Berneslai Homes Delivery Plan - Barnsley Council Online

Berneslai Homes Delivery Plan 2011-15PrefaceCouncillor Bill Newman, Cabinet Spokesperson for DevelopmentOn behalf of the Council I am pleased to be able to present this delivery planthat sets out the framework that will guide the delivery of services to Counciltenants and leaseholders over the next four years.It is very clear that the proposals of the new Coalition Government will have adirect impact on the provision of housing and related services. In developingthis plan the Council has tried to identify how Berneslai Homes can rise tomeet the challenges that we will face in the future and also how we can makethe most of any opportunities that do arise.To summarise, some of the changes that we have had to take intoconsideration for 2011-15 include:• Preparing for the changes to how Council housing will be financed in thefuture and being ready to respond to the Government’s self-financing offer;• Acknowledging that there will be very significant reductions in the fundingavailable to support regeneration initiatives and to provide new affordablehousing in the Borough;• Identifying that we will need to respond to the further changes in theregulation of housing services proposed by the Government when theTenant Services Authority functions transfer to the Homes andCommunities Agency;• Needing to prepare for further changes to polices and strategies inresponse to the recent consultation on the Reform of social housing; LocalDecisions: A Fairer Future for Social Housing: and• Looking at the potential impact on housing from the changes to the welfarebenefits system.Housing plays an important role in under-pinning the wellbeing of individualsand communities and the implementation of the Council’s delivery plan, byBerneslai Homes, will help support sustainable communities in Barnsley.Berneslai Homes has a strong track record in service delivery and they aresupported by the involvement of committed and enthusiastic tenants who areable to engage fully with the Council and Berneslai Homes.Therefore, the Council has every confidence in Berneslai Homes’ ability todeliver the proposals as set out in this plan.

3. IntroductionVision, aims and objectivesComplementing the strategic direction set by the Council and its Partners, andgiving full regard to the national, regional and sub-regional policydevelopments, the Berneslai Homes Delivery Plan will significantly contributetowards the Local Strategic Partnership and delivery of the SustainableCommunity Strategy (SCS) for Barnsley. The vision for the SCS 2008 - 2020is:“A successful, uniquely distinctive 21st century market town at thecentre of a Borough that offers prosperity and a high quality of life.”Within the strategy there are eleven ambitions of which Ambition One is:“Our communities are attractive, clean and sustainable places to live.”Each ambition has an outcome, Outcome One’s is to:“Improve the quality of life in our communities including the quality ofthe housing stock and protecting the community from crime, disorderand other risks to their safety.”This Delivery Plan is aligned to this outcome.At a sub regional level it is aligned to the sub regional Sustainable HousingMarket Strategy 2008 - 2018 which has the vision:“To build and support sustainable communities and successfulneighbourhoods where the quality and choice of housing underpins abuoyant economy and an improved quality of life.”It is within this wider context that this Delivery Plan should be read.Berneslai Homes are a valued partner to the Council and its partners and thisDelivery Plan is the Council’s plan for Berneslai Homes to progress over theperiod 2011 – 2015.It has been developed with tenants and leaseholders reflecting their issues aswell as emerging national and local circumstances.The remainder of this document has been designed to reflect the need forownership of the Delivery Plan by Berneslai Homes.4

The Berneslai Homes Board recognises that to achieve the visions set outabove we always needs to adopt:“A fresh approach to people, homes and communities”and this is our mission statement.In order to translate this mission into reality we have set four strategicobjectives for the company. These are:• To deliver excellent Customer Services• To continue to deliver sustainable communities which are safe, healthyand attractive neighbourhoods which are accessible to all• To actively contribute to and influence partnership working withinBarnsley and the sub-region• To be a successful well managed companyCompany ValuesWho we areOur approach to achieving these strategic objectives is embedded inour strap line, Great Place, Great People, Great Company.Berneslai Homes is the Management Agent appointed by the Council tomanage the housing stock on behalf of the Council. The relationship betweenthe Council and Berneslai Homes is that of a mutually respectful and effectivepartnership.Berneslai Homes became an ALMO on the 1 December 2002. As at April2010 Berneslai Homes managed 19,556 Council owned homes in theBorough of Barnsley, including 311 leaseholders. In the past there has beena high rate of properties sold through the Right to Buy but this is nowdeclining. The stock is mainly traditional with two thirds houses and a quarterbungalows.The Barnsley borough, with a population of around 223,500 spread over anarea of 127 square miles has the third lowest population density among the36 metropolitan districts in England. The borough extends from the Penninesin the west to the Dearne Valley lowland in the east. Barnsley is an area ofcontrasts, whilst the rural west has social and economic conditions similar tothe national average the more urban eastern part of the borough is moredeprived.In 2009/10 the recession and subsequent public sector cuts required tocontribute to addressing the country’s overall economic deficit has placedsignificant challenges on Barnsley.5

As at April 2010 Barnsley’s unemployment rate stood at 5.3% (based on JobSeeker Allowance claimant count), with many families experiencing intergenerational unemployment. The level of incapacity benefit claimants as atNovember 2009 was 11.4% compared to a national average of 7.1%.Reforms to the housing and welfare benefits system are likely to impactadversely on Barnsley. Poor health is also an issue in Barnsley and thePrimary Care Trust’s four life style priorities are smoking, alcohol, healthyweight and mental wellbeing.Berneslai Homes believes it has a central and crucial role to play beyond itscore business activity of managing and maintaining homes. We know thatgood quality, well maintained homes have a positive impact on a person’shealth. We know that decent homes and regeneration programmes positivelyimpact on community well being by reducing crime and low level anti-socialbehaviour. We know that having active and engaged tenants, residents andleaseholders involved in how the company is run makes a difference tocommunity ownership and accountability. This Delivery Plan demonstrateshow Berneslai Homes adds value over and above its core business.Overseen by a Board of an independently appointed Chair and 9 Directors,comprising 3 tenants, 3 council nominees and 3 independent members, thecompany manages HRA Council homes and other housing assets. This willremain the core business of the company. However, as part of ourdiversification strategy we have expanded the range of services providedincluding innovative work managing properties in the private sector anddeveloping regeneration schemes in partnership with the Council andregistered providers which will see Berneslai Homes using its expertise tomanage other registered provider properties.The Board is supported by three sub-committees as outlined below with aRemuneration Committee convened when required.BERNESLAI HOMES BOARD STRUCTUREChairSuzy BrainEnglandHuman ResourcesCommitteeCustomer ServicesCommitteeAudit CommitteeCllr JoeHaywardPam GeeClair WrightJoanWhittakerCllr DeniseWildePhilChambersMelvyn LunnCllr MalcolmPriceTony Alcock6

Underpinning this structure is a tenant involvement and engagementframework, where customer interaction takes place on varying levels, with akey role being played by the Barnsley Federation of Tenants and ResidentsAssociation. Bi-monthly meetings take place with the Board, Executive andFederation to ensure customer engagement on all key policy decisions isundertaken in a systematic way.Our Customer Engagement Framework is fully compliant with the TenantServices Authority’s Regulatory Framework for social housing in Englandwhich came into force in April 2010. Our framework includes a co-regulationscrutiny model organised and facilitated by the Barnsley Federation ofTenants and Residents which will monitor our performance against thenational standards and our local offers, and feed into the production of ourannual report.The company has an internal control framework which covers health andsafety, risk management, financial controls and governance. This is reportedupon annually by the Chief Executive and an assurance statement provided inthe Directors’ Annual Report and Accounts.The company’s Memorandum and Articles of Association are regularlyreviewed and updated as required.Our scheme of delegations ensures the correct level of decision making takesplace at Board, sub-committee and executive level. The company’s schemesof delegations are contained in Appendix 13.The implementation of the Board’s policies and the day to day running ofBerneslai Homes is delegated to the Chief Executive and the SeniorManagement Team in line with the standing orders, financial regulations,policies and terms of reference of the organisation.7

4. Leading ChangeThe Berneslai Homes Delivery Plan, which is reviewed annually, presents amedium to long term strategic framework for the transformation of socialhousing in Barnsley. The plan shows what we intend to achieve for ourtenants and how we will continue to progress, working in partnership with avariety of organisations, the modernisation and maintenance of homes, theimprovement of neighbourhoods and services and how we will manage thefunds available to us to undertake these major challenges.In considering our future direction of travel we need to have regard to thenational, regional and local agenda.Social housing became more of a priority on the national agenda in 2007when Professor John Hills, in his review “Ends and Means: The Future Role ofSocial Housing” raised the issues of affordability, promotion of mixed incomeneighbourhoods and tackling worklessness. Professor Cave in his report‘Every Tenant Matters’ advocated a single regulator for all social housing andensuring that the tenants voice was heard at a national level and The GreenPaper ‘Homes for the future, more affordable, more sustainable’ published inJuly 2007 focussed very much on the supply/ delivery agenda of new buildaffordable homes.In July 2008 the Homes and Communities Agency (HCA) came into force withresponsibility for strengthening and streamlining the delivery of an enhancednew build programme and regeneration activity. The HCA brought into onebody the various roles of the Housing Corporation, English Partnerships,Urban Regeneration Agency, Commission for New Towns and certain parts ofCommunities and Local Government investment functions such as HousingMarket Renewal, Decent Homes programme, stock transfer and PropertyFinance Initiatives.In December 2008 the Tenant Services Authority (TSA) was established andbecame the cross domain regulator for all registered providers of socialhousing in April 2010 on the publication of ‘The Regulatory Framework forSocial Housing In England from April 2010’. The framework outlines the sixnational standards and the concept of local offers which each registeredprovider should measure themselves against and identify outcomes in anannual report to tenants.In May 2010 the coalition government was formed which has led to policychanges requiring an assessment of how they impact on Berneslai Homes’ability to deliver both core and added value services.Barnsley has a Local Strategic Partnership known as One Barnsleyresponsible for delivering the Sustainable Community Strategy and outcomesof the Local Area Agreement (LAA). From April 2011 LAAs will discontinueand local authorities will not have to report against them, but the localpriorities and targets will continue to be used by One Barnsley to focuspartners’ priorities.9

In 2010 the coalition government disestablished the National Tenant Voice(NTV) and undertook a review of social housing regulation. With effect fromApril, 2012 the regulatory functions of the TSA will be transferred to the HCAbut based on an overriding statutory duty to regulate in a manner whichminimises interference. Co-regulation in respect of consumer protection willbe retained and enhanced but with minimum intervention by the HCA. Inrespect of economic regulation the regulator will be more proactive onensuring value for money in the sector.The coalition government have committed to reviewing the housing benefitsystem and changes were announced in the June 2010 emergency budgetwhich centred on reduced payments linked to under occupation and length oftime in receipt of job seekers allowance. These changes will be introducedfrom April 2013. We will be assessing the impact of these on incomecollection rates and our 30 year business plan.In July 2010 the government presented a consultation paper entitled ‘21 stCentury Welfare’ which seeks to inform government thinking on reforms to thebenefits and tax credits system. The intention is to radically reform the way inwhich benefits and tax credits are paid to ensure that ‘work pays’ and that thewelfare system does not inadvertently trap people into dependency andworklessness.The Comprehensive Spending Review (CSR) in October, 2010 reaffirmed thegovernment’s intention to introduce radical housing and welfare benefitreform. In November, 2010 they published ‘Universal credit welfare thatworks’ which paves the way for the introduction of universal credit. Theintention is to introduce a basic allowance with additional elements forchildren, disability, housing and caring. There will also be an overall cap onbenefits of around £500 a week for couples and lone parent households and£350 a week for single adult households. We will be continually assessing theimpact of all these proposals on income collection rates and our 30 yearbusiness plan.In November, 2010 the draft Localism Bill was published which will be thestatutory mechanism to reform the housing subsidy system and social housingregulation. From April 2011 an ‘Affordable Rent’ scheme will be introduced.This will allow housing associations to provide new homes at rent betweensocial and local market rents and with a tenancy agreement that will bereviewed after an agreed period of time. We do not know yet whether localauthorities will have the same flexibility within the housing subsidy systemreform proposals.The coalition government is keen to improve mobility for tenants in the socialrented sector and one of its first announcements was to launch a new nationalaffordable home swap scheme ‘Freedom Pass’. They are also exploring witha number of local authorities a new Right to Move where tenants could asktheir landlord to find them a home in the area they want to live in.10

Our FitIn June 2009 Berneslai Homes was rated as a three star organisation withexcellent prospects for improvement by the Audit Commission. This is thehighest mark achievable so we are well placed to face the opportunities andchallenges of the next five years.We have a robust governance structure and our Board undertakes its dutiesdiligently ensuring they are up to date and abreast of new initiatives and policyproposals through a board development and appraisal programme. To deliverthe Board’s vision it is critical that we recognise that our greatest asset is ourworkforce. We wish to ensure a steady stream of committed, skilled andempowered employees whose working environment is underpinned bymodern employment practices, all of which are demonstrated by our Investorsin People accreditation. Our Human Resources strategy sets out how we willvalue and develop our people in order to maintain our success in the futureand our position as a best performing ALMO.Although the LAA is ceasing in April 2011 Berneslai Homes remain committedto delivering the jointly agreed targets of the Local Strategic Partnership byhaving key roles on the following delivery partnerships. Adults and Communities Well Being Safer Communities and SustainabilityThe Chief Executive sits on the Barnsley Central Investment Plan Group.Berneslai Homes has an excellent track record in project managing largescale housing regeneration schemes which have led to cohesive andsustainable mixed communities and our challenge is to retain this focus withinthe budgetary constraints the public sector face.Barnsley has an ageing population and we will work closely with our partnerson realigning our services around individual budgets and personalisation. Wealso recognise that many of our customers are vulnerable and have specialneeds to be addressed. We are particularly proud of our role in theSafeguarding agenda and our Vulnerability Strategy ‘Something Doesn’t LookRight’.Berneslai Homes is well placed to respond to the concepts of Big Society andLocalism. We already have in place a robust tripartite Customer EngagementAgreement between ourselves, the Barnsley Federation of Tenants andResidents and the Council which at a local level has a range of mechanismsby which people have a say and influence in shaping policies and decisions.Our scrutiny model has tenants at the heart and our ambition is for this to betenant led.11

Demand for social housing continues to outstrip supply, in 2010/11 BerneslaiHomes project managed the new build of 76 council homes funded throughthe Local Authority Challenge Fund. Our self financing business plan allowsfor 35 new build homes a year from year five onwards. This will not alleviatethe demand on the waiting list from both applicants and existing tenants andso we will have to pay close attention to the policy debates on mobility andsecurity of tenure.This will also be impacted upon by the significantly reduced AffordableHousing Programme and the inevitable downturn in new build by our housingassociation partners.Berneslai Homes is committed to reducing its carbon footprint and operatingsustainably. Our commitment is three fold:Firstly, to operate sustainably as a company reducing our carbon footprint,reducing our use of fossil fuels, minimising our waste and where this is notpossible recycling as much as is possible.Secondly, we will seek opportunities to reduce the carbon footprint of thehousing stock we manage and to reduce fuel poverty amongst our tenants.We will achieve this by continuing to improve the housing stock, reducing heatlost from those homes, continuing to introduce efficient forms of heating andintroducing alternative technologies to fossil fuelled energy.Thirdly, we will seek every opportunity to explore and attract new fundingsources to support and increase the programmes above. This will includenew funding sources such as 'Passive Solar feed in tariffs', 'The renewableHeat Incentive' and 'The Green Deal' as well as existing sources such asCERT, CESP and ERDF.So what are our service challenges and where do we wish to be?The Delivery Plan details our four main challenges, the vision we have andthe targets we have set ourselves through our annual service improvementplans. Integration and community cohesion- ensuring these principles are embedded in everything we do. Customer Excellence- ensuring ‘tenants at the heart of what we do’ is real. Asset Management- ensuring we maintain our stock to a quality standard andmaximise our investment opportunities for regeneration and newbuild.12

Housing Management- ensuring we use our skills and expertise in the widerneighbourhood arena.Our biggest test and challenge facing the company during the 2011 to 2015period will be to secure its financial viability and maintain excellent serviceswhich have a long lasting impact on the sustainability of communities.13

5. Analysis of Business Strengths and WeaknessesThis section of the plan explains how we know how well we are doing.Each year we produce an annual performance report which reviews ourperformance against the previous year and the promises/standards we havemade for tenants. The Annual Report, which is developed with support fromtenants and approved by the Council, is sent to every tenant’s home by thebeginning of October. Following the requirements of the TSA it demonstratesthe way in which National Standards and the local offers which we haveagreed with tenants are being met. It also sets out what we plan to do overthe next year to strengthen and improve services.We examine our operating environment assessing our business strengths andweaknesses. This enables us to focus our plans, budgets, servicedevelopment and improvement actions in an appropriate way. Only in thisway will we continue to improve our performance and deliver more efficient,higher quality services to our customers. This analysis is done in 3 main wayswhich are:• A ‘SWOT’ analysis which assesses our strengths, weaknesses,opportunities and threats. 1• A ‘PEST’ analysis which looks at the external environment broken downinto the categories of Political/Legal, Economic/Environmental,Socio-cultural and technological.• An analysis of benchmarking data arising from our membership ofHousemark and Key Performance Indicators.Importantly, the SWOT and PEST analyses are done collaboratively withboard members, the senior management team and tenant representatives. Inaddition to these methods we have a comprehensive framework for involvingour customers and assessing their views and opinions on how well we aredoing. This framework was reviewed in 2010 to ensure that it fully capturedthe spirit of co-regulation which has seen new routes for customerengagement such as ‘The Berneslai Challenge’ introduced. The ways inwhich this is done is covered in Section 8 - Customer Excellence.Performance management is central in ensuring the delivery of key businessand service priorities. A comprehensive and robust performancemanagement framework is in operation. The structure is detailed in Appendix4.1 The PEST and SWOT analyses are contained in Appendix 3.14

Performance targets are challenging, meaningful and linked to the aims andobjectives of the organisation. They were fully reviewed in 2010 and agreedwith our tenants and the Council as part of our response to the TSA regulatoryframework. A balanced scorecard methodology is used which considerscorporate and service directorate performance in the blocks of: financialperspective, customer perspective, internal business processes and, learningand growth. The scorecard has been further developed in 2010 to reflect newpriorities such as electronic access to services, which enhances customerservice and supports the development of more efficient back office processes.A monthly performance meeting consisting of the Senior Management Teamand strategic managers brings together information from across the wholeorganisation for each element of the framework. The meeting is used toidentify learning and agree actions to address any weaknesses and areas forimprovement. Actions agreed are then integrated into team action plans.Our performance management framework is a continuous cycle of activitybased around the 4 key stages of Planning, Implementation, Monitoring andReview/Evaluation.Our performance framework includes both monthly and quarterly meetingswith our shareholder at officer and cabinet portfolio holder/Board levelrespectively. We are keen to ensure our operational delivery and strategicdirection are aligned to the Council’s neighbourhood agenda. For this reasonwe support the ongoing development of the Council’s Neighbourhoods andEngagement Framework through participation at the Senior Officer ProjectBoard as well as its delivery by assigning a member of our SMT to be apartner on each of the 5 Area Partnership Boards.A key performance measure is the satisfaction of our customers. Until 2010we undertook an annual STATUS survey. The sample undertaken enablesfindings to be profiled by household composition and demographics (gender,age and ethnicity). It also captured data relating to income and benefitsreceived, the incidence of long standing illness or disability and length oftenure. In addition, the analysis is broken down into Housing ManagementTeam areas allowing managers to look at differences on a much more localbasis. STATUS was not undertaken in 2010 following a review and guidanceissued by CLG. We are confident that SEAP and our customer engagementframework (covered in section 8) provides adequate assurance relating to ourcustomers’ satisfaction. However, in the future it will be difficult to accuratelybenchmark tenant satisfaction with other Registered Providers as there will beno standardisation of questions or methodology.Table 5.1 gives an overview of performance for headline indicators (combininggeneral needs and sheltered tenants) from the 2009 survey and clearlydemonstrates the positive direction of travel over recent years.15

Table 5.1Question 2009 2008 2007 2006 2005 2004 ImprovementOverallsatisfaction withBerneslai Homesas landlordValue for moneyfrom rentOverallsatisfaction withthe repairs andmaintenanceservice87% 86% 82% 76% 71% 65% +22%83% 79% 79% 74% 61% 66% +17%86% 81% 79% 77% 62% 58% +28%Berneslai Homes continues to be a member of the Housemark BenchmarkingClub. Analysis of Housemark benchmarking data for the ALMO members ofthe improvement club in September 2010 shows continued positiveperformance in relation to our ALMO peer group (Metropolitan ALMOs).Membership of the improvement club is important as it helps us to:• Compare costs with others and demonstrates year on year improvement• Understand the relationship between cost and performance and comparequality and performance with others• Identify areas of inefficiency prior to remedial action• Set and review efficiency targets which feed into the Delivery Plan.Table 5.2 below summarises the top level cost and quality indicators.16

Comparison with Metropolitan Peer Group17

Our performance against key performance indicators over the last few yearsas well as our targets for the next 2 years are set out in Appendix 5.In addition to the Annual Housemark benchmarking analysis of performanceand costs we participate in a range of benchmarking activities which span allmajor service areas. A guiding principle in determining our participation inbenchmarking activity is, that it should enable us to learn from others and drilldown below statistics so as to be a tool to support service improvement.Outcomes from benchmarking are regularly included in our quarterlyperformance reports as well as in the Annual Value For Money Report. Someof our key benchmarking activities are:• Internal benchmarking between Kier and Construction Services as part ofthe PRIP contract.• Housemark Repairs and Maintenance Benchmarking Club.• Efficiency North Decent Homes Capital Benchmarking Club.• Northern CBL Group.• Rent Income Excellence Network.• Sub-Regional Housing and Estate Management Peer Review Group.• Select 10 (core performance areas) and its sub-groups such as HumanResources.• Housemark Complaints and Compliments.Our participation in these activities which is an important element in ourapproach to co-regulation continues to demonstrate that we are a low cost,high performing organisation.External learning and sharing experiences with our peers assists indeveloping our skills. Recent examples include: mediation training forhousing management staff organised with the NSU; MAPPA training for staffinvolved in allocations and assessments in conjunction with the MAPPA teamfrom Sheffield; rents staff along with colleagues in council tax attendingsessions with a debt collection company on telephony techniques. In additionwe have delivered equality and diversity training to the board of A1 Housing,given presentations to One Barnsley and the PCT on customer engagementand undertaken a peer review for Kirklees Neighbourhood Housing.18

6. Risk ManagementApproach to Risk ManagementRisk Management is the process of identification, analysis and control ofthose risks that can impact on the Company’s ability to deliver its priorities andobjectives. It is not only about protecting the health, safety and welfare ofBerneslai Homes staff and customers, it is also about the protection of ourreputation in ensuring that we meet the service objectives we have agreedwith Barnsley Council.The purpose of risk management is not to remove all risk but to ensure thatrisks are identified and their potential to cause loss is understood andquantified. Based on this information, action can be taken to directappropriate levels of resource at controlling risk and minimising any potentialloss.Quarterly meetings of the Strategic Risk Panel and Operational Risk Groupsare ongoing to review the risk registers, review implementation of controlactions and add new risks. The Risk Manager supports each risk group andcross references risk identification and management across the business.The Berneslai Homes Resilience and Continuity Plans are updated annually.A fraud awareness strategy is in place and regularly reviewed.Annual Service Plans are produced which consider the associated operationalrisk register. The quarterly risk register meetings will ensure Service Plansare updated as required.Main RisksThe main areas of risk for the Company have been identified by SMT, keystrategic managers and Board members on the Audit Committee as follows:Financial ViabilityEnsuring the financial viability of the company post 2010 is the mostsignificant risk facing the company. In Autumn 2009 a full option appraisalcommenced, led by the Council and contributed to by the company and itscustomers, to identify the most appropriate delivery model to safeguard bothexcellent services and ensure a future for the company. In March 2010 thegovernment issued its consultation paper “Council Housing: A Real Future“and it was agreed that the offer of self financing was the only option availablefor consideration. In July 2010 the Council, with the support of BerneslaiHomes and the Barnsley Federation of Tenants and Residents, respondedpositively to the offer recognising it would allow stock to be maintained atdecency levels and services to be retained at current levels over a thirty yearplanning period.19

In addition, the core business of the Company is reducing due to loss ofdwellings through ‘Right to Buy’ sales, estate regeneration and as the DecentHomes investment comes to a conclusion. If the company is to avoidmanaging a declining business it needs to diversify.The governance arrangements of the Company are ‘fit for purpose’ for thechallenges that lie ahead.The 2010 CSR reaffirmed the government’s decision to dismantle the housingsubsidy system and implement radical housing and welfare benefit reforms.The detailed proposals will be factored into our 30 year business plan and animpact assessment undertaken on the key variables.Stock InvestmentThe approved Decent Homes Programme was concluded in 2010. However,the following points should be noted:• The plan was not a full improvement programme and did not addressaspirations such as Decent Homes Plus and Lifetime Homes.• Reducing sales under the Right to Buy are increasing the number of futureproperties to be brought up to the Decent Homes standard and reducingthe capital receipts being generated.• The budgets for Non-Decent Homes expenditure, including ReplacementItems and Major Adaptations, continue to be under pressure, from time totime. There are signs that the Decent Homes Investment Programme hashad an impact on reducing responsive repair requests which will have apositive impact on our budget position.• There is no funding for stock renewal or for widespread estate andenvironmental works within the self financing business plan.• There is a clear gap between estimated resources and requirement in theperiod following the Decent Homes programme completion, without selffinancing at the offer level provided in March 2010.We are working to get best value from current funding and to maximiseopportunities from other funding sources.Government PolicyFollowing the 2010 General Election a coalition government was formedbringing about a change in policy direction. We will contribute to the debateon any proposals and implement any new legislation to ensure we meet ourstatutory requirements.20

We acknowledge national research published in September, 2010 (Experion)which shows that out of 324 local government areas Barnsley is ranked the311th least well placed area to cope with public spending cuts. This is thelowest South Yorkshire ranking.In partnership with the Council we will continue to make the case toGovernment for additional resources to be invested in Barnsley throughraising our profile, providing information on best practice, lobbying andresponding to consultation exercises.Health and SafetyWe are committed to ensuring the health, safety and welfare of all employeesand everyone affected by our activities, including contractors and the public.Our health and safety policy, reviewed in 2010, sets out our duties andresponsibilities from the Board to front line staff. We have comprehensivetraining in place and effective management reporting through the HumanResources Committee on a quarterly basis. Risk assessment and riskmitigation focuses the organisation and ensures that our approach is fullyembedded in the culture of the company.The Health and Safety Management Groups, one for Construction Servicesand one for the remainder of the company, continue to meet separately todiscuss and work on both Strategic and Operational Health and Safety Issues.An annual report is considered by the Human Resources Committee and theBoard.A review of all the Health and Safety Assurance Standards and OccupationalRisk Assessments was completed in 2010.The Company intranet hosts a dedicated Health and Safety section, whichholds the current Policy, Risk Assessments, Safety Assurance Standards andthe Resilience and Business Continuity Plans.Berneslai Homes successfully underwent a health and safety audit in August2009 by the Council, achieving an excellent 90% satisfaction score. Thisdemonstrates the robustness of the systems in place and gives credit to howthe company undertakes corporate health and safety at an operational level.As a result of the requirements of the audit, Berneslai Homes introducedSafety Assurance Monitoring, which requires managers to self-assess theircompliance with health and safety issues, with corrective actions monitored bythe Health and Safety Management Groups.21

Fire risk assessments are carried out in all premises managed by BerneslaiHomes as required by statute. These are mostly sheltered accommodation,flats with communal areas, community centres, offices and depot premises.Assessments are undertaken two-yearly, when alterations are carried out, orwhen the premises manager changes. Recommendations from fire riskassessments are reviewed and implemented as appropriate. Recent fatalfires, such as the one at Lakanal House, London, have raised the profile of firerisk assessments at a national level. Berneslai Homes have responded to thiswith additional resources in the form of a 'responsible person', to fully ensureour premises and fire safety management procedures are as safe as possible.This additional resource will also help our customers to more fully understandhow to react in an emergency situation and as importantly reduce the risk offire from the daily activities they carry out in their home. Recently a mobilityscooter policy has been adopted to address the growing conflict betweenscooter storage and fire safety in communal areas.IT InfrastructureThe document management component of our Electronic ContentManagement System (Hyperwave) is fully implemented as is the electronice-post room. All paper based records have been scanned into the systemand we have significantly reduced our reliance on paper documents andstorage costs.A major enhancement of our Housing Management System (Northgate) is dueto be implemented early 2011 which will greatly improve working practices.We continue to develop further electronic access to services, includingextending the range of forms available on our web page, introducing a textmessaging reminder service and scoping out on line services in relation totracking of repairs and rent account updates.In order to keep abreast of new and improved technology, we are renewingour pro mobile kit used by Construction Services in 2011.We have mechanisms in place to mitigate any risks around ICT and projects;these include refreshing our ICT Strategy annually; having an SLA in placewith BMBC covering ICT functionality; reducing risks by using ManagedService Solutions as opposed to direct purchase (we recently used this routewhen replacing our Northgate server); ensuring all systems are fully supportedby suppliers; using the Bull TCL Helpdesk for day to day maintenance andensuring all major projects are managed by a Project Board and maintaining arisk register for each project.22

Mitigating RiskAuditEach year we set an Annual Audit Plan. The priorities and focus for internalaudit activity which are contained within the audit plan are identified on thebasis of the risk to the effective operation and governance of the company.The Plan is agreed between the Chair of the Audit Committee, SeniorManagement Team, the Council’s Assistant Director Finance (Audit and Risk)and Assistant Director Strategic Housing.Audit reports arising from internal audit activity are reported to the Audit Sub-Committee which has responsibility for the monitoring of any action planswhich are produced to respond to audit findings. The Risk Manager nowmonitors the implementation of internal audit recommendations with quarterlyreports to Audit Committee.Internal Controls FrameworkThrough sharing best practice with the Council, Berneslai Homes chose toadopt the Annual Governance Statement in 2009, in accordance with the newCIPFA/SOLACE governance framework. This is a more rigorous evidencebasedapproach to evaluating the system of internal controls than undertakenpreviously. The purpose of the report is to advise on the effectiveness of thesystems in place.23

7. Integration and Community CohesionBerneslai Homes is committed to providing excellent customer services andbeing an employer of choice. We are recognised nationally as a leader onequality and diversity in the housing sector.Our Shared Future published in 2007 by the Commission on Integration andCohesion sets out practical proposals for building integration and communitycohesion at a local level. The report launched a new definition of anintegrated and cohesive community where:• There is a clearly defined and widely shared sense of the contribution ofdifferent individuals.• There is a strong sense of rights and responsibilities.• Everyone has similar opportunities and access to services.• There are strong and positive relationships between people from differentbackgrounds in the workplace and neighbourhoods.Berneslai Homes has its own Community Cohesion Strategy which looks atwhat we mean by community cohesion and identifies specific actions by whichwe contribute to this agenda.Deprivation, crime and Anti Social Behaviour are key influences on communitycohesion. Berneslai Homes’ approach is firmly routed in rights andresponsibilities, our leadership in tackling ASB while supporting vulnerablecustomers, our approach to community development and engagementsupporting all sectors of our community new or established, visible or hidden.There are clear correlations between satisfaction with an area as a place tolive and opportunities for real participation and integrated communities.Satisfaction of our tenants with their neighbourhoods as a place to live standsat an impressive 87% (STATUS 2009) and compares favourably with thewider population of Barnsley which shows 71% satisfaction (Interim PlaceSurvey 2009). Our approach to customer excellence and engagement with72% of our tenants feeling that their views are taken into account (STATUS2009) shows the level of trust that has been established and comparesfavourably with the Borough wide figure of only 27% feeling they can influencelocal decision making (Interim Place Survey 2009).A key part of this approach is to ensure that equality and diversity issues arefully considered and addressed and that equality of opportunity is promotedand achieved. As a public body we fully embrace our community leadershiprole in recognising, respecting and responding to different needs and securingequality of treatment for everyone regardless of race, ethnicity, nationality,religion, cultural background, gender, sexual orientation, domesticcircumstances, age, disability and illness.24

Partnership working is core to our approach on equality and diversity whetherwith the Council and other partners on the Equality, Diversity and InclusionPartnership (a part of One Barnsley), MAP (the Multi Agency Partnership),BBEMI (Barnsley Black and Ethnic Minority Initiative), supporting groups suchas MARCO (Migrant, Asylum, Refugee, Community Organisation), B-PaTH(Barnsley Partnership against Transphobia and Homophobia) or the manyother community groups and individuals who have expressed an interest inbeing more involved through our resident involvement framework. In additionwe actively participate in events such as the All Barnsley Diversity Festival,Barnsley Pride, Refugee Week as well as more established local events suchas the Mayor’s Gala.Barnsley Council has 4 housing related Key Equality Priorities. These are:• To increase the availability of affordable accessible housing for disabledpeople and their families.• To improve the provision of permanent and transit provision for theprovision of Gypsies and Travellers within the Borough.• To increase the affordable housing provision for young people leavingcare.• To further improve the provision of Extra Care housing for older people.We will continue to work closely with the Council to support the achievementof these priorities.In 2009 in partnership with One Barnsley we successfully secured externalMigration Impact Funding. This has been used to deliver a training course forour TARAs increasing their understanding on Community Cohesion so thatthey can act as local champions in their own communities.Developing links and learning from others via membership of organisationssuch as Stonewall assists Berneslai Homes in its duty to act as a communityleader. Berneslai Homes actively participates in the Stonewall WorkplaceEquality Index in order to have an independent assessment of our policiesand procedures and provide a benchmark score against which future progresscan be measured. We were delighted in 2009 to be the first ALMO to makethe Top 100 employers list and to have improved our ranking further in 2010.Feedback from this process is driving change such as our partnershipagreement with the Barnsley Community LGBT Forum.Excellent progress has been made over the last few years. Comprehensivestaff training commences as part of the induction process. However, weacknowledge that the profile of our employees is still not fully reflective of thecommunity we serve. We therefore embarked upon a scheme with PATHYorkshire providing training placements for BME employees in housingmanagement as well as in our Construction Services arm. Our commitmentwas recognised in 2010 when we won Supervisor of the Year and Trainee ofthe Year in PATH Yorkshire’s annual awards. In addition one former traineehas now been recruited as a permanent employee.25

We have achieved repeated accreditation with Job Centre Plus through their‘2 ticks- positive about disabled people scheme’ including work preparation fordisabled people. To date we have hosted 5 placements. In addition we workwith local schools and colleges including Doncaster College for the Deaf toprovide young people work experience placements. Placements such as thisbenefit not only the person gaining the work experience but provide aninvaluable opportunity for us to have our policies and procedures tested andreceive feedback on further improvements we can make.In 2009 we were rated as achieving Level 3 under the Equality Standard forLocal Government. This has now been passported through to ‘achieving’ inthe Equality Framework for Local Government. We have worked with IdEA tohelp develop a new assessment framework specifically for housing and aim toseek Excellent status against this in 2011.We have an equality standards monitoring framework which enables ourprogress in integration and community cohesion to be effectively monitored.We have a planned programme of Equality Impact Assessments, theoutcomes of which are published. Where appropriate we additionallyundertake Community Cohesion Impact Assessments.We have a good understanding of the communities we serve and the profile ofour individual tenants which ensures effective service planning and thetailoring of services to individual needs. In 2011 we will commence update ofthis profile data which we will use to also capture e-mail addresses andtelephone numbers so that we can deliver more services electronically insupport of our approach to Value For Money.Our governance arrangements are strong. A member of the board isdesignated as Equality and Diversity champion ensuring appropriate scrutinyat a board level and providing visible leadership in community events such asBarnsley Pride. A model board profile has been developed to reflect theincreasing diversity of the Barnsley area. Working towards this a BMEcapacity building/mentoring scheme was run in Spring 2009 for potential BMEBoard members.Our strengths are: 1. Our Community Cohesion Strategy. 2. Partnershipapproach to delivery. 3. Stonewall WEI Top 100 ranking. 4. Work placementsfor under representative groups. 5. ‘Achieving’ in the Equality Framework forLocal Government. 6. Approach to Equality Impact Assessments.7. Understanding our customer profile.Our areas for improvement are: 1. To refresh our customer profile. 2. To havea more representative workforce profile. 3. To achieve ‘Excellence’ in thehousing sector Equality Framework.26

8. Customer ExcellenceIn 2009 Berneslai Homes were externally validated and awarded the TenantParticipation Advisory Service (TPAS) kite mark award for customerengagement; one of the first ALMOs to receive this accreditation. In 2010/11we reviewed our Customer Excellence Strategy which aims to ensure thatevery customer receives consistently excellent services.In addition, the Customer Involvement and Engagement Framework, which isbuilt upon our strengths of engaging with customers through traditionalmethods such as Tenants and Residents Associations and the BarnsleyFederation of Tenants and Residents Associations, was refreshed. Theframework which was originally launched in 2007 brings together many areasof activity such as our Menu of Involvement, work to engage with YoungPeople and other ‘harder to reach’ groups into one clear framework. Centralto the framework is the Customer Panel which has proved successful increating a more flexible form of involvement. Based around 4 meetings ayear, the programme for the Customer Panel continues to be set by panelmembers. Sessions such as the annual Question Time of the SeniorManagement Team and Board members prove popular and a key method ofholding decision makers directly accountable to customers.In 2010 we undertook an extensive programme of consultation with tenants todevelop our response to the Tenant Services Authority’s RegulatoryFramework for social housing in England which came into force in April 2010.Our Annual Report which sets out the way in which we meet nationalstandards as well as the local offers developed through this consultationprocess was delivered to tenants in October 2010.We have empowered our local community by giving clear and simple ways toscrutinise our performance, compliance with the standards and offers we havejointly agreed and hold us to account through the ‘Berneslai Challenge’ whichis being co-ordinated independently by The Barnsley Federation of Tenantsand Residents Associations.We are pleased that these newer methods of engagement are seeingpreviously non-active tenants now getting actively involved. At the same timewe remain committed to supporting and developing new and existing TARASwhere this is the best vehicle for local communities to be empowered and helpdrive local priorities and accountability.Following finalisation of an updated Borough-wide Customer InvolvementAgreement in 2010/11 to reflect all of these recent changes we will in 2011 beconsulting on a local area basis to develop new local agreements which willbecome more fluid and flexible plans for local areas.27

With a Customer Services Champion (customerchampion@berneslaihomes.co.uk) appointed by the board of Berneslai Homes there is a directroute from residents into the Board. Teams within Berneslai Homes havebeen restructured to support our fresh approach to customer excellence.The Customer Services and Engagement team fully integrates customerservices and resident involvement into a co-ordinated, coherent function andis responsible for:• Gathering customer views – via mystery shopping, satisfaction surveysand, the Your Comments Counts Procedure.• Ensuring that all sections of the community are able to be involved ininfluencing the decisions of Berneslai Homes in a way which meets theirneeds – from formal traditional structures to less informal methods such asour youth engagement projects; whether at service user forums, TARAs,attendance at conferences, the Customer Panel, and all of the othermethods contained within the Menu of Involvement.• The marketing and communication of all our activities to our customers,giving feedback on what they have told us and how that has influencedand shaped our decisions, priorities and polices.• Effective liaison with other key organisations and bodies such as theTenants Federation and the Council’s Neighbourhoods and EngagementFramework.The chart below shows how the key elements of the engagement frameworkfit together.28

We recognise that Customer Excellence and Engagement, like all otheraspects of our service, need to be able to demonstrate that they provide ValueFor Money. Introduced in 2010 we now have a process which sees usundertake an annual review of these services including TARA bases, grants,and Community Buildings. The results of these reviews are made availablethrough our published Customer Involvement Impact Report.Customer excellence means providing services to meet customer’s needs in afriendly and efficient way. It includes:• providing good quality information so that customers know what to expect;• being responsive to customers needs;• listening to customers;• involving them in shaping the service;• providing easy access to services;• having good clear and up to date procedures;• providing the best services within the budget available; and• striving to constantly improve.Our Service Excellence Assessment Programme provides a structured way inwhich we involve customers in testing, assessing and improving our servicesto ensure we deliver services to the standards that we have promised.Importantly it has a clear rectification process to respond quickly to issuesraised as concerns by customers. On an annual basis we review the SEAP toidentify how it has contributed to service improvements.We regularly review the profile of our actively involved tenants to ensure it isrepresentative of our customer base and actively recruit from underrepresented groups if necessary. This ensures that our findings have a highlevel of validity and reliability.Similarly, we have a comprehensive and robust complaints handling service‘Your comments counts’ which is based on the ethos of learning and serviceimprovement from customer feedback. In 2009/10 we were pleased to recorda 46% drop in the number of complaints being made and a 20% increase inthe compliments received.Our strengths are: 1. TPAS accreditation. 2. Wide range of involvementroutes. 3. Approach to the TSA national standards and local offers.4. Partnership working with individual tenants, TARAS and the Federation.5. SEAP. 6. Your comments counts – low level of complaints, highcompliment rates. 6. The ‘Berneslai Challenge’. 7. Approach to co-regulation.8. Approach is based on Value for Money.Our areas for improvement are: 1. Developing new local agreements.2. Embedding in our approach to the TSA. 3. Review procedures to align withnew regulatory regime e.g. complaints review panels.29

9. Maintaining the Barnsley Home StandardSustainable Homes and CommunitiesThe period covered by this delivery plan may see significant changes in theinvestment funding required to maintain the Home and the Quality ofAccommodation Standard achieved in 2010 through the completed DecentHomes Programme.Berneslai Homes and the Council agree with Government that ‘Self Financing’is the best option to give long term funding stability and therefore maintain thequality of accommodation standard. However, the Self Financing prospectusoffer made by government and accepted by the Council will only just allow thestandard to be maintained. The development of a local homes standard pluswhich includes works to re-model our sheltered stock in the short to mediumterm will not be possible. This together with a further new build programme,both vital to future stock sustainability, will have to remain longer termobjectives.Whilst ever the current subsidy system remains both Berneslai Homes andthe Council are subject to annual funding settlements. This gives a highdegree of financial uncertainty and it is not possible to predict under thecurrent system if stock can be maintained at the quality of accommodationstandard.Berneslai Homes recognises that investment in the public sector stock cannotbe viewed in isolation from wider housing issues. Capital investment alonecannot be expected to create sustainable communities. Thus the 30 yearinvestment plan has been developed in the context of ensuring that BerneslaiHomes contributes to the wider strategic objectives of the Borough andcontinued regeneration takes place. In so doing we aim to have peopleconfident in their ability to realise their potential and local communitiesempowered through local integrated services and neighbourhoodmanagement to be active partners in delivering change.Within this context Berneslai Homes will work with the Council and activelyengage with partners, funding and regeneration agencies to improve jointworking, share knowledge and maximise funding opportunities. A goodexample of this is the funding attracted to build 76 new build properties whichwill be brought fully into use during this Business Plan period.The Berneslai Homes Asset Management Strategy and 30 year capital planshows the investment required for the period both in terms of maintaining thequality of accommodation standard and if it were possible delivering a homeplus standard agreed with our customers and taking their aspirational goalsinto account. The strategy has clear linkages to wider regeneration strategies,sustainability, energy efficiency, social inclusion, crime reduction, health andeducation.30

The key principle used to determine the lead organisation for regeneration in agiven area is based on the majority share of tenure. On this basis BerneslaiHomes oversees activity in Kendray, Worsbrough, Athersley and New Lodgeand Bellbrooke while the Council’s Strategic Housing Division lead in theHousing Market Renewal area of the Dearne. In this area Berneslai Homeswill engage and support Strategic Housing particularly where it can make apositive contribution to regeneration and sustainability.Regeneration activity is co-ordinated through a joint Housing RegenerationForum to ensure that best practice is shared, and that all activity is set withinthe context of the Borough’s Housing Strategy and the Local Investment Plan.Wherever we lead on regeneration, we will fully engage and empower thelocal community through neighbourhood based joint community andmulti-agency management structures. We believe that this approach unlocksthe potential of communities and front line workers to design and deliver agenuinely joined up approach to multiple challenges like housing, health,crime reduction and worklessness.Berneslai Homes will continue to oversee area profiling of the housing stockwe manage, to give early warning of any developing sustainability issues andallow early intervention. This will be phased throughout the year but producean annual report which will feed into the Berneslai Homes Business andService Improvement Plans and 30 year Capital investment plan reviews.Area Profiling will be based on the 52 defined neighbourhoods within theBorough and will typically cover:• Summary of the stock profile.• Voids analysis.• Tenancy sustainability.• Anti-Social Behaviour and Crime.• Deprivation Indicators.• Any major stock maintenance trend issues.Housing Improvement Maintenance and RepairBerneslai Homes, on behalf of the Council, manages the Revenue Repairsand Planned Maintenance Budgets together with the Housing CapitalProgramme.The primary delivery vehicle for Repair, Planned Maintenance andMaintaining the Barnsley Home Standard Programme will be the PropertyRepairs and Improvement Partnership (PRIP). The partnership commencedin April 2010 and involves the Berneslai Homes Construction ServicesDivision and Kier. The partnership is for 5 years with a further 5 yearextension possible dependant on performance. Our partners work on a twothirds one third split of work and each work in defined geographic areasdelivering a full range of improvement, repair and planned maintenance.31

The PRIP governance structure has been designed to include tenants at alllevels and to ensure full customer engagement. Specialist services aredelivered by other partners on term contracts, principally Lanes for Drainsdeliver below ground drainage repair and maintenance (currently being retendered)and Stannah provide stairlift and hoist installation and maintenance.Performance in Repairs and Maintenance continues to be high. Overall 86%of tenants are satisfied or very satisfied with our repairs service. This hasincreased from 76% in 2006, 79% in 2007 and 81% in 2008.From April 2010 as part of the PRIP contract a new performance paymentmechanism is being used with both Kier and Berneslai Homes ConstructionServices operating under that new mechanism. The mechanism rewardssuccess on 31 key performance areas including Cost, Time, Quality andproductivity measures. The targets set are stretching and focused to achieveupper quartile performance across all benchmarked area. A new suite of 34non-incentivised KPI’s is also being used and measured.From August 2010 a key customer focused service improvement has beenintroduced extending the range of bookable appointments to include weekdayevenings and Saturday mornings. Appointments can also be booked in twohour slots. This compliments the existing dedicated 24/7 repairs hotline andhas been delivered without additional cost.We will deliver and co-ordinate delivery of adaptations for the local authoritystock. This has been a key focus of improvement in service over the last twoyears and performance meets challenging delivery targets. This area of theservice is likely to have growing demand as our population ages. The level ofrise in that demand and our ability to meet it financially are uncertain.The Decent Homes Programme will come to an end in December 2010, whenall property managed by Berneslai Homes will meet that standard. The focusthereafter will be a new programme of works ‘Maintaining the Barnsley HomeStandard’. The programme will target those properties where through thepassage of time elements like kitchens, bathrooms, heating systems, windowsand external doors have worn out and require replacement.The delivery of Maintaining the Barnsley Home Standard will be focused ondelivery of the 30 year investment plan and the asset management strategy.It will also have due regard to revenue programmes, cyclical maintenance andthe results of area profiling thus ensuring capital allocations are not spent ondwellings which may become unsustainable in the short or medium term.32

In the main, maintaining the Barnsley Home Standard will be based onimprovement of whole dwellings in a short period of time rather than on anelemental basis over a longer period. However, where opportunities exist totackle particular areas of element based need (particularly those that tacklefuel poverty and the reduction in carbon emissions) these will be undertakenas part of the programme.Carbon reduction and the reduction of fuel poverty are key challenges in theshort, medium and long term. We will continue to improve the thermalefficiency of the Council housing stock and reduce the use of fossil fuels,supporting the Council’s carbon reduction targets. We will examine and useemerging low carbon technology where it is cost effective in terms ofinstallation and cost for tenants. We will actively seek low carbon funding tosupport and widen our own investment in new technology.Construction ServicesIn 2010 Construction Services became a partner in the Property Repairs andImprovement Partnership with Kier. This 5 plus 5 year partnership brings withit both stability and challenge in terms of new ways of working, payment andperformance targets. The immediate focus for the business is to respond tothe new partnership and work with partners and customers to deliver highperformance and profitable service.The economic outlook and the current uncertainty around levels of capital andrevenue funding means that in the short term turnover may be less than the£22m estimated for the 2010/11 financial year. Construction Services willrespond to that challenge and seek to maximise business efficiency whilstmaintaining a skilled and valued workforce.Over the life of this delivery plan we will:• Deliver the PRIP Contract aiming to maximise performance andprofitability within the partnership.• Continue to match operational expenditure to the value of the PRIPcontract, the repairs and maintenance and capital budgets set.• Work to reduce materials costs through collaborative procurementconsortium like Efficiency North and Re:Allies.• Continue to develop and skill the workforce. Provide an apprentice ortraining place for each £1m of business turnover. Continue to encourage amore balanced gender workforce and to work where possible with localtraining organisations providing support and pathways for those returningto work.• Continue to look at business diversification but recognising marketconditions and that our primary focus of work remains the delivery of thePRIP contract.• Maintain and develop our excellent Health and Safety record and culture.• Look to skill the workforce to deal with new and emerging technologyparticularly, low carbon technologies.33

• Continue to reduce the carbon footprint of the operation by construction.• Waste recycling, reducing fossil fuel usage and ‘greening the vehicle fleet’.Maintaining the Home StandardOur Strengths are: 1. Customer Focused Service with very high satisfactionlevels. 2. High levels of performance and continuing focus on maintaining andachieving even higher standards. 3. Strong track record of successful arearegeneration project management and stock investment based on areaprofiling. 4. Project management including new build. 5. CustomerInvolvement in key decision making processes. 6. Ability to change to newmarket conditions. 7. Proven Value for Money Service price matched with theprivate sector.Our Areas for Improvement are: 1. Financial viability to deliver the 30 yearinvestment plan and the local home plus standard. 2. Delivering more forless, particularly materials procurement. 3. Taking full advantage of newopportunities to improve the carbon footprint of the stock and reduce fuelpoverty through new financial opportunities emerging from Photo-Voltaic (PV)feed–in–tariffs, the ‘Renewable Heat Incentive’ and the ‘Green Deal’.4. Continue to encourage a more balanced gender workforce.34

10. Housing ManagementBerneslai Homes is committed to supporting all people living in the propertiesthat we manage. We recognise that a lack of appropriate support cangenerate huge costs to public services. Support is vital in enabling anindependent, healthy life where people are connected to services, work,training and social contacts. Our approach to housing management is twintrack - support the individual and support the community. We believe that thisis key to instilling civic pride in the communities we serve.1. Supporting the IndividualWe recognise that support is particularly important to our most vulnerablecustomers. Our aim is always to enable vulnerable customers tosuccessfully manage their own tenancies and have the skills andconfidence to understand and abide by the conditions of their tenancy andto be active members of their community.Over the last 5 years, we have developed our housing managementservice to focus on preventative work rather than dealing with problemsafter they have emerged. Our ethos is that if the early warning signs areidentified, support can be provided either directly by our staff or viaspecialist agencies to prevent problems from escalating.This approach permeates service delivery within all of the HousingManagement division:• Tenancy and Estate Management• Community Safety• Income Management• Lettings• Sheltered Housing ServiceOur Vulnerability Strategy: ’Something Doesn’t Look Right’ was launchedin 2008 and reviewed in 2010. It provides a significant, practical andmainstreamed contribution to the ‘safeguarding’ agenda reducing thenumber of cases that escalate either via the safeguarding route to Adultsand Children’s Services or to the Police. It capitalises on our uniqueposition to identify early warning signs (we go behind the front door ofthousands of homes every year and witness symptoms that would gobeneath the radar of the police, social services etc). Similarly, rent arrearsvisits can unearth problems within families that can be addressed withpractical support; while the assessment of housing applications canprovide an ideal opportunity for intervention. Individual Support Plans andthe provision of varied social activities in our Sheltered Schemes aredesigned to enable residents to live independently for as long as possiblewithin their own homes.35

If, after support is provided and a decision is made by the tenant not toabide by the tenancy agreement or behave in a reasonable manner,enforcement action will be taken.2. Supporting the CommunityWe recognise that all estates have differing priorities and we havedeveloped strong local partnerships working to make sure that we addresslocal needs - these are reflected in our Housing Agreements. Steeringgroups see local people setting local priorities at a local level. They are atthe centre of our approach to co-regulation as a vehicle for many of ourservices to be scrutinised and the organisation ‘held to account’ by ourcustomers.We have strong SLAs with BMBC’s Neighbourhood Services and LegalServices. Tenants are involved in monitoring, reviewing and agreeing theGrounds Maintenance Specification. Steering groups control their ownbudgets for environmental works meaning that works are targeted on whatmatters most to local people. It is a practical example of the way in whichwe empower our local communities.We publish an annual schedule of estate inspections which involve arange of interested parties including elected members, tenantrepresentatives, Board members and senior managers from BerneslaiHomes and the Council. These walkabouts encourage local people to getout and be involved in managing their estates and are used to ‘grade’ theestates and develop local action plans. To ensure consistency we aremembers of a benchmarking group with several other ALMOs (includingSheffield Homes, Nottingham City Homes, Derby Homes and St LegerHomes) in which tenants are involved in visiting other organisations andcomparing standards. Steering Groups consider any issues on theirestates. Any issues that need tackling are fed back through the monthlySLA monitoring meetings. The outcome of this approach is high (87%)satisfaction with our neighbourhoods (STATUS 2009).To tackle negative press and public perceptions of young people andyouth nuisance we have developed our Junior Warden Scheme inpartnership with the Fire Service and SNTs. Working with the localschools, we have recruited young volunteers to help identify, challengeand raise awareness with their peers on issues around community safetyand their environment.36

3. How this approach is delivered through the teamsTenancy and Estate Management - The creation of Impact Teams in 2003was the cornerstone of our approach to tenancy and estate management.Formed as a direct response to customer demand they were set up to bea highly visible, patch-based, proactive service particularly focussing onASB. They were responsible for ensuring the general cleanliness andupkeep of estates, as well as tenancy and housing management includingvoid management, accompanied viewing, comprehensive sign ups, newtenancy visits, responses to complaints, low level tenancy support,anti-social behaviour and neighbour nuisance.The success of this approach led to a restructure of the Impact Teams inJuly 2008 under which 30 officers initially focus on ‘support’ and receivedappropriate in-depth training with the remaining 8 officers focusing initiallyon ‘enforcement’ with guidance from our Community Safety Team. Thisdemonstrated a shift in resources and emphasis away from reactiveenforcement and into prevention and support. This allowed effective ASBcase management. If situations deteriorate and further enforcementactions are required this is co-ordinated by the ASB Manager whooversees the entire process. Reflecting the move away from high impactenforcement teams they were renamed Housing Management Teams inAugust 2010.Our thorough sign up process, ensures that new tenants have a fullunderstanding of our services, their rights and responsibilities. This initialcontact is an important opportunity to identify any support needs and asupport assessment is completed if appropriate. This can includeworklessness referrals to Barnsley Development Agency. We haveoperated an introductory tenancy scheme since 2003. Introductorytenants receive a minimum of 3 visits in their introductory period (thosewith support or special needs may have more dependant upon theirre-housing plan). All other tenants have a visit a minimum of every 3 yearswhere we discuss any issues, check and refresh customer details(including protected characteristics) or customer satisfaction with theservice.A high profile ‘100 Worse Gardens’ exercise is run 3 times every yearidentifying and targeting the 100 worst gardens with action ranging fromlegal measures to a recharge being raised to cover the cost of the work forNeighbourhood Services to complete on the tenants’ behalf. The resultsare impressive with a resolution/improvement in the majority of caseswithin a four week period. The exercises have revealed that a number ofvulnerable householders who were unable to carry out work to their owngardens were wary of employing gardeners to do the work for fear of beingexploited. For this reason a preferred contractor ‘Gardening Scheme’ wasintroduced in August 2010.37

Our strengths are: 1. 87% satisfaction with area as place to live. 2.Steering Groups as the hub for co-regulation. 3. Highly visible estatebased teams. 4. Emphasis on prevention and support. 5. Partnershipworking on ASB. 6. Junior Warden Scheme. 7. Estate walkabouts.8. 100 worst gardens initiative and Gardening Scheme.Areas for improvement are: 1. Continue to develop use of a variety ofmedia to feedback customer outcomes to wider community. 2. Embeddingworklessness referrals to BDA.Community Safety - We have an excellent track record of preventing andtackling ASB. The Community Safety Service (CSS) leads on theRESPECT Agenda and its head of service is Barnsley’s ASB Coordinator.The CSS is a partnership between Berneslai Homes, BMBC and SouthYorkshire Police providing an integrated seamless service tackling crimeand ASB as the operational arm of Barnsley’s CDRP, the SaferCommunities Partnership. This service consists of a number of multidisciplined teams, including:• Safer Neighbourhood Teams (SNTs)• Neighbourhood Safety Unit (NSU)• Policy and PerformanceThe SNTs consist of wardens, Community Support Officers, PoliceOfficers and Tasking Officers delivering neighbourhood policing of crimeand ASB. They provide a visible presence in communities and workingtogether through prevention (e.g. diversionary activities and supportingschools), support (e.g. community clean ups and inclusion events) andenforcement. The teams adopt a problem solving, proactive and plannedapproach empowering and reassuring communities.The NSU consists of:• The Family Intervention Project (FIP) challenging and supportingperpetrators and their families to positively change their behaviour;• The Enforcement Team intensively case managing the most seriousand/or persistent manifestations of ASB requiring specialistinterventions and/or legal outcomes;• Barnsley Estate Action Team (BEAT) of Police Officers proactivelytackling crime and ASB in neighbourhoods and supporting the work ofthe enforcement and FIP team.• Legal staff making legal applications and presenting cases in court.The CSS adopts a triple track approach (prevention/support/enforcement)to tackling crime and ASB and links to the prevention/support/enforcementagendas of partnership agencies.38

A review of our performance against the RESPECT standard wascompleted in July 2010 and an action plan developed to ensure thecontinued success of our approachThe cross tenure Family Intervention Project (FIP), which achieved level Bin its 2010 Supporting People inspection, positively changes the anti-socialbehaviour of families reducing their impact on communities bringingstability to families’ lives, preventing homelessness and improvingopportunities for children. FIP combines intensive support with focusedchallenge. It is not a question of either/or; support and enforcement aresystematically linked to provide families with the incentive to positivelychange their behaviour. Since FIP became operational in July 2007reported incidents of anti-social behaviour have reduced in 100% of thefamilies engaged. Housing Management Teams are embracing this ethosensuring prevention, support and enforcement is at the heart of servicedelivery.Overall the success of the approach is evidenced by the results of theSTATUS survey which shows a positive trend year on year with most ASBfactors considered less of a problem (e.g. a 7% drop in terms of vandalismand graffiti compared to 2008). The main problems now identified bytenants relate to car parking (31%) and rubbish or litter (28%).Our areas of strength are: 1. Community Safety Partnerships’ JointStrategic Intelligence Assessment shows a 21 year low in Crime andDisorder in Barnsley. 2. Continued community confidence with 87%satisfaction with area as place to live. 3. Well developed and effectivepartnership working that continues to evolve to meet service demands. 4.Emphasis on prevention and support. 5. National plaudits for the FIP. 6.Launched 24/7 reporting of ASB.Our areas for improvement are: 1. Further develop support services forvictims and witnesses. 2. Establish systems to understand perceptions ofperpetrators. 3. Continue to refine performance systems to evidencesuccess and demonstrate VFM.Income Management- performance on current tenant rent arrears recoverycontinues to be upper quartile with 98.75 % of rent collected in 2009/10.Working in the framework of the multi agency Financial Inclusion Strategyour success is evidenced by a continued reduction in the percentage oftenants with debts exceeding seven weeks rent.We have a dedicated team dealing with FTAs, and use a variety ofmethods to reduce arrears, ranging from SMS reminders to attachment ofearnings.39

We continue to use a ‘firm but fair’ approach, dealing with arrears at anearly stage and advocating a ‘rent first’ culture. On tenancy sign up newtenants are advised of their responsibility to pay, when to pay and theconsequences of non-payment. We continue to work with the Council toreduce cash payments through Barnsley Connects as this is the mostexpensive form of cash collection. Housing management staff haveundertaken training with our partners the CAB and now use our tenancyvisits as an opportunity to discuss issues around financial inclusion.Additionally, we have provided funding for 3 years for a CAB ‘MoneyAdvice Worker’ to provide intensive advice and case management tointroductory tenants.In the first 11 months of this project some 68 families with debts totallingmore than £125,000 were supported and secured additional benefits inexcess of £40,000.Our rents toolkit, consisting of a wide range of preventative measures,means that we seek possession only when all avenues have beenexhausted. Taking our own cases to court continues to be the fastest andmost cost effective method, reducing fees for our customers. We makereferrals to the Council’s Housing Option, Advice and Homelessness teamat least 7 days prior to any court application being submitted.Throughout 2010/11 we will continue to promote payment via direct debitsand AllPay outlets as the cheapest way to collect rents and servicecharges.Our strengths are: 1. Upper quartile rents performance. 2. Approach tofinancial inclusion. 3. Wide range of payment options. 4. Partnershipworking with CAB and Credit Union.Areas for improvement are: 1. Reducing number of cash transactions.2. Improving efficiency in back office management of arrears with moreautomated processes.Lettings- An effective Lettings service is essential to address housingneed, meet aspirations and contribute to sustainable communities. It iskey in ensuring fair access to housing and balancing the needs of differentsections of the community from homeless households, those in need ofsheltered housing or those setting up their home for the first time. Giventhat demand for social housing now far exceeds the supply, it is vitallyimportant that the public view the letting of council properties as fair andtransparent.The average re-let time for routine voids during 2009/10 was 25.13 days(upper quartile performance).40

During 2010, we undertook a review of the Council’s Choice BasedLettings Policy making recommendations to the Council on a small numberof improvements which could be made to a policy largely found to be fit forpurpose.The number of applicants on the waiting list at March 2010 was 9630including 1962 transfer applications. During 2009/10 there were 1318lettings carried out which demonstrates the scale to which demandexceeds supply. We actively support tenants seeking to move homethrough membership and promotion of the national Homeswapper mutualexchange service. We also take full advantage of our nominationagreements with Housing Associations in the Borough (nominating 100%on new build with 50% nominations thereafter). A number of otherinitiatives aim to maximise properties available at the same time asdiversifying our business:• Property Management Service (managing properties on behalf ofprivate landlords).• Private Sector Leasing Scheme (managing properties BMBC acquireon leases as part of Empty Homes Strategy).• Plans to manage 130 properties developed by Chevin HousingAssociation in Thurnscoe.• Social Housing Fraud Initiative designed to identify and repossesstenancies obtained fraudulently with 3 properties successfullyrepossessed in 2010.• Reviewing properties used for non residential purpose such as TARAoffices and community centres and bring them back into the stock forletting following consultation and support of the local community.We have clear service standards and robust quality assurance systems inplace which include senior staff undertaking a 10% audit of allocationssupported by members of the Customer Services Committee undertakingreviews of randomly selected assessments and allocations every 6months.Our Homeseeker team is split into two areas; Assessment and Lettings,and managed by the Lettings Manager. The assessment team areresponsible for input and assessment of all applications. Any supportneeds are recorded on Northgate (our housing management IT system).Where appropriate the Special Assessment Process is undertaken toensure that support agencies put in place support packages prior to anyoffer. Staff regularly organise and attend multi-agency case conferences toundertake risk assessments on vulnerable service users. Riskassessments are undertaken as part of MAPPA, MARAC, child and adultprotection and sex offender procedures. Allocations staff regularly attendsupport group meetings with agencies representing disadvantagedcustomers e.g. Moving on in Barnsley / Action for Children liaisonmeetings.41

The lettings staff are responsible for dealing with the advertising ofproperties and the offer process and ensures that individual applicantswho have asked for extra help and support are contacted if suitableproperties are available.Housing Management Officers are also involved in the lettings process inthat they undertake accompanied views with prospective tenants. Themajority of homes are now let following accompanied views. Good linksexist between all staff involved in the process to ensure that allocations aremade in line with the lettings policy and are sensitive to the needs of theindividual and communities we serve.Our strengths are: 1. Homeseeker - our CBL scheme. 2. 80% ofproperties let on first offer. 3. Advertising private landlord and RSLproperties in CBL advert.Areas for improvement are: 1. Reduce number of non-active applicants.Sheltered Housing Service - We manage 21 sheltered schemes covering747 tenancies and accounting for approximately 4% of the stock.Wardens have undergone extensive training and now complete Needs andRisk assessments and Support Plans for each client, tailoring support tothe assessed needs of the individual. Improved staff communication andmanagement by a centralised specialist team setting clear and consistentservice standards has made a significant improvement on customerservice and the professionalism of the service.A comprehensive review of Sheltered Housing Schemes took place in2005 to assess the sustainability of the schemes looking at their facilities,condition, flexibility for remodelling, alterative options available (includingthe planned extra care facilities) and demand. Schemes in Royston, NewLodge, Grimethorpe, Goldthorpe were demolished. In the retainedschemes we have undertaken a programme of fire safety, decent homesand general refurbishment making a positive change to the quality of thestock. Staff and residents have been involved in the remodellingprogramme. Consultation at schemes has identified priorities forimprovements and where practicable these have been included as part ofthe Decent Homes works and in the provision of new furnishing, communalkitchens, provision of scooter stores and a hobby room where spaceallows.A guide for residents living in sheltered housing gives clear advice tocustomers. Regular scheme inspections between Planned MaintenanceOfficers, and Scheme wardens, which are open to residents take place toensure schemes are well maintained. Our Sheltered Housing forum,which is reviewing and updating service standards, ensures that residentshave a clear involvement route over and above those open to all residents.Wardens, working with the Third Sector and tenants, develop and supportsocial activities with a preventative/well being agenda (e.g. healthy bones,fitness and, cook and eat classes).42

Initiatives to tackle digital exclusion including participation in Silver SurfersDay assist in building bridges between young and old in the communityfostering community spirit and promotes the schemes. Organising ofcross-scheme activities and gentle exercise classes has provedparticularly popular with residents.A further review of sheltered housing is to take place encompassingservices provided, delivery models, personalisation, sustainability andoption appraisal. The vision is that investment is directed towardssheltered schemes that demonstrate a sustainable future so that theyprovide 21st century comfort and amenities with a warden service tailoredto personal need and enabling healthy independent living for as long aspossible. The Sheltered Housing Service has a key role to play in thecomprehensive provision of services for older people in Barnsley.Tenant feedback on this service is very positive with an overall satisfactionrating of 89% (STATUS 2009) and 75% being satisfied with the range ofactivities on offer in their schemes.A Supporting People Service Review of the Sheltered housing service inAugust 2008 awarded a Level C.Our strengths are: 1. Remodelled sheltered housing service. 2. 89%satisfaction with sheltered housing. 3. Track record of change.Areas for improvement are: 1. Achieve QAF level B. 2. Concludeprioritised future investment action plan for retained schemes. 3. Workwith Third Sector/Private Sector companies to ensure digital connectivityfor all scheme residents.43

11. Procurement of Other Goods and ServicesSupport ServicesBerneslai Homes procures its support services in line with Best Valueprinciples. An ongoing programme of reviews is undertaken to ensure supportservices continue to meet the needs and requirements of Berneslai Homesand provide Value for Money.Importantly customers are actively engaged in the monitoring of those supportservices which most directly impact upon them including:• Building Cleaning• Neighbourhood Services• Barnsley ConnectsService Level Agreements (SLA) are set for periods of between one and threeyears depending upon the outcome of that particular review. Extensions of upto 2 years may be given to an SLA agreement without a full review subject tosatisfactory performance and agreement on costs. Evidence files areproduced and maintained for each SLA Review. The achievement ofimprovements is monitored through performance meetings including tenantswhere appropriate.As part of our commitment to achieving value for money in our support andback office services for Berneslai Homes and our customers we have beenworking with 2010 Rotherham, St Leger Homes and Sheffield Homes toconsider the viability of shared services across a number of functions. Themodels that will be considered are outsourcing, procurement frameworks,hosting and joint provision with housing associations or private partnerships.The areas to be considered are Training, Legal Services, Health and Safetyand Audit.ProcurementBerneslai Homes has a Procurement Strategy which is closely aligned to thecompany’s value for money strategy and efficiency register, all theseconstitute part of the internal control framework which is overseen by the AuditCommittee. The Procurement Strategy and its’ action plan is reviewed on anannual basis by Audit Committee and reported to Board. We are members ofa number of procurement consortia, namely Northern Housing Consortium,Procurement for Housing and Efficiency North which in 2010 joined with GMProcure and North East Procure to form a new strategic alliance called ReAllies. These frameworks drive significant savings for both the company andthe Property Repairs Improvement Partnership allowing savings to bereinvested for the benefit of customers and the Council.44

12. Financial PlanThe 30 year capital and revenue plans were updated during 2010 to informthe consideration of the Self Financing Offer received from Government inMarch 2010.The analysis demonstrated that the Homes Standard could just be maintainedover 30 years based upon the offer.The plans are currently being rolled forward to reflect the revised planned startdate of April 2012 for Self Financing and updated for the 2011/12 SubsidySettlement. This will enable the viability of the Government’s revised offer tobe assessed. The revised offer is expected during January 2011 and the finalsettlement to be agreed by January 2012. The Government’s intention is tointroduce self financing from April 2012 subject to parliamentary approvalthrough the Localism Bill.The self financing 30 year business plan will be reviewed on an annual basisand revised forecasts established if there are any significant variations to thekey components of the plan.A draft 2011/12 HRA budget and Capital Programme have been developedfor consideration by the Council.Management FeeEach year the Berneslai Homes Delivery Plan is agreed with the Council.Berneslai Homes is paid a Management Fee for delivering the services as setout in the plan. For the year ending 31st March 2011 the fee agreed with theCouncil amounts to £14.386M. The Management Fee is primarily funded fromthe HRA and the financial health of the HRA is therefore a key factor indetermining the level of fee received.The housing subsidy system continues to have an ongoing adverse influenceon the financial viability of the HRA.We have received the housing subsidy determinations for 2011/12 and basedupon the determinations the budget for 2011/12 has been developed. Themanagement fee proposed for 2011/12 is £13.053M including savings of£1.326M.Construction ServicesConstruction Services is managed as a separate trading account withinBerneslai Homes Ltd. It is paid by the Council based upon a monthlyvaluation rather than through the Management Fee. Construction Services ispart of the PRIP (Property Improvement and Repair) arrangement and has tomatch the tendered prices of its private sector partner.45

Management of Council BudgetsBerneslai Homes manages the Housing Revenue Account and the CouncilHousing capital programme on behalf of Barnsley MBC. Although thesetransactions remain in the Council’s accounts Berneslai Homes control thedeployment of the resources within the agreed budget totals.46

13. ICT StrategyBerneslai Homes uses Barnsley Council’s ICT systems, networks andequipment through a service level agreement. The company is in a period ofstability in terms of core systems being bedded in for some time. Significantprogress has been made in how core systems integrate and the quality ofmanagement information that can be produced.During 2007 we made resources available to procure and introduce anEnterprise Content Management System that provides electronic post and thefacility to store and manage electronic files and records. Business processeshave been reengineered in order to maximise the opportunities for theintroduction of up to date working practices leading to significant efficiencies inback office functions as well as improving customer services. In 2008 e-postwent live followed by document management in 2009 supporting moreefficient data strorage and retrieval prior to the move to our new headquartersat Gateway Plaza. Our approach to and implementation strategy for recordsmanagement and implementation will be determined in 2011.The ICT strategy and programme has been reviewed and updated setting outhow we want to take advantage of ICT to deliver services in new ways tocustomers and continually improve upon the quality of managementinformation. Initially this included the implementation of on-line applicationforms and new Choice Based Lettings system that enables customers toregister interest in vacant properties either by telephone or the internet.Following these successes a further 8 on-line forms were introduced in 2010and a further suite is in development enhancing cost effective access toservice options for our customers. Our balanced scorecard has been updatedto include e-access measures.Acknowledging the increased importance of web based services we arereviewing our website which already attracts over 72,000 hits a year to make itmore user friendly and accessible. Refreshing the feel with animation andvideos we also intend to introduce social networking facilities as a means ofengagement with less involved customers e.g. younger people.However, we understand that many tenants in social housing are excludedfrom benefiting from on-line services as they cannot access high speedbroadband services. We will continue to work with the Council and the privatesector to maximise the benefits afforded by the Digital Region to developoptions to reduce digital exclusion in Barnsley, supporting the borough’s aimfor all, who want to, to be on line by 2012.Following a successful pilot scheme which saw a reduction in no-access callswe now issue text reminders to customers of their booked repairsappointments. We are evaluating how such efficiencies can be replicated inother service areas.47

We acknowledge that ICT solutions can sometimes take longer than desiredfrom initial scoping to implementation. We will work with our partners in theCouncil’s Strategic ICT and Bull to identify ways in which we can reduce leadin times.Legislative RequirementsIt is necessary to ensure our systems are fit for purpose in terms of their abilityto produce statutory returns, are compliant with Government securitystandards and that they meet external audit requirements. It is alsonecessary that we meet the stringent requirements concerning themanagement of information contained within the Freedom of Information andData Protection Acts.Technological DevelopmentsWe will continue to ensure that we keep up to date with new software releasesand any upgrade of hardware and infrastructure to take account of customerdemands to access services in different ways.Our areas of strength are: 1. ICT Strategy. 2. Use of ICT solutions to improve efficiencyand access to services. 3. Legislative compliance.Our areas for improvement: 1. Further develop electronic access to services. 2. Work withthe Council and Bull to speed up ICT implementation processes. 3. Work in partnership totackle digital exclusion. 4. Continue to examine ways to work more efficiently through ICTsolutions.48

14. Human ResourcesBerneslai Homes is committed to ensuring excellence in coaching, trainingand learning activities and to creating a culture that will ensure that theorganisation attracts, motivates, develops and retains the very best staff. Weare proud to have been approved as an organisation that invests in its people,and we respect and appreciate the worth of all employees, and understandthe importance of enabling and encouraging them to explore and develop theirown potential. Our development activities will ensure that we will deliver acontinuously improving service to our customers.As an accredited Investor in People, Berneslai Homes will demonstrate itscommitment to staff development and training by:• Co-ordinating, monitoring and evaluating staff development and training.• Allocating a staff development and training budget linked to the strategicobjectives of the company.• Utilising internal training capacity, skills and resources within theorganisation.• Working in co-operation with other organisations to maximise developmentopportunities.• Accessing multi-agency training.• Maximising external partnership working to facilitate shared learning anddevelopment for all staff.• Exploring models of best practice to access staff development and trainingresources.Planning Staff Development and TrainingTraining and Development activities will be carefully planned, monitored andevaluated to ensure that return on investment can be identified and evaluated.The outcome of development activities must be to achieve key objectives byenhancing performance at individual, team and organisational levels. In orderto ensure that individuals are motivated and assisted to continually improvetheir performance, all managers will be required to identify training needseffectively. This may be:• To bridge the gap between present and desired performance which ismeasured against an existing standard such as a competency framework.• To improve individual performance to achieve continually rising standards.• To innovate by doing new and better things to produce a step change.49

A Learning and Development Plan is produced each year, which supports thepriorities highlighted in the Delivery Plan, and evidences the contribution toorganisational achievements. In addition it indicates how priorities are to beaddressed, and the cost benefits for the organisation.Performance ReviewEvery member of staff has a performance and development review on at leastan annual basis, and regular one-to-ones with their line manager, in order tomonitor performance against targets and establish if there is any additionaltraining need to be met.Staff guidance on the review process explains how to get the most from it sothat they will understand which key objectives their job role supports, and willdiscuss what personal development may be required to meet keyorganisational, team and personal objectives at their review.The Learning and Development Manager monitors performance anddevelopment reviews. Quarterly meetings are held with Divisional Managersto review training undertaken and plan emerging requirements.In 2010 we reviewed the way in which we evaluate the value and impact oftraining producing a simple matrix and guidance notes for managers. In orderto evaluate the effectiveness of development activities, learning objectives areset, which clearly state the desired outcomes in terms of what staff shouldknow and be able to do. Training is evaluated for content, method, deliveryand relevance. Staff have debriefing discussions with their line manager, whowill offer support to enable the learning to be transferred to the job.Performance is monitored and feedback given to the training provider.Ultimate effectiveness and value for money of learning activities is assessedby the impact of the learning upon the organisation with individuals andmanagers able to identify actual outcomes which link back to key objectives.Every member of staff has a training record, which is kept up to date on ourTraining Management System and on individual personal developmentportfolios.Equality IssuesAll employees have equal access to development and training opportunitiesirrespective of whether they work full or part-time hours or shifts. Trainingopportunities are effectively communicated across the Company, verbally atteam meetings, via the Intranet and email, or through the external postalsystem.50

All training activities are monitored to ensure compliance with our duties underrelevant Equality legislation. The Learning and Development Manager worksclosely with the Equality and Diversity Manager to optimise opportunities todevelop a more diverse workforce, which is reflective of the community inwhich we work. This is achieved through such activities as:• Job placements.• Job shadowing initiatives.• Shared training opportunities.• Raising the profile of Berneslai Homes with established external agencies.Human ResourcesIn 2008 we established our own in-house Human Resource Team. Their workis delivered within the context of a robust HR strategy and action plan which ismonitored on a quarterly basis by the Human Resources Committee. TheHuman Resources strategy has been developed to reflect the importance ofeffective human resource management in achieving organisational goals. Wewish to ensure a steady stream of committed, skilled and empoweredemployees whose working environment is underpinned by modernemployment practices. The strategy sets out our people objectives as:• To be an employer of choice with a compelling employer brand and arobust workforce planning framework in place ensuring that acomprehensive set of local conditions are in place which are compliantwith legislative requirements.• To be a developer of people and recognised for this with IIP accreditation.• To influence change through the establishment of a Managing Changeprotocol and framework and effective relationships with our Trade Unions.• To value diversity with a workforce representative of the community weserve.• To make connections through effective communication systems.Benchmarking through the Select 10 Improvement Club shows that we aredelivering significant outcomes with the lowest number of HR staff in the club.The HR team has been a key driver to improve the efficiency of the companyfor instance in reducing sickness in 2009/10 by one third; equivalent to a£300,000 efficiency gain. This has been done by taking a holistic view whichencompasses training for managers and unions, the review and consistentapplication of policies, working with partners such as occupational health andintroduction of new initiatives such as the physiotherapy service. In additionthe HR team has worked closely with relevant parts of the company to ensurethat organisational units have the right number of staff at the right levels andwith the appropriate skills to deliver work. Key areas have included therestructure of Construction services, negotiation with employees and TradeUnions on new terms, conditions and working patterns. Developing policiesand procedures which are fit for the purposes of a company of our size theysupport and guide managers to effectively manage their teams and beinspirational leaders for the organisation.51

We have invested in a bespoke Leadership Development Programme forsenior managers. Evaluation of this has shown a positive development oftheir leadership capabilities. SMT meet with these managers at ourLeadership Forum twice a year to discuss, plan and share key developmentsand issues within the company.We have well established systems to ensure effective communication with allstaff including: an Annual Staff Conference, monthly team briefs, weekly keymessages, team meetings, tool box talks and one-to-ones.In the same way that we believe in the importance of measuring customersatisfaction and learning from feedback we equally believe it is important toensure we measures staff satisfaction. Since 2009 we have taken part in TheTimes Best Companies survey as an effective tool to achieve this at low costand enable national benchmarking. In 2009 overall satisfaction stood at 70%;we continue to work within teams to develop action plans to address anyunderlying concerns that staff may have. This is particularly important in thecurrent climate of public sector cuts and pay freezes.Our strengths are: 1. A robust HR strategy. 2. Learning and DevelopmentPlan. 3. Investor in People accreditation. 4. Performance and DevelopmentReview Process. 5. Training Management System.Our areas for improvement are: 1. Have a workforce more representative ofthe local community. 2. Continue to review policies and procedures in linewith the approved HR work plan.52

Appendix 1MAINTAINING THE BARNSLEY HOME STANDARD PROGRAMME 2011/12AreaNumber of PropertiesBrierley 159Little Houghton 45Ward Green 99Worsbrough Bridge 88Cudworth 147Town (Summer Lane Area) 129Wombwell 10653

Appendix 2GLOSSARY/ABBREVIATIONSALMOASBBBEMIBMBCBMEBVPICPACSCCSRCLGDDAEDIPFTEHCAHMRHRAHousemarkICTIIPKPILAALGBTLMSLVTMAPPAMARACArms Length Management OrganisationAnti Social BehaviourBarnsley Black and Ethnic Minority InitiativeBarnsley Metropolitan Borough CouncilBlack Minority EthnicBest Value Performance IndicatorComprehensive Performance Assessments – a systemby which the Government assesses council’sperformance. The work done by Berneslai Homes istaken into account when the council is scored.Central Service Charges – the council’s predominantmethod for recharging services between departmentsComprehensive Spending ReviewDepartment for Communities and Local GovernmentDisability Discrimination ActEquality and Diversity Inclusion Partnership – a part ofthe One Barnsley structure, working across agenciestowards improving equality and diversity which BerneslaiHomes participates inFull Time Equivalent posts – this is used as a measuregiven increasing number of employees taking advantageof flexible working options. E.g. 2 members of staff onjob sharing a role and each working 18.5 hrs per weekwould be classed as one FTEHomes and Communities AgencyHousing Market Renewal Area – an area in the east ofBarnsley where the Council is undertaking majorregeneration workHousing Revenue AccountAn organisation which compares performance and costsbetween ALMOs who have joined it.Information and Communication TechnologyInvestors in People – a national recognised schemewhich assess how the workforce is involved in thebusiness, managed and developedKey Performance Indicator- how performance isassessed – usually used on repairs and maintenanceLocal Area AgreementLesbian, Gay, Bi-sexual, TransgenderLearning Management SystemLeasehold Valuation TribunalMulti Agency Public Protection Arrangements (managingserious offenders in the community)Multi Agency Risk Assessment Conference (coordinateshigh level domestic violence cases)54

MRANorthgateNTVOpen HousePCTPDRPESTPIPRIPSAPSCSSPSPRGSLASMTSTATUSStonewallSWOTTARATMSTSAVPNWLBMajor Repairs AllowanceOur housing management IT systemNational Tenants VoiceQuarterly newspaper issued to all tenants andleaseholdersPrimary Care TrustPersonal Development Reviews – the way in which staffperformance is reviewed with mangers and training anddevelopment needs are agreed onanalysis which looks at the external environment brokendown into the categories of Political/legal, Economic,Socio-cultural and TechnologicalPerformance Indicator – a way of measuring how well aservice is provided which allows comparison year onyear and other organisationsProperty Repair and Improvement Partnership – thepartnership between Berneslai Homes, BMBC, and Kierwhich delivers repairs and maintenance work includingcapital work schemes1. The IT systems used to support many functions e.g.Finance, Repairs ordering. 2. The standard assessmentprocedure used to calculate the energy efficiency ofpropertiesSustainable Communities StrategySupporting PeopleStrategy and Policy Review Group – a part of our formaltenant involvement structureService Level Agreement – used when we buy inservices from the Council such as Human Resources toset out standards and who does whatSenior Management TeamA standardised survey to measure customer satisfactionacross all social housing providersA national organisation campaigning for equality forlesbians, gay , bisexual and transgender peopleA way to assess the Strengths, Weaknesses,Opportunities and Threats facing the companyTenants and Residents AssociationTraining Management System – an electronic systemused to manage training records, requests, delivery ofe-learning and manage the PDR processTenant Services AuthorityVirtual Private Network – a computer network which usesthe internet to provide secure access for remoteindividuals, offices, partner organisations to thecompany’s secure networkWork Life Balance – having flexible working patterns thatsupport employees’ different circumstances.55

Appendix 3SWOT AND PEST ANALYSESStrengthsSWOT ANALYSISWeaknesses• An excellent service that has excellentprospects for improvement• High customer satisfaction• Clear objectives• Strong brand identity• Clear track record of continualimprovement• External accreditations including IIP,TPAS, EFLG, Stonewall• History of successful partnership/multiagencyworking including BMBC, Police,Kier and Third Sector• Effective financial control• Good business planning skills e.g. 30year business plan• Commitment to Barnsley, its communityand economy• Strong positive regional and nationalreputation• Effective national partnership workingwithin the ALMO sector• Area profiling of estates ensures thatscarce resources are effectively targetedand that those areas with multiple issuesand problems benefit fromcomprehensive master planning whichinvolves the community• Achieved decent homes standardDecember, 2010.• Value for Money• Guaranteed cash flow through themanagement fee• Effective capital programmemanagement• Skilled and balanced Board with strongand effective governance arrangements• Low staff turnover• Employer of choice• Effective and positive workingrelationships with Trade Unions• The commitment and enthusiasm of staffat all levels in the organisation.• Highly skilled and trained workforce• Effective internal and externalcommunications e.g. team brief, tool boxtalks, web, Open HouseComprehensive systems for trackingcustomer satisfaction through surveys,questionnaires and the mystery shoppingprogramme demonstrating continuedhigh levels of customer satisfaction• Lack of resources identified in 30 yearbusiness plan to retain stock at decencylevel post 2011 with specific fundinggaps identified for environmental worksand decent homes plus, replacementstock• Heavy reliance on single funding streamand grant funding• Board membership and staffingstructures are not fully reflective of thelocal community• Outdated provision in some shelteredhousing schemes• Impact of public sector cuts in terms ofstaff morale, and sickness rates• Low overheads/management costsmeans little scope for R&D activity• Succession planning for Board andsenior management• Slow progress/capacity of BMBC toimplement major ICT initiatives whichwould support VFM56

StrengthsWeaknesses• A culture of honest and open evaluationof our strengths and weakness• Low management overheads whenbench marked against other ALMOswhile still delivering high quality services• A strong history of enforcement oftenancy regulations, estate managementand tackling anti-social behaviour• Robust procedures forproviding/facilitating support to vulnerabletenants including Family InterventionProgramme• A strong relationship with a strong andeffective Barnsley Tenants andResidents Federation• Effective and comprehensive tenantengagement arrangements• Partnership work with the wider tenantsmovement regionally and nationally• Leadership on community cohesion,equality and diversity• Recognition of need for companydiversification and the development ofprojects generating non management feeincome• Ability to innovate and deliver change• A strong approach to risk managementand Resilience Plan• Range of housing stock• Affordable rentsOpportunities• Self financing as a sustainable 30 yearinvestment/business plan• Digital region• Reduction in bureaucracy/externalregulation and shift to co-regulation• Increased appetitive to explore sharedservices/overheads including SuperALMOs• Maximise external funding that isavailable e.g. Green initiatives• Big society/neighbourhood engagement• Build on Chevin ‘Seasons estate’ workand market services to other registeredproviders including scope to take overstockThreats• FRS17/changes to pensionarrangements• Direct/indirect implications from publicsector cuts – currently impact unclear• Impact of public sector reform e.g.benefits/welfare and impact on collationcosts and rent arrears. Currently impactunclear• Uncertainty regarding future regulatoryframework and standards• Staff/public unrest and breakdown incommunity cohesion/rise of far rightextremism57

Political and LegalPEST ANALYSISEconomic and Environmental• Coalition Government’s CSR 2010,spending cuts and policy reviews• Outcome of Self financing HRA review• Outcome of BMBC housing optionappraisal• Change in political control of Council• Big society and Localism• Minimum Council• Pathway to home ownership• Security of tenure• Community cohesion agenda• Regional funding including City Regionsand LIP• Changes in regulatory requirementsSocio-cultural• Demographic changes leading to shifts indemand for location and types ofproperty• Dependency culture• Crime, anti-social behaviour• Health and disability• Need for provision of need and affordablerented housing/intermediary tenancies• Increase in customer aspirations• Reduced stock turnover• Migration of workers• Increasing ethnic diversity in Barnsley• Regeneration of Town Centre• East/West of Borough economic divide• Inflation/interest rates• Change from use of RPI to CPI• Ability to diversify• Poverty and deprivation• Unemployment/worklessness• Rising house prices/affordability• Risk of increased homelessness• External funding opportunities• Environmental and green agenda• Climate change – flood riskTechnological• Levels of expertise in ICT• Barnsley Connects including call centre• Implementing t-Government• Mobile working/homeworking58

Appendix 4PERFORMANCE MANAGEMENT AND MONITORING FRAMEWORKSTRUCTURE PERFORMANCE FREQUENCY PURPOSEStrategic Managersand SMTCore Balanced ScoreCard• Financial• Customer• Learning andGrowth• Internal ProcessesMonthlyChallengeAccountabilityProblem solvingTrackingBerneslai HomesSMT/BMBCStrategic LandlordPlus Delivery PlanIdeastargetsMonthly KPI’s Monthly LiaisonChallengeException reportingStrategic Managersand SMTBerneslai HomesBoardQuarterly reportplus Delivery PlantargetsHigh level score cardand progress againstDelivery Plan top 20targetsQuarterlyQuarterlyConfirm actions andresolutionsPreparation for Board andBMBC Quarterly ReportScrutiny and ChallengeBerneslai HomesBoard andSMT/BMBCBMBC CabinetBerneslai HomesBoard/SMT andFederationQuarterly reportplus Delivery PlantargetsQuarterly reportplus Delivery PlantargetsHigh level score cardand progress againstDelivery Plan targetsQuarterlyQuarterlyBi-monthlyMonitoringDelivery of contractualarrangementsMonitoringShared understanding ofdirection of travelBerneslai HomesBoardAll staffYear end results Annual Review and forwardplanningPerformance AnnualPerformance reviewDevelopment Reviewagainst outcomemeasures andidentification ofdevelopment needs59

STRUCTURE PERFORMANCE FREQUENCY PURPOSEAll StaffTeam Meetings (TeamBrief) and Tool BoxTalksMonthlyInformation sharing andfeedbackAll staff 121 Supervisions Minimum 6 per year Quality time updatePerformance reviewSupport60

Appendix 5PERFORMANCE INDICATORSPerformance Indicators Proposed TargetsIndicator Ref.Description09/10OutturnUpper QuartileTarget10/11 Qtr 2 2011/12 2012/13BH1The proportion of local authority dwellings whichwere non decent dwellings at the start of the financialyear 2.54% 21% 2% Annual 0% 2 0%BH2 Urgent repairs in time (PRIP KPI 7) 99.11% 97% 98% 97.30% 98.71% 98.71%BH3 Average time for non urgent repairs (PRIP KPI 8) 6.12 days 11 days 10 days 8.35 days 9 days 9 daysBH4BH5Rent collected by the local authority as a proportionor rents owed on HRA dwellings 98.75% 98.20% 99% 97.94% 99% 99%Average time to re-let local authority housing(calendar days) 25.13 days 26.7 26 25.37 days 25 24BH6 Council Homes SAP rating 72.12 65 71 Annual 79 81BH7BH8BH9The percentage of all tenants, or a representativesample of council tenants stating that they aresatisfied with the overall service provided by theirlandlord when surveyed. 3 87.00% 82.5% 88%Percentage of planned repairs funded from RevenueExpenditure 41.69% 54% 34% 40.72% 40% 41%Percentage of responsive repairs for which the LAmade and kept an appointment (PRIP KPI 14) 94.68% 97% 96% 98.88% 99.08% 99.08%23The 0% target is subject to self financing settlement and is to be measured over a 5 year period.Targets to be established following review of replacement for status survey being undertaken by Housemark in association with TSA. This relates to BH7,18 and 19.61

Indicator Ref.Performance Indicators Proposed TargetsDescription09/10OutturnUpper QuartileTarget10/11 Qtr 2 2011/12 2012/13BH10 % of women in top 5% of earners 41.94% 44.42% 44% 41.94% 44% 44%BH11 % of BME in top 5% of earners Nil 1.39% 2.50% Nil 2.5% 2.5%BH12% of staff defining under the DDA definition ofdisability in top 5% of earners6.45% Not applicable 2.50% 6.45% 6.45% 6.45%BH13% of staff defining under the DDA definition ofdisability 4.85% 2.65% 6% 4.35% 6% 6%BH14% of BME staff in total workforce lost per FTE (Yearend forecast) 0.50% 6.80% 1% 0.58% 1% 1%BH15Number of working days lost per FTE (Year endforecast) 9.49 9.79days 4 8days 11.98 days 8 8BH16 FTAs as a % of the rent roll 1.33% 1.19% 1.2% 1.31% 1.1% 1.1%BH17 Number of complaints received 166 Not applicable N/A 55BH18 How good is BH at keeping you informed? 85% 75% 5 85% AnnualHow satisfied are you that your views are taken intoBH19 account? 72% 68.1% 4 76% Annual4 Based on Housemark Almo benchmarking club report 20105 Based on Housemark benchmarking analysis62

SERVICE BUSINESS PLAN 20011/12 – BUSINESS AND CUSTOMER SERVICES DIRECTORATEStrategic Objective 1: To deliver excellent Customer ServicesAppendix 6Task Lead Officer Completion Date Milestones Contributes towardsImproving VFMReview and refresh Marketingand Communications Strategy toinclude electronic forms ofcommunication and consultationCustomer Servicesand EngagementManagerJuly 2011 Commence review April 2011Approved July 2011√Further develop on line servicesfor customersPerformance andInformation ManagerThroughout2011/12Evaluate efficiency andeffectiveness and producerecommendations for futureactions.√April 2011Roll out additional forms.July 2011Extend the scope of the textmessaging service.63

Task Lead Officer Completion Date Milestones Contributes towardsImproving VFMImplement newarrangements to captureheadline ‘STATUS’ indicatorsin light of national review.Customer Services andEngagement ManagerJune 2011 (est)Implementation ofreplacement system forSTATUS.√Develop and deliver 2011tenants’ training programmeCustomer Services andEngagement ManagerDecember 2011Programme completed andevaluatedImplement uEngage systemincluding refresh of customerprofile data and maximiseopportunities of customerfeedbackCustomer Services andEngagement ManagerApril 2011August 2011November 2011System go liveReview engagementopportunitiesProduce new SEAP plan√Implement new complaintsprocess and structures tocomply with new RegulatoryFrameworkCustomer Services andEngagement ManagerApril 2012Go live64

Task Lead Officer Completion Date Milestones Contributes towardsImproving VFMEnsure compliance with TSAstandardsCustomer Services andEngagement Manager1st April 20111st October 2011January 2012Local standards in placePublish annual report for2010/11Jointly review BerneslaiChallenge with TenantsFederationAchieve TPAS LandlordreaccreditationCustomer Services andEngagement ManagerSeptember 2011December 2011February 2012Complete gap analysis andaction planReport to Customer ServicesCommitteeInspection complete65

Strategic Objective 3: To actively contribute to and influence partnership working within Barnsley and the Sub-RegionTask Lead Officer Completion Date Milestones Contributes towardsImproving VFMTo continue to contribute tothe Borough’s communitycohesion agendaEqualities and DiversityManagerThroughout2011/12Contribute to thedevelopment of All BarnsleyDiversity Festival66

Strategic Objective 4: To be a successful well managed companyTask Lead Officer Completion Date Milestones Contributes towardsImproving VFMMaintain Top 100 status inthe Stonewall WorkplaceEquality IndexHuman ResourcesManagerEquality and DiversityManagerJanuary 2012Produce Action plan based onprevious year’s feedback April2011Submit application andevidence Sept 2011Achieve ‘excellence’standard in the SocialHousing Equality FrameworkEquality and DiversityManagerQuarter 3 2011/12Develop action planConfirm inspection dateTo implement electronicrecruitment processesHuman ResourcesManagerQuarter 3/42011/12Pilot system in HR TeamSummer 2011√To achieve Investors inPeople reaccreditationHuman ResourcesManagerFebruary 2011February 2011July 2011October 2011Gap Analysis CompleteManagers trained on new IIPstandardAchieveImplement IIP ImprovementPlan following receipt ofreport67

Task Lead Officer Completion Date Milestones Contributes towardsImproving VFMImplementation ofHyperwave Release 5Implementation of NorthgateV6Performance and SystemsInformation ManagerPerformance and SystemsInformation ManagerDuring 2011/12 N.B. Full roll out of release 5is dependant on BMBC plan.Dates for testing, and trainingto be confirmed in associationwith BMBCN.B. As part of thepreparation, review E-PostRoom equipment to ensurecontinued fit for purposeJune – August System testing2011√September 2011October 2011December 2011Train Super usersTrain usersFull roll out of V6Implement Phase 2 ofTechnical RefreshProgramme (Impact Officersand Construction Services)Implementation of RecordPolicy and ProcedurePerformance and SystemsInformation ManagerPerformance and SystemsInformation ManagerJuly 2011 To be completed by July 2011June 2011 Establish working groupSeptember 2011 Commence staff training√√December 2011Full implementation68

Task Lead Officer Completion Date Milestones Contributes towardsImproving VFMRevise data collectionprocesses in light of TSAreform of NROSH, andCOREPerformance and SystemsInformation ManagerSpring 2011Consider new regulations andproduce new processes andimplementation timetable√Undertake annual riskassessment of theconfidentiality, integrity andavailability of informationPerformance and SystemsInformation ManagerOctober 2011To be completed by October201169

Appendix 7SERVICE BUSINESS PLAN 2011/12 – ASSET MANAGEMENT AND REGENERATIONStrategic Objective 1: To deliver excellent Customer ServicesTask Lead Officer (s) Completion Date Milestones ContributestowardsImproving VFMDelivery of the strategy forregeneration and developmentof Berneslai Homes olderpersons supported housingfacilitiesEnsure delivery of excellentcustomer services throughmanagement and contribution tothe Management of the PropertyRepairs and ImprovementPartnershipInvestment & RegenerationManagerAsset ManagerInvestment and RegenerationManagerDirector of ARCON.March 2012March 2012March 2012Engagement in and refresh ofBMBC Older Persons StrategyFeasibility Work on the future ofSandhill Court and engagementwith development partners.Maintain regular Core and TaskTeam Meetings.Annual Setting of PRIPTargets, relating to improvedcustomer services.√√Programme manage theMaintaining the Home StandardProgramme, with a focus on thebest possible customer serviceevidenced by Key Performanceindicators.Investment & RegenerationManagerConstruction ServicesManagerand Manager KierMarch 2012 Completion of the 11/12programme by Mid March2012.Meeting the PRIP CustomerService KPI targets.√70

Task Lead Officer (s) Completion Date Milestones ContributestowardsImproving VFMRefresh the Asset ManagementStrategy to align to ‘SelfFinancing’ and delivery of the 30year stock investment plan.Director of ARCON August 2011(subject to selffinancing financialclarity).New Document aligned withdelivery and capital plan√71

Strategic Objective 2: To continue to deliver sustainable communities which are safe, healthy and attractiveneighbourhoods which are accessible to allTask Lead Officer Completion Date Milestones ContributestowardsImproving VFMConclude New Lodge Masterplan regeneration.Investment & RegenerationManager.March 2012Work with Yorkshire Housing,Strategic Housing and HCA tosecure and deliver phase 2scheme.Work with partners to deliverVillage Green Project within theresources available. Plan toresolve ongoing maintenancecost issue through the creationof a community enterprise totake on responsibility.Produce an outturn report onachievements linked back to themasterplan blueprint.72

Task Lead Officer Completion Date Milestones ContributestowardsImproving VFMConclude Worsbrough MasterPlan Regeneration.Investment & RegenerationManagerMarch 2012Complete Bank End CentralArea Environmental WorksProject on site by June 2011.Complete Strategic AcquisitionsHarriet Close, WorsbroughCommon Continue negotiatedpurchase where possibleExecute compulsory purchaseon remainderWork with RSL (south YorkshireHA) to prepare planningapplicationStrategic Acquisitions BadenStreetContinue negotiated purchasewhere possibleExecute compulsory purchaseon remainderWork with RSL (South YorkshireHA) to prepare planningapplication on phases 2 & 3Produce an outturn report onachievements linked back to themasterplan blueprint.73

Complete delivery of LAChallenge Fund SchemesTask Lead Officer Completion Date Milestones ContributestowardsImproving VFMInvestment & RegenerationManagerDevelopment and PartnershipManagerMarch 2012Practical Completion of works onsite.Seek out and explore externalfunding Opportunities for LowCarbon Energy Projects andwhich combat fuel poverty. Inparticular Solar Photo Voltaics –Feed in Tariffs, RenewableHeat, Incentive, CommunityEnergy Saving Programme,Carbon Emissions ReductionTarget and European RegionalDevelopment Fund funding.Convert and deliver suchopportunities into deliveredprojects.Director ARCON.Investment & RegenerationManagerDevelopment and PartnershipManager.M and E Services Manager.March 2012Projects explored and packaged.Funding Applications made.Projects brought to deliverystage.√74

Strategic Objective 3 : To actively contribute to and influence partnership working within Barnsley and the Sub-region.Task Lead Officer Completion Date Milestones ContributestowardsImproving VFMContribution to Dearne ValleyEco Vision InitiativeInvestment & RegenerationManager,March 2012 Initiate/Respond as required√Continue to work in partnershipwith BMBC to developengagement with Homes andCommunities Agency - LocalOffer deliveryInvestment & RegenerationManagerDirector of Assets,Regeneration andConstructionMarch 2012Initiate/Respond as requiredFunding Outcomes andProgramme√Complete the Gypsy andTravellers ProjectEngage with Efficiency NorthPartnership specifically,PartnershipBoard, Repairs andMaintenance Group andMaterials ProcurementFrameworkInvestment & RegenerationManagerDevelopment and PartnershipManagerDirector ARCON – BoardRepairs and MaintenanceGroup – Performance andBusiness DevelopmentManagerAsset Manager – EN ProcureMarch 2012March 2012Project Completed on site.Materials frameworkestablished, mainstreamed andused by Berneslai Homes andKier.√75

Strategic Objective 4 : To be a successful well managed companyTask Lead Officer Completion Date Milestones ContributestowardsImproving VFMDrive, explore and develop other newbusiness opportunities as agreed bySMT e.g. management of empty homesfor the private sectorDevelopment andPartnership ManagerMarch 2012New business opportunitiesdeveloped and operating√Work with the Business and CustomerService Division (project lead) on thedevelopment of IT systems to establishtwo way VPN with Kier, which will driveintegration and reduce duplication.Asset Manager March 2012 2 way VPN established √Continue to develop asset data and itsuseInvestment &RegenerationManagerAsset ManagerPrinciple Informationand Research OfficerMarch 2012Asset data more accessibleand usable√76

Appendix 8Strategic Objective 1: To deliver excellent Customer ServicesSERVICE BUSINESS PLAN 2011/12 – CONSTRUCTION SERVICESTask Lead Officer Completion Date Milestones ContributestowardsImproving VFMIncrease performance so that itachieves the set target on all ofthe 21 incentivised headlineKPI’s in the PRIP ContractConstruction ServicesManagerMarch 2012In target zone for eachquarterly performance report in11/12√Increase performance towardsthe targets set for nonincentivised KPI’sConstruction ServicesManagerMarch 2012Improvement in performance inthese areas√77

Strategic Objective 2: To continue to deliver sustainable communities which are safe, healthy and attractiveneighbourhoods which are accessible to allTask Lead Officer Completion Date Milestones ContributestowardsImproving VFMImprove re-cycling and wastemanagement including thedevelopment of targets andbenchmarksTransport and DepotManagerMarch 2012Review methods of recycling byMarch 2011 Monthly monitoringExamine options to reduce costsof vehicle fleet.Transport and DepotManagerSeptember 2012Review type and mix ofvehicles within the fleet78

Strategic Objective 3 : To actively contribute to and influence partnership working within Barnsley and the Sub-RegionTask Lead Officer Completion Date Milestones ContributestowardsImproving VFMContinue to operate fully within the PRIPPayment MechanismConstructionServices ManagerMarch 2012OperationalIncrease procurement from procurementpartnerships and frameworks, eg ENProcure, Re: allies, where it will generateefficiencyCommercial Manager October 2011EN Procure framework in placeJuly 2011. Increased efficiency√Increase public/private partnershipworking with Kier within the PRIPContractConstructionServices Manager2011 to 2015 Increased efficiency within thearrangement√79

Strategic Objective 4: To be a successful well managed companyTask Lead Officer Completion Date Milestones ContributestowardsImproving VFMRealign resources to deliver workloadwithin the PRIP ContractConstructionServices ManagerApril 2011Implement restructure by April2011Upgrade mobile technology to maintainsupported solutionCommercial Manager June 2011Upgrade to MAM 3.0 Roll outnew devices√Achieve a surplus of between 1% and4% subject to application of new HSMPpayment mechanism to ConstructionServicesConstructionServices Manager/Director of Assets,Regeneration andConstructionMarch 2012 Monthly Monitoring √80

Appendix 9SERVICE BUSINESS PLAN 2011/12 – HOUSING MANAGEMENTStrategic Objective 1: To deliver excellent Customer ServicesTask Lead Officer Completion Date Milestones ContributestowardsImproving VFMContribute to Borough wide strategicreview of Older Persons’ services andaccommodation.Sheltered Housingand SP ManagerSeptember 2011Establish Berneslai Homesoptions December 2010.Contribute to Corporate reviewin line with agreed milestones.√Respond to ‘Local Decisions: A FairFuture for Social Housing’Director HousingManagementThroughout 2011/12 In line with Governmenttimescales regarding changesto create flexible tenancies,changes to allocations,increased mobility, affordablerents and more straightforwardsuccession.√Maintain existing delivery of excellentcustomer services in challengingenvironment.Director HousingManagementThroughout 2011/12 Regular monitoring ofperformance and customersatisfaction (PI’s/SEAP, etc)√81

Strategic Objective 2: To continue to deliver sustainable communities which are safe, healthy and attractiveneighbourhoods which are accessible to allTask Lead Officer Completion Date Milestones ContributestowardsImproving VFMCarry out review and implement outcomeof deregulation of older people’saccommodation.Lettings Manager April 2011 Council Approval.Implementation√Roll out management of Chevin Groupproperties at ‘The Seasons’, Thurnscoe.Director of HousingManagement/Private SectorInitiatives ManagerThroughout 2011/12 In line with Project Plan√82

Strategic Objective 3: To actively contribute to and influence partnership working within Barnsley and the Sub-RegionTask Lead Officer Completion Date Milestones ContributestowardsImprovingVFMImplement findings of SteeringGroup Review and ensureeffective contribution toBerneslai Challenge.Housing ManagementGroup ManagersMarch 2011In line with Steering Group Action Planagreed at Customer Services Committee14 October 2010√To contribute to the Boroughwide Financial InclusionstrategyRents Manager/Leasehold and FinancialInclusion ManagerThroughout2011/12Performance against Action Planmonitored at Financial Inclusion Group√83

Strategic Objective 4: To be a successful well managed companyTask Lead Officer Completion Date Milestones ContributestowardsImprovingVFMAchieve savings on cashcollection including closure ofcash officesDirector of HousingManagementApril 2012Withdrawal of cash payment facilities at4 offices April 2011.Complete withdrawal April 2012√Ensure Property ManagementService is effective and viableDirector of HousingManagement/PrivateSector InitiativesManagerJuly 2011Increase portfolio to ensure PMS selffinancing in line with 3 year BusinessPlan.Continue to expand PMS by seekingcore business within Barnsley, utilisingPrivate Sector Leasing Scheme andexploring options outside the borough√Undertake and implementreview of service chargesRents and AdminManagerSeptember 2011April 2012Review existing position.Model options and establish communityimpact.Obtain approvalsImplement√84

Appendix 10Strategic Objective 4: To be a successful well managed companySERVICE BUSINESS PLAN 2011/12 – FINANCE DIRECTORATETask Lead Officer Completion Date Milestones ContributestowardsImproving VFMCarry out review of riskManagement and InternalControls assurance and reportto BoardReview 30 year business planfinancialsWork with Construction Servicesto implement new Health &Safety Risk Assessment SystemCarry out support servicereviews in line with timetable inappendix 12 of the delivery planWork with BSS to ensuresmooth transition to new invoicequery systemDirector of Finance May 2011 Review operation of risk managementand internal controls within thecompany.Agree action plan with SMTReport to BoardDirector of Finance Ongoing Review financials as further informationis available from GovernmentReport to BoardRisk Manager May 2011 Write all new risk assessments andsafe systems of workApproval by H&S GroupCommunicate to staff via mentormeetingsMonitor through accident reporting andRisk Management SurveyDirector of FinanceAs per detailedtimetable inappendix 12 of theplanReviews commencedReviews completed and approved bySMTDirector of Finance June 2011 Stage 1 of OCR in placeCarry out testing of stage 2 with BSSStage 2 of OCR in place√√√√85

Task Lead Officer Completion Date Milestones ContributestowardsImproving VFMImplement EDI for WaterchargesReview accounting processes toidentify the scope for efficienciesand minimise tasks which do notadd valueDevelop and commenceimplementation of a ServiceReview ProgrammeContribute to the Council’sprocess to implement IFRSImplement an approvedcontractor/supplier listSupport ServiceCoordinatorMay 2011Ensure all current water accounts areinput on technology forgeEDI file received from Yorkshire waterand payments processed.Director of Finance November 2011 Review accounting processes includingcosts centres, journals, descriptionsWork with Council to amendapproach/systems as requiredSupport ServicesCoordinatorMay 2011Agree areas to be subject to reviewwith SMTAgree timetable with SMTReviews commencedReviews completed and approved bySMTDirector of Finance March 2012 Respond to Council requests forinformation/analysisSupport Service September 2011CoordinatorAscertain all current contractors usedby BH Housing Management sideEnsure correct procurementprocedures have been usedSMT agree approvedcontractor/supplier listProduce annual audit plan Director of Finance April 2011 Consider areas to be subject to audit atSMTMeet with Internal Audit/ChairPlan agreed by audit Committee√√√√86

SERVICE BUSINESS PLAN 2011/12 – CHIEF EXECUTIVE – CORPORATE SERVICES PLANStrategic Objective 3: To actively contribute to and influence partnership working within BarnsleyAppendix 11Task Lead Officer Completion Date Milestones ContributestowardsImproving VFMEnsure Berneslai Homes activityis aligned with the strategicoutcomes of the Local StrategicPartnership ( LSP )Ensure continued strategic fitwith BMBC Neighbourhood andEngagement FrameworkChief Executive 2011/12 Direct contribution to and influencing ofoutcomes within the LSP whereBerneslai Homes has a contributoryrole.Contribution to Delivery Partnershipsand Barnsley Central InvestmentPlanning group.Chief Executive 2011/12 Director level representation at ProjectBoard and Area Partnerships.Contribution to development of AreaPlansContribution to Think Family placebased budgeting pilot.Participation in Ward Panels andCommunity events as required.√√87

Task Lead Officer Completion Date Milestones ContributestowardsImproving VFMMaintain Board and BarnsleyFederation working relationshipChief Executive 2011/12 Attend Federation AGM and Tenants’awards event.Bi-monthly meetings of the StrategyReview and Policy Group.Active support and commitment to theBerneslai Challenge panelsMaximise networking andpromotional opportunitiesChief Executive Annual NFA Executive Steering Group threetimes a year.Northern ALMOs CEO quarterlymeetings.Coordination of quarterly YorkshireALMO Chair and CEO meetings.Promote Berneslai Homes through theNFA ‘ALMOs in Action’ magazine.Publicise Berneslai Homes bestpractice initiatives and entry to nationalaward competitions as appropriate.88

Strategic Objective 4: To be a successful well managed companyTask Lead Officer Completion Date Milestones ContributestowardsImproving VFMImplement BMBC preferredoption for the future delivery ofCouncil housing stockmanagement and maintenanceand associated services.Responding to Governmentinitiatives and strategic policydirectionTo actively seek new workopportunities that complimentour core businessContinue to be an employer ofchoice and achieve recognitionin the Top 100 companiesChief Executive 2012/13 Attend bi monthly Project Board andreport to BH BoardBusiness plan modelling to be reportedto Board & BMBC as part of annualdelivery plan and budget settingNegotiate new self financingpartnership agreementReview governance arrangements asrequiredImplement new delegated services asrequiredChief Executive Throughout 2011/12 Implementation of actions arising fromLocalism BillReview and impact assessment ofUniversal Credit proposalsChief Executive Throughout 2011/12 Regular review of tender opportunities.Ongoing dialogue with BarnsleyDevelopment AgencyDirector of Businessand CustomerServicesExplore links with local employersApril 2012 Submit registration for July 2011Survey September – Nov 2011Results Jan – Feb 2012√√√89

Task Lead Officer Completion Date Milestones ContributestowardsImproving VFMContinual review of governancearrangementsChief Executive April 2012 Board and Sub Committee timetableand forward plans in placeGovernance indicator annual report toAudit Committee, December 2011√Chair and Board Director Appraisalsscheduled for July 2011 and January2012.Deliver annual Board trainingand development programmeChief Executive January 2011 -March 2012Individual and group training needsanalysis outcomes December 2010√Programme of policy briefings andworkshops established January 2011Individual training programmes in placeby April 2011Ensure delivery of ProcurementStrategyEnsure that key outcomes,actions and priorities relating torisk are incorporated into thePerformance ManagementFrameworkAnnual Board event November 2011Chief Executive December 2011 Annual report to Audit CommitteeOctober 2011.SMT Ongoing PMF updated monthly to include keyrisk actions√√90

Task Lead Officer Completion Date Milestones ContributestowardsImproving VFMReview results of risk exercisescarried out by Divisional Riskgroups and incorporate intoPerformance ManagementFrameworkTo implement South YorkshireALMO options on achievingefficiencies of back officefunctionsSMT Quarterly Risk exercises reviewed at Quarterlyrisk panel and significant issuescaptured in Strategic Risk RegisterChief Executive 2011/2012 To procure a legal services frameworkTo investigate feasibility of offeringtraining on a reciprocal no fee basisTo investigate feasibility of outsourcingtraining to a single provider or gatewayproviderTo collective procure external auditfrom April 2013To contribute to health & safety bestpractice networkTo work with BMBC on the ability todevelop shared regional servicesacross local authorities and/ordiscussions on a super ALMO.√√91

Appendix 12SUPPORT SERVICES REVIEW TIMETABLESupport Service Lead Officer Review end DateHealth and Safety and Occupational Health HR Manager/Support Services Co-ordinator October 2011Business Support Services Director of Finance/Support Services Co- ordinator December 2011ICTPerformance and Information Manager/Support ServicesCo –ordinatorOctober 2011Central Call Older Persons Manager/Support Services Co-ordinator December 2011Barnsley ConnectsCustomer Services and Engagement Manager/SupportServices Co-ordinatorJanuary 2012Internal Audit Director of Finance/Support Services Co-ordinator March 2012Insurance Services Support Services Co-ordinator June 201192

Appendix 13CUSTOMER PROFILE (As at November 2010)Disabilities AgeNo ofTenants Percentage AgeNo ofTenants PercentageTotal 7138 Unknown 1795 9.59%Distinct Cases 5286 Under 18 5 0.03%18-25 845 4.52%26-35 2035 10.88%Breakdown of disabilities 36-45 2817 15.06%Assisted walking 2803 46-55 2701 14.44%Hearing Impairment 1632 56-65 2717 14.52%Visual Impairment 825 66-75 2647 14.15%Wheelchair user 530 76-85 2172 11.61%Mental Health 713 Over 85 976 5.22%Virtually no mobility 247 Total 18710 100%Learning Disability 250Speech Impairment 138*Some customers have more than 1 disabilityFaith Gender BreakdownNo ofNo ofTenants Percentagetenants PercentageChristian 11610 62.04% Female 10497 56.10%None 2489 13.30% Male 8206 43.86%Unknown 3605 19.26% Unknown 7 0.04%Other 409 2.19% Total 18710 100%Prefer not to say 347 1.85%Muslim 44 0.24%Buddhist 22 0.12%Hindu 5 0.03%Jewish 2 0.01%Catholic 179 0.96%Rastafarian 2 0.01%Total 18714 100%93

LanguageNo oftenants PercentageEnglish 11055 59.09%Unknown 7545 40.33%Other 31 0.17%Russian 20 0.11%Albanian 12 0.06%Polish 13 0.07%Farsi 10 0.05%Spanish 2 0.01%Arabic 7 0.04%Chinese 7 0.04%French 5 0.03%Bengali 2 0.01%Urdu 1 0.01%Total 18710 100%EthnicityEthnic Originno oftenants PercentageWhite 14656 78.33%Unknown 3672 19.63%Black African 88 0.47%Prefer Not To Say 54 0.29%Any Other White Background 67 0.36%Any Other Ethnic Group 38 0.20%White Irish 39 0.21%Any Other Asian Background 19 0.10%Chinese 18 0.10%White/Black African 11 0.06%White/Asian 7 0.04%Any Other Black Background 5 0.03%Indian 5 0.03%White/Black Caribbean 7 0.04%Black Caribbean 3 0.02%Any Other Mixed Background 4 0.02%Black British 6 0.03%94

EthnicityAsian British 3 0.02%Pakistani 1 0.01%Bangladeshi 1 0.01%Gypsy Traveller 2 0.01%Gypsy Roma 4 0.02%Total 18710 100%Sexual OrientationBisexual 14 0.07%Gay Man 13 0.07%Gay Woman/Lesbian 20 0.11%Hetrosexual/Straight 3298 17.63%Other 8 0.04%Prefer not to say 250 1.34%Unknown 15107 80.74%Total 18710 100%Length of Tenancy2 - 5 years 3065 16.38%Over 5 years 12928 69.10%Under 2 years 2717 14.52%Total 18710 100%95

Appendix 14DECISION MAKING FRAMEWORK – SUMMARY OF DELEGATIONSSMT COMMITTEE BOARD COUNCIL1 Annual BerneslaiHomes DeliveryPlan2 Annual HRABusiness Plan3 AnnualConstructionServices BusinessPlan® ® □ □® ® □ □® N/A □4 Annual BudgetApprovals• HRA• BerneslaiHomes• ConstructionServices®®®N/A□□□□□□5 Annual CompanyAccounts® ® □6 Use of Surplus ® N/A □ □7 Annual HousingInvestmentProgramme8 Release ofindividual DecentHomes Schemes® N/A ForInformation□ ◄ ◄□9 Variations to CapitalBudget of less than£250K in total□ ◄ ◄96

SMT COMMITTEE BOARD COUNCIL10 Variations to CapitalBudget of morethan £250K in total® N/A Forinformation□CabinetSpokesperson11 Disposals □ ◄ ◄12 Demolitionsi) Consultation onschemes below£100K□◄◄ii) Decision todemolitionbelow £100K□◄◄iii) Consultation onschemesbetween £100 -£250K®N/A◄□CabinetSpokespersoniv) Decision todemolitionbetween £100 -£250K®N/A◄□CabinetSpokespersonv) Consultation onschemes above£250K®N/AN/A□vi) Decision todemolitionabove £250K®®□13 Area BasedRegeneration® ® □ □14 Funding Bids □ ◄ ◄15 Partnership Deals ® ® □16 Significant PolicyChanges® ® □ □97

SMT COMMITTEE BOARD COUNCIL17 Service LevelAgreementi) reviewii) proposedchange□®◄N/A◄□18 Significant Changesto terms andconditions19 Staffing levelsbelow ManagementTeam (up to £50K)20 SignificantRestructures(see note)21 SeniorManagement TeamRecruitment® ® □□ ◄ ◄® □ □ □(Para 54.6.1of ServiceAgreementN/A □ ◄22 Chief ExecutiveRecruitment N/A ® □KEYDecisionReview andRecommendDelegate□®◄98

Appendix 15BERNESLAI HOMES LAA TARGETSFrom April 2011, LAAs will be discontinued. The One Barnsley LSP will therefore be reviewing its short, medium and long termpriorities to reflect the changes being introduced by the Coalition Government. Berneslai Homes will work to ensure that wecontinue to contribute to the delivery of LSP priorities. The table included in this appendix sets out the contribution Berneslai Homesmakes to the existing LAA. This appendix is likely to be subject to early review.Designated namedBerneslai Homes ActionNI 1 % of people who believe people from different backgrounds get onwell together in their local area• STATUS 2009• Tenant involvement and engagement framework• Community Cohesion Strategy• BH is reporting centre for ‘Hate Crimes’NI 4 % of people who feel they can influence decisions in their locality See N1 1NI 141 Number of vulnerable people achieving independent living • All sheltered accommodation have individualsupport plans in place where Supporting Peoplefunding is received• Furnished tenancy scheme (assisting financiallyvulnerable)• Ability to quantify those band 1 lettings as bynature of that band these are probablyvulnerable by one definition or another• NASS contract• BH provide dwellings for Social Services grouphomes• Impact staff now record support to vulnerableclients• Deliver approved Equipment and Adaptations tothe Council stock to enable independent living99

Designated namedBerneslai Homes ActionNI 186 Per capita CO2 emissions in the LA area • Biomass and pilots on alternative energysupplies in Council dwellings, contribute towardstarget as part of the Decent Homes Programme.• Eco award for Construction Services fleetDesignated contributeNI 17 perceptions of anti-social behaviour • Safety Neighbourhood Partnership• RESPECT agenda and Family InterventionProject• STATUS Survey 2009 (see note NI 160)NI 152 Working age people on out of work benefits • Worklessness brief and outreach work proposal• LA CORENon designated namedNI 2 % of people who feel that they belong to their neighbourhood See N1 1NI 3 Civic participation in the local area See N1 1NI 155 Number of affordable homes delivered (gross) • Regeneration schemes and new build agenda• Work with the Council and Registered Providerpartners, to increase the number of sociallyrented dwellingsNI 187 Tackling fuel poverty – people receive income based benefitsliving in homes with a low energy efficiency rating• Improve the energy efficiency rating of Councildwellings as part of the Capital WorksProgramme• Energy Performance Certificates for voids toenable tenants to make a more informed choiceabout energy costs when considering whether torent a property100

Direct responsibilityNI 158% decent council homesNI 160 Local Authority tenants’ satisfaction with landlord services• Deliver the Decent Homes Programme.• BH conducted STATUS in 2009 (non compulsoryyear). Coalition government have ceased the useof STATUS in 2010. CLG guidance awaited on NI160. In the meantime BH operates acomprehensive programme of satisfaction surveysand service assessment involving customers.Contribute toNI 21 Dealing with local concerns about anti-social behaviour andcrime by the local council and policeNI 22 Perceptions of parings taking responsibility for the behaviour oftheir children in the areaNI 23 Perceptions that people in the area treat one another with respectand dignityNI 24 Satisfaction with the way the police and local council dealt withanti-social behaviourNI 25 Satisfaction of different groups with the way police and localcouncil dealt with anti-social behaviourNI 27 Understanding of local concerns about anti-social behaviour andcrime by the local council and policeNI 138 Satisfaction of people over 65 with both home andneighbourhood• Safer Neighbourhood Partnership and RESPECTagenda• FIP• Logging of incidents and case managementsystem• As above and parenting contracts• As above• As above and satisfaction survey on all ASBclosed cases• As above• As above and Multi Agency Action Groups(MAAGs)• See NI 160. NB all surveys are analysed byprotected characteristics.101

Contribute toNI 142 Number of vulnerable people who are supported to maintain • Vulnerability Strategy and Safeguarding Boardsindependent livingNI 154 Net additional homes provided See N1 155NI 156 Number of households living in Temporary AccommodationNI 159 Supply of ready to develop housing sites See N1 155NI 196 Improved street and environmental cleanliness – fly tipping • Estate and environmental management approach.• Neighbourhood Services SLALocal measure financial inclusion – membership of Credit Union • Working protocols with Credit Union and financialsupportKeyDesignated namedDesignated contributeNon Designated namedDirect ResponsibilityContribute toOne of BMBC’s 35 stretch targets and Berneslai Homes are a named partner.One of BMBC’s 35 stretch targets which Berneslai Homes contribute to.BMBC local target and Berneslai Homes are a named partnerNot identified by BMBC as a stretch or local target but one of the NI suite and that Berneslai Homesare responsible for.Not identified by BMBC as a stretch or local target but one of the NI suite and that Berneslai Homescontribute to.102