Sharing our experience with other Housing Organisations

Sharing our experience with other Housing Organisations

Hi all!

Well the TMT (Tenant Management Team) have been busy over the last few months not only have we been scrutinising NC business we were also invited to Cumbria to speak to a Federation of tenants that are going down the scrutiny pathway.

They were scared, just like we were in the beginning, but after our meeting and question and answer section, they all seemed to feel a lot better about taking on this role.

We were also asked to do a workshop at the TPAS (Tenant Participation Advisory Service) annual conference in Birmingham. We usually go there to learn, this time we were teaching!! We were very well received and our workshop sessions were oversubscribed with extra tables and chairs being brought in and people even standing at the back! From the feedback we received tenants found our workshop one of the best of the weekend, so we feel very proud of our achievements.

Since then we have been invited to Lincolnshire to speak to another group of tenants on the first steps of scrutiny, to offer advice and assistance. Then we were invited back to speak to the Directors of this company so they could come to terms with what scrutiny means to them and to the company. Most recently we have been asked to speak at a conference in Liverpool where many landlords will be in attendance.
All in all TMT are gaining a reputation of being trailblazers in this field and are being invited all over the country to speak about what we have achieved.

We would like to thank Sue Cox (NCHT) for all her help in the administration side of things and to Carol Middleton for her role as mentor. Sadly Carol has left us now as we no longer need her help and support as she has done such a great job in training us, so good luck Carol for the future.

Responsive Repairs Scrutiny Topic

Responsive Repairs Scrutiny

 
 
The Tenant Management Team have now started their next scrutiny topic, which is on responsive repairs.  The team are due to meet with the repairs section shortly to look at how the section works and then will start seeking residents views.  If you would like to contribute your views on this topic please contact the TMT using the contact form on this website.

Grounds Maintenance Report Summary

Grounds Maintenance Summary

 
· Team looked at the Customer Satisfaction survey to ensure scrutiny was evidence based.
· Grounds maintenance was chosen as had the lowest satisfaction rate.
· Produced a time line graph with tasks.
· Organised meeting with relevant Heads of Service to inform on topic.
· Decided on what relevant information was required.
· Requested information from the TMT support worker via our Information protocol
· Desk top review on information received, helped decipher what we needed to ask tenants & what we needed the horticultural expert to look at.
· Commissioned Resident Inspectors to complete a door knock & telephone survey
· Wrote a questionnaire in conjunction with the Environmental panel.
· Sent survey to 2,600 tenants on sounding board.
· Hand delivered survey to further 1,000 properties on 3 estates
· Employed a horticultural expert to complete a report on current maintenance
· Completed focus groups on 3 estates
· Completed a weed density study on 3 estates
· Work was delayed slightly due to adverse weather conditions
· All information received collated
· Report written, contained methodology, findings & recommendations
· Recommendations from both the horticultural expert & from tenants comments
· 77 recommendations made
· Report presented to Group Management Team (GMT) & Board by TMT
· GMT produce an action plan in response to the  recommendations
· Many recommendations agreed outright, others to be discussed further between TMT & GMT
 
 

Examples of recommendations

 
· Grass should not be cut during very wet conditions.
· Scheme Co-ordinators from Gold Standard areas should sign off work as satisfactory
· Contractors should ensure all operatives undertake customer care training.
 

 
Summary

 
· The scrutiny has been well received by tenants & GMT & improvements are visible
· The work has helped NCHT develop a better understanding of tenants views
· The team have gained new skills & training provided by NCHT has helped all to develop & grow in confidence and capacity which enables further scrutiny by our team

Susan Allen - Contribution

The Tenant Management Team would like to recognise the work and assistance of Susan Allen who has contributed to the work of the Tenant Management Team.

Susan continues to work within the local community.

Tenant Management Team - 25 September, 2010

Susan Allen:  Susan lives in Newton and has taken an interest in resident involvement over the last 3 years.  Susan has stated that she “finds her involvement interesting and educational.  She also finds it a privilege to help support residents and be part of developing a good landlord/resident relationship.” 

Chris Burgess: Chris has been a member of the TMT for a year.  Chris comes to the team with a vast knowledge of housing, having worked in the field for a number of years. 


Alan Evans:  Alan lives in Denton & has been involved with resident participation at  New Charter for approximately two years.  He wants to make a difference to residents and is enjoying the challenge on the Tenant Management Team. 

Vera Anderton:  Vera is currently Chair of Assheton Residents Association and has been involved for many years in achieving improvements on the block.  She is a member of many involvement working groups and has worked closely with New Charter in ensuring the Company are working in the interest of tenants.  

Frank Gittens:  Frank is secretary of Micklehurst Estate Residents Association, a  position he has held for seven years now and is a former member of New Charter Federation.  He is also on the Fair Share panel for Micklehurst, on the partnership panel for Mossley and on the Mossley sports and Leisure Committee who run the Mossley Mini Olympics annually. Frank has also helped set up and run the Tool Bank in Mossley.  

Jill Kupczak:  Jill is married with 2 grown up children. She lives in Hindley Close, Ashton. Jill joined the Tenant Management Team as she believes that tenants deserve the best service possible from their landlord. She is looking forward to working to try and improve the service New Charter provides to tenants.

Ann Daly:  Ann joined  because she has a strong desire to assist in all areas that will improve life for tenants. Hopefully by aiding New Charter to better understand tenants needs and points of view. Ann is a Mother of two and Grandma to nine children. Her hobbies include reading and gardening.

Keith Hardy:  Keith has been the Chairman of the Brushes Estate Management Board for the past seven years.  The Board is an independent company registered at Company house and its function is to run Social housing on Brushes estate on behalf of New Charter Housing Trust.  Given the above, Keith is obviously a strong believer in Tenant Participation and thinks the structure of TMT is an effective method of  involvement.

Belinda Jeffery:  Belinda has been involved with her residents group (CRAG) for 8 years and was with the Tenants Federation for 5years, 4 of them as secretary.  She has seen many changes brought about by tenants for tenants over the years and enjoys working to improve the services received by all New Charter residents.

Steve Thomas:  Steve enjoys helping people and has been involved for 2 years,  working together to make a difference. Steve has experience of working in a team but is looking forward to learning new skills, which he can use during the term and also in life.  He believes that the time invested on the Tenant Management Team will be worthwhile for both residents and landlord. 

Tenant Management Team Members - 25 October, 2010

Chris Burgess: Chris has been a member of the TMT for a year.  Chris comes to the team with a vast knowledge of housing, having worked in the field for a number of years. 

Alan Evans:  Alan lives in Denton & has been involved with resident participation at  New Charter for approximately two years.  He wants to make a difference to residents and is enjoying the challenge on the Tenant Management Team. 

Vera Anderton:  Vera is currently Chair of Assheton Residents Association and has been involved for many years in achieving improvements on the block.  She is a member of many involvement working groups and has worked closely with New Charter in ensuring the Company are working in the interest of tenants.  

Frank Gittens:  Frank is secretary of Micklehurst  Estate Residents Association, a  position he has held for seven years now and is a former member of New Charter Federation.  He is also on the Fair Share panel for Micklehurst, on the partnership panel for Mossley and on the Mossley sports and Leisure Committee who run the Mossley Mini Olympics annually. Frank has also helped set up and run the Tool Bank in Mossley.  

Jill Kupczak:  Jill is married with 2 grown up children. She lives in Hindley Close, Ashton. Jill joined the Tenant Management Team as she believes that tenants deserve the best service possible from their landlord. She is looking forward to working to try and improve the service New Charter provides to tenants.

Ann Daly:  Ann joined  because she has a strong desire to assist in all areas that will improve life for tenants. Hopefully by aiding New Charter to better understand tenants needs and points of view. Ann is a Mother of two and Grandma to nine children. Her hobbies include reading and gardening.

Keith Hardy:  Keith has been the Chairman of the Brushes Estate Management Board for the past seven years.  The Board is an independent company registered at Company house and its function is to run Social housing on Brushes estate on behalf of New Charter Housing Trust.  Given the above, Keith is obviously a strong believer in Tenant Participation and thinks the structure of TMT is an effective method of  involvement.

Belinda Jeffery:  Belinda has been involved with her residents group (CRAG) for 8 years and was with the Tenants Federation for 5 years, 4 of them as secretary.  She has seen many changes brought about by tenants for tenants over the years and enjoys working to improve the services received by all New Charter residents.

Steve Thomas:  Steve enjoys helping people and has been involved for 2 years,  working together to make a difference. Steve has experience of working in a team but is looking forward to learning new skills, which he can use during the term and also in life.  He believes that the time invested on the Tenant Management Team will be worthwhile for both residents and landlord. 

Grounds Maintenance Report - 28 April, 2010

Scrutiny of the Grounds Maintenance service provided by New Charter Homes
To report findings on the Grounds Maintenance service provided by New Charter Homes to residents

For New Charter Homes to note the findings of the Grounds Maintenance scrutiny report, accept and act upon the recommendations with immediate effect. 

4.1 Financial implications:  To produce value for money & create cost effective services.
4.2 Legal/Governance Implications: Tenant Scrutiny is a recommendation from the Tenant Services Authority and is considered best practice.  The Board have demonstrated their commitment to using tenant scrutiny to assist them in the governance of the organisation.
4.3 Business plan implications: The undertaking of the recommendations contained in this report will meet the corporate objectives of the organisation.
4.4 Equality & Diversity Implications:  Not applicable


CONTENTS

Page 3
Background

Page 3
Methodology

Page 4-5
Findings
Key Lines of Enquiry
Horticultural experts’ report
Weed density analysis
Postal survey
Door knock
Telephone survey
Focus groups
Contract
Signup
Page 6-21
Page 6-7
Page 8-9
Page10
Page 11-13
Page13
Page 14
Page 15-20
Page 21
Page 21

Recommendations
Page 22-27
Conclusion
Page 28
Appendix

Page 29

Introduction

• 1.  INTRODUCTION

The Tenant Management Team (TMT), in its role of scrutinising service provision for New Charter Homes (NCH), reviewed the Customer Satisfaction Survey to identify possible areas for scrutiny. The survey highlighted Estate Management as one of the lowest scores (though still a relatively high level of satisfaction). However, realising this was such a vast area, we decided to focus on Grounds Maintenance. Using our knowledge as tenants, we felt that if this area was improved it could have a great impact on tenant satisfaction.

2.  BACKGROUND 
2.1 The TMT was established in May 2009, in response to Resident Led Self Regulation, as recommended by the Tenants Services Authority. The team consists of tenant volunteers whose role it is to scrutinise the service provision of NCH. 

2.2 The aims of the TMT are:

• To operate on behalf of tenants and residents, ensuring that NCH provides resident-centred services of the highest standard.

• To form an effective part of the management structure of NCH together with the NCH Board and the Group Management Team. 

2.3 The team’s role is:

• To take an independent view of NCH performance

• To establish priorities for reviewing NCH performance

• To oversee scrutiny activities

• To commission performance reviews to enable TMT to carry out its duties

• To assess NCH performance against expected standards

• To hold the NCH Board and Group Management Team to account where performance falls below expected standards

3. METHODOLOGY
3.1 The initial task was to set up a Grounds Maintenance Scrutiny Working Group comprising of members of TMT. The first role for the Working Group was to define the parameter of the scrutiny.  We then decided to select 3 estates in different locations and excluded estates where TMT members lived, to ensure no personal bias. Two of the estates received the standard grounds maintenance service and one received gold standard. It was felt it was important to incorporate one sheltered housing scheme that received the gold standard.
    
3.2 The Working Group produced an action plan based on recommendations from the Tenant Participation Advisory Service (TPAS). This incorporated a three-stage plan. (Appendix1).
  The three-stage plan comprised:

• Preparation

• Desktop review

• Reality checking

3.3 Preparation 
With the knowledge that Scrutiny must be evidence based, firstly we defined our information requirements and served notice on the Head of Grounds Maintenance to provide us with information. We also met with the Head of Grounds Maintenance and other officers to support us in our preparatory work.

3.4 Desktop Review
We reviewed the information provided by officers and also looked at the Audit Commission Key Lines of Enquiry (KLOE) for Tenancy and Estate Management. From the KLOE we selected the relevant points for Grounds Maintenance. We identified gaps within the evidence we had collected so far and this defined other evidence requirements for our scrutiny to be effective. We looked at Grounds Maintenance specification, schedule of rates, the contract for Grounds Maintenance and also job profiles for Neighbourhood Management Officers/Assistants.

3.5 Reality Checking
We commissioned Resident Inspectors to assist the Working Group with the reality checking stage. We decided to perform a variety of evidence-based surveys:

• Arrange for a horticultural expert to examine 3 selected estates and ask her to give her expert opinion as to the general condition of these estates. 

• Perform a weed density analysis of the 3 chosen sites and compare them with what is considered to be an excellently maintained site such as Stamford Park.

• Produce and distribute a detailed questionnaire to the NCH Sounding Board, consisting of 2,700 tenants and 2 estates, (Harbour Farm, Hyde and Lyne Edge, Dukinfield) approximately 450 on each area. An adapted gold standard questionnaire was sent to all residents at Birchfield sheltered accommodation, as well as all those receiving the gold standard from the sounding board (totalling 3,600). The questionnaire was to be produced in conjunction with the Environmental Panel, who will also be using the findings for their own purposes.

• Hold 3 focus groups, in Astley Sports Centre, Leesfield Sheltered Housing Scheme and at Hough Community Centre where tenants were invited to come along and air their views.  

• Carry out a telephone survey of 100 randomly selected tenants from the NCH sounding board to introduce some personal contact. 

• Carry out a door knocking exercise, to ensure a face-to-face contact which will provide an instant response. 

• Witness a sign up procedure with NCH Neighbourhood Management staff to establish the level of grounds maintenance information provided.

Tenant Management Team Code of Conduct

New Charter Homes Tenant Management Team
Code of Conduct

The Code of Conduct provides a set of guidelines that members of the Tenant Management Team (TMT) must agree to follow in order to carry out their duties. 

1. Confidentiality
1.1 Members must respect the confidentiality of residents, the staff and the organisation
1.2 The business of the TMT may involve members in dealing with issues that may be sensitive and controversial or of an individual basis.  Members must exercise discretion and care in performing their duties and responsibilities.

2. Discrimination
2.1 No member will discriminate on any grounds against any other member of the TMT or public.  Discriminatory language will not be used in discussions.
2.2 All those who attend meetings have the right to be treated with dignity and respect, regardless of their race, colour, ethnic or national origins, nationality, gender, marital status, age, sexuality, religion, or any other matter, which causes people to be treated with injustice.  

3. Terms of Reference
3.1 All members should familiarise themselves with the Terms of Reference of the TMT to ensure that they aim to meet the aims and objectives of the Team.

4. Conflicts of interest
4.1 Individual members should disclose any interest, whether personal or on behalf of any group they represent, that they consider may affect or influence their approach to the matter under discussion.
4.2 Members must not use their position to obtain any financial gain or advantage.
4.3 TMT Members cannot be current Tenant Board Members

5. Conduct 
5.1 All members must:

• Be courteous to each other and support and assist other members in seeking the best possible solution to problems being discussed
• Allow each other the opportunity to speak and comment
• Follow the guidance of the Chair in the conduct of the meetings
• Raise questions during meetings through the Chair
• Follow the agenda at meetings and help each other reach effective decisions
• Remember that the purpose of the TMT is to benefit tenants, residents and members of the community generally and not specific individuals
• Bear in mind the rights of individual residents and the duties of staff when proposing solutions to problems
• Not to speak or write on behalf of the group without the prior agreement of the group. Any correspondence sent on behalf of the group should be made available to all members of the group
• Make any requests for reports, data and information in line with the Access to Information protocol
• Operate within the Terms of Reference. 

5.2 Persons appearing under the influence of alcohol or illegal drugs/substances or causing disruption will be asked to leave the meeting. (See Breach of Code of Conduct, below)
5.4 Throughout proceedings due respect shall be shown to the Chair and through the Chair to all other members.
5.5 If at a meeting any member, in the opinion of the Chair, persistently disregards a ruling of the Chair or behaves irregularly, improperly or offensively, or obstructs the conduct of business, they will be asked to leave the meeting. (See Breach of Code of Conduct, below)

6. Attendance

6.1 Members of TMT should make every effort to attend meetings and to send apologies in advance of the meeting if they are unable to attend.
6.2 Members missing more than 2 consecutive meetings will have their membership terminated unless TMT accepts that there are exceptional circumstances.

7. Political affiliation

7.1 Individual members may be affiliated to/or be members of a political party but they may not represent a political party in their role as a member of the group

8. Breach of Code of Conduct
8.1 If a member of the TMT does not abide by the Code of Conduct the Chair has the right to ask that they leave the meeting.
8.2 If a member of the TMT continues to ignore the code, at subsequent meetings, then the Chair will ask the TMT to vote on whether the member should be asked to leave and their membership terminated.
8.3 If a member of the TMT feels that the Chair has breached the Code of Conduct, they may ask TMT to vote on whether the Chair should be asked to leave the meeting. If the majority of the membership is dissatisfied with the performance of the Chair they may vote to remove the office of Chair or have their membership of TMT terminated.

Tenant Management Team Role Profile

This is the role profile of the Tenant Management Team members
New Charter Housing Trust Tenant Management Team

Role Profile:

Purpose
The purpose of the role of Tenant Management Team (TMT) member is to work as a member of a team to:

• Operate on behalf of New Charter Homes (NCH) tenants and residents, ensuring that they receive resident-centred services of the highest standard.

• Form an effective part of the management structure of NCH together with the Board and the Group Management Team.

• Take an independent view of NCH performance.

• Establish priorities for reviewing NCH performance

• Oversee scrutiny activities

• Commission performance reviews to enable TMT to carry out its duties

• Assess performance against expected standards. These could be NCH agreed service standards, Audit Commission Key Lines of Enquiry standards, or standards encountered when benchmarking with other housing providers.

• Hold the Board and Group Management Team to account where performance falls below expected standards

• Members of the Tenant Management Team will work together on a voluntary basis with New Charter Homes. The individuals who are recruited as Tenant Management team members are volunteers.

Training and Support
All members will undertake an Induction programme and further training needs will be assessed. Full training and support will be provided.

Key Activities
Key activities of TMT members are to:

• Attend meetings, training and planning sessions.

• Read documents in preparation for meetings.

• Review performance information provided by New Charter Homes and tenant and resident groups.

• Prioritise service areas for review

• Compare performance to other comparable organisations

• Identify the need for further information to enable TMT to carry out its duties. To liaise with the Tenant Participation Team to consider the most appropriate source of that information. For example, to commission Resident Inspections or Mystery Shopping on a specific topic or to commission reports from NCH.

• Where standards fall below expected levels, consider how improvements might be made

• Work co-operatively with other TMT members, New Charter Homes staff and tenants and residents

• Assist in the preparation of reports

Responsibilities

• To familiarise yourself with the policies and procedures including the Terms of Reference, Code of Conduct, Confidentiality, Health and Safety, Equality and Diversity, Expenses policies. 

• To carry out the role of TMT member in accordance with the policies and procedures including the Code of Conduct.

• To observe confidentiality throughout the process

• To remain impartial and objective at all times

• Not to raise any personal issues or concerns via the TMT

• To act professionally and carry out your responsibilities with integrity and high standards of behaviour at all times

• To act and behave in a manner that ensures the safety of yourself and others

• To treat everyone with respect and ensure that you are responsive to the needs of all people in the community.

Related Documents
Terms of Reference
Code of Conduct
Confidentiality Policy
Expenses Policy
Health and Safety Policy
Equality and Diversity Policy