## Annexes Engaging And Empowering Tenants In Council-Owned Housing Annex 1

List of organisations that have participated in this study - also tenants from these organisations participated in this study

## A1 Housing Leeds City Council

ARCH (Assoc. of Retained Council Housing)	
Lewisham Council Ashford Borough Council London Borough of Barnet Babergh & Mid Suffolk District Councils London Borough of Hounslow Barnet Homes Newark & Sherwood Homes Barnsley Metropolitan Borough Council Newcastle City Council Basildon Borough Council Northwards Housing Berneslai Homes Nottingham City Homes Birmingham City Council Oxford City Council Blackpool Coastal Housing Rotherham Metropolitan Borough Council Bolsover District Council Sedgemoor District Council Bradford Council Selby District Council Brighton Hove Council Sheffield City Council Central Bedfordshire Council Solihull Community Housing City of London South Cambridgeshire District Council City of Wolverhampton South Derbyshire District Council City of York Council South Worcestershire Council CityWest Homes Southampton City Council Colchester Borough Homes St Leger Homes of Doncaster CWAG (councils with ALMOs)	
Stockport Homes Dartford Borough Council Swindon Borough Council
     3

## Annex 2 What Participants Wanted To See In The Report

•	 Easily understandable and no jargon 
Participants wanted a number of inclusions in this report and while outside the scope of this review the following additional information can be found from other sources.

•	 Case studies should include the journey, the 
obstacles, what worked, outcomes and profile of the organisation including:
•	 Local Government Association Comms Hub
•	 young people involvement and using 
digital platforms
•	 Tpas Resource Hub
•	 how to keep the momentum going •	 show where involvement has made  
a difference
•	 Include different IT systems/software 
packages that organisations use. What are people using and do they work? Not a great deal of feedback was given in this area.
•	 face to face engagement with older people •	 general needs tenants •	 independent living centres/sheltered 
housing
•	 Case studies about tenants' achievements 
rather than the housing provider - we have 
done this if provided - please also see Tpas tenants view - www.tpas.org.uk and B2S www.benefittosociety.co.uk
•	 diverse groups
•	 Needs to include regional and national  
good practice
•	 Needs to include digital engagement  
good practice
•	 KPIs/targets and how they were set, how  
got to them and how they are monitored - at a glance benchmarking 
•	 Needs to cover the principles of engagement •	 Need to link to the Housing Green paper  
and to 'Benefits to Society' paper
•	 Needs to cover different challenges for 
different settings but also cover some universal issues. 
4    

## Annex 3 Surveys Tpas And Lga: Resident Engagement Survey - Staff Version

1.	 Your name 2.	 Job tile/position 3.	 Organisation name 4.	 Where is your organisation based? 5.	 Size of housing stock/tenants/homes managed 6.	 What is the political leadership at your council? 7.	 Does your organisation have a tenant engagement strategy? 8.	 What is the recent satisfaction with views into account? 9.	 Do you have any other KPI's for tenant engagement?
10.	What examples of good practice do you have in your organisation to ensure  
greater impact as a result of tenant engagement?
11.	Do you have any case studies or reports you would like to share with us? 12.	What would improve your approach to tenant engagement? 13.	What are your resources for delivering tenant engagement? 14.	Do you carry out benchmarking and/or networking with other organisations? 15.	Do you have a tenant led scrutiny group? 16.	Do you have any of the following strategies in place?
Community, financial inclusion, digital inclusion, social value
17.	Do you regularly complete impact assessments for tenant and community  
engagement and involvement?
18.	Would you be interested in attending one of the roundtable events? 19.	Would you be happy for us to contact you for follow up discussion?
     5

## Tpas And Lga: Resident Engagement Survey - Tenant/Resident Version

1.	 Your name 2.	 Which local authority/council is your landlord? 3.	 Are you an involved tenant? 4.	 If yes, can you tell us what activities you are involved in? 5.	 If no, are you aware of the opportunities to be involved? 6.	 Are you aware of any community projects your landlord is involved in? 7.	 Do you have any information/insight on what you think your landlord does well? 8.	 We might like to follow up some of your answers to this survey with you,  
would you be happy for us to contact you?
9.	 If yes, please provide your email address and phone number 10.	Would you be interested in attending one of the roundtable events? 11.	Would you be happy for us to contact you for follow up discussion? 12.	   
6    

## Annex 4 Learn From Others - More Examples Firm Foundations: 1 Dacorum Borough Council 'Get Involved Tenant Involvement Strategy 2016-2020' Sets Out:

•	 the definition 'the involvement of tenants and 
leaseholders in the management, design and delivery of our services' 
•	 sets out 4 outcome based commitments for 
tenant involvement •	 Commitment 1: All Dacorum tenants and 
leaseholders have the opportunity to 'Get involved' 
•	 Commitment 2: Dacorum Borough Council 
works in partnership to ensure the housing service is shaped by the needs of our tenants 
•	 Commitment 3: Young people within 
Dacorum's tenant population have a voice and a positive influence in their local communities 
•	 Commitment 4: Dacorum Borough Council's 
housing service is accountable to our tenants and leaseholders 
     7

•	 clearly sets out that achievement of the 
strategy achieves the corporate vision '...working in partnership to create a borough that enables Dacorum's communities to thrive and prosper' 
•	 sets out a framework across 3 levels.
Level 1 'Our Tenants' is about creating conversations and building relationships between the council's housing service and the whole tenant population. Using a range of communication channels such as social media and getting out and about in the community we can keep our tenants informed, share the benefits tenant involvement has for them and begin to build a network of people who want to 'Get involved' Level 2 'Service Shapers' then uses a variety of engagement activities to build up a picture of our tenants needs. Within this level of involvement activities such as 'burst groups' we can introduce topics of interest and capture tenants and leaseholders' thoughts and experiences. The information and insight captured at level two then informs the development of key documents or decisions. Level 3 'Official involvement' is the top level of involvement and requires the most commitment from our tenants and leaseholders. It brings together tenant and leaseholder representatives, local professionals, councillors and the council's housing staff to regulate, scrutinise and 

## Firm Foundations: 2

challenge the housing service. This level of involvement includes a Tenant and Leaseholder Committee and Tenant and Leaseholder Scrutiny Panel Hull City Council has a key document relating to resident involvement and empowerment - 'The Key to our Future - Hull City Council Tenant Compact and Involvement Strategy'. 

Tenants work in partnership at Hull City Council across all services. The Key to our Future, developed with tenants, sets out key principles:
1. Open information. 

Tenants receive regular newsletters and ensure people to have the information they need to give fully informed views on the service they receive.

The Tenant and Leaseholder Committee, Supported Housing Forum and the Housing and Communities Overview and Scrutiny Committee monitor achievement of commitments in the strategy. All other service strategies and polices clearly set out the levels of service residents can expect, there is good use of journey mapping and continuous improvement is driven by a Quality Management Framework that incorporates tenant feedback. This approach is a good demonstration of a tenant centred holistic approach. 

## 2. Tenants Decide Their Own Depth And Degree Of Involvement. Tenants Are Involved At All Levels, And In Everything We Do.

Contact: tenant.involvement@dacorum.gov.uk 
 
3.Everything in housing is open to influence. 

There are no topics or services that are off limits. While we have a specialist tenant participation team, all sections and staff in the housing service have important roles in the partnership with tenants.

4. Early enough influence. 

We aim to start talking together before issues have been decided. Members of the tenants' forum will have the opportunity to influence issues at the earliest stage, before any formal decisions are made.

8    
5. Getting everyone involved. 

We want everyone to have a chance to take part and take steps to encourage people, who, so far, are not properly represented amongst the people currently involved. We want to  
remove barriers that can slow or prevent  
the participation of:

•	 young people
•	 young families •	 gay or lesbian couples •	 transgender people •	 members of black or minority ethnic  
and faith communities
•	 people with disabilities or with caring 
responsibilities.
Demonstrating that everyone's views have been taken into account and providing feedback.

## 6. Local People Need To Know What Happens Next. We Provide Feedback In Various Formats.

7. Planning for successful involvement -  
and keeping plans on track. Tenants and the housing service make and monitor joint plans. We want involvement to have an impact. Volunteers must feel their time and efforts are usefully spent. 

Contact: tenant.resident@hullcc.gov.uk 
 
     9

## Positive Tenant Centred Culture: 1

Homes in Sedgemoor (ALMO - Sedgemoor District Council) established in April 2007 and manage 4,200 properties.

•	 They have a 'Customer First' model that sets 
out a clear mission, vision and values.
•	 The board includes 2 tenants. •	 The corporate strategy clearly emphasises 
'customer first' culture and ways they will achieve and celebrate it.
•	 They ensure people are well-informed, 
involved and that staff have a voice developing a culture that is transparent and inclusive.
•	 They measure regularly the 'pulse' of the 
organisations culture and address any issues if they occur.
•	 They actively promote tenant involvement 
across the whole organisation by adopting a one-team model, members from different 
services form a team and meet regularly to target and work on activities with tenants in communities.  
Contact: community.engagement@ homesinsedgemoor.org

## Positive Tenant Centred Culture: 2 Positive Tenant Centred Culture: 3 Birmingham City Council Dartford Borough Council - The Culture Of Tenant Engagement Is Embedded Throughout This Local Authority.

•	 Has a resident involvement mission statement 
that sets out clearly their mission and 
objectives for involving tenants. 
•	 Has a Housing Service Customer Charter  
that sets out: •	 standards of accessibility and information
•	 The approach is clear about devolving 
decisions to local district committees and improve accountability.
•	 standards across all services.
•	 Consultation influenced the existing 
framework.
•	 Has a resident involvement agreement -  
a partnership model between the council and tenants and leaseholders setting out involvement in design, delivery, monitoring and review.
•	 Tenants are involved in everything - every  
step of the way tenants state that they feel valued and listened to.
•	 Has a central tenant engagement team but 
also work across other service areas to ensure maximum tenant involvement and outcomes. One example is a sub-group developed in response to welfare reform that has worked with the council's financial inclusion team to put on events. Over 800 attendees and a significant amount of money saved on bills has been reported. 
•	 Tenants attend leadership meetings and the 
leader of the council knows tenants names and will stop and talk to them if he sees 
 them in the street.
Contact: residentinvolvement@birmingham.gov.uk

•	 Other teams speak highly of our tenants and 
will talk to the resident engagement officer when they need to consult tenants for support.
•	 Culture of resident engagement is embedded. 
Contact: Louise Gray rio@dartford.gov.uk 
10    

## Positive Tenant Centred Culture: 4 Leeds City Council

•	 The voice of involved tenants across Leeds 
(VITAL) has meetings that are attended by 
senior staff and councillors; tenants from this 
group are also part of the strategy board. The group oversee all community and resident engagement. 
Contact: housinginvolvement@leeds.gov.uk
     11

## Positive Tenant Centred Culture: 5 Dacorum Borough Council

Work Stream Review - together with tenants they identify six areas that are not performing. 

Dacorum are open and honest about the challenges they face in each area and what the parameters are for them - then ask tenants what they think the council should do. There has been a total culture change towards tenant engagement. Staff, residents and councillors can identify the influence and impacts achieved as a result of planned tenant engagement. Staff, residents and councillors report a strong collaborative working culture. Training and promotions demonstrated a supportive environment. Team meetings help to ensure engagement is embedded help service areas to put forward tenant views and hear about issues that may impact on services. Staff have been honest in that they used to perceive participation as 'fluffy' and as an interference - now they can talk about the benefits it brings to them, their services and the organisation. There is a clear ambition here to listen and respond, while also planning and focusing on tenant's needs and priorities. Corporate objectives include a commitment to broadening engagement diversity and sets targets to be achieved Dacorum offer Valuing You workshops to staff and residents. 

Contact: tenant.involvement@dacorum.gov.uk 

## Training And Support: 1 Training And Support: 2

Dacorum Borough Council Tenant Academy was established with a number of stakeholders to offer a wide range of free courses, including practical skills, fun, leisure and exercise. The opportunities are to:
Hull City Council - Housing Academy was developed to give customers a broad insight into how the housing service in Hull functions to give tenants and residents the confidence, knowledge and skills to be able to effectively participate and influence housing decisions. Topics include:

•	 develop new skills
•	 housing law
•	 improve health and wellbeing
•	 housing finance
•	 prepare for college, university, employment  
or volunteering.
•	 dealing with antisocial behaviour •	 lettings policy and practice •	 equalities and customer service.
Other training is available on:

•	 equalities awareness •	 chairing a meeting •	 minute taking
•	 presentation skills •	 asylum seekers and refugees - myth busting
All expenses incurred are covered. 

The council ensure that all staff embrace their culture and receive induction training focused on resident involvement and engagement, with resident engagement featuring regularly in team briefings. The Dacorum Way is a set of four behaviours very focused on a developing culture and empowering staff. Staff we spoke to as part of this review were able to discuss the corporate objectives for involvement and engagement and clearly aware of many examples across the organisation. New appraisals and an induction programme have been developed to compliment this new approach. Dacorum Borough Council is the first local authority to develop an in-house e-learning platform - a compulsory induction programme for Involvement. 

Contact: tenant.resident@hullcc.gov.uk Contact: tenant.involvement@dacorum.gov.uk
12    

## Training And Support: 3 St. Leger Homes (Doncaster) Opens Up Training To The Whole Community Through:

•	 Apprentice scheme - training to level 3 NVQ
•	 WOW - World of work academy - tenants or 
family members get work place experience to help with individual CVs
•	 Work in Schools - junior apprentice scheme - 
focusing on budgeting skills and constructing dream homes
•	 'Learn my way' is a programme that includes 
money madness - make it work for you, shopping on a shoestring, family meals for less than a fiver, simple book keeping, level 2 food safety. 
Contact: customerinvolvement@stlegerhomes.co.uk
 
     13

## Knowing Who Lives In Your Homes: 1 Colchester Borough Homes (Cbh), As Part Of Their Tenancy Audit Policy, Carry Out Regular Tenancy Audits Funded By Colchester Council.

The policy was developed with a task and finish group of tenants. The audits identify residents who need support, dangerous works that needed to be put right, tenancy fraud and empty homes. Get to see and talk to people we don't normally see. The cost for a three year audit included 2.5 staff and resulted in:

•	 29 referrals to support •	 improved communication with residents •	 reduction in under occupation/ overcrowded •	 reduction in rent arrears of £177,000.
Tenants said "it was what they would expect any good landlord to do", "really appreciated the visit and advice, it's nice to see that CBH care about us in the small village" The Scrutiny panel recommended that tenancy audits continue.

## Having A Range Of Activities: 1 Knowing Who Lives In Your Homes: 2 Kirklees Neighbourhood Housing

Starting again with a blank canvas Kirklees developed a new tenant engagement strategy with a focus on hearing the voice of many and not just the few right up to formal decisionmaking, key objective is to ensure tenant engagement is a core business service. A number of activities include:
Gedling Borough Council decided to strengthen its face-to-face engagement with residents to help teams develop more customercentred service plans and get a deeper insight into the needs of local people analysing the content of residents' letters, complaints and compliments to better understand the issues affecting our communities. 

•	 support to find work, training and  
volunteering opportunities
•	 surveys •	 virtual estate inspector - sending photos  
and comments in on line
•	 focus groups
We also run a biennial residents' satisfaction survey that we host online and post to every home in the borough. This data is hugely important for developing our strategies and understanding what our residents think and need, but we wanted to develop this work further and create more opportunities for face-to-face communication. Ultimately the aim is to improve resident satisfaction. 

•	 estate inspections •	 TARAs and community voices
•	 neighbourhood forum •	 service improvement and challenge  
panel - scrutiny
•	 tenant and leaseholder panel. 
The 'Gedling Conversation' is a yearly campaign that provides face to face opportunities for questions and solutions. They went from 200-300 responses via on line activity to 2,500 responses and then 3,422 after getting more 'local'. They report this helped staff teams understand communities more building relationships and confidence. The project was supported by the chief executive officer, leader and service leads from across the organisation. 

Contact: community.engagement@knh.org.uk Contact: housingservices@gedling.gov.uk 
 
14    

## Having A Range Of Activities: 2 Hull City Council

•	 Has specific project groups attached to 
services for example repairs and maintenance, 
as part of this tenants carry out benchmarking 
and go on inspections with councillors.
•	 Has task and finish groups which are attended 
by the head of housing.
•	 Has seven TRAs which are community  
groups and apply for external funding as well as support from Hull City Council.
•	 Has digital champions that do mentoring 
sessions with people in community centres and also go into job centre plus offices and help with job searches.
•	 Has a tenant's forum that partners and staff 
attend.
•	 Carry out peer reviews where they go and 
measure the services of other landlords  
using Housemark indicators.
•	 Do city bus tours to take tenants out to view 
blocks and high rises.  
Contact: tenant.resident@hullccgov.uk 
     15

## Having A Range Of Activities: 3 Rotherham Metropolitan Borough Council

•	 Carried out a review of tenant engagement 
with tenants and staff that produced a Tenant 
Engagement Strategy. Led to buy in from all to 
tenant engagement.
•	 Tenants part of Strategic Housing Panel. •	 Got an under represented group. Rotherfed 
did consultation. Now engaging with young people and their recommendations go into an action plan.
•	 Reaching all tenants through staff, contractors 
and Rotherfed.
•	 The council promotes good quality, resident 
friendly information about tenant management and supports those residents that wish to investigate it. 
•	 Those focused on management of community 
facilities have been more successful 
across the borough with two examples now operational. Staff and residents confirmed use of the Right to Asset Transfer as a positive process and being successful. The role of Rotherfed was indicated as pivotal to successful delivery of these initiatives.

## Having A Range Of Activities: 4 Involvement Needs To Be Representative: 1 A1 Housing

•	 Very rural.
•	 Six tenants and residents associations in  
the towns.
South Tyneside Metropolitan Council used participatory appraisal as an approach for neighbourhood planning in response to the National Strategy for Neighbourhood Renewal. The council formed an area action team to develop its approach with the objectives of:

•	 Tenants voices meet monthly and feed into 
BANTRA (Bassetlaw tenants and residents association).
•	 improve coordination of services and 
partnership working by encouraging crossservice approaches
•	 A1 Hundred club hold four meetings a year. 
Invite speakers, look at performance and are consulted on services.
•	 Hold annual tenants conference. 
•	 improve the quality of decision making by 
using the skills and expert knowledge of the people who know the neighbourhood
•	 Hold meet the team events. 
•	 provide targeted services that are based on 
the different needs within neighbourhoods rather than a 'one size fits all' approach
•	 Do an annual impact assessment report - 
includes the social impact.
•	 help focus on those neighbourhoods that 
require most attention

## 

•	 increase value for money by pooling 
resources, reducing duplication and promoting greater cost effectiveness.
16    
Participatory appraisal The pilot programme was based on the principles and practice of participatory appraisal. This is one of a growing family of participatory approaches recognised as taking  
a 'whole community approach' to action research. It has been widely used in the southern hemisphere for working with rural communities in developing countries. In the northeast, participatory appraisal has been used to look at issues including:

•	 drugs
•	 crime •	 barriers to employment •	 graffiti •	 financial inclusion •	 education.
Participatory appraisal starts from the position that people are experts in their own lives. 

Developments should respond to the needs and preferences of the people changes will affect. The end point is putting into action a set of solutions identified by local people. So participatory appraisal moves away from the problem frame - how bad it is for the community - to the solution frame - how the community would like it to be. This approach produces more motivation and desire for change. Participatory appraisal uses visual and flexible tools such as maps, spider diagrams and charts. The process is interactive which enables people from all backgrounds and abilities to get involved. The pilots involved recruiting, training and supporting teams of people who were predominantly residents. In each neighbourhood 
     17
the team undertook a community appraisal. They worked with other stakeholders to develop a neighbourhood action plan. Participatory appraisal has proved to be a powerful methodology for engaging residents in neighbourhood appraisal and action planning. Residents have gained in confidence and their ability and skills to participate in neighbourhood renewal. Residents from the pilot areas are now helping the council to encourage residents in other areas. The project engaged with:

•	 two existing residents' groups •	 a number of residents experiencing 
worklessness and social exclusion such as single parents, asylum seekers
•	 older people and people suffering from  
poor health.
In the first year of the project 36 people took part in the training. 

Contact: connect2@southtynesidehomes.org.uk 

## Scrutiny: 1 Complaints: 1 Homes In Sedgemoor (His)

HiS won an award at the UK Complaint Handling Awards 2017 for the innovative and proactive approach it had taken to manage complaints. 

Swindon Borough Council has a panel of five tenant members who decide which areas they think suitable for scrutiny, using data provided from Managers then use a six-stage process of review. They aim to ensure services provide value for money without compromising quality.  
Prior to 2017 HiS had high complaint numbers and low satisfaction scores; customer feedback was getting lost in a complex three stage complaints' process. As a result customers were not feeling listened to and performance indicators were not being met. 

What has happened as a result: 
•	 resident focussed literature to show the effect 
of rent arrears and a graph to show the call centre's busiest times
•	 gas checks booked in when tenants request 
repairs 
•	 staff training after several changes to internal 
practices 
•	 Scrutiny Panel now part of the complaints 
process as their impartiality is valued. 
A customer focus officer was employed in 2015 who became the central focus for all feedback. The role was widely publicised so that a face-to-a-name approach could be used. The officer wrote an open letter to customers asking them to get in touch with their thoughts. A key part was acknowledging the negative press and feedback, and demonstrating that the organisation was going to listen to it, learn from it and make a change based on it.

Recommendations made for: 
•	 housing staff and call centre staff to spend 
time with each other to get a reciprocal view of both roles 
•	 out of hours operatives are trained as 
locksmiths to reduce costs 
•	 a pilot scheme to triage repair enquiries to 
reduce wasted visits and make sure operatives have the right equipment 
•	 all new tenants are given a laminated copy of 
boiler instructions to self-diagnose repair issues.  
A complaint management review was undertaken, looking at how best to rebuild trust with customers, and provide a flexible and user friendly complaints process. Actions which came from this included the remodelling of the complaint process, policies and procedures; introduction of a new learning outcome process; introduction of 'better because you told us' articles relating to complaints learning, complaints workshops and a complaints text message service (a 'rant and rave' text messaging service).

Contact: customerservices@swindon.gov.uk Following this, a 'Customers First' programme was introduced which put the customer back at the heart of everything the organisation did. This is a bespoke training package created for HiS by an external provider for all staff from the chief 
18    
executive to business administration apprentices. Ten cstomers first champions were introduced in place to drive forward initiatives to make improvements and raise standards. Complaints in 2015/2016 fell by 63 per cent and continue to fall with customer satisfaction indicators significantly improving. HiS now receive more compliments than complaints. Performance Indicators continue to be met and customers know who to contact if they have an issue, the customer focus officer works with them to resolve any issues quickly. A complaints learning workshop is held each quarter to ensure that all colleagues understand the importance of feedback. Results are shared with all customers in terms of how the organisation is performing, along with case studies and lessons. 

Contact: community.engagement@ 
homesinsedgemoor.org  
     19

## In The Community: 1

Northwards - changing lives in north Manchester. Northward's independent living officer (ILO) has been working with the community, helping to ease pressure on the NHS. The role was created in partnership with Manchester Health and Care Commissioning (MHCC) and Northwards Housing. The aim is to engage with residents who are frequent re-attendees in hospital or A&E departments, and those identified as vulnerable, isolated or lonely
. To date this post holder has helped 155 people improve their way of life. Referrals come from various sources, including GPs and the North West Ambulance Service. Of 79 clients referred by the crisis response team just five of these clients are still in need of support. "Often the people I see are very lonely, with nobody to talk to at home. Going somewhere new and trying new activities can be extremely daunting". "I just hold their hand; it could be something simple like taking someone to their first lunch club".  
Northwards Independent Living Officer One resident, aged 85, was referred to the ILO via North Manchester General Hospital. After a fall, staff were concerned that he would struggle to manage at home. When the ILO made contact she discovered he was living on the ground floor of his two-storey property. As well as his mobility issues, he was lonely and isolated and often sat outside his home and would chat to passers-by, which could potentially put him in a vulnerable situation. Alternative accommodation was found.

## In The Community: 2

"This flat is much better for me. This summer has been brilliant, I've spent most of it sitting in the lovely garden. Getting to the shops is much easier for me, so I'm getting out and about a lot more." 
Resident Dacorum Borough Council has a Community Engagement Plan that is aligned to landlords strategic objectives (business plan) helping them to monitor and measure change and report on social, environmental and economic planned outcomes. Dacorum ensure that Social, Economic and Environmental outcomes are embedded into any contracts held with external partners through social Value as outlined in the corporate plan. 

Councillor Bev Craig, Manchester City Council's Executive Member for Adult Health and Wellbeing, said: "Manchester is never afraid to try anything new and welcomes innovative projects like this that help to keep people well and socially connected where they live."  
Contact: info@northwardshousing.co.uk All of these contracts required bidders to demonstrate how they would deliver social value against corporate objectives. They have a set amount which must be ring-fenced to supporting tenants or support the wider housing need within the borough. These contracts were created in consultation with service users. In the Osborne Contract there are the following indicators:

•	 **KSI3**: Tenant Involvement in operational and 
service improvement activities including meetings, workshops, customer satisfaction surveys and monitoring of corrective actions arising from complaints
•	 **KSI4**: Delivery of community investments 
to support the ambitions of the councils economic environmental and social sustainability agenda. 
The Osbourne contract is a good example of procuring additional social economic benefit and managed through the legacy document and reporting. An update is set out in the annual report that sates Osbourne supported over 82 community initiatives in Dacorum of which over 5401 local people benefit from. See more on Northend Community Orchard below. Love your 
20    
Neighbourhood is an initiative developed by the Dacorum Communities team. It is a one stop shop to tackle issues of deprivation and has supported over 1000 local people. Outcomes are measured against love your:

•	 health
•	 communities •	 finances •	 future.
This example is a really positive and holistic approach to improving communities. Dacorum Borough Council monitoring of resident intelligence gathered provides statistically balanced ata reflective of the resident profile as a result they developed 'tartan rugs' (maps) for all wards with properties in as a ward profile exercise to identify intervention in response to the link of highest number of hospital admissions for emergency hip fractures. Interventions include a shopmobility contract and digital skills training so residents at the scheme could do on line shopping, Age UK are also involved in reducing the negative outcomes and the voluntary sector involved in ensure increase social inclusion and reducing isolation. Target maps set out data against IMD, employment, up skilling, health and wellbeing and sets out the data compared to Dacorum and national averages - it is visually colour coded cells which look like a target rug hence the name. Be good to see sustainability actions plans developed across all key areas in the future - one area to watch.

 
     21

## High-Rise: 1

Dacorum District Council Multi-Story Living Group (MSLG), members of which all live in the city's 28 high rise blocks or 453 low rise flats, has had a profound effect on improving both services and the quality of life for residents. MSLG was set up nine years ago by the Tenants' Forum to right a perceived wrong - ie when two tenants found they were paying the same charges for different levels of service. Looking into this discrepancy MSLG developed a scheme for inspections and discovered inconsistencies in cleaning and maintenance standards across the city. The group have then continued to work in partnership with the Council their focus being to benchmark and ensure consistency and value for money from service levels citywide. To date MSLG has:

•	 Carried out approximately 350 inspections 
of high and low rise blocks of flats per year. This performance data is analysed at both 
the monthly MSGL meeting and by the senior management team. 
•	 Negotiated a new Service Level Agreement 
(SLA), an outcome from their cleaning inspections, agreeing standards and yearly targets. Through the SLA, MSLG reconfigured the service to improve standards without increasing the service charge. 
•	 Improved standards to caretaking, which has 
saved the council an average £200k a year
. The 
group are continuing to review the caretaker service and are presently a key part of the working group redesigning the full service.
•	 Worked in partnership with grounds 
maintenance management to improve the external environment.
•	 Organised monthly focus groups to 
discuss performance and related matters. These meetings are attended by various officers providing information on safety and maintenance plans and other housing 
management issues.
•	 Reviewed laundry services provided in some 
of the flats, ensuring that the service is viable. Some members of the group are now on the procurement panel for a cashless system.
•	 Attended on-site Health and safety Fire 
training, which is also delivered to housing officers, so there is a consistency across the service.
Significantly, a much stronger working relationship, a more open transparency and mutual trust has developed between the MSLG volunteers, other residents, council officers and representatives from partner agencies. Testimony of this includes their role in reassuring residents following the Grenfell Tower tragedy. Also, the volunteers themselves have grown in confidence as their work with MSLG has developed and they have seen the tangible influence it has on shaping council services. 

Contact: tenant.involvement@dacorum.gov.uk 
 
22    

## Annex 5 Useful Organisations Who Can Help

There are a number or organisations who specialise and support community involvement, development and investment.

| HACT	                              | www.hact.org.uk         |
|------------------------------|-------------------------|
| Tpas                         | www.tpas.org.uk         |
| National Federation of ALMOs | www.almos.org.uk        |
| ARCH                         | www.arch-housing.org.uk |
| LGA                          | www.local.gov.uk        |

 
     23

## Annex 6 Comparison Organisations And Kpis

| What is the KPI?                        | KPI Performance   |
|-----------------------------------------|-------------------|
| Organisation name                       | Stock             |
| size                                    |                   |
| Do you have                             |                   |
| any KPIs                                |                   |
| for tenant                              |                   |
| engagement?                             |                   |
| Barnet Homes                            |                   |
| 15,000                                  | Yes.              |
| supporting service areas to             |                   |
| ensure customers are fully              |                   |
| involved and consulted on               |                   |
| service changes, reviews                |                   |
| etc.                                    |                   |
| Basildon District                       |                   |
| Council                                 |                   |
| 11,000                                  | Yes.              |
| Tenant Reps registered, no. of new      |                   |
| reps recruited in the quarter, no. of   |                   |
| reps attending training in the quarter. |                   |
| Berneslai Homes                         |                   |
| 18,500                                  | Yes.              |
| known - range of KPIs around our        |                   |
| Customer Panel, range of KPIs           |                   |
| around scrutiny.                        |                   |
| City of London                          |                   |
| 2,000                                   | Yes.              |
| related outcomes and commitments        |                   |
| to engage with residents in various     |                   |
| programmes.                             |                   |
| Colchester Borough                      |                   |
| Homes                                   |                   |
| 5,700                                   | Yes.              |
| engagement in budget setting and        |                   |
| review.                                 |                   |
| Dacorum Borough                         |                   |
| Council                                 |                   |
| 10,000                                  | Yes.              |
| participants for Tenant Academy.        |                   |
| Monthly - total number of times the     |                   |
| service has engaged with tenants        |                   |
| (not social media). Monthly - Total     |                   |
| number of interactions on social        |                   |
| media. Annual - overall spend on        |                   |
| engagement activity per property.       |                   |

24    

 Opportunities to make views known 75% Range of KPIs around our Customer Panel Range of KPIs around scrutiny 
| What is the KPI?                    | KPI Performance   |
|-------------------------------------|-------------------|
| Organisation name                   | Stock             |
| size                                |                   |
| Do you have                         |                   |
| any KPIs                            |                   |
| for tenant                          |                   |
| engagement?                         |                   |
| Derby Homes                         |                   |
| 13,000                              | Yes.              |
| reported to the Derby City Council  |                   |
| that we monitor.                    |                   |
| Homes in                            |                   |
| Sedgemoor                           |                   |
| 4,200                               | Yes.              |
| Provided 83%. Overall               |                   |
| Quality of Home 79%.                |                   |
| Neighbourhood as a                  |                   |
| place to live 82%. Tenants          |                   |
| satisfied with training             |                   |
| organised by HIS. Tenants           |                   |
| satisfied with tenant events        |                   |
| organised by HIS.                   |                   |
| Housing Leeds                       |                   |
| 56,000                              | Yes.              |
| Kirklees                            |                   |
| Neighbourhood                       |                   |
| Housing                             |                   |
| 23,000                              | Yes.              |
| based PIs for tenant involvement.   |                   |
| Three of these are corporate        |                   |
| KPIs: New accounts set up on        |                   |
| tenant involvement online platform, |                   |
| households engaged in tenant        |                   |
| involvement activities and number   |                   |
| of active tenants and residents     |                   |
| associations.                       |                   |
| Leeds City Council                  |                   |
| 56,000                              | Yes.              |
| but none that are customer facing.  |                   |
| Rather we have a broad tenant       |                   |
| engagement framework that sets out  |                   |
| the tools and partners we can work  |                   |
| with on an issue by issue or place  |                   |
| by place basis. We'd then try and   |                   |
| capture the outcomes - but these    |                   |
| are many and varied and will change |                   |
| depending on the nature of the      |                   |
| engagement.                         |                   |

     25

Number of tenants 
engaging with Derby Homes is 4,425. 84.8% of respondents satisfied with their neighbourhoods as a place to live. 91% tenant satisfaction with the landlord. 79% tenant satisfaction with views taken into account. 92.2% satisfied with the way ASB cases were handled. 
| What is the KPI?                         | KPI Performance   |
|------------------------------------------|-------------------|
| Organisation name                        | Stock             |
| size                                     |                   |
| Do you have                              |                   |
| any KPIs                                 |                   |
| for tenant                               |                   |
| engagement?                              |                   |
| London Borough of                        |                   |
| Barnet                                   |                   |
| 9,500                                    | Yes.              |
| South                                    |                   |
| Cambridgeshire                           |                   |
| District Council                         |                   |
| 5,700                                    | Yes.              |
| the year set out in to the different     |                   |
| engagement areas and we are              |                   |
| working on number of customer            |                   |
| contacts in the year.                    |                   |
| South Derbyshire                         |                   |
| District Council                         |                   |
| 3,100                                    | No.               |
| St Leger Homes of                        |                   |
| Doncaster                                |                   |
| 20,500                                   | No.               |
| productivity and outputs and             |                   |
| report on these quarterly via our        |                   |
| governance structure                     |                   |
| Stockport Homes                          |                   |
| 12,000                                   | Yes.              |
| rated customer training events as        |                   |
| 'good' or 'excellent'. Percentage        |                   |
| of customers who attended (non-          |                   |
| training) customer events and rated      |                   |
| them as 'good' or 'excellent'. Total     |                   |
| Number of Young People Involved          |                   |
| under 30. Percentage of people           |                   |
| who have experienced a reduction         |                   |
| in their social isolation as a result of |                   |
| their engagement. Percentage of          |                   |
| customers who have completed an          |                   |
| employment programme and went            |                   |
| on to further training, education,       |                   |
| employment or volunteering.              |                   |
| Percentage of customers who have         |                   |
| completed a health and wellbeing         |                   |
| programme and have started a new         |                   |
| physical or leisure activity.            |                   |

26    

 
| What is the KPI?             | KPI Performance   |
|------------------------------|-------------------|
| Organisation name            | Stock             |
| size                         |                   |
| Do you have                  |                   |
| any KPIs                     |                   |
| for tenant                   |                   |
| engagement?                  |                   |
| Wellingborough               |                   |
| Homes                        |                   |
| 4,700                        | Yes.              |
| undertaking Training         |                   |
| funded by the organisation   |                   |
| in the last 12 months.       |                   |
| Number of services           |                   |
| changes during the last      |                   |
| 12 months as a result        |                   |
| of resident involvement.     |                   |
| Number of tenants            |                   |
| actively involved in panels. |                   |
| Percentage of successful     |                   |
| investment referrals.        |                   |
| Percentage of successful     |                   |
| involvement referrals.       |                   |
| Your Homes                   |                   |
| Newcastle                    |                   |
| 26,500                       | Yes.              |
| Engagement Strategy.         |                   |
| Overall customer             |                   |
| satisfaction will have risen |                   |
| to at least 85% by 2021.     |                   |
| At least 70% of customers    |                   |
| will feel like we listen and |                   |
| act upon their views by      |                   |
| 2021. Our new Community      |                   |
| Investment Fund will         |                   |
| ensure that for every £1     |                   |
| invested we will receive     |                   |
| £5 return on investment      |                   |
| from our activities by       |                   |
| 2021. We will have an        |                   |
| informed approach to         |                   |
| community investment         |                   |
| and communities will be      |                   |
| empowered to strengthen      |                   |
| their own community by       |                   |
| March 2018.                  |                   |

     27
Local Government Association 
18 Smith Square London SW1P 3HZ Telephone 020 7664 3000 Fax 020 7664 3030 Email info@local.gov
.uk www.local.gov
.uk For a copy in Braille, larger print or audio, please contact us on 020 7664 3000. We consider requests on an individual basis.