2005/6 Summary

1. CityWest Homes 2005/6 Summary

2. Delivery of decent homes • Programme on target for completion 2006 (except Brindley) to cost (including Brindley) • Project management • Brought in house - £0.5m direct savings, savings through scoping and procurement on individual projects £6.2m • Little Venice Towers – cost reduced by £11m • Better total life project control will save £2.3m • Strong internal team • Pushed 113 homes into next years programme • Brindley Towers absorbed into the programme cost (£18m) • Procurement • Large part of Little Venice savings through procurement • £2.1m through better procurement of construction contracts • Lead member of London ALMO Procurement Network • Consultation • Now have a clear consultation procedure – will be rigorously applied in the future • Communication • Clear need to improve communication processes

3. Decent homes

4. Excellent customer service • New provider contracts re-let • Full EU procurement carried out on time • Improved service • £0.79mpa savings • Local service improvement compacts • Residents involved in designing local improvement plans • 3% Provider incentive tied to this and local satisfaction • Customer service training programme • Common service standards clarified • Designed and will now launch • Repairs • Full re-engineering and re-let underway – expected savings £1.2pa • Review of planned maintenance done – savings delivered of £0.4pa • Monthly satisfaction survey carried out – 74% overall satisfaction • Improved complaints handling • Simpler process • Alternative being piloted to stage 3 complaints

5. Excellent customer service Note 1: No new MORI survey done – results based in internal survey – to be done 6 monthly

6. Value for money £ • Provider contract re-let • £0.79mpa savings • PPM cost reduction • Review of planned and preventative maintenance regime - £0.4pa savings • Repairs re-engineering and re-let • Re-let process underway – will reduce current 28 repairs contracts to manageable no. • Process simplification • High degree of resident involvement • Expect savings of £1.2pa • Major works in house • Large savings delivered • Procurement • Taking partnering to the next stage • Supplier assessment processes • Lead member of LAPN £ £

7. Value for money

8. People focussed organisation • IIP accreditation – one point to fix for meeting new much tighter standard • One of the first organisations to go for the standard • Tight internal performance management process Focus groups held involving hundreds >125 of residents • Repairs review • Digital TV • Security strategy • Complaints process • Local service improvement compacts • Provider re-let • Engagement of full housing panel in the specification • Residents on evaluation panel • Local village opinion sought • TMOs re-engaged • Facilitation a core competency • Used with stakeholders and internally

9. People focussed organisation Note 1: No MORI survey done

10. Sustainable communities • Community Hall review • 5 out of 9 new leases in place • 5 new management committees established • 8 new community groups using halls • Estate profiling • Estate profiles provide full resident profiles to enable better local decision making • Modern apprenticeships • 22 NVQ2, expected by June 2006 • 56 apprentices given employment opportunities • Community protection • CCTV Churchill and Lisson • Other CCTV learning • Close work with Community Protection • Race hate crime • Commended by London Race Hate Crime Forum along with WCC and the Met

11. Sustainable communities Note 1: No MORI survey done Note 2: 56 modern apprentices have had employment opportunities, 30 are in employment

12. Secure long term future • Internal reorganisations completed • WCC governance review • Performance management framework • Board governance • new Chair appointed • Board role and sub committees reviewed • Inspection • Preparation for inspection • Key player in London ALMO Procurement Network • 10 ALMOs getting better procurement leverage • Housing management for other RSLs progressed • Positive response from those approached • Much more to do • Lack of clarity from ODPM on possible future ALMO freedoms

13. Secure long term future

14. CityWest Homes 2006/7 Delivery plan

15. Excellent customer service • Customer service improvement programme – continue education and training • Repairs review and re-let • Update lessee processes and communications to increase satisfaction • Better value for money from estate offices • Broaden service offering • Process improvement • Overhaul aids and adaptations delivery process • Improve support to vulnerable tenants • Overcrowding • Review and improve the resident engagement strategy • Strengthen role of housing panel

16. Asset management including decent homes • Complete decent homes (excluding 3 Brindley Towers which will be underway but not complete) • Define and plan conformance to a minimum “CWH standard” which includes communal areas • Strengthen resident communication on major works • Determine the “sheltered/supported” strategy within the overall Westminster strategy and begin implementation • Carry out conversions to alleviate overcrowding • Innovative procurement to improve quality and value for money • Beyond decent homes

17. Value for money • Deliver £1mpa savings in 2006/7, and set the foundations for a further £1mpa savings in 2007/8 in CWH fee • Improve time analysis to give greater understanding on time spent on lessee compared to tenant business • Deliver repairs process and contract savings in HRA • More cost effective use of the local infrastructure • Agree clear SLAs on areas of council service to the ALMO which account the top 80% of expenditure. Test cost effectiveness where appropriate £ £ £ £ £ £ £ £ £ £ £ £

18. Sustainable communities • Finalise and begin delivery of community safety strategy • Expand employment schemes • Develop a broad community strategy encompassing all aspects (safety, youth, older people, hard to reach groups) • Complete community halls review • Develop estate profiles further • Improve working with community protection – improve information transfer and interface working

19. People focussed organisation • Develop the leadership team further • Review PRP structure • More coherent diversity improvement processes to ensure common approaches between providers and CWH • Improve organisational processes to reduce silo working • Board member development

20. Long term future • Inspection in June • Financial options appraisal with Westminster • Strategy work with Board • More housing management within Westminster • Appraisal of other business options

21. Since the ALMO started • On track to deliver decent homes – absorbing in the Brindley Towers • Improved customer satisfaction – 19% rise between 2001 and 2004 • New, innovative Provider contracts • Continuous improvement in resident engagement • Key role in building cohesive communities • Pioneering and development of leading procurement practices • Completion and development of estate action

22. HRA – 10 year outlook • Subsidy drops every year, -£16m by 2010/11 • CWH costs to reduce by 10% over each of the next 3 years • Repairs review will bring savings • Limited amount to invest in lifts and communal areas • Real threat to deliverable service levels to residents

23. Key challenges • Complete the review of processes and re-alignment of contracts • Repairs • Back office • Resident engagement • Work with Housing Panel on its role • Improve communication with hard to reach groups • Communications • Continue to push up customer service levels • Customer service programme • Ongoing mystery shopping • Subsidy and service • Balance the HRA • Drive more savings through • Performing housing management for others • Join up services to residents • With WCC • With other partners