Audit Commission report on Homes for Islington

p 54 London Borough of Islington - Homes for Islington (ALMO)
332 We also found the links between HFI’s targets in the SDP and DSPs and their
objective to deliver the council’s corporate objectives was unclear with a lack of
definable targets for objectives like the ‘green agenda’.
333 There is an acknowledgement by HFI that the linkages could have been tighter in
year one but that the emphasis was in getting the improvements implemented.
The 2005/06 business planning process will address these issues for the second
round of delivery plans.
334 There are still some inconsistencies in service delivery and feedback is not
comprehensive, this could have a negative impact on future plans.
Will improvements be delivered?
335 In our previous inspection we considered that there were ‘promising’ prospects
for improvement as the service had a number of barriers to overcome.
336 HFI has overcome the barriers to drive improvement and built on existing
strengths. We found there is clear leadership from the board and senior staff and
challenge to performance. We also found that there is clear prioritisation and risk
management. HFI is building capacity to meet business needs in terms of HR
and financial capacity, it is also using partnerships to help deliver key services to
improve capacity.
337 Staff and residents have all acknowledged the improvements made and the clear
leadership of the board and senior staff. The IIP assessment <strong>report</strong> is very
positive about HFI and the leadership and focus of the organisation and HFI has
attained IIP status in its own right.
‘Top managers are clearly and effectively committed to directing and developing a
leadership and management culture ready for the challenge of the post funding
situation’ (ALMO funding).
338 There have been clear and step change improvements since the inception of the
ALMO in April 2004 driven by the ambitions of its leadership to deliver customer
focused improvement.
339 The board have set out the aims of the organisation which are underpinned by
corporate strategies which have been developed and approved by the board.
These have been developed early so the organisation has had clear direction
from the start. They have developed their own key strategies such as HR and
communications which have been important in ensuring the identification and
ambitions of the organisation are understood and well publicised and that staff
have felt part of the new organisation.
340 HFI sees itself as a key partner in delivering the council’s corporate objectives
and the council acknowledge this and support the ALMO in its objectives to work
with residents to deliver services it wants in the future.
341 Because there is a large number of residents involved in the consultative panels,
reference groups and the board are engaged with residents at local meetings,
and there is a good understanding of key objectives among residents.
342 There are examples of priorities being set. For example, in the short term the
board have decided to resource the re-badging of staff uniforms, logos on letters,
communications and office signage, to ensure recognition of the new
organisation by residents. However, the cost of re-signing all the estates is being
resourced over a longer period as funds were not immediately available and it
was not seen as such a high priority. These priorities have been encompassed in
the communication strategy for HFI.