Managing Your ALMO Members Survey. Survey Questions 1.Board Structure 2.Performance Management...
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Transcript of Managing Your ALMO Members Survey. Survey Questions 1.Board Structure 2.Performance Management...
Survey Questions
1. Board Structure2. Performance Management3. Annual Delivery Plan4. and 5.Services in the MA or SLAs6. Negotiating the management fee
Responses
• Depending on question between 17 and 19 councils responded (36 questioned)
• Some common ground but no real pattern or consistency
• Similarities but even more diversity across all questions
ALMO Board Structure
Key Findings•Most common composition is for equal numbers of tenant, independent and local authority nominees.•Boards range in size between 9 and 18 members •70% of Boards have between 12 and 15 members
Trends
• Some evidence that recent governance reviews have resulted in Boards becoming smaller e.g. Blackpool, Cheltenham
• In a number of cases the proportion of tenants on the Board has increased whilst councillor representation has decreased e.g Nottingham.
• There is an increasing emphasis on Board skills and professionalism as ALMOs become more diverse, commercially focussed with greater risk exposure e.g Nottingham has co-opted members onto the Board to enhance skills.
Performance ManagementStructures and reporting
• Some similarities with monthly and quarterly structures/meetings
• Asset Management and Finance meetings
• Differences in reporting of performance– NE Derbyshire; Nottingham
The Wolverhampton model
Wolverhampton City Council
Service Manager Housing Strategy and DevelopmentAppropriate employees
Wolverhampton Homes
Director of ResourcesHead of Policy and PerformanceAppropriate officers
Asset Management Group
Financial Issues GroupDelivery Plan Technical Meetings
Wolverhampton City Council
Chief Financial Officer (or Deputy) (Chair)Finance Manager (Housing)Service Manager Housing Strategy and Development
Wolverhampton Homes
Director of ResourcesHead of Financial Management
Wolverhampton City Council
Assistant Director - Regeneration (Chair)Head of HousingService Manager Housing Strategy and DevelopmentHead of Corporate Finance (or representative)Appropriate employees
Wolverhampton Homes
Chief ExecutiveDirector of Property ServicesDirector of FinanceHead of OperationsHead of Asset ManagementContract and Compliance ManagerDecent Homes Programme ManagerAppropriate officers
Wolverhampton City Council
Service Manager HousingStrategy and Development
Appropriate employeesWolverhampton
HomesHead of Policy and Performance
Principal Performance Officer
Performance and Operations Group
Reporting Performance
• Where does performance get reported to?– Cabinet; ALMO board; senior officers group?
• How often?– Routinely? By exception?
Annual Delivery PlanKey Findings from Survey
•Majority of ALMOs do have an Annual Delivery Plan (78%)•4 councils don’t currently have an Annual Delivery Plan although it may be a requirement of the Management Agreement(22%)•Most Plans are focussed around budget setting, operational issues and performance monitoring •Some councils are moving towards a more strategic approach with medium term plans of between 3 and 5 years.• Some authorities use the Plans set out the ALMO’s role in delivering specific council strategic priorities, not ‘business as usual’ issues
Management and Service Level Agreements• Differences between existing, under review or new
management agreements• SLAs cover standard stuff - ICTS; Payroll; HR; Legal;
Property; Treasury management; etc.• Other services– Homelessness; – Housing Benefits; – New build; – facilities management/repairs; – social care
Negotiating the Management Fees
Key findings•No patterns or trends•No correlation between stock numbers, rent roll and payment rate
•Fees as % of rent debit per council•Management fee, fee rate per property and number of properties per council