housing business plan 2009 · housing department 2009 business plan . voice in the determination of...

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Housing Business Plan 2009

HOUSING DEPARTMENT 2009 BUSINESS PLAN

Contents

Section 1

Introduction by the Minister and Chief Officer

Who We Are Page 4

What We Do Page 6

Corporate Values Page 7

Section 2A

Summary of Key Objectives & Priorities Page 8

Section 2B

Actions, Key Performance Indicators, Key Risks Page 10

Section 3

Resources 2009 Page 24

Page 1


SECTION 1

Housing

Minister’s Introduction

The Social Housing Property Plan was adopted by the States Assembly on 17th July 2007. It represented a significant milestone in achieving a number of the States strategic aims, not least the aim to increase the level of home ownership in the Island through the sale of some 800 States Rental Homes to States tenants over a period of 10 years, through an innovative shared equity scheme. That programme of sales is already underway and will continue apace in 2009.

The income from those sales will be put to good use in refurbishing the States owned social rental stock at minimum cost to the Public. It will also be used to acquire significant numbers of retirement homes to meet the needs of our ageing population. That programme is already underway with large schemes in progress at Samares, the Cedars and Clos de Roncier. A detailed and costed forward capital programme has been designed to bring the stock up to the decent homes standard and will increasingly seek to incorporate sustainability principles aimed at minimising the impact of the homes on our environment.

The Review of Social Housing undertaken by Professor Chistine Whitehead from the Centre for Housing and Planning Research at the University of Cambridge is an independent, in depth study of social housing provision in the Island. Professor Whitehead’s review will also consider methods for delivering appropriate regulation applicable to and agreed by all local social housing providers. Perhaps one of the most significant aspects of the review will be recommendations regarding the future status of States Rental Accommodation. The findings will be published for consultation late in 2008 with, it is anticipated, a debate on the recommendations in 2009. Implementing the findings of the Review will be a major piece of work which is eagerly anticipated by the Department.

The Housing Department is working ever closer with colleagues at the Planning Department. The Housing Needs Survey, Jersey Homebuy Proposition and recent proposals for the rezoning of land for life-long homes are all illustrative of that close and collaborative working relationship.

The relationship between the Housing Department and its Tenants is vitally important and significant work in this area has led to the establishment of a Tenants Forum. Collaborative working with the Forum has already led to improvements in the management of issues such as anti-social behaviour and capital refurbishment projects. Building on these successes the Department is increasingly committed that tenants will have a powerful and meaningful

Page 2


voice in the determination of policy and the provision of housing services. Tenant participation initiatives will continue unabated in 2009.

The Housing Department continues to play a corporate role in the provision of services and has played a particularly important part in the successful introduction of Income Support. Other initiatives such as, Building a Safer Society, (BASS) and the recently presented Social Policy Framework continue to receive significant input from the Housing Department.

As I have said before, it would not be possible to achieve such demanding objectives if one did not have such dedicated and professional staff. The need for continual development and training has never been more important. Whether through active participation in the Organisational Development programme or the Investors in People charter, the Department will continue to ensure staff are equipped to deliver the highest standards in customer service.

Senator T J Le Main Ian K Gallichan Minister for Housing Chief Officer

Page 3


Who We Are

Housing Minister Senator Terence John Le Main Assistant Housing Minister Deputy Jackie Hilton

Organisation

The Housing Department employs a total of 39.4 full time equivalent (FTE) staff as follows:

Chief Officer

Estate Services Directorate: 10 FTE civil servants and 1 FTE manual worker

Finance Directorate: 5.8 FTE civil servants

Tenant Services Directorate: 21.6 FTE civil servants

These staff are organised to deliver services as set out in the organisation chart below:

Page 4

HOUSING DEPARTMENT

2009 BUSINESS PLAN

Page 5


WHAT WE DO

The Housing Department responsibilities have narrowed following the setting up of the Population Office and the transfer of rental subsidy provision to the Social Security Department. The Housing Department’s principal roles include:-

� Responsibility for determining housing policy;

� Responsibility for providing social housing services to some 13,000 people

� Managing a capital development programme to create new accommodation and upgrade existing accommodation to meet the decent homes standard;

� Encouraging home ownership;

� Managing the States rental waiting and transfer lists to ensure equitable treatment for all including the nomination of prospective tenants to local housing trusts;

Page 6


OUR VALUES

As part of the change process, the Housing Department has adopted the States of Jersey core values:

We put the customer at the heart of everything we do • We listen to what our customers tell us and value feedback. We aim to

resolve their queries at the point of first contact

We take pride in delivering an effective public service for Jersey • We take pride in working for the States of Jersey and celebrate success. • We will recognise those who make a real difference to what we do and how

we deliver services.

We relentlessly drive out waste and inefficiency • We constantly look for ways to improve value for money and challenge

practices that are duplicated or inefficient

We will always be fair and honest and act with integrity • We trust each other and support each other to achieve our potential. • We aim to communicate openly and tell our staff what’s going on before we

tell the media. • We confront and deal with poor performance and don’t use bureaucracy as

an excuse for not taking action

We constantly look for ways to improve what we do and are flexible and open to change • We encourage our people to devise and take forward ideas for improvement

and we expect people to learn from their mistakes, not be blamed • We delegate decisions to the right level and openly share knowledge and

good practice

We will achieve success in all we do by working together • We work to common and consistent standards wherever possible and aim to

link everything we do to the States of Jersey Strategic Plan • We share resources and put them where they are most needed and actively

look for opportunities where we can operate on a cross-departmental basis

Page 7


SECTION 2A DEPARTMENT AIM:

To ensure that long-term, sustainable and affordable housing is provided to meet the needs of all residents

SUMMARY OF KEY OBJECTIVES AND KEY PERFORMANCE CRITERIA

Objective 1: Management of the Department’s ‘Social Housing Property Plan 2007 – 2016’

I. The Property Plan managed so that:

a. plans remain on track for all States owned social rented properties to meet the UK Government’s minimum standard for housing by 2016.

b. the Department is able to retain sufficient of its income to ensure that it is self-sufficient and able to maintain, and refurbish the States owned social rented stock.

c. the housing portfolio (property types and numbers) is realigned to meet the changing needs of the community, particularly in relation to life-long homes.

d. the remaining non-core prime location properties outlined in the Property Plan are sold

e. States Tenants continue to be encouraged to become home owners with the assistance of the approved deferred payment scheme

Strategic Plan Reference(s): 3.8.1, 3.8.3, 3.8.8

Objective 2: Supply and demand for property assessed so that there is an adequate supply of homes

Performance/success criteria: I. The supply and demand for social rented homes monitored and reported

regularly to the Planning and Environment Minister;

II. Contribute to an increase in the level of home ownership;

III. The Jersey Homebuy Gateway and qualifying parameters established to ensure that need is met;

IV. In conjunction with the relevant Departments, the continued implementation of the Social Policy framework.

Strategic Plan Reference(s): 3.8.1, 3.8.2, 3.8.5, 3.8.8

Objective 3: A Fundamental Review of Social Housing Performance/success criteria:

I. Recommendations brought forward for debate in relation to:

Page 8


a. Changes to rent levels and structures, including a mechanism for regular rent reviews

b. Changes to the management and operation of the States owned social rental stock

c. Changes to facilitate the Implementation of a regulatory framework

Strategic Plan Reference(s): 3.8.1, 3.8.2, 3.8.4, 3.8.5 and 3.8.8

Objective 4: Excellent Relationship between the Department and its Tenants Performance/success criteria:

I. Initiatives introduced to improve and develop communication with tenants so that tenants are increasingly involved with, and consulted about decisions which affect them, in particular the outcome of the Review of Social Housing;

II. The Tenants Forum further developed to ensure an increasing role in the development of Social Housing Policy;

III. The percentage of rent arrears reduced in collaboration with the Tenants Forum;

IV. The maintenance and further enhancement of service levels through the development of links with external partners.

Strategic Plan Reference(s): 3.7, 3.8.4, 3.8.5

Objective 5: Staff and resources managed so as to improve performance and provide value for money.

Performance/success criteria:

I. Financial balance achieved and total budget and spend profile consistent with forecast;

II. Costs of each defined service area and relevant overheads identified, so that meaningful comparisons can be made year to year and with other jurisdictions;

III. Drive efficiency through the setting of individual and team performance targets which will be reviewed regularly by the continuation of robust performance management processes for all;

IV. Explicit link between budget prioritisation process and Strategic Plan Objectives demonstrated;

V. Audit existing processes to ensure that they are efficient, display value for money and deliver tangible benefit;

VI. The full potential of Individuals and Teams achieved through continuous development in line with organisational objectives

States Strategic Reference(s): 3.6.2

Page 9

Objective/Action

HOUSING DEPARTMENT

2009 BUSINESS PLAN

SECTION 2b - KEY OBJECTIVES, KEY PERFORMANCE INDICATORS, KEY RISKS LR – Lead Responsibility; SP – Strategic Partner; C - Contributor

Key Performance Indicators

Target Imp Year

Key Risks Key Obj

LR/S P/C

External Partner(s)

Objective 1: Management of the Department’s ‘Social Housing Property Plan 2007 – 2016’

1 The Property Plan managed so that:

Plans remain on track for all States owned social rented properties to meet the UK government’s minimum standard for housing by 2016.

States owned stock brought up to the UK government’s minimum standard for housing.

As per refurbishment programme 100% of stock brought up to the UK government’s minimum standard for housing.

Ongoi ng to 2016

Decent Homes Standard was being used as a benchmark and has now been superseded in the UK by the Housing Health & Safety Rating system.

LR= HSG SP= P&E

Developers

Contractors

Condition of stock assessed.

Carryout a new condition survey by 31.12.09

Refine condition survey data and assessment of Decent Home Standard compliance to the new Housing Health & Safety Rating system; or define a new more appropriate

2009 1(i)

Page 10


Objective/Action



Target Imp Year

Key Risks Key Obj

LR/S P/C

External Partner(s)

Jersey Standard.

2 The Department is able to retain sufficient of its income to ensure that it is self-sufficient and able to maintain and refurbish the States owned social rented stock.

Ongoing revenue being generated from Property Plan sales.

Budget for Property Plan refurbishments is monitored and managed.

Decrease in rent arrears to gain maximum rental

Ensure that property valuations are carried out in accordance with the current property market to ensure that full potential value is achieved on property sales.

Sufficient sales carried out to meet the demands of the refurbishment programme.

Projects managed in accordance with Financial Directions.

Rent arrears reduced to 2% of gross rental income by end of 2009 and to 1.5% by the end of 2010.

Automated bank payment for rent to be

Ongoi ng

2009

2009

2009 -2010

2009

Properties not sold.

Dissatisfied tenants if sales are held up.

Property Refurbishment Programme held up due to other agencies and departmental red tape.

Overspend on Capital Projects.

Arrears repayment plans broken.

1(ii)

LR = HSG SP = TRD SP = CMD SP = P&E

Estate Agents

Property Valuers

Page 11


Objective/Action



Target Imp Year

Key Risks Key Obj

LR/S P/C

External Partner(s)

income. set up for all new tenants to prevent rent arrears accruing.

Annual rent review carried out by 31.7.09

3 The housing portfolio (property types and numbers) is realigned to meet the changing needs of the community, particularly in relation to life-long homes.

Life long homes created or acquired.

Consider the needs of the changing community when planning refurbishment of estates.

Consider environmental issues in over

Create or acquire 400 life long homes.

Create or acquire 25 life-long homes by 31.12.09.

Include an average of 5% of life long or adaptable properties in the design stage of refurbishment plans.

Include community facilities when developing estates; community centres or play areas.

All refurbishment programmes or

Ongoi ng to 2016

2009

Ongoi ng

Ongoi ng

Ongoi ng

Properties not acquired.

Unable to fill adapted properties.

Community facilities not run properly.

Community centres used for other agencies too often and not for the purpose it was designed.

Budgetary pressures allow little scope for community facilities.

Inappropriate allocations made due to increasing demands from the Waiting List .

1(iii)

LR = HSG SP = P&E

Estate Agents

Property Valuers

Contractors & Design Teams

Tenants Forum

Residents Association s

Page 12


Objective/Action



Target Imp Year

Key Risks Key Obj

LR/S P/C

External Partner(s)

populated areas; reducing parking spaces and encouraging public transport. Create more defendable areas in over populated areas like balconies or communal gardens.

developments to incorporate principles of sustainable development

Unable to meet customer expectations.

4 The remaining non-core prime location properties outlined in the Property Plan are sold.

Properties sold . Programme set up to focus on the marketing of properties.

The remainder of non-core properties sold on the Open Market.

4 properties sold by 31.12.09

2009

2009 -2016

Tenants occupying non-core prime location properties refuse to move.

Properties left empty if unsold.

Potential loss of rental income.

1(iv)

LR = HSG SP = LOD

Estate Agents

Property Valuers

5 States tenants continue to be encouraged to become home owners with the assistance of

Increase in the level of ownership.

Sufficient sales carried out to meet the demands of the

2009 Not enough interest in the deferred payment scheme.

LR = HSG SP =

Property Valuers

the approved deferred payment scheme.

refurbishment programme. Unable to sell

properties.

1(v) T&R SP = LOD

Lenders

Schemes developed to Programme set up to 2009 Residents

Page 13


Objective/Action



Target Imp Year

Key Risks Key Obj

LR/S P/C

External Partner(s)

consider how best to encourage tenants to buy.

Identify tenants’ expectations for buying.

focus on the marketing of properties.

Encourage Residents Associations to become involved in the process of property sales; advise them of the mixed tenure of estates and how it will work.

Develop good links and communications with occupants of both the owner occupied and rented accommodation on estates.

Survey carried out to identify tenant’s expectations for buying by 31.12.09.

Establish a stake-holders group to aid communication by 30.6.09.

Carry out post sale/

Ongoi ng

2009

2009

2009

Properties left empty if unsold.

Potential loss of rental income.

Relationship between owner occupied and rental tenants deteriorates to create a bad community spirit which could lead to anti-social behaviour.

The Housing Department’s reputation could be damaged if anti-social issues arise on mixed tenure estates.

Expectations of those that wish to buy may be unrealistic.

If post occupation survey reports a lot of problems we may need to review how the sale

Association s

Tenant Forums

Page 14


Objective/Action



Target Imp Year

Key Risks Key Obj

LR/S P/C

External Partner(s)

occupation survey to determine how successful the project has been by 31.12.09.

and Ongoi ng

process is carried out.

Objective 2: Supply and demand for property assessed so that there is an adequate supply of homes

6 The supply and demand for social rented homes monitored and reported regularly to the Planning and Environment Minister.

Waiting List reports submitted to Planning Department.

Annual Report on Waiting List figures produced.

Waiting Lists for States rental accommodation, Home Buy and Shared Equity Schemes managed efficiently to show supply and demand for property.

Monthly Waiting List reports produced by working day 7 of the following month.

Reports submitted to the Planning & Environment Minister by following month end.

Annual Report on Waiting List figures produced by 30.4.09.

Annual Report lodged in States by 31.5.09.

Ongoi ng

2009

2009

2009

Reports not submitted.

Insufficient data available.

Inadequate data management.

2(i)

LR= P&E SP= HSG

7 Contribute to an increase in the level of home ownership.

Level of home ownership increased.

Sufficient sales carried out to meet the

2009 Properties not sold. 2(ii) LR= HSG

Page 15


Objective/Action



Target Imp Year

Key Risks Key Obj

LR/S P/C

External Partner(s)

Non core properties sold.

New intermediate housing products developed.

demands of the refurbishment programme.

Remaining non-core prime location properties sold.

Participate in a P&E led review of the Jersey Homebuy scheme as part of the Island Plan review.

By 2016

Insufficient demand.

Lengthy Court process may affect people’s ability to buy.

Changing housing market.

Changes in the economic climate and lending criteria.

Migration – people leaving the island as the cost of purchasing property is too expensive for them.

People that do not qualify for Jersey Homebuy may become discouraged.

SP= P&E

8 The Jersey Homebuy gateway and qualifying parameters established to ensure that need is met.

Jersey Homebuy gateway and qualifying parameters established.

Develop criteria and processes for managing Homebuy by 30.3.09

2009 Applications for Homebuy not managed or processed correctly. 2(iii)

LR= P&E SP= HSG

Lenders

Developers

Page 16


Objective/Action



Target Imp Year

Key Risks Key Obj

LR/S P/C

External Partner(s)

Develop incentives to ensure those that do not meet the criteria have other options or are still motivated to purchase property.

Appeals process established for those that do not meet the criteria for the Homebuy Scheme by 30.3.09

Communicate details of Homebuy to all stakeholders and inform of any changes in the policy as and when they happen.

Ongoi ng

People that do not qualify for Homebuy and cannot afford First Time Buyers properties may become discouraged.

Poor communication may lead to inaccurate information being given to prospective applicants.

Not for Profit Organisatio ns

9 In conjunction with the relevant Departments, the continued implementation of the Social Policy framework.

Links with other States departments developed further.

Data Protection / Information Sharing & Service Level Agreements drawn up between departments where appropriate.

Devise a joined up approach to working with other States departments.

Data

Protection could hinder information sharing.

Information shared or not shared that relates to housing stock or a social housing tenant which results in reputational damage to the organisation.

2(iv)

SP = HSG

Page 17


Objective/Action



Target Imp Year

Key Risks Key Obj

LR/S P/C

External Partner(s)

Objective 3: A Fundamental Review of Social Housing

10 Recommendations brought forward for debate in relation to.

Changes to rent levels and structures, including a mechanism for regular rent reviews.

Recommendations brought forward for debate.

Proposals lodged by End of April 2009.

Proposals debated by 1 July 2009.

April 2009

July 2009

3(ii)

LR= HSG SP= SSD

11 Changes to the management and operation of the States owned social rental stock.


Proposals lodged by End of April 2009.


April 2009

July 2009

3(ii)

LR= HSG

12 Changes to facilitate the Implementation of a regulatory framework.


Proposals lodged by End of April 2009


April 2009

July 2009

3(iii)

LR= HSG

Page 18


Objective/Action



Target Imp Year

Key Risks Key Obj

LR/S P/C

External Partner(s)

Objective 4: Excellent Relationship between the Department and its Tenants

13 Initiatives introduced to improve and develop communication with tenants so that tenants are increasingly involved with, and consulted about, decisions which affect them. In particular the outcome of the Review of Social Housing;

Information made available and easily accessible to tenants with the use of Community News, Housing Website and ad-hoc Newsletters.

Capital Projects team to send newsletters at relevant milestones in refurbishments.

Develop department web site as a central information centre for customers by 30.12.09 and update at least quarterly.

All departmental letters and newsletters to give advice on how to access the Housing Department’s website.

Ongoi ng

2009

2009

Capital Refurbishment Programme could be held up or interrupted.

Updates on website not carried out.

Press / media releasing inaccurate information

Details of Review of Social Housing are not released.

Too much information released at the same time may cause confusion.

Some tenants may

4(i)

Page 19


Objective/Action



Target Imp Year

Key Risks Key Obj

LR/S P/C

External Partner(s)

require further explanation of details released by the department.

14 The Tenants Forum further developed to ensure an increasing role in the development of Social Housing Policy.

Development of new policies or updating of policies carried out with involvement from the Tenants Forum.

Involve Tenants Forum in reviewing the Allocations Policy by the end of June 2009.

2009 Tenant Forum may have different or unrealistic expectations on how our policies can be managed.

LR = HSG SP = POLI CE

Tenants Forums Constitution publicised and their Aims & Objectives made clear to other tenants wishing

Continue to involve the Tenants Forum in Compliance issues – and how to manage Anti-Social issues on

2009 Lack of interest from Tenants.

Forum members unable to devote time to being

to be involved or be represented by the forum.

their estates. involved in the development of Policies.

Data Protection.

4(ii)

Encourage Tenants Forum to set up neighbourhood watch schemes.

Neighbourhood watch scheme set up by Tenants Forum by 31/12/09.

2009

Encourage Tenant Forum members to

Facilitate a meeting with the Tenants

2009

Page 20


Objective/Action



Target Imp Year

Key Risks Key Obj

LR/S P/C

External Partner(s)

make contacts with other RSL tenants – either in the UK or through Housing Trusts in Jersey to exchange ideas.

Criteria for Tenant Forum Members should be set to ensure that they have adhered to all terms of their tenancy agreement. E.g.: should not have been involved in anti social issues or have a history of poor rental payment.

Forum Members and other RSL tenant associations by 31/12/09.

Tenants Forum constitution reviewed by forum members and Tenant Participation Officers by July 2009.

2009

15 The percentage of rent arrears reduced in collaboration with the Tenants Forum.

Tenant’s Forum to be involved in the development of Rent Arrears Policy.

Tenants Forum to be involved in reviewing Rent Arrears Policy by 31/12/09.

Tenant Forum members to discuss with the Compliance Team the most effective or useful way

2009

2009

Data Protection regarding rent account information.

Tenant Forum members having a poor history of rental payments.

Tenant Forum may have unrealistic ideas

4(iii)

LR = HSG

SP = SSD

Tenants Forum

Citizens Advice Bureau

Page 21


Objective/Action



Target Imp Year

Key Risks Key Obj

LR/S P/C

External Partner(s)

of deterring tenants from getting into arrears by 31/07/09.

on how rent arrears should be managed.

16 The maintenance and further enhancement of service levels through the development of links with external partners.

Links with external partners maintained.

Develop internal communications further

Further development of links between Social Security and Housing with regard to Income Support and rent account information.

Continued links with the Tenant Forums.

Maintain links with UK councils and Jersey Housing Trusts.

Maintain current links between Housing and Police and work to improve the mechanism for information sharing.

All new in-house policies to be circulated

2009

Ongoi ng

Links with external partners are not maintained.

Data Protection issues may hinder information sharing between departments.

4(iv)

LR = HSG SP = SSD POLI CE

Tenants Forum

Residents Association s

Housing Trusts

Guernsey Housing Board

UK Registered Social Landlords

Page 22


Objective/Action



Target Imp Year

Key Risks Key Obj

LR/S P/C

External Partner(s)

by keeping other teams informed of policy change or new projects.

to staff and added to Policy Register

Objective 5: Staff and resources managed so as to improve performance and provide value for money

17 Financial balance achieved and total budget and spend profile consistent with forecast.

Financial reports published.

Financial reporting standards and timeframe rigidly adhered to.

2009 Over / under spend on budget.

LR = HSG

SP = TRD

Contractors

Suppliers

Team budgets managed and reported

Budgets published to all staff and made clear.

2009 Budget not adequately managed.

on in order to raise team member’s awareness.

Monthly budget reviews carried out at all team meetings.

Department’s manning levels reported on in line with corporate requirements.

Spend profile is not consistent with forecast.

Resource pressures leading to over reliance on key staff

5(i)

18 Costs of each defined service area and relevant overheads identified, so that meaningful comparisons can be made year

Full service costs established.

Overheads identified.

Costs and budgets clearly defined and published to relevant staff.

2009 Analysis of team costs may cause some anxiety to staff if the reasons for the review

5(ii)

LR = HSG

SP =

Page 23


Objective/Action



Target Imp Year

Key Risks Key Obj

LR/S P/C

External Partner(s)

to year and with other jurisdictions.

Team costs compared annually .

Determine the cost of any non-core services and justify provision.

Establish clearer project management in respect of reporting budget spend.

2009

are not explained.

Inaccurate comparisons made.

TRD

19 Drive efficiency through the setting of individual and team performance targets which will be reviewed regularly by the

All staff have annual PRA.

Annual Performance Reviews carried out by 30/04/09.

2009 Appraisals not carried out.

LR = HSG

SP = continuation of robust performance management processes for all.

All targets to be S>M>A>R>T> Specific, Measurable, Achievable, Realistic and Timely.

Individual and team targets set by 01.03.09.

2009 Targets that are set are not monitored.

Unrealistic targets set.

CMD

5(iii)

Staff encouraged to utilise training courses that are made available.

Departmental Training Programme maintained.

2009 Training courses are not utilised well or not pitched at the right level or staff do not find them useful.

Feedback from staff regarding courses they have attended.

Post training reviews to be carried out.

If in house training is not carried out information given to customers may

Page 24


Objective/Action



Target Imp Year

Key Risks Key Obj

LR/S P/C

External Partner(s)

be inaccurate.

In house cross training and knowledge sharing within the Department.

Staff undertaking private vocational study to be supported

Team processes and procedures clearly documented to ensure a consistent approach by July 2009.

Achieve Investors in People standard by 31/12/09

2009

2009

If team processes & procedures are not clearly documented the service provided to customers maybe not be consistent.

20 Explicit link between budget prioritisation process and Strategic Plan Objectives demonstrated.

Link between budget and Strategic Plan Objectives demonstrated.

Clearly defined how budget has been prioritised.

Property Plan and Capital Redevelopment programme is managed to ensure that strategic aims are being achieved.

Departmental budget

2009

2009 – 2016

2009

Links cannot be demonstrated.

Level of contribution made to Income Support from rental revenue leaves insufficient budget to adequately manage the stock.

Strategic Plan Objectives are not achieved.

5(iv)

LR = HSG

SP = TRD

Page 25


Objective/Action



Target Imp Year

Key Risks Key Obj

LR/S P/C

External Partner(s)

management process is in place and followed.

21 Audit existing processes to ensure that they are efficient, display value for money and deliver tangible benefit.

Efficiency and value for money can be demonstrated.

Team processes and procedures clearly documented to ensure a consistent approach by 01.07.09.

2009 Processes not clearly documented.

Policy changed or not followed accordingly.

LR = HSG

Internal audits of departmental processes carried out by 01.09.09.

2009 Staff may not have time to take part in internal process audit .

Working Party set up to carry out a review of

2009

processes to ensure that value for money is achieved by 31.12.09.

Introduce a quality audit procedure to ensure work being carried out by contractors is being done to the correct standard.

5(v)

Page 26


Page 27

Objective/Action



Target Imp Year

Key Risks Key Obj

LR/S P/C

External Partner(s)

22 The full potential of individuals and teams achieved through continuous development in line with organisational objectives.

Staff given annual performance appraisals.

Staff undertaking private vocational study to be supported

Annual Performance Reviews carried out by 30/04/09.

Targets set during performance reviews are linked to the Department’s Business Plan Objectives.

Staff group established to draft 2010 Business Plan by 30/06/09.

Staff group established to draft 2009 Balanced Scorecard by 15/01/09.

Achieve Investors in People Standard by 31/12/09.

2009 Targets that are set are not monitored.

Unrealistic targets set.

Training courses are not utilised well or not pitched at the right level or staff do not find them useful.

If in house training is not carried out information given to customers may be inaccurate.

If team processes & procedures are not clearly documented the service provided to customers maybe not be consistent.

5(vi)

LR = HSG

Abbreviations

LR = Lead Responsibility SP = Strategic Partner C = Contributor

HSG = Housing Department TRD = Treasury Department CMD = Chief Ministers Department PED = Planning & Environment Department SSD = Social Security Department LOD = Law Officers Department HSS = Health & Social Services Department


SECTION 3 – RESOURCES

Housing

Reconciliation of Net Revenue Expenditure

Prior Year Net Revenue Expenditure Departmental Transfers Adjustment to Housing Subsidy transfer with Social Security Recruitment budget from Chief Minster's Department Transfer to Chief Minister's Department Contribution to procurement budget in Treasury and Resources

2009 £

(22,014,600)

320,000 3,200

(75,000) (27,300)

2010 £

(22,362,200)

2011 £

(22,946,900)

Resource Allocation Departmental Reprioritisation Removal of Consultancy cost for Review of Social Housing Removal of IT investment for 2008 Removal of Ann Court Decant Allowance Cost of Ann Court loss in rental income Rent Maximisation initiative CoM Allocation Contribution to Overseas Aid Increase

(60,000) (170,000)

(40,000) 471,500 (96,000)

(16,300) (34,400)

Allocation of Efficiency Savings Change Programme Savings (8,900)

Additional Expenditure Pay Provision Non-staff Inflation Rent Increase

64,600 166,900

(896,600)

63,800 218,400

(850,600)

71,100 223,500

(871,900)

Net Revenue Expenditure (22,362,200) (22,946,900) (23,558,600)

Manpower Numbers (FTE) 39.4 39.4 39.4

Financial Summary 2009 - 2011

The overall strategy for the Housing Department over the next 3 years is to delivery the Social Housing Property Plan as agreed by The States in July 2007. The business plan for 2008 reflected the key financial changes required to deliver the Property Plan and so the business plan for 2009 is simply a continuation of the 2008 strategy. Following the implementation of Income Support in January 2008, the Housing Department no longer has any accountability for Housing subsidy schemes.

Resource Allocation As mentioned above, resources were allocated in 2008 to deliver the Property Plan. The business plan for 2009 therefore reflects the removal of one-off investments in 2008 and the generation of additional income. Additional income is being generated in 2009 from rent increases in October 2008 and 2009, but this income is reduced as a result of lost rental income from property sales and refurbishments. Significantly, the loss of income at Ann Court will total £470K in 2009. The Department is mitigating these losses by undertaking a review of recently improved properties to ensure the rental income charged is appropriate. Efficiency Savings 2009 - 2011 A total of £37K of Efficiency savings have been identified for 2009. This will cover the change programme savings of £8.9K in addition to £27K of costs for the procurement team. As a result of Income Support and encouragement of payment by direct debit, commission charges should reduce further in 2009.The Housing Department will work with the procurement team to drive down costs of postage and generate ideas for further efficiencies in voids. In addition, the billing process with Jersey water is being changed in July 2008 which will drive further savings in 2009. Finally, the regeneration of a number of family estates will see the replacement of oil fired heating systems with Electric heating, leading to a reduction in annual servicing costs.

Page 28

-

-


Housing

Net Expenditure Service Analysis

2008 Estimate

£

2009 Gross Revenue

Expenditure £

2009 Income

£

2009 Net Revenue Expenditure

£

5,044,600 1,980,400 1,051,900

324,800 231,400

1,665,200

(32,312,900)

-

Estate Services Maintenance Operations Cleaning

Tenant Services Assisted Living Tenant Participation Lettings

Finance Services Rent and Fee Collection Rent Subsidy

5,105,500 4,553,000

996,700

361,800 246,000

1,689,900

600,400

(2,585,900)

(33,329,600)

5,105,500 1,967,100

996,700

361,800 246,000

1,689,900

(32,729,200) -

-£ 22,014,600 Net Revenue Expenditure £ 13,553,300 (£35,915,500) (£22,362,200)

Capital Programme 2009 2013

2009 £

Start Year

2010 - 2013 £

Social Housing - Rolling Allocation social Housing - funded from Housing Capital Receipts

5,000,000 12,770,000

2010 2010

12,750,000 66,649,000

£17,770,000 £79,399,000

The extent of the Social Housing Programme is dependant upon the achievement of the required level of capital receipts

Page 29


Housing Service Analysis - Objectives and Performance Measures

Description of Service and Objectives

Estate Services Maintenance - Provision of a property maintenance programme to sustain the longevity of the Housing stock in addition to meeting the current needs of tenants. The programme includes areas such as planned & cyclical maintenance, as well as external decorations and reactive repairs.Also includes the management and control of all ongoing and new capital improvement schemes. From 2008 onwards this will primarily involve the project management of the Department's Property Plan

Performance Measure

The Average amount spent on response repairs per unit per week

Ref. key objectives

2

2008 Estimate

£

5,044,600

2009 Estimate

£

5,105,500

Increase / (Decrease)

£

60,900

2008

FTE

10.2

2009

FTE

10.2

Financial Summary

The step change in investment during 2008 is maintained in order to enable the delivery of the Social Housing Property Plan

Operations - Efficient and effective provision of key Tenant services including: provision of utilities, car parking, TV services etc Also includes costs involved in the operation of Jubillee Wharf.

% of Department efficiency savings on track

2 1,980,400 1,967,100 (13,300) 4.3 4.3 Efficiency savings in water billing and heating systems servicing are reducing costs in this area

Cleaning - Routine facility management and the cleaning and servicing of the common areas of housing estates. This is undertaken by a team of caretakers and supported with the use of a small number of specialist contractors.

7 1,051,900 996,700 (55,200)

Tenant Services

Assisted Living - Coordination of the Supported Housing Group and the direct provision of assisted living services, including management of the Cottage Homes complexes. The provision of medical adaptations for States Tenants.

Number of new clients in period

4 324,800 361,800 37,000 4.5 4.5 The increase in costs is driven by additional investment of £25K in medical adaptations versus the original £75K allocated in the original 2008 Business plan.

Tenant Participation - Engaging Tenants in the management of their homes.

Number of clients no longer requiring support in period

4 231,400 246,000 14,600 3.4 3.4 The increase in costs is largely driven by inflation and pay awards

Lettings - Management of the States rental waiting and transfer lists and allocation of void units to ensure equitable treatment for all

% of Tenants actively involved in Tenants Forum / Tenant Associations

4 1,665,200 1,689,900 24,700 6.8 6.8 The increase in costs is largely driven by inflation and pay awards but this increase is counter-balanced by the removal of the costs relating to the decant of Ann Court.

Average waiting list applicants required 1 bedroom accommodation

Average waiting list applicants required 3 bedroom accommodation

The average waiting time for a 1 bedroom property

The average waiting time for a 3 bedroom property

% of available stock which was void (vacant) ytd

2

Number of Void Properties let on a back to back basis

2

Finance Services

Rent and Fee Collection - Management of the rent and fee collection process to ensure that income is maximised across the department thus enabling monies to be reinvested in the maintenance programme. In addition, dealing with complaints of anti-social behaviour Rent arrears equates to

% of gross rental income

4 (32,312,900) (32,729,200) (416,300) 10.2 10.2 A rent increase is assumed in October 2008 and 2009. However, the rent raised from this is significantly reduced by the impact of lost rental income as a result of delivering the property plan. If the target of 80 sales per year are achieved this results in £830K of lost rental income. In addition, the loss of Ann Court in 2009 loses £470K in income.

The number of active rent accounts currently in arrears

4

Total

% of tenants had rent arrears which equates to more than 5 weeks rent

4

(22,014,600) (22,362,200) (347,600) 39.4 39.4

Page 30

HousingBusiness Plan 2009

For further information visit

www.gov.je/housing The States of Jersey, Housing Department, P.O. Box 587, Jubilee Wharf, 24 Esplanade, St Helier, Jersey JE4 8XT�

Tel: +44 (0)1534 445510

www.gov.je/housing

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