Presentation on theme: "Managing Your ALMO Members Survey. Survey Questions 1.Board Structure 2.Performance Management 3.Annual Delivery Plan 4. and 5.Services in the MA or SLAs."— Presentation transcript:
Managing Your ALMO Members Survey
Survey Questions 1.Board Structure 2.Performance Management 3.Annual Delivery Plan 4. and 5.Services in the MA or SLAs 6. 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 Management Structures 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 Development Appropriate employees Wolverhampton Homes Director of Resources Head of Policy and Performance Appropriate officers Asset Management Group Financial Issues Group Delivery 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 Resources Head of Financial Management Wolverhampton City Council Assistant Director - Regeneration (Chair) Head of Housing Service Manager Housing Strategy and Development Head of Corporate Finance (or representative) Appropriate employees Wolverhampton Homes Chief Executive Director of Property Services Director of Finance Head of Operations Head of Asset Management Contract and Compliance Manager Decent Homes Programme Manager Appropriate officers Wolverhampton City Council Service Manager Housing Strategy and Development Appropriate employees Wolverhampton Homes Head 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 Plan Key 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
Fees as % of rent debit per council
Management fee, fee rate per property and number of properties per council