3. Reduction in TMO allowances Ensure Council provides evidence to substantiate any proposed reductions in allowances. Plan and budget for efficiency savings on allowances. Ensure adequate reserve fund. Generate income from other sources. Investigate partnering/ sharing resources with another TMO/selling services. Medium 4. Overspending on budget Set realistic budget, e.g. building inflation. Review services to test value for money. Regular at least quarterly financial reports to the Board, monthly to Treasurer/Finance sub committee to review accounts in detail, monthly bank reconciliations. Ensure sufficient contingency reserves as safety net. Low 5. Increase in anti social behaviour Work with Safer Neighbourhood Team, policies and procedures in place for swift action, feedback to community, name and shame, training and employment and other engagement initiatives as part of Community planning. Use of mediation. Mobile CCTV. Medium 6. Sudden loss of key staff through long term sick leave and/or staff leaving the TMO Ensure provision in budget for in staff resources -acting up (up skilling staff) or covering temp vacancy (overtime) or external agency cover and/or research other TMO providing cover at cost. Ensure sick leave and recruitment procedures fit for purpose. Monitoring in place. Research HR support for staff. London Living Wage for all staff (accreditation). Develop staff – key skills/aspirations, pension provision, training jointly with other TMOs, good office environment. Medium 7 Increase in litigation for disrepair cases Ensure good reporting/recording systems for all repairs/system to flag up if repair not completed in target time, advertise complaints policy and displayed in office reception, Report to board to include progress on all complaints. Contingency fund in place. Medium 8 Health and Safety failures e.g. fire, water contamination Implement recommendations for TMO from fire risk assessments. Removal of door window grills in line with council policy. H & S policy with regular risk assessments, named H & S board member. Fire service training – attend Community Funday, raise awareness and understanding, Testing smoke and fire alarms, Info to Lambeth for Emergency Plan. Low 9 Increased staff workload arising from problems with Council Capital/ Decent Homes works Agree robust project management procedure with Lambeth Living (see management agreement) to include monthly site progress meetings, complaints and liaison procedures, arrangements for snagging and handover and handover of guarantees. High
7 Partnering contracts made by the council with third parties in respect of major works – TMO does not have right to take on major works of part of Council partnering contract Standard 8 Replacement repairs – Replacement of component parts and improvements is a Council responsibility Standard 9 Insurance - Council makes insurance claims - TMO carries out repairs of its responsibility 9B 10 Estate Services - TMO responsible for services set out in schedule 6 10B 11 Technical advice – Council must provide technical advice of requested Standard 12 Right to improve and leaseholder improvements – Liked to improvements policy set out in schedule for receiving and progressing requests for resident to carry put improvements Standard 13 Right to repair–Linked to schedule for processing right to repair claims Standard Chapter 3 Rents RPRMC 1 Confidentiality and procedures –TMO will treat all information as strictly confidential Standard 2 Rent collection- TMO administers collection of rent into Council’s bank account 2B 3 Arrears control –TMO manages all aspects of rent arrears 3E 4 Starting date arrears –TMO manages all rent arrears stating date of agreement 4C 5 Former tenant arrears - Council function 5A 6 HB payments- Not applicable 6A 7 Setting rent payable by tenants – Councils sets the total rent Standard 8 Notification of rent - Council function 8A
19 Information to the Secretary of State - Either party must provide information to Secretary of State as requested Standard Chapter 8 Performance, monitoring, reviewing RPRMC 1 The Tenant Management Organisation’s performance standards - Set out in schedule Standard 2 The Council’s performance standards - Set out in schedule Standard 3 Regular monitoring and development meetings Council and TMO should hold periodic monitoring meetings Standard 4 Annual review – TMO reviews its performance and send report to council and residents Standard 5 Equalities and diversity Council reviews effectiveness of TMO’s Equalities procedures Standard 6 Periodic and special reviews – Council may carry out a review of TMO’s performance not more frequently than once every 3 years Standard Chapter 9 Definition of used in the Agreement RPRMC Appendix C – Strengths Weakness Opportunities Threats Exercise STRENGTHS WEAKNESSES financial position Policies and procedures Active board Training and development Good officer leadership Recognising weaknesses Gaps in staffing capabilities Policies and procedures Some services outside TMO control i.e. heating, hot water, lifts, roofs No access to capital funding TMO cannot shape or control capital spend Rubbish dumping
Strategic objective 2 Making our business stronger for the future Actions: To make sure that our governance and staffing structure enables the successful operation of RPRMC Measured by Lead person responsible When Develop a Board sustainability policy supported by an induction policy and user friendly pack to encourage interest in board membership Policy and induction pack in place. No of residents expressing an interest – reported to board Secretary Year 1 Ongoing Review and update the registered TMO to ensure they conform to current best practice and are fit for purpose New model TMO rules (amended as required) adopted Secretary Year 2 Review TMO policies and procedures, identify gaps and new policies where needed Policy and procedure manual in place Director Year 1 ongoing Work to ensure Board and membership is representative of the community - direct contact /targeted activity at underrepresented group/s Board demographic/tenure monitoring/report to board with recommended actions. Reflected in Consultation and Involvement strategy. Secretary/ Estate Director Year 2 Carry out evaluation of Board’s activities/performance/ decisions annually Evaluation taken place – report on action points Chair Year 1 Develop Learning plan for Board members – training open to all TMO members Learning plan in place and feedback to board on activities Chair Year 1 Increase membership of the TMO target 80% of eligible households by year 3 through a membership drive (introductory meeting with new tenants, membership pack, door knocking campaign, events) All new tenants signed up as members. 80% membership by year 3 Secretary Year 3 Review staffing structure to identify any skills gaps and to ensure it is fit for purpose Review completed – report to board and action plan Estate Director Year 2 Make sure up to date staff policies in place including staff appraisals, pension provision. Training and development plan in place for all Appraisals plan and development plans in place. Pension provided for all staff Estate Director Year 1
Consult on a programme of resident workshops on topics residents will find valuable examples include managing debt, basic DIY skills, preparing a CV, job interview skills, basics of cooking, Workshop programme in place. Participation/satisfaction monitored CDO Year 2 Suggestion box – online, in newsletters/ and in the office Reports to board on ideas, suggestions, feedback in newsletters/website on proposals initiated CDO Year 1