOfficer
Performanceindicators/ Outputs
ResourceImplications
Contribution toCouncilObjectives/Priorities
CurrentSituation
Ensure that staff undergo KIEdiscussions
April 2004 All DMT 100% of available staff Existing 82.4% for2002/03
E-government. Contribute toCustomer Services Strategy
Reviewquarterly
All DMT BVPI 157 Existing 10 servicesidentified fordelivery bycustomer accessfacilities.
1. ImproveStandards ofcommunication
Incorporate findings ofCommunication survey intoCommunications Strategy andimplement into department
September2003
PROfficer
Revised CommunicationsStrategy availableelectronically to staff byApril 2003
Existing
3, 9D(i)
New PR officerstarted work.
2. Improvestandards oflearning &development
Reassessment against IiPStandard
June 2003 POMS Maintain accreditation Existing 3, 9(i), (iii)
IiP retained June2003. New ActionPlan formulated.
3. Improvestandards. OfH&S throughoutthe department
Reduce working days lost fromwork related injury and ill-healthby 15%Reduce incidence of fatal andmajor injury accidents by 5%Reduce the incidence of cases ofwork related ill-health by 10%
April 2004 ADSupportServices
Departmental AccidentStatistics
CIEH Trainingfor all staff"ManagingSafely" Trainingfor all managers
All objectives ontargeta) target 307
actual 41b) target 0
actual 0c) target 93
actual 51
4. Improvedepartmentalabsence rates
Reduce the average number ofworking days lost throughsickness to under 11.35 days
April 2004 CRM Departmental Sicknessstatistics. BVPI 12
Existing
4, 5, 9B, C(i), (iii)
12 point movingaverage 9.88.BVPI for 03 / 0410.8 days
DEPARTMENTAL MANAGEMENT TEAM ACTION PLAN 2003 - 2006
Objective Action Bywhen
LeadOfficer
Performanceindicators/ Outputs
ResourceImplications
Contribution toCouncilObjectives/Priorities
CurrentSituation
Use EFQM outputs as a "HealthCheck"
ActionPointsJune2003
ADSupportServices
On going improvements Existing EFQMsessions to bearranged. Newformat to beconsidered
5.Improvestandards ofmanagement &organisation
90% of identified managers to haveundergone MAP training
March2004
DeputyDirectorHousing
Achieve 45% by July2003
Training Budget
3, 9D(ii)
77.6% havehad initialassessment
Investigate and report viability ofmerger with Social Services andother departmental administrativefunctions
May 2003 ADSupportServices
Single service inoperation April 2004
PossibleSavings
No further actionat present
Fully integrate ConstructionServices Admin functions into thedepartment
May 2003 CRM &AD (CS)
Single service operational2003
Possiblesavings
Completed
Review Procurement within thedepartment using EFQM model
May 2003 All DMT Report for DMT May 2003 Existing Completed
6.Partnerships
Encourage creative partnershipswhich contribute directly tocorporate objectives and ongoingservice improvements
April 2004 AD's Measure no. ofpartnerships in place andmeasure number of newpartnerships annually
Existing
1, 2, 4, 6, 7, 9A, B, C, D(i), (ii), (iii)
Review March2004
7. Equality ofopportunity &access toservices
100% of identified staff to haveundergone EqualOpportunities/Diversity training
March2004
AD's In accordance with targetsin departmental trainingplan
Training budget 9, 7B(i)
New coursebeing planned
8. Local Agenda21 &Sustainability
Advise staff on ways to reduceconsumption of energy and paperto corporate standards
March2004
CRM Reduce Paperconsumption by 10%
Existing 1, 9(ii)
Reductions inenergy & paperconsumptionbeing monitored
DEPARTMENTAL MANAGEMENT TEAM ACTION PLAN 2003 - 2006
Objective Action Bywhen
LeadOfficer
Performanceindicators/ Outputs
ResourceImplications
Contribution toCouncilObjectives/Priorities
CurrentSituation
9. ReviewPerformance ofPIs and PSAs
KPI reports to COMT
BVPIs, Local PIs and PSAsreviewed monthly by DMT
Quarterly
Monthly
Director Targets as stated in BestValue Performance Plan
Existing 9D
PerformanceReport presentedmonthly toPerformance DMT
10. RiskManagement
Identify Significant Risks i.e. thosethat can affect strategic oroperational objectivesConsider the top ten risksCreate a Risk MatrixCreate a framework of monitoring,review and reporting
Twice peryear
DeputyDirectors
Risk Matrix created eachyear
Reviewed in Septembereach year
Existing 9(iii)
Departmental RiskMatrix reviewed inSeptember andrisks re-evaluated
11. Asset &facilitiesmanagement
Collect and manage assetinformation in a manner that can becompared
Quarterly AD (HS)CRM
Report to DMT Existing 1, 9(ii)
PIs created whichrelate to timespent on the AssetMgt Plan
12. CustomerResults
Using results from monitoringComplaints, Political Enquiries,"Comments Please" forms etc. toidentify trends and patterns toenable better targeting of resources
Develop Customer Strategy
Start May2003
May 2003
All DMT
All DMT
Quarterly reports to DMT
March 2004
Existing 9D
Performance Reportidentifies problemsenabling them to beaddressed.
13. People
Contribute to corporatedevelopment of HR Strategy
On going All DMT To be developed Existing 9, 3D(i), (ii)
Training on newKIE format,service planning &competencies.New CorporateStaff attitudesurvey to becarried out
APPENDIX 2 - HOUSING STRATEGY ACTION PLAN 2003 2006
Objective Action By When Lead Officer Performanceindicators/Outputs
ResourceImplications
Contributionto CouncilObjectives/Priorities
Current Situation
ImplementChoice BasedLettings Servicefor SocialHousingproviders
♦ Implement computerisedsystem
♦ Retrain Agency staff♦ Set up Property Shop(s)
May 2003
April 2003March 2004
P.O. Policy &Development
Existing 6,7,9B; D(i)
Choice Based lettings policyand proceduresimplemented Borough widein Oct 2003. Review oflocation of servicecommenced
To reviewHomelessServices andDevelopHomelessStrategy
♦ Undertake review of existingservices
♦ Develop new homelessstrategy
April 2003
July 2003
ManagerUHWLA
BV183; Existing 4,6,7,9B; C; D(i) (iii)
Homelessness review andStrategy completed andpublished July 2003.Strategy currently beingimplemented by Counciland its partners
Contribute toRegeneration ofNeighbourhoods
♦ Contribute to Housing MarketRenewal Initiative – MerseysidePathfinder Prospectusincluding:
♦ Wirral Area DevelopmentFramework
December2003
AD HousingStrategy/ POP&D/PO PSHR
HMRIFundingHIPAllocation
1,2,4,5,6,9A;C(i) (ii)
HMRI Prospectus submittedto ODPM in Oct 2003 andnegotiations underway
♦ Continuation of TranmereHousing RegenerationPartnership Programme
Ongoing AD HousingStrategy
HIPHousingCorporationADP
1,2,4,5,6,9A;B;C;D(i) (ii)
Continuing and developingin line with HMRI Strategy
♦ Implement New Tools Initiative‘10’ Streets, Birkenhead.Partnership Wirral MethodistH.A.
Ongoingend 2005
PO PSHR HIP HousingCorporationADP
1,2,6A(iii)
Continuing progress beingmade (over 50% ofproperties acquired, EnglishPartnerships fundingsecured, first phase ofdemolition imminent)
HOUSING STRATEGY ACTION PLAN 2003 2006
Objective Action By When Lead Officer Performanceindicators/Outputs
ResourceImplications
Contributionto CouncilObjectives/Priorities
Current Situation
♦ Enable Beechwood PartnershipScheme with
♦ Riverside H.A.
End2005/6
AD HousingStrategy
HRAHousingCorporationADP
1,5,6,7A;C(iii)
Continuing rehousing oftenants, more than two thirdproperties vacant, Legalagreements to becompleted by Dec 2003,anticipated start on sitespring 2004
Objective Action By When Lead Officer Performanceindicators/Outputs
ResourceImplications
Contributionto CouncilObjectives/Priorities
Current Situation
♦ Ensure Housing contribute towider corporate regenerationinitiatives etc.
Ongoing AD HousingStrategy/POPolicy & Dev
PrivateFinanceExisting
1,2,4,5,6,7,9A;B;C(i)
Ongoing such asNeighbourhoodManagement Pathfinder Bidsubmitted Nov 2003,housing leading on aspectsof neighbourhood renewalactivity and majorcontributions to agenda ofLSP and development of itsCommunity Strategy
Objective Action By When Lead Officer Performanceindicators/Outputs
ResourceImplications
Contributionto CouncilObjectives/Priorities
Current Situation
ContinuouslyReview HousingStrategies andServices
♦ Continue to develop theCouncils enabling role withrespect to RSL’s
Ongoing AD HousingStrategy/POPolicy &Development
Existing 2,6,7A;B(i)
Continuing development ofWirral’s Strategic HousingPartnership and continuingenabling of RSLdevelopment in Tranmereand other parts of Wirralproviding homes for rentand sale and homes for
HOUSING STRATEGY ACTION PLAN 2003 2006
Objective Action By When Lead Officer Performanceindicators/Outputs
ResourceImplications
Contributionto CouncilObjectives/Priorities
Current Situation
♦ Produce Private SectorHousing Strategy. To include:
♦ local policy on financialassistance to homeowners
♦ private landlords strategy♦ clearance programme♦ HMO’s♦ Stock Condition♦ Empty Homes policy
AD Housing/PO PSHRPO Policy &Development
BV62;BV64
Existing 1,2,4,5,6,7,9A;B;C;D(i) (ii)
Private Sector HousingStrategy published July2003 including local policyon financial assistance tohomeowners. Continueddevelopment of PrivateLandlords Strategy on-going through LandlordAccreditation and researchbegin in relation to financialpackages for homeownersin line with HMRI
♦ Promote greater thermalefficiency in accordance withthe Home Energy ConservationAct (HECA) Strategy
AD HousingStrategy/POPolicy &Development
BV63 Existing 1,4,6,7,9(ii) (iii)
HECA Progress Reportsubmitted Sept 2003. Over10% reduction in energyconsumption over last sixyears reported: recruitmentof a dedicated EnergyEfficiency Officer in July2003
Objective Action By When Lead Officer Performanceindicators/Outputs
ResourceImplications
Contributionto CouncilObjectives/Priorities
Current Situation
ContinuouslyReview HousingStrategies andServices (cont..)
♦ Review and revise Wirral’sHousing Strategy statementand HRA Business Planincluding Housing InvestmentProgramme (HIP) submission.
July 2003 AD HousingStrategy/AD HousingServices/PO Policy &Development
HIP Score.Retain‘aboveAverage’status
Existing 2,6,7,9B;C;D(i) (ii) (iii)
Redrafted Housing StrategyStatement submitted toGovernment Office forcomment. Programmeagreed with GovernmentOfficer for achieving ‘fit forpurpose’ Housing Strategyby 2004
HOUSING STRATEGY ACTION PLAN 2003 2006
Objective Action By When Lead Officer Performanceindicators/Outputs
ResourceImplications
Contributionto CouncilObjectives/Priorities
Current Situation
♦ Contribute to the developmentof an anti-social behaviourstrategy in private sectorneighbourhoods
Mar 2004CommunitySafety Co-ordinatorPO HousingManagementNeighbourNuisanceStrategyOfficer
Strategyproduced
General fund 1,5,7,9B,C(i)
Comprehensive Anti-SocialBehaviour Strategy underdevelopment and to bepublished in 2004 by thenewly appointedCommunity Safety teamwho have taken over thisresponsibility from theHousing Strategy Division
Objective Action By When Lead Officer Performanceindicators/Outputs
ResourceImplications
Contributionto CouncilObjectives/Priorities
Current Situation
To providesupportedhousing forvulnerablepeople
♦ Implement agreed 1st yearpriorities of Supporting Peoplestrategy(As listed in Supported PeopleShadow Strategy includingsetting up the administrativestructure)
Completionby March 04wherepossible
POSupportedHousing/SupportedPeople TeamLeader
Attainmentof 1st yearAction Plan
Establish-ment ofSupportingPeople teamstructure asper January03 CabinetReport
7,6B(i)
Progress made on all 1st
year priorities; update willbe in rewritten Strategycurrently being worked on
♦ Combine Supported HousingStrategy and SupportingPeople Shadow Strategy
April 02 POSupportedHousing
Completionas agreedstrategy
Existing 7,6B(i)
Will be in finalised Strategydocument (as above)
♦ Implement Sheltered HousingrestructureRecruit to agreed structure
April 03 formanagementposts; over18/24 monthsfor wholechange
POSupportedHousing
Extensionof service tonew clients;extendrange ofavailableservices
Establishment of newagreedstructure
7,6B(i)
Nearing completion
HOUSING STRATEGY ACTION PLAN 2003 2006
Objective Action By When Lead Officer Performanceindicators/Outputs
ResourceImplications
Contributionto CouncilObjectives/Priorities
Current Situation
♦ Link above development todevelopments in Socialservices (Older Persons review,POPIN etc)
Continuousprocess
POSupportedHousing
Measureperformance againstNSF, BetterCare, etcPI’s
Existing butto be keptunder review
6,7(i)
Sheltered HousingServices Manager isalso POPIN ServiceManager
♦ Link to relevant NSF’s bettercare, NRF/POPIN development
On-going
Objective Action By When Lead Officer Performanceindicators/Outputs
ResourceImplications
Contributionto CouncilObjectives/Priorities
Current Situation
Continued ♦ Contribute to development ofintegrated CommunityEquipment Service.(As directed by CommunityEquipment modernisationteams)
By April 2004 HomeAdaptationsTeamManager
National Existing 4,6,7,9(i)
Work in progress
♦ Integrate working of WHIA andHome Adaptations Team
By April 2004 HomeAdaptationsTeamManager
Nationaltarget(Foundations)LocallyagreedServiceStandards
Existing 4,6,7,9(i)
In progress, report toMembers during thisfinancial year
♦ Develop Service Standards andwork processes throughService Improvement Team(SIT)
Continuous HomeAdaptationsTeamManager
Existing 4,6,7,9(i)
Continuing
APPENDIX 3 - HOUSING OPERATIONS ACTION PLAN 2003 2006
Objective Action By When Lead Officer Performanceindicators/Outputs
ResourceImplications
Contributionto CouncilObjectives/Priorities
Current Situation
To continuouslyreview housingservices
♦ Provide computerisedprocedure manuals for all staff
♦ Complete Housemarkbenchmarking process
♦ Provide a Tenants’ Handbookto all tenants
October 2003
June 2003
October 2003
ADH ServiceSASSManager
SASSManager
PO HousingManagement
Manualsreadilyavailable
Benchmarkingcompleted
Handbookavailable totenants
Existing
Existing
HRA
6,9D
6,9D
6,9D(i)
To review thehousingmanagementservice
♦ Continue the Review steeringgroup meetings
Ongoingmonthly toApril 2003
DD Housing Report onoutcome ofthe review
Existing 6,9D(iii)
♦ 3 sub groups to report backon cost reduction measures,performance managementand service delivery
February 2003 ADH Service Report toreviewgroup
Existing 6,9D
HOUSING OPERATIONS ACTION PLAN 2003 2006
Objective Action By When Lead Officer Performanceindicators/Outputs
ResourceImplications
Contributionto CouncilObjectives/Priorities
Current Situation
To seek costreductionmeasures andto maximiseincome to theHRA
♦ Maximise income through rentcollection and arrearspursuance through the IncomeCo-ordination section andspecialist teams in AreaHousing Offices
♦ Ensure all staff fully use theescalation policy and rentscode of guidance
♦ Administer the Right to Buyfunction
♦ Liase closely with HousingBenefits to maximise tenantsentitlement and rental income
Ongoing
Ongoing
Ongoing
Ongoing
ADH ServiceAHMsIC Manager
ADH ServiceAHMs
ADH ServiceIC Manager
ADH ServiceIC Manager
BVPI66aReductionin rentarrears
BVPI66aReductionin rentarrears
Servicedeliveredwithinprescribedtimescales
BVPI 78a,78b, 78c,79a,79b
Existing
Existing
Existing
Existing
6,9D(iii)
6,9D
6,9D
6,7,9B,D(i)
To improveperformanceagainst BVPIsand Local KPIs
♦ Work with the District Auditservice to improve performanceagainst the measuredindicators
♦ Regularly monitor customersatisfaction with all aspects ofthe housing managementservice
April 2003
Quarterlysurveys of1% oftenants
ADH ServiceAHMs
SASSManagerADCSADH Service
All BVPIs,KPI’s andlocal PIs
BVPI 74
HRA
Existing
1,6,9D(iii)
6,9B,D,(i) (iii)
HOUSING OPERATIONS ACTION PLAN 2003 2006
Objective Action By When Lead Officer Performanceindicators/Outputs
ResourceImplications
Contributionto CouncilObjectives/Priorities
Current Situation
To tackleNeighbourNuisance in andaround councilestates
♦ Undertake model beats with thepolice and other agencies asrequired
♦ Review/expand role ofneighbourhood wardens
♦ Monitor theperformance/workload of theNNT
♦ Raise awareness/providetraining for area housing officestaff in dealing with anti-socialbehaviour
Ongoingprogramme
October 2003
Quarterly
October 2003
DD HousingADHServices
ADHServices
ADHServicesDD Housing
ADHServices
Reductionin crime inmodel beatarea
Efficient useof wardens
100% ofcases dealtwith incounciltimescale
1 memberof staff fromeach officefully trained.All staffmadeaware ofissues
HRA
GrantFundingceases for 1warden inApril 2003HRA
Existing
Existing
1,4,5,6,7A,B,C,D(i)
1,4,5,6,7B,C,D(i)
1,4,5,6,7C,D(i)
1,4,5,6,7,C,D(i)
HOUSING OPERATIONS ACTION PLAN 2003 2006
Objective Action By When Lead Officer Performanceindicators/Outputs
ResourceImplications
Contributionto CouncilObjectives/Priorities
Current Situation
To work withConstructionServices tominimise voidturnaround
♦ Keep ready to let voidsturnaround times within thetarget
♦ Efficiently allocate propertiesusing choice based lettings
♦ Develop a standard voidspecification and published voidstandard
Ongoing
May 2003
June 2003
ADH ServiceAHMs
ADH ServiceAHMs
ADH ServiceSASSManager
Voidturnaroundtarget 55days
Voidturnaroundtarget met
Voidturnaroundtarget met
Existing
Existing
Existing
1,6,9A(ii)
6,7,9D(i)
6,9(ii)
To bring theCouncil’shousing stock toa decentstandard
♦ Update and administer thestock condition survey data
♦ Develop and undertake capitalprogrammes to meet thedecent homes standard
♦ Develop and undertakeplanned and maintenanceprogrammes following thefindings of the stock conditionsurvey to meet the decenthomes standard
♦ Undertake energy Efficiencymeasures to Council propertiesto meet decent homes standard
Ongoing
Ongoing
Ongoing
Ongoing
ADH ServiceSASSManagerPMI Manager
ADH ServiceADHStrategy
ADH ServicePMI Manager
ADH ServicePO Policy &Development
Robust data
BVPI 184
BVPI 184
BVPI 63,184
Existing
Existing
Existing
Existing
6,9A,D(ii) (iii)
1,4,5,6,9A,C(ii) (iii)
1,4,5,6,9A,C(ii) (iii)
1,4,6,7,9(ii) (iii)
HOUSING OPERATIONS ACTION PLAN 2003 2006
Objective Action By When Lead Officer Performanceindicators/Outputs
ResourceImplications
Contributionto CouncilObjectives/Priorities
Current Situation
To gain a placeon theGovernmentsStock TransferProgramme for2004
♦ Make an expression ofinterest for inclusion on theprogramme
♦ Procure consultants for thepre-ballot stages for transfer
May/June2003
October 2003
DirectorADH ServiceADHStrategy
ADH ServiceADHStrategy
Place ontheprogramme
Consultantsin place
Existing
HRAGeneralFund
6,9A(ii) (iii)
6(ii) (iii)
To procure astrategic partnerfor the housingmaintenanceservice
♦ Prepare client brief
♦ Seek partner through EUnegotiated procurementprocess
♦ Procurement process
♦ Secure partner
April 2003
April 2003
June/March2004
March 2004
DD Housing
DD Housing
DD Housing
DD HousingADH ServiceADCS
Brief
Expressionsof interest
Selectionprocess
Strategicpartner inplace
PropertyServices,Housing, BSolPropertyServices,Housing, BSol
PropertyServices,Housing, BSolHRA, MRA
2,5,6,9D(ii)
2,5,6,9D(ii)
2,5,6,9D(ii)
1,2,5,6,9D(ii)
HOUSING OPERATIONS ACTION PLAN 2003 2006
Objective Action By When Lead Officer Performanceindicators/Outputs
ResourceImplications
Contributionto CouncilObjectives/Priorities
Current Situation
To procure astrategic partnerfor the housingmaintenanceservice
♦ Prepare client brief
♦ Seek expressions of interest
♦ Procurement process
♦ Secure partner
April 2003
June 2003
June/March2004
March 2004
DD Housing
DD Housing
DD Housing
DD HousingADH ServiceADCS
Brief
Expressionsof interest
Interviews2nd
selection
Strategicpartner inplace
PropertyServices
PropertyServices
PropertyServices
HRA, MRA
2,5,6,9D(ii)2,5,6,9D(ii)2,5,6,9D(ii)1,2,5,6,9D(ii)
To adopt choicebased lettingsacross all areasof Councilhousing
♦ Implement computerisedsystem
♦ Retrain allocation officers todeal with choice based lettings
May 2003
May 2003
SASSManager
ADH Service
Implemen-tationsystemoperative
Revised jobdescriptions
HRARSL Partners
Existing
4,6,7,9D(i)
4,6,7,9D(i)
♦ Work with UWLA to provide aproperty shop
March 2004 ADH ServicePO Policy &Development
Propertyshop open
HRARSL Partner
4,6,7,9D(i)
HOUSING OPERATIONS ACTION PLAN 2003 2006
Objective Action By When Lead Officer Performanceindicators/Outputs
ResourceImplications
Contributionto CouncilObjectives/Priorities
Current Situation
To improve theprovision ofsupport totenants groups
♦ Review the tenant compacts
♦ Develop new tenant groups
♦ Sign up packs for new tenants
October 2003
Ongoing
June 2003-ongoing
ADH ServiceAHMs
ADH ServiceAHMs
ADH ServiceAHMs
BVPI 74
BVPI 74
Packsavailableandregularlyupdated
Existing
Existing
HRA
6,7,9D(i)
6,7,9D(i)
6,7,9D(i)
To continuouslyreview housingservices
♦ Provide computerisedprocedure manuals for all staff
♦ Complete Housemarkbenchmarking process
♦ Provide a Tenants’ Handbookto all tenants
October 2003
June 2003
October 2003
ADH ServiceSASSManager
SASSManager
PO HousingManagement
Manualsreadilyavailable
Benchmarkingcompleted
Handbookavailable totenants
Existing
Existing
HRA
6,9D
6,9D
6,9D(i)
The current policiesand procedures areavailable on the Wirralintranet for all the coreservices.
All information hasbeen provided toHousemark andbenchmarking will becomplete by endNov2003.
A draft tenantshandbook has beenprepared inconsultation withtenants and the
WFTRA. It has beenput on hold pendingthe outcome of thetransfer ballot as it isexpensive to produceand information wouldbe out of date iftransfer takes place.Post-transfer a handbook will be produced.
To review thehousingmanagementservice
♦ Continue the Review steeringgroup meetings
Ongoingmonthly toApril 2003
DD Housing Report onoutcome ofthe review
Existing 6,9D(iii)
The review of theHousing Managementservice concluded thatspecialisation was theway forward.Recruitment is inprogress for the threeareas ofspecialisation,income, estatemanagement andproperty.
♦ 3 sub groups to report back oncost reduction measures,performance management andservice delivery
February2003
ADH Service Report toreviewgroup
Existing 6,9D
As above
HOUSING OPERATIONS ACTION PLAN 2003 2006
Objective Action By When LeadOfficer
Performanceindicators/Outputs
ResourceImplications
Contributionto CouncilObjectives/Priorities
Current Situation
To seek costreduction measuresand to maximiseincome to the HRA
♦ Maximise income throughrent collection andarrears pursuancethrough the Income Co-ordination section andspecialist teams in AreaHousing Offices
♦ Ensure all staff fully usethe escalation policy andrents code of guidance
♦ Administer the Right toBuy function
♦ Liase closely withHousing Benefits tomaximise tenantsentitlement and rentalincome
Ongoing
Ongoing
Ongoing
Ongoing
ADH ServiceAHMsIC Manager
ADH ServiceAHMs
ADH ServiceIC Manager
ADH ServiceIC Manager
BVPI66aReduction inrent arrears
BVPI66aReduction inrent arrears
Servicedeliveredwithinprescribedtimescales
BVPI 78a, 78b,78c, 79a,79b
Existing
Existing
Existing
Existing
6,9D(iii)
6,9D
6,9D
6,7,9B,D(i)
Specialisation for theHousingManagement servicewas approved inSeptember.Recruitment tospecialist rolescommenced 3 Nov.
Escalation policynow fully automated.
The RTBapplications havedoubled in the last12 months. Despitethis all statutory andlocal timescaleshave been met.
Liaison groupestablished andmeets on a regularbasis.
HOUSING OPERATIONS ACTION PLAN 2003 2006Objective Action By When Lead
OfficerPerformanceindicators/Outputs
ResourceImplications
Contributionto CouncilObjectives/Priorities
Current Situation
To improveperformanceagainst BVPIsand Local KPIs
♦ Work with the District Auditservice to improveperformance against themeasured indicators
♦ Regularly monitor customersatisfaction with all aspectsof the housing managementservice
April 2003
Quarterlysurveys of1% oftenants
ADHServiceAHMs
SASSManagerADCSADHService
All BVPIs, KPI’sand local PIs
BVPI 74
HRA
Existing
1,6,9D(iii)
6,9B,D,(i) (iii)
Voids project wasestablished. Part ofspecialisationrestructure. Resultedin Area HousingManager seconded tosecure improvedperformance.
Quality andPerformance teamand the Repairsresponse centremonitoring quality ofthe repairs service.;Three yearly surveyrecently completed oftenant satisfactionReport to SelectCommittee 18 Nov
HOUSING OPERATIONS ACTION PLAN 2003 2006
Objective Action By When Lead Officer Performanceindicators/Outputs
ResourceImplications
Contributionto CouncilObjectives/Priorities
Current Situation
To tackleNeighbourNuisance in andaround councilestates
♦ Undertake model beats with thepolice and other agencies asrequired
♦ Review/expand role ofneighbourhood wardens
♦ Monitor theperformance/workload of theNNT
♦ Raise awareness/providetraining for area housing officestaff in dealing with anti-socialbehaviour
Ongoingprogramme
October 2003
Quarterly
October 2003
DD HousingADHServices
ADHServices
ADHServicesDD Housing
ADHServices
Reductionin crime inmodel beatarea
Efficient useof wardens
100% ofcases dealtwith incounciltimescale
1 memberof staff fromeach officefully trained.All staffmadeaware ofissues
HRA
GrantFundingceases for 1warden inApril 2003HRA
Existing
Existing
1,4,5,6,7A,B,C,D(i)
1,4,5,6,7B,C,D(i)
1,4,5,6,7C,D(i)
1,4,5,6,7,C,D(i)
This is an ongoingprogramme inpartnership withMerseyside Police.
All 4 neighbourhoodwardens now workmore closely together.The CommunitySafety BV reviewrecommended notincreasing numbers atpresent.
100% of cases dealtwith in timescalesdespite increase inworkloads
Training has been putback 6 months due tohigh workloads for theAnti-social behaviourteam. Report toCommittee 16 Nov.
HOUSING OPERATIONS ACTION PLAN 2003 2006
Objective Action By When Lead Officer Performanceindicators/Outputs
ResourceImplications
Contributionto CouncilObjectives/Priorities
Current Situation
To work withConstructionServices tominimise voidturnaround
♦ Keep ready to let voidsturnaround times within thetarget
♦ Efficiently allocate propertiesusing choice based lettings
♦ Develop a standard voidspecification and published voidstandard
Ongoing
May 2003
June 2003
ADH ServiceAHMs
ADH ServiceAHMs
ADH ServiceSASSManager
Voidturnaroundtarget 55days
Voidturnaroundtarget met
Voidturnaroundtarget met
Existing
Existing
Existing
1,6,9A(ii)
6,7,9D(i)
6,9(ii)
See comments above
Choice BasedLettings now beingpiloted across theborough.
Part of AuditCommission study.We now offer morechoice to tenants. Wecarry out joint visitswith tenants beforework starts
To bring theCouncil’shousing stock toa decentstandard
♦ Update and administer thestock condition survey data
♦ Develop and undertake capitalprogrammes to meet thedecent homes standard
♦ Develop and undertakeplanned and maintenanceprogrammes following thefindings of the stock conditionsurvey to meet the decenthomes standard
♦ Undertake energy Efficiency
Ongoing
Ongoing
Ongoing
ADH ServiceSASSManagerPMI Manager
ADH ServiceADHStrategy
ADH ServicePMI Manager
Robust data
BVPI 184
BVPI 184
Existing
Existing
Existing
6,9A,D(ii) (iii)
1,4,5,6,9A,C(ii) (iii)
1,4,5,6,9A,C(ii) (iii)
New stock conditionsurvey carried out byFPD Savills
Stock survey revealeda level of 68% nondecent homes. TheCouncil hasinsufficient resourcesto reach decenthomes standard by2010. ThereforeStock Transfer isoption supported bythe Council to achievedecent homes
measures to Council propertiesto meet decent homes standard
Ongoing ADH ServicePO Policy &Development
BVPI 63,184
Existing 1,4,6,7,9(ii) (iii)
The Stock Surveyrevealed that theCouncil’s stock has anNHER rating of6.6and a SAP rating of59 against nationalaverages of 4.5 and44 respectively..
HOUSING OPERATIONS ACTION PLAN 2003 2006
Objective Action By When LeadOfficer
Performanceindicators/Outputs
ResourceImplications
Contributionto CouncilObjectives/Priorities
Current Situation
To gain a place onthe GovernmentsStock TransferProgramme for 2004
♦ Make an expression ofinterest for inclusion onthe programme
♦ Procure consultants forthe pre-ballot stages fortransfer
May/June2003
October2003
DirectorADH ServiceADHStrategy
ADH ServiceADHStrategy
Place on theprogramme
Consultants inplace
Existing
HRAGeneral Fund
6,9A(ii) (iii)
6(ii) (iii)
Completed withintimescales. Placeon programme May03.
Consultants in place:Lead consultantPrice WaterhouseCoopers; Legal;adviser Trowers andHamlins;Independentstenants adviserDome;Communicationsconsultant IPB.
To procure astrategic partner forthe housingmaintenance service
♦ Prepare client brief
♦ Seek partner through EUnegotiated procurementprocess
♦ Procurement process
♦ Secure partner
April 2003
April 2003
June/March2004
March 2004
DD Housing
DD Housing
DD Housing
DD HousingADH ServiceADCS
Brief
Expressions ofinterest
Selectionprocess
Strategicpartner inplace
PropertyServices,Housing, B SolPropertyServices,Housing, B Sol
PropertyServices,Housing, B SolHRA, MRA
2,5,6,9D(ii)
2,5,6,9D(ii)
2,5,6,9D(ii)
1,2,5,6,9D(ii)
This process wasdelayed pending theoutcome of theexpression ofinterest for transfer.It is anticipated thatthe Council will workin partnership withWirral PartnershipHomes to procure apartner in 2004.
HOUSING OPERATIONS ACTION PLAN 2003 2006
Objective Action By When LeadOfficer
Performanceindicators/Outputs
ResourceImplications
Contributionto CouncilObjectives/Priorities
Current Situation
To adopt choicebased lettingsacross all areas ofCouncil housing
♦ Implement computerisedsystem
♦ Retrain allocation officersto deal with choice basedlettings
May 2003
May 2003
SASSManager
ADH Service
Implemen-tation systemoperative
Revised jobdescriptions
HRARSL Partners
Existing
4,6,7,9D(i)
4,6,7,9D(i)
Choice basedlettings throughWirralhomes wentlive in October 2003.
♦ Work with UWLA toprovide a property shop
March 2004 ADH ServicePO Policy &Development
Property shopopen
HRARSL Partner
4,6,7,9D(i)
To improve theprovision of supportto tenants groups
♦ Review the tenantcompacts
♦ Develop new tenantgroups
♦ Sign up packs for newtenants
October2003
Ongoing
June 2003-ongoing
ADH ServiceAHMs
ADH ServiceAHMs
ADH ServiceAHMs
BVPI 74
BVPI 74
Packsavailable andregularlyupdated
Existing
Existing
HRA
6,7,9D(i)
6,7,9D(i)
6,7,9D(i)
APPENDIX 4 CONSTRUCTION SERVICES DIVISION – BUSINESS PLAN COMMON OBJECTIVES
Objective Action By When LeadOfficer
PerformanceIndicators/Outputs
ResourceImplications
ContributionTo CouncilPriorities
CurrentSituation
Efficient,Effective andimprovingServices. Toensureeffectivecommunication
To discuss Business Plans aims andobjectives through KIE with all staff
To attend managers forums
To attend Management Meetings
To attend 6 weekly team briefings
Contribute to IiP accreditation
Ensure every member of staff frommanager down can clearly explain theirroles, duties and reporting lines
Mar 04
Ongoing
Ongoing
Ongoing
Ongoing
Ongoing
AD
AD
AD
AD
AD
AD
Completion
Representation
Attend All
Attend All
MaintainAccreditation
100%
Existing
Existing
Existing
Existing
Existing
Ensuringdelivery ofeffective andefficientservices______”______
______”______
______”______
______”______
______”______
Business Plan isdiscussed atevery OMTmeeting heldevery month.100%attendance atmanagers forumwith feedbackthrough teambriefing.Meetingsattended at bothstrategic andoperationallevels on afrequent basis. 6weekly teambriefings heldwith auditscarried outcentrally.Successfulaccreditation ofIiP. Key issuescarried outannually withupdates everysix months
CONSTRUCTION SERVICES DIVISION – BUSINESS PLAN COMMON DIVISIONAL OBJECTIVES
Objective Action By When LeadOfficer
PerformanceIndicators/Outputs
ResourceImplications
ContributionTo CouncilPriorities
CurrentSituation
EnsuringFinancialviability forConstructionServices
Review financial performance data on amonthly basis, evaluate productivity, cashflow, debtors, Trading Account to ensurebreak-even point.
To develop a Growth Strategy to enable tocompete and attract external customersincluding RSL, Emergency Services
Ongoing ADSDMDMAccts
Break EvenPoint
To ensurebusinesscontinuity andprovideexcellent costeffectiveservice
2,9 Trading Accountshowed £6Kprofit.IndependentHealth Check byPWC awaitingformal feedbackbut initialconversationsare positive
To ensure voidturnaroundtimes are keptto average 55days from voidto let
To ensure that 90% of voids are returnedto area office by an average of 37 daysincluding PMVI to post inspection.
To ensure PMVI is kept to a maximumaverage of 5 days and chased on a dailybasis
To ensure void path is updated on aregular basis
To establish standard Void specification
To manage the HRA budget within theoverall spending limits.
Ongoing
Ongoing
Ongoing
Jun 03
Ongoing
AD
BDM
BDM
AD/SDM
AD
BVPI 68 Existing
Existing
Existing
Existing
Existing
6,9 Extensiveinitiative toimproveturnaroundtimes slowlyshowing results.More customerfocussed andless waste ofresources
50% oftradespeople tohaveundertakenmulti skilltraining and/orassessment
Conduct performance assessment oncurrent multi skillers
Monitor productivity and sickness levels toensure optimum performance levels.
Review business needs and areas of multiskilling
Ongoing
Ongoing
Ongoing
DM
DM
AD/SDM
LocalBVPI 72BVPI 73BVPI 74
Existing 9 Review of multiskillingundertaken. Notseen as acommercialbenefit.Currently 56people are multiskilled
CONSTRUCTION SERVICES DIVISION – BUSINESS PLAN COMMON DIVISIONAL OBJECTIVES
Objective Action By When LeadOfficer
PerformanceIndicators/Outputs
ResourceImplications
ContributionTo CouncilPriorities
CurrentSituation
To complete90% of allworksreceivedwithindefinedtimescales toanacceptablestandards
To ensure that 90% of all Right toRepair works orders are completedwithin timescales
To ensure customer satisfaction isassessed and maintained to over 90%
To ensure jobs over 60 days are keptto a minimum with a monthly review
Review all non urgent works orders toensure appointments are maximisedand work completed within timescales
Ongoing
Ongoing
Monthly
Ongoing
AD
BDM
ADSDMDMBDM
BVPI 72BVPI 73BVPI 74
Existing 6,9 Improvementson the RTRindicator,customersatisfaction hasremained highand majority oforders haveappointments
To ensureappointmentsare made for90% of day today repairsandadaptations
To utilise the 1st Housing system andoffer an appointment at 1st point of call
To expand the Diary system on 1st
Housing system to incorporate theflexibility of multi skilled operatives
To review Information Technology toupgrade appointment module andscheduling. To propose alternative toexisting Ward Job Cost System
2004
Feb 03
Ongoing
BDM
BDMDM
ADSDM
BVPI 185ACPI D2Local
Existing
Existing
Purchase ofnew systemapprox. £500K
6 Appointmentsare increasingbut adaptationsare made by thephone but cannot at presentbe electronicallymeasured
CONSTRUCTION SERVICES DIVISION – BUSINESS PLAN COMMON DIVISIONAL OBJECTIVES
Objective Action By When LeadOfficer
PerformanceIndicators/Outputs
ResourceImplications
ContributionTo CouncilPriorities
CurrentSituation
Work withTenants andQuality andPerformancesection toassessactivities andprocedures
Monthly meetings with Quality andPerformance to review procedures andprocesses
To hold quarterly meetings withTenants Federations to developservices
To carry out customer satisfactionquestionnaires analysing satisfactionlevels and areas for improvements
Ongoing
Ongoing
Ongoing
SDMBDM
AD
BDM
BVPI 75BVPI 74
Local
90% CustomerSatisfaction
Existing
Existing
Existing
1,5,6,9, Quarterlymeetings heldwith tenantsfederation withproductivemeetingsincluding thevoid standardand tenantparticipation
Review theactivities ofthe RepairResponseCentre toensurewaiting timesare withinguidelines
Monthly performance meetings withQuality and Performance to reviewactivities
To review the activities and resourceimplications within the ResponseCentre
To develop the processes andprocedures through team meetingsand focus groups
Ongoing
March 03
Ongoing
SDMBDM
SDM BDM
BDM
Average timetaken toanswer thephone
Quality andPerformancereport
Existing
Existing
Existing
6,9 Regularmeetings withall RRCmembers.Introduction ofan admin/phonerota andoverflow facility.Introduction of aMA to assistwith Admin andremoval of voidsfrom section
To achieveCharter Markfor the RepairResponseCentre
Set up action plan, timescales andtargets to achieve accreditation
2004 ADSDMBDM
90% CustomerSatisfaction
Charter MarkAssessmentCharges£400
9 Charter Markhave revisedtheir standardsandaccreditationwill not beavailable until2004 onwards
CONSTRUCTION SERVICES DIVISION – BUSINESS PLAN COMMON DIVISIONAL OBJECTIVES
Objective Action By When LeadOfficer
PerformanceIndicators/Outputs
ResourceImplications
ContributionTo CouncilPriorities
CurrentSituation
To evaluate“Ward” JobCost Systemand proposealternative withcost benefitanalysis
Evaluate the current Ward system anddefine activities that need to beincorporated into the new system
Locate and evaluate alternatives which willincorporate performance management,appointments, allocations, storespackages and remote working options
Propose financial report to establishbusiness case for alternative includingestimated savings
Ongoing
June 03
Aug 03
ADSDMBDM
ADSDMBDM
ADSDMBDM
BVPI 75BVPI 74Local
Purchase ofnew systemapprox. £500K
2,6,9 Report approvedby committee,formalisingtesting supportfrom Wits.Looking tostabilise Ward inits current statewith review fullyon stocktransfer
To continue toprovide a highquality, costeffectiveservice to ourhighly valuedclients bothinternal andexternal
To monitor profit and loss
To monitor customer satisfaction
Develop a Business Strategy forCorporate Clients
Investigate market segmentation forexternal customers e.g. RSL
To promote the use of Man In Van serviceto other clients
Ongoing
Ongoing
June 03
Sept 03
Ongoing
ADDMAD
BDM
BDM
AD
BVPI 74 Marketingliterature
2,3,9 Still existing asa tradingaccount.Continue tomonitorcustomersatisfaction.Trailed Man inVan service toeducation andleisure
To review thestores serviceto establishimpress stocksfor vans andenable remoteworking
To review current stocking levels
To define impress stock listings especiallyequipping for multi skilled roles
Investigate opportunities for remoteworking and store requirements
Ongoing
Jan 04
Aug 03
AD
SDMDM
SDMDMBDM
High stock turn
MinimiseShrinkage
Reduce mileage
Existing
Initial set upcostsTransportationcost of vansfor eachoperative
1,8,9 Moreton vansnow haveimpress stockthat is managedfromBirkenhead.Introduction ofhandheldcomputers forrepair managersby year end.
CONSTRUCTION SERVICES DIVISION – BUSINESS PLAN WALLASEY DIVISION
Objective Action By When LeadOfficer
PerformanceIndicators/Outputs
ResourceImplications
ContributionTo CouncilPriorities
CurrentSituation
To developthe at heightsteam tomaximiseproductivityand batchwork tominimise setup timescalesand costs
Maximise usage of mobile accessmachinery to ensure minimisingscaffolding costs
Batch work within a geographical areas
Develop a programme of works in anarea for gutter cleaning
Ongoing
March 03
Jan 04
DM
DM
ADDM
90% of workscompleted ontime
Existing 2,9 Purchase of a“Nifty Lifter” toincrease speedand reducecosts. Somework has beencarried outregarding batchwork but stilllargely reactive
To develop aBusiness andMarketingPlan forUPVCwindowreplacement
Investigate external customers forpotential sales
Develop the “Employee SupplyScheme”
To tender for works to maximisemachinery usage
Sept 03
Jan 04
Ongoing
ADBDM
DM
DMPR/est.
90% utilisationof UPVCmanufacturingmachinery
Marketingmaterial
2,9 Successfultendered for anumber of largescale projectsand thepurchase of a 4head welder toimprove turnaround times
To achievefinancialviability for allactivitiesreviewingprofit andproductivity
To monitor financial data for profit andloss
To ensure optimum levels ofperformance from operatives
To ensure 90% of all works to becompleted within timescales to anacceptable standard
Ongoing
Ongoing
Ongoing
DM
DM
DM
BVPI 75BVPI 74Local
Existing 2,5,9 Regularmonitoring ofthe tradingaccount andidentifying areasof capacity.Appointmentsnow used,
CONSTRUCTION SERVICES DIVISION – BUSINESS PLAN BIRKENHEAD DIVISION
Objective Action By When LeadOfficer
PerformanceIndicators/Outputs
ResourceImplications
ContributionTo CouncilPriorities
CurrentSituation
To achievefinancialviability for allactivitiesreviewingprofit andproductivity
To monitor financial data for profit andloss
To ensure optimum levels ofperformance from operatives
To ensure 90% of all works to becompleted within timescales to anacceptable standard
Ongoing
Ongoing
Ongoing
DM
DM
DM
BVPI 75BVPI 74Local
Existing 2,5,9 Regularmonitoring ofthe tradingaccount andidentifying areasof capacity.Appointmentsnow used,
To achieve90%appointmentsystem for allminoradaptationwork
To contact tenants to arrange suitabletime for work to commence
To ensure operatives are wellpresented and keep the tenantinformed
Ongoing
Ongoing
DM
SRM
Existing 9 Currently donemanually butneed toprogress toelectroniccapture
To developthe electricalsection toexpandcustomerbase
To ensure break even of electricalsection
To ensure all electrical staff are 16th
Edition trained and 20% of staff canproduce NEICIE certification
To promote the service that theelectrical section provide to internaland external clientsE.g. PAT Testing
June 03
June04
Ongoing
DMSRM
DM
DM
Marketingmaterial
TrainingCosts
2,9 CorporateRepair Managernow cited withElectrical team.Review offinancial reportscarried out on aregular basis.Promotion of thePAT Testing hasbeen successful
CONSTRUCTION SERVICES DIVISION – BUSINESS PLAN MORETON DIVISION
Objective Action By When LeadOfficer
PerformanceIndicators/Outputs
ResourceImplications
ContributionTo CouncilPriorities
CurrentSituation
To achievefinancialviability for allactivitiesreviewingprofit andproductivity
To monitor financial data for profit andloss
To ensure optimum levels ofperformance from operatives
To ensure 90% of all works to becompleted within timescales to anacceptable standard
Ongoing
Ongoing
Ongoing
SDM
SRM
SRM
BVPI 75BVPI 74Local
Existing 2,5,9 Regularmonitoring ofthe tradingaccount andidentifying areasof capacity.Appointmentsnow used,
To pilotremoteworkingincluding ITSupport,appointmentsand mobilecommunication
To investigate alternative methods ofremote working and pilot at Depot
To pilot remote working for repairmanagers using hand helds linked toIHMS
Equip vans with impress stock andrestocking procedures
June 05
June 04
June 04
SRMSDM
SRM
SRM
ITDevelopmentcosts £450per operativehand heldsplus softwareimplicationsof £500 perhead
9 Closure ofMoreton Depoton 19/9/03.Introduction ofPDA’s for RepairManagers Oct03. Impressstock beingmanaged byBirkenhead forvans.
To continueto deliverhigh quality,cost effectiveservices toour valuedcustomers(E.g.LeasoweCommunityHomes)
To continue to provide a high qualityservice to Leasowe Community Homes
Ongoing SRM Existing 9 Regularmeetings held todiscuss issues.Agreement fornew pricesreached.
CONSTRUCTION SERVICES DIVISION – BUSINESS PLAN BUSINESS DEVELOPMENT AND REPAIR RESPONSECENTRE
Objective Action By When LeadOfficer
PerformanceIndicators/Outputs
ResourceImplications
ContributionTo CouncilPriorities
CurrentSituation
To expandApprenticeScheme by60%
To identify alternative funding methodsdue to changes in government funding
Secure funding to expand ApprenticeScheme
Investigate Construction NVQ and reviewCITB Membership
Ongoing
Nov 03
Ongoing
AC To offer localemployment forlocal people
Trainingfunding
2,3,9 Amendments infunding havemade this difficulthowever 2003taken on 8 craftapprentices and 2administrationapprentices. Alsosupporting theNRF programme
Review theactivity of theRepairResponseCentre
To ensure telephone calls waiting timesare kept to under two minutes
To maintain length of calls to anacceptable level
To offer appointments on every call
To keep out going calls to a minimum anduse alternative methods of communicationincluding Email and faxes
To ensure 200 customer care satisfactionquestionnaires are completed on amonthly basis
Ongoing
Ongoing
Ongoing
Ongoing
Ongoing
BDM To maintainhigh levels ofcustomersatisfaction
Existing 6,9 Constant reviewof activities, dailymonitoring ofphone calls,increase inappointmentsmade, reviewcustomersatisfaction
To reduceresponserepairs andincreasedplannedrepairs
Work with Quality and Performance toidentify trends
Move to 70% planned work from currently30%
Aug 03
Jan 04
BDM To providebetter use ofresources
Existing 6,9 Reduction inpriority 1 andemergencies.Increased inappointments andintroduction ofemergency plumberin RRC. No majormove to plannedwork yet
APPENDIX 5: LEARNING & DEVELOPMENT OBJECTIVES 2003-2006
EFQMCRITERIA
DEPARTMENTAL LEARNING &DEVELOPMENT PERFORMANCE
OBJECTIVES
RESPONSIBLEPERSON(S)
COMPLETIONDATE EFFECTS OF ACTION
Current Situation
90% managers to have undergone MAPTraining
Helen Harvey March 2004 Improve the managerialperformance ofmanagers
77.6% (73) Managers have been assessed andare undergoing training.
Reassessment of MAP aftermasterclasses and / or video andworkbook self help training
Helen Harvey September2003
Evaluation ofmanagement proficiencyafter development ;
12.8% (12) completed.Leadership
90% of supervisors to have undergoneNEBS training
Helen Harvey September2003
Improvement ofsupervisory skills
91% (68) Supervisors attended. ConstructionServices 26/28 93%
100% of EH staff to receive MVM training RobertBeresfordAlan Smith
September2003
Efficient implementationof new system
Business Objects training for 10 staff(6)
(4)
Sean DalbySheryl Appleton
September2003
Ability to obtain reportsfrom systems
None at present needs to be external approx £600per day costsProcesses
100% of I World users to have receivedtraining
Sean DalbySheryl Appleton
February 2003 Efficient implementationof new system
Effective Interview Techniques (asrequired by individuals)
Helen HarveyClive Ashton
March 2004 Promotion prospectsenhanced; effectiverecruitment andselection within thedepartment
Will be delivered Jan - Mar 2004
180 staff to have achieved 4 modules ofECDL
Helen HarveySheryl Appleton
March 2004 Set departmentalbenchmark forIT competence
304 ECDL module passes achieved of which 54staff have achieved 4 or more modules
100% of identified staff to haveundergone Equal Opportunities / Diversitytraining
Jane Sharpe March 2004 Improve knowledge andawarenessCorporate requirement
Managing Diversity Training course planned byJBS HH and Stephen Talbot. To be delivered Jan- Mar 2004.
People
95% members of staff to have undergoneCIEH Basic H&S qualification (or higherqualification.)Ladder safety and Manual HandlingTraining to be provided where required byjob role
Helen Harvey March 2005 Meet our statutoryobligations and seek tosafeguard staff fromhazards whilst at work
228 of HEP minus CS have attended.One manual handling course provided for staffwho identified it at KIE.
CS attended 277 – 92%
EFQMCRITERIA
DEPARTMENTAL LEARNING &DEVELOPMENT PERFORMANCE
OBJECTIVES
RESPONSIBLEPERSON(S)
COMPLETIONDATE EFFECTS OF ACTION
Current Situation
95% managers to take the IOSH"Managing Safely" course andassessment and 20 supervisors the“Supervising Safely” qualification
Helen Harvey March 2004 Increase the number ofprofessionally trainedofficers
31 of HEP minus CS have attended. 14 bookedonto Managing Safely course Nov 2003.Supervising Safely to be held Jan – Mar 2004.
33 of CS done – 5 remaining 87% 4 attending Nov1 remaining
Continued expansion of multi-skilling50% of operatives at rate of 30 p.a.
Sheryl Appleton March 2005 Efficiency, bettercustomer service
Currently reviewing productivity, ROI for current63 trained
People
Dealing with aggressive behaviour/conflict resolution training for newrecruits and others at 60 p.a. rate
Helen Harvey Reviewrequirementsin March 2004
Staff ability to defusedifficult situations;prevention of stress inthe workplace
60 people attended 5 courses so far.Another 5 courses planned for Dec - Mar 2004
Partnerships& Resources
100% of all new staff receive acorporate and departmental induction
Helen Harvey ongoing Equip new staff withbasic knowledge as tohow the Council &Department functions
All new employees except 3.,attended thedepartmental and corporate Induction
16th Edition training for all electricians; 7p.a.
Sheryl Appleton March 2004 }Staff qualificationsupdated to
All completed
NICEIC certification training for allelectricians; 25 p.a.
Sheryl Appleton March 2004 }reflect standards of Course booked at £250 perd day to do all 24electricians
PAT testing certification for allelectricians; 10 p.a.
Sheryl Appleton March 2004 } competence expectedby the industry
KeyPerformance
Results
Courtroom Skills training for 20 identifiedstaff
Helen Harvey March 2004 More successfulprosecutions becausestaff more prepared incourtroom procedures
8 attended24 scheduled to attend. Nov - Jan 2004
SocietyResults
25 employees to attend emergency 1st
Aid each yearHelen HarveySheryl Appleton
Ability to deal withhealth emergencies inthe workplace andsupport appointed firstaiders
14 from CS completed course on 14/10
EFQMCRITERIA
DEPARTMENTAL LEARNING &DEVELOPMENT PERFORMANCE
OBJECTIVES
RESPONSIBLEPERSON(S)
COMPLETIONDATE EFFECTS OF ACTION
Current Situation
Maintain IiP status followingreassessment
Brian SimpsonRobertBeresford
June 2003Maintain learning &development framework
Reassessment successful 4th June 2003.
PeopleResults
All staff who have been re-assessedunder MAP to achieve a 10 % groupcomposite improvement
Helen Harvey December2003
Evaluation ofmanagement proficiencyafter development ;analysis of return oninvestment after training
To be Evaluated after 2nd December 2003reassessment.
Policy &Strategy
95% of all staff to have undergone FireSafety Awareness training
Helen HarveyDenny Beacham
March 2004 Safety of people andbuildings; required byFire Precautions(Workplace )Regulations1997
407 in HEP minus CS have attended
CustomerResults
60 staff to have undergone CustomerCare training per year
(review in light of corporate HR Strategy)
Helen Harvey
DMT
March 2004
September2003
Improve standards ofcustomer care throughimprovements incustomer satisfactionsurveys
22 attended since April 2003 with 3 more coursesdue before March 2004.
APPENDIX 6 HUMAN RESOURCE STRATEGY ISSUESHousing & Environmental Protection HR Strategy Issues
Year Issue Division Impact onother Dept's
Actions Current Situation
2003/2004
ECDL All P&PU SLA with P & PUto deliver 3 daysper week over 2years
Training on going
Equipping staff with skills to use newMVM system
EH, Hsg Strategy Trainingprogrammedesigned andimplemented
Completed with the exceptionof District Health still somefurther training required
Develop/implement recycling proposalscould lead to some need for sometemporary staff
EH Operations Not at this stage
Retention of staff EH, TS, Cons Svs Cons Svs – stable at presentEH/TS – other LA’s payinghigher grades, very lowresponse to adverts.
Setting up of Consumer Direct. TS Not in the current yearPotential merger of support services withSSD
SSG On hold pending Fit forPurpose Review
Assist in amalgamating ConstructionServices admin needs into serviceprovided to rest of HEP
SSG, Cons Svs HES Completion31/03/03
Completed July 03
A review of the Housing ManagementService including Area Housing offices
Hsg Svs Nearing completion
Best Value review of Housing Strategymay see a restructure in provision ofservices
Hsg Svs & Stgy Restructure commencedcompletion Jan 04
The development of a repairs partnershipwith the private sector – possible TUPEimplications
Hsg Svs, Stgy Cons Svs Linked to Housing StockBallot
Year Issue Division Impact onother Dept's
Actions Current Situation
2003/2004
Private Sector Housing Strategy – newways of working use of loans & potentialfor Landlord Accreditation scheme
Hsg Stgy Finance Accreditation Teamrecruitment started
Proposed changes to delivery of wardenservice from static to mobile ones
Hsg Svs & Stgy Out of Hours teamcommenced October 03
Equipping all staff with skills to use new "Iworld" system
Hsg Svs & Stgy Property Svs,Ed & Cultural –all dept's using IWorld
Trainingprogrammeimplemented
Complete
Changes to letting of properties mayimpact on staff under the Wirral HomesInitiative and changes to Homelessnessleg.
Hsg Svs & Stgy Choice Based LettingsPilot extended October 03.Strengthening of Homeless& Rehousing service tobegin January 04
Housing Market Renewal Initiativeworking with other Merseyside L.A.partners may lead to changes althoughsome staff costs may be met by Govtfunding
Hsg Stgy Planning,PropertyServices, BOSS
Some funding obtained &some posts appointed
Supporting people legislation final detailsawaited although in place from 01/04/03inc. Plans to develop a Tenancy SupportScheme funded by transitional HousingBenefit initially then by Supporting PeopleGov’t funded.
Hsg Stgy Social Services,Finance
Interim Team in post
Reduction in number of Tower Blocks Hsg Svs As soon as detailknown place staffon redeploymentlist, use KIE toreview skills ofstaff
1 Further block to bedemolished no permanentstaff affected
Year Issue Division Impact onother Dept's
Actions Current Situation
Neighbour Nuisance Service proposal toextend consideration to include privatesector areas that could lead to increasedstaffing although a funding stream has yetto be determined.
Hsg Stgy & Svs Finance, BOSS Implemented
Trading account to have an annualpositive balance
Cons Svs Data not available atpresent
Multi Skilling of Trades Cons Svs Further discussionsongoing
Apprentice Programme 8 Trade Apprentices and 4Admin appointed
Pilot remote working with an improvedappointment system
Cons Svs Trial to commenceNovember 03
Increased demand for NeighbourNuisance services in LA housing – reviewNNT operational arrangements
Hsg Svs BOSS Reviewed now Anti-SocialBehaviour Team with ownSolicitor
2004/2005
Completing ECDL All
Retention of staff EH, TS, Cons SvsHousing Market Renewal Initiativeworking with other Merseyside L.A.partners may lead to changes althoughsome staff costs may be met by Gov’tfunding
Hsg Stgy Planning,PropertyServices, BOSS
Reduction in number of Tower Blocks Hsg SvsDeveloping Consumer Direct TS
Year Issue Division Impact on otherDept's
Actions Current Situation
Housing Stock Options and pressures onHRA in 2005 -TUPE implications alldepartments dependent on option chosen
Hsg Svs, Hsg Stgy,SSG
Property Svs,Finance inc.WITS, BOSS allcentral support
Trading account to have an annual positivebalance
Cons Svs
Multi Skilling of Trades Cons SvsApprentice Programme Cons SvsHousing Strategy will need to develop anenabling function to stay within Wirral MBCshould stock transfer take place
Hsg Stgy Planning &EconomicDevelopment?
2005/2006
Reduction in number of Tower Blocks Hsg Svs
Housing Stock Options and pressures onHRA in 2005 - TUPE implications alldepartments dependent on option chosen
Hsg Svs & Stgy Property Svs,Finance inc.WITS, BOSS allcentral support
Trading account to have an annual positivebalance
Cons Svs
Retention of staff EH, TS, Cons SvsMulti Skilling of Trades Cons SvsApprentice Programme Cons SvsHousing Market Renewal Initiative workingwith other Merseyside L.A. partners maylead to changes although some staff costsmay be met by Gov’t funding
Hsg Stgy Planning,PropertyServices, BOSS
APPENDIX 7 Risk Management MatrixHOUSING & ENVIRONMENTAL PROTECTION RISK MATRIX
Date of risk review 19 December 2002Compiled by DMT
Objective/Service Area Departmental Management Team Reviewed by DMT Date 26 September 2003
DMT Action PlanObjectives
What wouldbe Risks ofnot achievingthisobjective?
ExistingControls
Like
lihoo
d(1
-4)
Impa
ct(1
-4)
Total RiskLikelihoodx Impact
AdditionalControl(s) needed
Responsibility KeyPerformanceIndicators tomonitor risk
Review situation
Like
lihoo
d(1
-4)
Impa
ct(1
-4)
NewTotalRisk(Likelihood xImpact)
Ensure that all staffundergo KIE discussions
Failure tomeetcorporatetargetFailure toappraisestaff
KIE bookingsheet
4 1 4 Additional monitoringrequired prior todeadline
CRM No's of KIE'scarried out
82.4% for 2002/03Reminder to carryout interim KIEssent out
1 1 1
E-government. Contributeto Customer ServicesStrategy
Failure tomeet gov.targetsReducedcustomerservice
Monitored byCustomerServicesworking group
2 3 6 Awaiting corporatepolicy guidance
AD SupportServices
Governmenttargets
10 servicesIdentified fordelivery bycustomer accessfacilities. IEG3 datacollection to startnext month.
2 3 6
Incorporate findings ofCommunication survey intoCommunications Strategyand implement
Poorercommuni-cationswithin andoutside thedepartment
Tasked to PROfficer
3 3 9 Review of progress onimplementation
PR Officer Progress ofimplementation
New PR officer nowappointed.
3 3 9
Reassessment against IiPStandard
Failure toretainaccreditation
IiP ActionPlans
2 4 8 Review by DMT POMS Retention ofaccreditation
IiP retained June2003. New ActionPlan formulated.
1 1 1
a)Reduce working dayslost from work relatedinjury and ill-health by 15%b) Reduce incidence offatal and major injuryaccidents by 5%c) Reduce incidence casesof work related ill-health by10%
IncreasedabsenteeismReducedproductivityLitigation
Monitoring ofaccident statsby H&S groupH&S trainingfor staff
2 3 6 Existing controlsadequate
AD SupportServices
H&SAccidentstats
All objectivescurrently on targetd) target 307
actual 41e) target 0 actual
0f) target 93 actual
51(Note: these targetsrun from January toJanuary)
1 3 3
DMT Action Plan Objectives What wouldbe Risks ofnot achievingthisobjective?
ExistingControls
Like
lihoo
d(1
-4)
Impa
ct(1
-4)
Total Risk AdditionalControl(s) needed
Responsibility KeyPerformanceIndicators tomonitor risk
Review situation
Like
lihoo
d(1
-4)
Impa
ct(1
-4)
NewTotalRisk(Likelihood xImpact)
Reduce the averagenumber of working dayslost through sickness tounder 11.35 days
Failure tomeetcorporatetargetsReducedproductivity
Absenceprocedures
4 3 12 Existing controlsadequate
CRM Absencestatistics
12 point movingaverage 9.88. BVPIfor 03 / 04 10.8days
3 3 9
Use EFQM outputs as a"Health Check"
Reducedperformancepotential forthedepartment
Yearlyassessment
2 1 2 Integrate corporateEFQM programme
POManagementSupport
Increase inperformanceagainst thecriteria
EFQM sessions tobe arranged
2 1 2
90% of identified managersto have undergone MAPtraining
Inadequatelyskilledmanagers
Training Plan 2 1 2 Progress Reviews CRM 90% target 77.6% have hadinitial assessment
Investigate and reportviability of merger withSocial Services and otherdepartmentaladministrative functions
Unnecessaryduplicationof costs andresources
On goingnegotiations
2 3 6 Set target date AD SupportServices &CRM
ProjectMilestones
No further actionat present
2 3 6
Fully integrate ConstructionServices Admin functionsinto the department
Unnecessaryduplicationof costs andresources
Target date forintegration31/03/03
1 2 2 Existing AD SupportServices &CRM
Seamlessservice April2003
Integrationcomplete
1 1 1
Review Procurement withinthe department usingEFQM model
InefficientandInadequateprocurementprocedures
Assessmentusing EFQMmodel plannedfor early 03
3 3 9 Draw up action plan toimplement points fromassessment
AD SupportServices &CRM
PIs will beformulatedfollowingcompletionof ActionPlan
Completed 1 1 1
Encourage creativepartnerships whichcontribute directly tocorporate objectives andongoing serviceimprovements
Failure totakeadvantage offundingopportunities
PartnershipProject Plans
2 3 6 Existing AD HousingStrategy
Number ofnewpartnershipscreated
Review March2004
1 2 2
DMT Action Plan Objectives What wouldbe Risks ofnot achievingthisobjective?
ExistingControls
Like
lihoo
d(1
-4)
Impa
ct(1
-4)
Total Risk AdditionalControl(s) needed
Responsibility KeyPerformanceIndicators tomonitor risk
Review situation
Like
lihoo
d(1
-4)
Impa
ct(1
-4)
NewTotalRisk(Likelihood xImpact)
100% of identified staff tohave undergone EqualOpportunities/Diversitytraining
UnfairpracticesandproceduresLitigation
Training Plan 2 2 4 Progress monitored byTSG
CRM Numberstrainedreported toTSGmeetings
HH, JBS and SteveTalbot to plan a newcourse for HEP thengo corporate
1 2 2
Advise staff on ways toreduce consumption ofenergy and paper tocorporate standards
Failure tomeetcorporatetargetsIncreasedcosts
Records ofpaper andenergyconsumptionmonitored
3 3 9 Green Team to developinitiatives to reduceconsumption
DeputyDirectorEnvironmentalProtection
Consumption recordsreported toGreen TeamPaper Targetis 4770reams for03/04
Paper consumptionfor Apr-Aug 03 is1,983 reamsElectricityconsumption hasincreased by 85%for the period March- September.33% reduction ingas for similarperiodWater consumptionhas only beenmonitored for last12 months.
1 3 3
KPI reports to COMTBVPIs, Local PIs andPSAs reviewed monthly byDMT
Problemsand failuresmay not beidentified intime
KPIs reportedquarterly toCOMT
1 3 3 All PIs and PSAs to bereviewed monthly byDMT
All DMT Meetcorporatetimescales
Performance Reportpresented monthlyto PerformanceDMT
1 3 3
Identify Significant Risksi.e. those that can affectstrategic or operationalobjectivesCreate a Risk MatrixCreate a framework ofmonitoring, review andreporting
Risks will failto beidentifiedObjectivesmay not beachieved
AnnualDepartmentalRisk Matrixproduced
1 3 3 DMT review risksquarterly
POManagementSupport
Quarterlyreports toDMT
Progress of DMTobjectives reviewedat monthly DMTBusiness meetings.Existing and newrisks to thoseobjectives can beidentified andmonitored
1 3 3
Collect and manage assetinformation in a mannerthat can be compared
Inefficientuse ofresources
CorporateAsset Plan
3 2 6 Produce departmentalasset plan
AD HousingStrategy &CRM
Corporatetargets
PIs created whichrelate to time spenton the Asset MgtPlan
3 2 6
DMT Action Plan Objectives What wouldbe Risks ofnot achievingthisobjective?
ExistingControls
Like
lihoo
d(1
-4)
Impa
ct(1
-4)
Total Risk AdditionalControl(s) needed
Responsibility KeyPerformanceIndicators tomonitor risk
Review situation
Like
lihoo
d(1
-4)
Impa
ct(1
-4)
NewTotalRisk(Likelihood xImpact)
Using results frommonitoring Complaints,Political Enquiries,"Comments Please" formsetc. to identify trends andpatterns to enable bettertargeting of resources
Failure toidentifypatterns andtrendsIneffectivetargeting ofresources
Monthlyreports to beproduced toDMT
1 2 2 New process will bemonitored and controlsapplied as needed
POManagementSupport
Identificationof significanttrends andpatterns
Performance Reportproduced eachmonth for Director &Deputies anddiscussed atBusiness DMT's.The process hasidentified problemsin performanceenabling them to beaddressed beforethey become majorissues
1 1 1
Contribute to corporatedevelopment of HRStrategy
Failure tomeet CPAtargetInability tocope withchanging HRdemands
Key membersof staff oncorporateworking party
2 4 8 To be determinedfollowingimplementation
CRM Reviewagainstcorporateplans forimplementation
Training for all staffwho conduct KIEsto be carried out inthe coming monthson new KIE format ,service planning &competencies.New CorporateStaff attitude surveyto be carried out
2 4 8