1. Scrutiny Committee Monday 18 th February 2008

2. Salix Homes “More than just a place to live” What kind of organisation have we made? Customer led Forward thinking Project planning / managing Self aware / Challenging Performance focused Driven by excellence Salix Homes Vision

3. ‘Steps to Excellence’ Our strategy sets out how we are going to achieve excellence in Salix Homes Steps to Excellence is an overarching framework to make our vision, aims and the ‘Salix Way’ happen Includes cross cutting ‘Drivers for Excellence’ Steps to Excellence links performance / work plans / appraisals / KLoEs and risk all together Driven by robust project management Effective performance = Golden Thread

4. Excellence Drivers We have developed seven Excellence Drivers to focus our plans and actions to deliver excellence in all service areas in Salix Homes 1.Customers 2.Equality and Diversity 3.Value For Money 4.The Salix Way 5.Neighbourhoods 6.Unique Service Provision 7.Leadership and Governance

5. Steps to Excellence (1) What Steps have we taken so far? Successful launch! Key Partners event Introduced a Young Apprentices scheme Board Development: IL&M Qualified Developed Passport to Success Autumn Festival/ Spring Carnival cycle Staff Satisfaction survey

6. Steps to Excellence (2) What Steps have we taken so far? Received Two Ticks Disability symbol accreditation 'Salix Way' rolled out to key partners Carried out our first appraisals Drafted a four year business plan WIN scheme launched Adopted Respect Standard Steps to Excellence staff conference

7. Inspection Preparation 2008 (1) Project Board established –Chaired by Deputy Chair of the Board –Sponsor: Director of Business Excellence –Project Manager: Senior Performance Manager Reporting into Performance Committee Reporting to SCC –Lead Member briefing

8. Inspection Preparation 2008 (2) Project Management Methodology (based on Prince 2) adopted New E&D strategy resulting from baseline assessment Savills Review Repairs & Maintenance Countdown to Excellence: branded approach to inspection preparation under the banner of Steps to Excellence Key Milestones identified

9. Inspection Preparation 2008 (3) Key Milestones: –Continuous Improvement timetable established Dec 07 – Mar 09 –Customer inspection / Mystery Shopping April 08 –Customer involvement development May 08 –Peer Reviews: Regeneration / Estate Management May 08 –New Handbook and Service Standards Jul 08 –Self assessment Sept 08

10. Key Strategies in place (1) New Business Plan 2008/12 (to Board 18/3/08) Workforce development strategy Continuous Improvement Strategy Customer Involvement Strategy

11. Key Strategies in place (2) 2008/11 HMR Business Plan Value For Money Strategy Project Management Manual Steps to Excellence Strategy

12. Robust Performance Management Established a pyramid of key performance indicators: golden thread Managing performance across: –Agreed targets –Directorate work plans cascaded from Aims –Action plans flowing from KLoE diagnostics –Risk management assurance plans Performance linked to VFM

13. Rent Collection: BVPI 66a LAUNCH On target wk 42, above target all year  CPA Upper threshold target= 98.2%

14. LAUNCH Rent Collection: BVPI 66b  Over target (6.75% year end)

15. Total current rent arrears LAUNCH On target (£1m year end)

16. Avg relet times (BVPI 212) LAUNCH Reletting long term development voids  CPA Upper Threshold target= 34.2 days

17. Rent loss from Voids LAUNCH On target

18. Urgent repairs (RtoR) xBVPI 72 LAUNCH Improving during Q3  CPA Upper threshold target = 97%

19. Non- urgent repair (avg time) LAUNCH  Not at target but improving since launch  CPA upper threshold target = 11 days

20. Repair Appointments LAUNCH On target and improving

21. Tracking Neighbourhood change April 2005 void rate

22. Tracking Neighbourhood change April 2006 void rate

23. Tracking Neighbourhood change April 2007 void rate

24. Salford City Council support Inspection Project support Settled arrangements for performance management, liaison and communication –Monthly monitoring meetings –121 between relationship managers Challenging programme of SLA reviews Salford CC key partners in service & VFM reviews Detailed arrangement with Internal Audit

25. Next Steps (1) Tung Sing – Equality & Diversity carried out baseline study Nov / Dec 07 Bolton at Home peer support during 2008 –Document Management (KLoEs) –Inspection preparation support –Peer review / mock inspection TPAS customer involvement accreditation

26. Next Steps (2) Continue KLOE review and self assessment Commence peer review preparation Continue service / SLA and VFM reviews Develop mystery shopping with Customer Inspectors Review / develop service standards with customers

27. Develop a new customer handbook Area office refurbishment Community Interest Company Spotlight: Neighbourhood Renewal Development and management options Sponsorship Manchester FA Soccer Festival 2008 Next Steps (3)

28. “The Board of Salix Homes has made achieving a successful outcome from November’s inspection its highest priority. We are confident that the plans now in place will, with the right relationship between our two organisations and a satisfactory management fee arrangement in 2008/09, deliver 2 stars or better I recommend this report to you.”