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Being prepared for inspection

Being prepared for inspection . Frances Childs Housing Inspector (Central Region). Outline of the Session. Inspections – why and how The inspection process Short notice inspections What excellence means The road to improvement Positive practice. Why we inspect?.

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Being prepared for inspection

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  1. Being prepared for inspection Frances Childs Housing Inspector (Central Region)

  2. Outline of the Session • Inspections – why and how • The inspection process • Short notice inspections • What excellence means • The road to improvement • Positive practice

  3. Why we inspect? • Everyone deserves access to high quality & cost effective services • Focus on outcomes from a customer perspective - means all customers & their individual needs • ‘Gate-keeping’ role for ALMO-funding • Tool of regulation – driving improvement, providing assurance on standards & use of resources

  4. Why we inspect? • Our role is to support & drive improvement through: • Providing challenge & acting as a catalyst for improvement • Providing independent & impartial public reports • Diagnose weakness & make recommendations • Identify strengths & share learning (good practice)

  5. Inspection methodology • Judgement 1: How good is the service? • About the ‘here & now’ - focusing on OUTCOMES • Draws upon service KLOEs (e.g. asset management, income management, tenancy & estate management) • And cross-cutting KLOEs – access and customer care, equality and diversity, value for money

  6. Inspection methodology • Judgement 2: Prospects for improvement? • Track record – do you do what you say you’re going to do, does it make a difference, are things any better? • Performance management – who does it, what do they look at, how is it used, positive or negative examples • Capacity – resources, tools, skills and knowledge at all levels (Boards, managers, front line staff, customers).

  7. KLOEs • Used in: • self assessments, • inspection preparation work, • for giving feedback and writing report • Open, transparent and outcome focus • Descriptors, NOT checklists • Fair and Excellence • ‘Raising the bar’ – periodic reviews

  8. KLOEs • Know your KLOE! • Stock Investment and Asset Management KLOE includes • Capital improvement, planned and cyclical maintenance, major repair work • Responsive repairs • Void repairs • Gas servicing • Aids and adaptations

  9. KLOEs • Cross cutting KLOEs • Access and customer care • Diversity • Value for money

  10. The inspection process • Begins approximately 6 months before inspectors go on site • Lead Housing Inspector meets with the organisation 20 weeks before • Discussions about what the inspection will cover • Confirm the scope of the inspection

  11. The inspection process • 15 weeks before, the self assessment (SA) is requested • The SA is in four parts: • Setting the scene – 4 pages • Service areas – 20 pages • Prospects for improvement – 4 pages • Summary action plan – 2 pages • Maximum length so be focused

  12. The inspection process • Principal inspector will meet with the organisation to discuss practical aspects of the inspection • The timetable • What the team will need on site • Mystery shopping and reality checks • The briefing – usually the week before on site • Sent to you 2 days before • On site period

  13. The inspection process • Feedback while on site • Draft report usually 4 weeks after being on site • Still an opportunity to challenge / produce more evidence • Roundtable discussion • Requesting a review • Publication of the report

  14. The inspection process • It is a two way relationship with:- • Open and frank discussions • Ongoing dialogue • A ‘no surprises’ approach • Everything is ‘on the record’

  15. The self assessment • Know the KLOE • Make best use of the space you have in the SA • Plan what it is you want to say • Hyperlink to the evidence • Be clear what the evidence is and make sure this is obvious • Don’t just attach a 60 page document without identifying the relevant part

  16. Short Notice Inspections • Now being used for HA inspections • Consultation ended December 2008 for SNIs for LA housing services and ALMOs • SNIs will not replace ‘standard’ inspections • SNIs may be ‘wide and shallow’ - assessing overall performance • OR ‘deep and narrow’ –examining performance in one service

  17. Short Notice Inspections • TSA will decide the who, what, where and when • AC will agree the inspection scope with the TSA and decide on ‘how’ the inspection will be delivered • In future the TSA may decide we only look at services in a neighbourhood or on an estate

  18. The ‘same’ approach to SNIs • The fundamental approach to SNIs is the same as for our ‘traditional’ inspections: • the same focus on outcomes for residents • the same focus on value for money • the same KLOEs • the same 'no surprises' approach with feedback given on our findings at the end of on-site period

  19. The ‘same’ approach to SNIs • the same inspectors and Tenant Inspection Advisors • the same QA process • the same interaction / liaison between regulator and inspector

  20. The ‘different’ approach to SNIs • 5 working days notice of the inspection • Limited information to be provided • Most recent performance report to the governing body • Most recent performance report to tenants and leaseholders • Current strategy for improving service delivery and progress against this • Relevant information used to manage performance • The most recent resident impact assessment

  21. The ‘different’ approach to SNIs • AC will accept up to 5 further documents • Team of up to 3 inspectors will be on site for 3 days – Tuesday, Wednesday & Thursday • Initial assessment presented on the first morning • Brief written feedback at the end of the last day • Use of a word-based judgement for each area inspected (no overall score or star-rating) • Target length of reports is 10 pages

  22. The ‘different’ approach to SNIs • Report will initially cover J1 and recommendations • Report is published with a press release and a direct letter to tenants from the AC • HA will consult with residents on the response to J1 and the recommendations • HA’s action plan is sent to the AC • J2 is decided and report containing this is sent to the HA • Full report agreed and published

  23. Be prepared! • Doing the day job well will prepare you for inspection: • Ensure systems & processes are ‘live’ & give a clear view of current performance, e.g. • PM systems focus on the things that matter, compare with the best, include VFM & are clearly reported • Introduce greater challenge to reviews e.g. through peer reviews across services, groups or sub-regions

  24. Be prepared! • Meaningful customer involvement is a key ‘building block’ to ensure clarity around: • what you want to achieve (ambitions & vision) • what is and is not a priority • where you should be focusing effort & resources (link to business planning processes)

  25. Excellence – it isn’t perfection! • Excellence – is NOT the following: • Perfection • The same everywhere • Fixed • Accidental • Short term • A process

  26. Excellence – it isn’t perfection! • BUT excellence does require a culture where: • It’s OK to admit you haven’t got it right • Calculated risks are taken • The organisation learns • from complaints • its mistakes • from others

  27. Excellence – it isn’t perfection! • Improvement is part of the day job • Customers & their opinions are genuinely valued

  28. The road to improvement • Ten common factors usually seen in improving or excellent organisations: • People focus – customers and staff • Honesty, trust, truth and realism • Commitment and a ‘can do’ attitude

  29. The road to improvement • Leadership – visionary mixed with common sense • Good instincts and self belief • Willingness to challenge and change • Training, as well as new blood

  30. The road to improvement • Virtuous circle established • Celebrating and rewarding success • A sense of fun

  31. Case studies • The road to improvement: • Gloucester City Council: • Landlord services – zero stars with promising prospects (Nov 05) • ALMO inspection – 2 stars with promising prospects (June 07) • Cheltenham Borough Council: • Landlord services – 1 star, promising (March 03) • 1st ALMO inspection – 2 stars, promising (Feb 04) • 2nd ALMO inspection – 3 stars, excellent (March 07)

  32. Case studies • The road to improvement: • LB of Hounslow: • Repairs service – 1 star, Uncertain (May 02) • 1st ALMO inspection – 2 stars, Prom (Jan 03) • 2nd ALMO inspection – 3 stars, Excellent (May 05) • Milton Keynes Council: • Landlord services – 1 star, Uncertain (March 05) • Landlord services – 2 stars, Promising (June 08)

  33. Positive practice • AC web site – Housing – positive practice • July 08 – Saxon Weald Homes – Use of GIS to direct and plan services • Sept 08 – Saffron Housing Trust – Initiatives in letting empty properties • Oct 08 – Housing Solutions – Responsive Repairs MOT and Asbestos management

  34. Contact Details • Frances Childs • Housing Inspector (Central Region) • 07786 110986 • f-childs@audit-commission.gov.uk

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