1. East Kent Housing - Super ALMO Velia Coffey Strategic Director Canterbury City Council

2. Background  East Kent Super ALMO idea began 2007 –increasing overhead costs, no growth, financial pressures  Favourable policy environment  Feasibility study February 2008  December 2008 super ALMO to be pursued

3. Opportunities  Excellent customer service  Stronger voice for tenants in shaping housing services  Improved staff retention, resilience and opportunities  Greater efficiencies and economies of scale

4. Financial Savings  Total housing management cost of £9 million  Savings of £1.4 million from staff and management costs  £1.4 million savings to the HRA  Annual cost to General Fund of £206,000

5. Challenges  Decision making complex and slow  Choosing the sharing model  Overcoming opposition  “Four in to one”- legal and governance issues

6. Challenges  Tenant support  Cooperation of support services

7. Lessons and tips  Early involvement of tenants and staff  Time is proportionate to complexity  Involvement of all stakeholders  Full time project team  Plan for the unexpected  Leadership and vision

8. East Kent Housing  East Kent Housing launched  18,000 homes  220 staff  Strong board  10% savings starter