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Improving lives Incommunities

Join us at the NHC Scrutiny Conference on 6th December 2016 to learn about Incommunities' journey from LMT to CTP, our strategy and revised approach, and how this provides assurance to the board.

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Improving lives Incommunities

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  1. From LMT to CTP ….. The Incommunities Scrutiny Journey NHC Scrutiny Conference 6th December 2016Alison Leech Policy & Performance ManagerAlex Brown Chair, Community Trust Panel Improving lives Incommunities

  2. What we are covering today • Our journey from LMT (Local Management Trust) to CTP (Community Trust Panel) • Our strategy and revised approach • How this provides board with assurance • Your experience…

  3. About Incommunities • 22000 stock in West Yorkshire • Originally six housing associations • 2003 became a single entity • Now 2 housing associations • Incommunities (Bradford council stock transfer) – main office in Shipley. Stock spread in city, market towns and rural areas • Sadeh Lok – BME housing association mainly Kirklees (West Yorkshire) based- joined 2015

  4. Mindful of our duty to minimise interference, our fundamental objective of supporting the provision of social housing and our commitment to proportionate regulation, we take a co-regulatory approach. This means: we regard board members and councillors as responsible for ensuring that providers’ businesses are managed effectively and that providers comply with all regulatory requirements providers must support tenants to shape and scrutinise service delivery and to hold boards and councillors to account we operate as an assurance-based regulator, seeking assurance from providers as to compliance with the standards. In other words, the onus is on providers to demonstrate their compliance to the regulator. Where we lack the requisite assurance, this will be reflected in the judgements we reach. HCA Regulating the standards July 2016 p.6

  5. Our journey

  6. Involvement pre- 2016 • No single scrutiny panel • Four local management trusts (tenants and independents) • Combination of scrutiny and neighbourhood work • Centrally located involvement team • Customer inspectors reported in to all four LMT • Commitment in 2015-18 Involvement Strategy to review

  7. Discussion • What might need to change? • Why?

  8. The Drivers

  9. July 2015 Budget • 1% rent cut • Staff restructuring and voluntary redundancies • Reduced involvement resource • Scrutiny, inspectors and equality groups retained at centre • Neighbourhoods to cover • Community resilience (new) • Tenants groups and grants • Neighbourhood ‘forums’ • Some grey areas …?

  10. The journey so far…

  11. Terms of Reference Consultation We asked ….What do you think should be • In • Out • Binned We made clear which elements were essential for regulatory or budget reasons

  12. Our new approach

  13. The Structure Group Board Neighbourhoods Housing Association Boards and Performance and Policy Committee Community Groups Aire Wharfe Neighbourhoods Community Trust Panel CTP Headway Neighbourhoods NEST Neighbourhoods West City Neighbourhoods Scrutiny – Customer inspectors Tenant & Resident Associations

  14. The journey so far…

  15. Functionial Split Community Trust: • Scrutiny • Policy Review • Commission Inspections • Service Standards and Performance • Part of Governance Structure - Supported by Policy and Performance team in Governance Directorate Neighbourhood Groups: • Focus on local issues • Neighbourhood plans & local area budgets • Supported by the Neighbourhood Team (including Community resilience) • Open to all to attend • Committee of 3 or more • SadehLok – separate approach

  16. Community Resilience • Resilience to changing environment • Individuals and communities • With not for • 2 dedicated officers • Act as catalyst • Analysis of existing community centres and services • 19 centres established so far • Prioritised on a number of external and internal factors • Employment • Rent arrears • ASB • Educational attainment • Discussions with NHO

  17. Resilience in practice • Our Partnership offer to centres • Employment trainee community worker • Funding • Work clubs – at centres • 121 support for individuals • Free access to community insight data • In return: Use of centre facilities as community base

  18. Discussion • What changes has your organisation made to scrutiny and involvement structures • Why?

  19. Practicalities and linkages

  20. CTP development

  21. How our inspectors work

  22. Our inspector team • Integral part of the scrutiny approach • Three major ‘customer interventions’ completed • Voids • Repairs • Incomes • Demand Capture

  23. Why a systems approach? Improving lives Incommunities Our Plan Focus on improving our service using systems thinking methodology to reduce waste and improve efficiency and effectiveness

  24. Change & System Thinking “We cannot solve our problems with the same thinking we used when we created them” Albert Einstein

  25. Purpose ..Something to guide you, give you direction & structure “Repair my home first time at a time convenient to me” Repairs Intervention “To provide a safe and effective heating & hot water system, when needed” Gas Intervention “Help me find a suitable home when I need it” Voids and Allocations Intervention “Help me to affordably obtain, dispose or transport furnishings that are safe & suitable for my home when I need them” Furniture Intervention “Help me to live well and enjoy my home and neighbourhood responsibly, by offering support and ensuring that the duties of the landlord are fulfilled” Neighbourhood Services Intervention

  26. What is it? • Taking a customer perspective • Consider the whole system • Measuring what matters to our customer • Everyone is included in the journey, staff and customer • Design services to meet demand and to create value for our customers • No Targets: Seek perfection through continuous improvement Systems Thinking

  27. The Framework A continuous cycle of change and learning Guides you, to encourage the THINKING

  28. 4 3 5 6 7 2 1 Model for check Customers We need to see the system through the eyes of the customer The customers is the person or persons the system is there to serve Purpose What is it that we are here to do for the customer? What are customers asking for? What do customers need from us? 7 Stages to Check 1 – 5: Tell us what is happening 6 & 7: Tell us why Demand: Value & Failure – Type & Frequency What matters to the customers – what are they asking for? Are they asking because we failed to do or get something right in the first place? System Conditions What do we have to do as a Landlord to meet our legal & regulatory requirements? Capability of Response Measures: What does good look like? How well are we performing? What should we measure to establish if we are getting it right for the customer? Flow: Value work & Waste What does the journey for the customer look like? How does it flow? Thinking What’s the organisation’s thinking?

  29. Customer intervention process presentation title

  30. Other current/planned inspection work • Sheltered housing – following a customer complaint • Next inspection … new contact centre • Inspection of Sadeh Lok customer care (to prepare for customer excellence inspection) presentation title

  31. Recent changes • Single Scrutiny panel established- Community Trust Panel • Previously 4 LMT brought together to Commission • Inspection reports will go to CTP • Commissioning and prioritisation protocols need clarifying

  32. Learning and reflection

  33. Benefits of new structure • More effective links with Performance and Policy Committee and board structures • Experienced panel • Outcome focus • Reduced duplication • Clarity of roles • Links with inspectors and equality groups • Flexible approach to training and development via academy • Emerging profile in organisation is good ? • We will be able to evidence impact…..

  34. Issues and challenges • Panel drawn from existing LMT- refocus • Terms of reference • Gaining trust regarding escalation of issues • Develop relationship with inspectors • Resourcing without dedicated officer • Neighbourhoods still in development • Adjusting protocols and procedures to reflect new structures

  35. Customer assurance - checklist • Involve customers in development – not just sign off • Listen first hand - strong links with board via Policy and Performance Committee • Agile training programme – current issues & consolidation • Issues logs [tracking important!] • Sound agenda planning linked to organisational and customer priorities presentation title

  36. Recent developments • Integrate SadehLok – Panel Group wide • Continue roll out of Academy • Consolidate relationship with Policy and Performance Committee • Regular meetings with Chair To do ……. • Develop protocols for • Issues From Neighbourhoods/To PPC • Commissioning and prioritising inspections in new model • Prepare for 2017 review!

  37. What next…? • What does the Autumn statement and the new government mean for Incommunities customers? • Customer contact & communication • Sustainability strategy

  38. Thank you Any Questions Contact Policy and Performance Manager: Alison Leech 01274 257311 alison.leech@incommunities.co.uk

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