In our last annual report we said we would:
Housing & Customer Services:
• Continue to adjust to the full rollout of Universal Credit working with our customers to raise awareness and offer support in order to minimise the financial distress caused to our customers and reduce the expected increase in rent arrears.
• Finalise our accreditation by the Domestic Abuse Housing Alliance and continue to develop and promote good practice.
• Continue a joint review with the Property Services team to achieve efficiencies in the void works process and develop improved reporting.
• Work with customer groups to deliver a new Customer Engagement Strategy aimed to deliver higher levels of customer satisfaction.
• Migrate as many customers as possible to more cost-effective payment methods – this has improved and will continue to develop.
• Develop improved presentation of business intelligence data e.g. infographic format for Quality Assurance.
• Work with partner agencies to improve support for customers with cluttered homes to reduce fire and impact on neighbours.
• Work with Foster Property Maintenance on agreed action plan to enable CHS to make a decision in September 2019 on whether to extend or retender their contract. Completed and contracts extended to March 2021
• Revised Asset Management Strategy and agreed action plan in place. Delayed due to operational issues – planned for April 2020
• Embed working arrangements with new contractors to ensure contracts deliver required service quality and value. Mainly embedded though still some issues to be resolved
Housing with care:
• Tenders for existing Extra Care contracts at Dunstan Court and Moorlands – all three contracts have been extended to 2023 and a review of extra care services will be carried out in 2020.
• The Older People’s Services strategy was reviewed and approved by CHS Board. Part of this review was the sale of Vera James House to another care provider. This work was largely undertaken in 2019 and completed in 2020.
• The e-learning system has been rolled out to all care services. It is an excellent learning tool, but is hampered by technology issues – which we hope to resolve in 2020.
• The quality of the meals experience in care homes has been improved by the introduction of an Apetito service with specialist diet and nutrition improvements and we have made progress to moving the meal times – this project will continue into 2020.
• Maintain Cambridgeshire Local Assistance Scheme to provide support for people suffering significant financial and personal difficulties.
• Secure funding for Timebanks to build stronger local communities.
• Lean Reviews – complete lean reviews of Money Matters Service and CLAS to ensure that these services are as effective as possible.
• Develop and implement way of working for CI services using strengths-based approach to ensure that these services are as effective as possible.
Community Support Services:
• Implement software at our nurseries to improve integration with our Finance system, reduce administration burden on staff and improve customer experience.
• Implement customer relationship management system in directly managed projects to reduce administration burden, improve data security and deliver improved management information.
• Contribute to the commissioning phase of Housing Related Support services in Cambridgeshire.
• Contribute fully to #ittakesacity movement in Cambridge.
• Standardise leases with external parties to achieve consistency and reduce costs.