CCHA CO-DESIGN GROUP SESSION 4 January 2019 1 This session - - PowerPoint PPT Presentation

CCHA CO-DESIGN GROUP

SESSION 4 January 2019

1

This session

Priorities, options and delegations (what happens, where, when and how) – examples from other RSLs Review and agree option(s) for future engagement

• Welcome and apologies
• Notes of last meeting
• Reality check
• In Another Part of the woods…..
• Break
• Options for CCHA
• Feedback and communications

principles

• Open space and meeting

reflections

2

AMBITIONS

• Tenants say they’re listened

to

• All Team meetings include

tenants’ feedback

• Board take opportunities to

meet tenants face to face

• Mix of personal, written,

summarised, video reporting

• Quality information

reflecting what matters to tenants

• Support communities to

have a voice with City Region

• Proactive, determined

3

AMBITIONS

• Strong communications

and feedback

• Whole org owns

engagement

• Clear accountability –

Board and Exec

• Greater trust
• Multiple channels of

communication

• Supporting strong,
• Integrated communities
• Know tenants, tailor services
• Tenant led strategy, higher level

engagement, visible tenant input on policies and processes

• All working as a team – shared

responsibilities

• Consistent, co-ordinated

approach

4

Reality check

5

In another part of the woods….Sovereign

6

In another part of the woods…. Sovereign

• Resident and Board Partnership -

eleven residents + at least 1 Board member who meet six times a year

• Help develop strategy and

direction

• Help develop resident-facing

policies and initiatives, offering a resident perspective and making recommendations to the Board

• Recommend the performance

indicators and targets for key landlord services

• Identify trends in performance,

tracking issues and monitoring improvement plans

• Agree service standards and

monitor service delivery taking into account resident feedback

7

In another part of the woods…. Sovereign

• Identify and review key risks for

regulation, residents and to the sustaining of tenancies

• Develop and sponsor an
• ngoing training and capacity

building programme for residents who'd like to engage with us

• Sponsor an annual event for all
• f our engaged residents
• Promote, collaborate and

communicate the work of the Partnership to other residents through various communication channels

• Request a scrutiny review where

performance or feedback suggests further investigation, review and support the delivery

• f agreed actions
• Closed membership
• Training/Recruitment/Induction

8

In another part of the woods…. Sovereign

• Scrutiny Co-ordination Group -

embed and make scrutiny a valued tool for monitoring, managing and developing our services

• Meet around six times a year to

plan a rolling programme to scrutinise our services, then look at what the results show

• Training/Recruitment/Induction
• Community Engagement Groups

structure for local conversations and feedback

• Residents get involved with

larger community and estate projects in their area. We support them with training to develop their skills and create sustainable projects

• Local residents’ feedback to

support our business-wide Scrutiny Coordination Group

9

In another part of the woods….Accent

• Customer experience

committee: formal

committee of the Board

• Reviews the performance

and service delivery of all housing and customer services

• Membership: residents and

professionals with specialist knowledge in each of the services

• All aspects of service delivery

across Accent and monitor performance at a strategic

• level. They have close links with

the national scrutiny group

• Training/Recruitment/Induction
• Closed membership

10

In another part of the woods….Accent

• Scrutiny Group oversees

compliance with regulatory standards, oversee scrutiny reviews and monitor performance

• Analyse service delivery and

facilitating opportunities for

• ther residents to be involved in

investigating service delivery more informally

• Training/Recruitment/Induction

11

In another part of the woods….Merthyr Valleys

Members (tenants): access to information, have a voice and a say, elect representatives on to the Democratic Body Democratic Body Represent Members and the wider interests of the community 11 tenants, 8 employees 2 representatives local Council Develop Membership Strategy, appoint the Board of Directors, monitoring the performance of the

• rganisation and hold the Board of

Directors to account for the

• rganisation’s performance.

Training/Election Membership open to tenants and staff

In another part of the woods….Merthyr Valleys

Residents Participation Forum ensures customer focus. Has a strategic overview of all the tenant participation opportunities and links to the Board

Property Improvement Forum Influences planned improvement programme and responsive repairs service

Grant Panel Assesses applications from individuals and community groups for funding from our Grant and Sponsorship schemes Communications Forum Checks information sent is clear, easy to understand and focuses

• n relevant topics

In another part of the woods….Merthyr Valleys

Disability & Wellbeing Focus Group

Ensure tenants are aware of services available to them, inside of Merthyr Valleys Homes and out and they identify and address gaps in service provision.

.

In another part of the woods….SOHA

Members’ Forum (tenants) 15, elected by Members Members are tenants Scrutiny – 12. Investigate regulatory compliance Board: 4 places for tenants Scrutiny Group -12 people Monitors performance against an agreed set of performance indicators In-depth reviews of operations Evidence-based scrutiny reports which can be used to draw up service improvement action plans Portfolio Holders – meet relevant Directors 3 times a year – RE, customer services, tenancy management, maintenance, communities/estates, finance, IT, legal/leaseholders, welfare reform Tenant membership Training/Election/Induction

In another part of the woods….SOHA

Tenant Auditors: robust assessments of specific services to check that the service is delivering ‘what they say on the tin’. Findings help drive continuous service improvement Training/Recruitment/Induction Representative Groups e.g. Seniors, Disability, Youth, Design, Environment, Equality and Diversity

In another part of the woods….BACH

Members (community with 50%+ tenants): Mutual Futures – strategy, priorities, vision, values Board 2 places for tenants, subject to skills matching, successful training, recruitment Tenant Services Forum reviews standards, policies, procedures, complaints Scrutiny Group deep dive into services, reports and monitors recommendations, reports to Board Forums for different groups and communities Task and Finish mixed groups to work out new ways of delivery Open membership for tenants and community

All use…..

• Surveys – sample and

transactional data; short snapshot styles

• Newsletters (e mail)
• Annual Reports
• Complaints/compliments
• ASB cases
• Writing/reading groups
• FHA Swansea tenants have

their own website

• Grwp Cynefin and

Bournemouth Churches: Membership for community accountability (significant Community Investment). BC has 2 board places for tenants – skills selection

18

Remember the criteria

Evidence based Value for money Sustainable Within the capacity of CCHA and the residents; mindful of CCHA’s Corporate strategy and priorities Understanding of risk Reflecting residents’ choices and priorities ……and timing

19

?FOR CCHA?

Pros and cons of the examples Membership Governance Landlord/Services Community Framework for CCHA Membership Governance Landlord/services Community