Part 1 Item No .
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REPORT OF THE STRATEGIC DIRECTOR OF HOUSING AND PLANNING
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TO THE LEAD MEMBER FOR HOUSING
ON
January 18 th 2007
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TITLE: Outcome of the Performance Review of Salford’s Lead Registered Social
Landlords (RSLs), 2005-2006
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RECOMMENDATIONS:
That Lead Member:
 Notes the content of the report
 Endorses the outcome of the reviews, that being that the council is satisfied with the general performance of both lead RSLs, and will reassess the performance of lead RSLs in May 2007.
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EXECUTIVE SUMMARY:
The report outlines the outcomes of the Performance Review of the two Lead RSLs in Salford, Contour Housing Group and Great Places Housing Group, in the twelve months following their initial appointment in March 2005.
Contour and Great Places were selected as the city’s two lead RSLs in March 2005, after successfully meeting all of the criteria outlined in the selection procedure established on behalf of the Manchester Salford Housing Market Renewal Pathfinder by Saffer Cooper Consultancy. As part of this procedure, it was agreed that there should be a review of the lead RSL’s performance after one year. Five areas of performance were assessed, which were as follows:

Development capability

High quality housing services

Neighbourhood management

Housing market renewal engagement

Equality standards
The review has not identified any major issues of concern with regard to the performance of either of the two associations. They have each made significant contributions to the regeneration of Central Salford, and have engaged fully in the city’s neighbourhood management agenda. Issues requiring attention in future were raised with the RSLs. These focussed mainly on maintaining the necessary capacity to deliver and engaging fully in the established involvement structures.

The RSLs used the review process to raise some concerns of their own, which were mainly around ensuring that all partners communicate effectively and work to agreed deadlines to ensure the delivery of key projects.
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BACKGROUND DOCUMENTS:
Manchester Salford Housing Market Renewal Pathfinder, ‘The Selection and
Involvement of Registered Social Landlords 20042005.’
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ASSESSMENT OF RISK:
Low
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SOURCE OF FUNDING:
The only cost of carrying out the review has been staff time, so identified budgets have covered the cost of this exercise.
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LEGAL IMPLICATIONS:
None
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FINANCIAL IMPLICATIONS:
None
COMMUNICATION IMPLICATIONS:
The selection of Contour and Great Places as lead RSLs for the city was communicated internally, and with neighbouring authorities, RSLs operating in the city and government agencies such as the Department for Communities and Local
Government, the Housing Corporation and English Partnerships.
The outcome of the review will be shared with the lead RSL partners, the Manchester
Salford Pathfinder Lead RSL Forum, and with members of the Salford Strategic
Housing Partnership. Sharing the outcome of the review with residents has been considered but the view of the Strategy and Partnerships team is that this would have no real purpose or benefit. The perception of the two RSLs with residents is very positive and the review has reinforced the importance of building relationships with local communities.

VALUE FOR MONEY IMPLICATIONS:
Identifying lead RSLs to operate in Salford has involved building a relationship with these partners and coming to a consensus about objectives and priorities for the city.
By doing this, the resources of the lead RSLs have been directed towards activity that all partners, including the council, see as priorities. The affordable housing developments and neighbourhood management activity being taken forward by the lead RSLs in Central Salford is supporting wider housing market renewal activity to achieve sustainable communities.
CLIENT IMPLICATIONS:
A major factor in the selection of lead RSL partners was to ensure that tenants received better services, particularly from a neighbourhood management perspective. The lead RSL’s profile in their respective areas is gradually increasing with residents, and over the next few years they should begin to see tangible improvements in service delivery and neighbourhood management.
By having established lead RSLs, the process of identifying future affordable housing developments in the city becomes easier, as the number of partners involved in such decisions is limited, meaning that the council can come to a clear consensus of which schemes should be prioritised. This will benefit the people of Salford as resources will be targeted according to the greatest need and demand.
PROPERTY:
Not applicable
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HUMAN RESOURCES:
The review process has been led by the Principal Officer responsible for RSL liaison within the Strategy & Partnerships team, Gavin Brotherston. Contributions have also been made by the Housing Market Renewal managers for West Central and East
Central Salford.
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CONTACT OFFICER: Gavin Brotherston, Strategy & Partnerships team.
Tel: 0161 922 8714 E-mail: gavin.brotherston@salford.gov.uk
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WARD(S) TO WHICH REPORT RELATE(S):
All wards
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KEY COUNCIL POLICIES:
Housing Strategy, Housing Market Renewal, Neighbourhood Management
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DETAILS: (Continued overleaf)

1. Purpose of the report
1.1 The purpose of this report is to inform lead member about the outcomes of the review carried out into the performance of Salford’s two lead RSL partners,
Contour Housing Group and Great Places Housing Group, over the past twelve months.
2. Background
2.1 In September 2004 the MSP commissioned Saffer Cooper Consultancy to develop a process and criteria for selecting RSL partners across Manchester and Salford. The aim of the process was to:
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Rationalise the number of RSLs operating in the two cities to guarantee
RSL activity would have a positive impact on an area and would contribute to the long-term management and sustainability of neighbourhoods.

Secure RSL partners capable of meeting the need for new affordable homes in the HMR Pathfinder.
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Formally engage RSLs in the Pathfinder and the City Council.
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Secure long-term involvement of, and investment by RSLs in neighbourhood renewal and neighbourhood management, including leading front line initiatives that offer support and reassurance to residents remaining in neighbourhoods undergoing change.
2.2 The process of selection had two key elements. The first phase saw RSLs in the two cities invited to submit a self-selection questionnaire, which required them to outline which areas across the two cities they deemed themselves to have a role in, and in each area whether they saw their role as a lead or a support RSL (the definitions of lead RSL and support RSL are set out in
Appendix 1). The second stage of the process saw RSLs scored against an agreed set of criteria using information held by the Housing Corporation, the local authorities and a completed questionnaire returned by all RSLs that made a submission.
2.3 The outcome of this process was that Contour Housing Group and
Manchester Methodist Housing Group (now Great Places Housing Group) were selected as Salford’s Lead RSLs, and Irwell Valley Housing Association,
Space New Living Housing Association and William Sutton Housing Group were selected as support RSLs.
3 The Review Process
3.1 In developing the selection process, Saffer Cooper Consultants also recommended implementing a review of the performance of the Pathfinder’s
Lead RSLs once they had been in the role for 12 months.
3.2 The recommendation was that the format of the review should replicate the second stage of the initial selection process. Each RSL was asked to submit a questionnaire that asked for detail about their development programme, neighbourhood management activity and level of engagement in both council and Manchester Salford HMR Pathfinder structures. Additionally, the RSL
Liaison officer from the Strategy & Partnerships team carried out interviews with senior members of the HMR team to ascertain their view of the performance of the RSLs. These two documents were supplemented with

information on key performance indicators from the Housing Corporation. All of this information was then collated into an assessment matrix and scored.
The five key areas of performance that the RSLs were assessed against were:

Development capability

High Quality Housing Services

Neighbourhood Management

Housing Market Renewal Engagement

Equality Standards
The final stage of the review process involved the RSL liaison officer carrying out an interview with each of the housing associations to give feedback on the outcomes of the review, and to give the associations the opportunity to raise any concerns of their own. These took place in early September. Following these interviews, the RSL liaison officer sent a letter to each of the lead RSLs summarising the discussions and highlighting key action points.
4 Outcomes of the Review for Contour Housing Group
4.1 Development capability
The review did not raise any major concerns with regard to Contour’s development capability. The association are a key partner in the provision of affordable housing in East Central Salford and are committed to working with the council, developers and other partners to successfully regenerate these areas. One concern raised by the council with regard to future development activity was the level of staff resource being committed to localities such as
Lower Broughton. The perception from HMR staff was that staffing levels needed to be increased, particularly given the scale of the future consultation activity required in such areas. Contour gave assurances that they were aware of this issue, and that discussions were underway with Countryside
Properties regarding the joint funding of a resident liaison officer for Lower
Brou ghton. Officers from the council’s Strategy & Partnerships team and
HMR teams will continually review this situation.
4.2 High Quality Housing Services
Contour’s performance was above the national average on routine repairs, with emergency repairs completed in target at 95.8%, compared to the national average of 95.4%. The average re-let time was substantially higher at 66 days compared to the national average of 39 days. Vacancy levels were also higher at 1.0% than the national average of 0.8%. Tenant satisfaction (76%) was slightly lower than the national average (79%). The
Neighbourhood Manager for East Salford said that Contour’s reputation was very good with local residents, and feedback from the Service Development
Team was positive regarding their contribution to the development of choice based lettings in the city.
4.3 Neighbourhood Management
Contour had made significant contributions to neighbourhood management in the city, exemplified by the creation of a Housing Forum for East Salford, that brought together key partners to deliver some of the actions contained within the Community Action Plan. The council acknowledged that the initial 12 months of Contour’s Lead RSL status had been about getting to know the

area and the partners, and that in 2007 the goal was to start delivering some tangible benefits for residents.
4.4 Housing Market Renewal Engagement
The association’s engagement with housing market renewal was seen to be very good, through formal structures such as the Salford Strategic Housing
Partnership, and through relationships forged with the council’s HMR team and local community groups. The council asked for Contour to have more consistent representation at the Manchester Salford Pathfinder Lead RSL
Forum meetings.
4.5 Equality Standards
Contour was fully compliant with the Housing Corporation’s equality standards, and in partnership with the council and Space New Living Housing
Association, were beginning to make links with the Jewish Community in
Higher Broughton.
Outcomes of the review for Great Places Housing Group 5
5.1 Development capability
The association had experienced various difficulties with their development programme in Seedley & Langworthy, although the HMR team suggested that this was more a reflection of the complex nature of many of the schemes in the area, rather than the capability of Great Places. They had contributed to the development of the Pendleton Area Action Plan, and it is likely that future development activity will be concentrated in this area, as there are a limited number of sites left for development in Seedley & Langworthy.
5.2 The importance of regular and effective communication between all partners involved in the development process was discussed, as was the need to work to agreed deadlines to ensure the delivery of key projects. Steps have been taken to achieve this with the reestablishment of the Seedley and Langworthy
Progress Group, which brings together key individuals from the city council,
Urban Vision and Great Places to discuss all of the major projects in the area.
The Seedley and Langworthy Progress Group met on November 17 th , and have a further meeting scheduled for January 2007.
5.3 High quality housing services
Great Places’ performance was below the national average on routine repairs, with emergency repairs completed in target at 89.0%, compared to the national average of 95.4%. The average re-let time was 28 days, below the national average of 34 days, and vacancy levels were 0.7% of their total stock, compared to the national average of 0.8%. Tenant satisfaction for the association was 82%, compared with the national average of 79%. HMR officers said that the perception of the association from their own tenants was excellent, but that there were still some levels of dissatisfaction towards them amongst other sections of the community. Feedback from the Service
Development Team was positive regarding their contribution to the development of choice based lettings in the city.
5.4 Neighbourhood management
Great Places had made a significant contribution to the delivery of effective neighbourhood management in Seedley & Langworthy through the establishment of the Community Wardens scheme. Both the HMR team and the Neighbourhood Manager for the area stated that the wardens had had a

positive impact on the area, giving local residents confidence and signposting key problems such as vandalism and fly-tipping.
5.5 Housing market renewal engagement
The association’s engagement with housing market renewal was very good.
Great Places chair the Salford Strategic Housing Partnership and have engaged through relationships forged with the council’s HMR team and local community groups. The council asked for Great Places to have more consistent representation at the Manchester Salford Pathfinder Lead RSL
Forum meetings in future.
5.6 Equality standards
Great Places was compliant with the Housing Corporation’s equality standards. Although their schemes in Salford had not really affected any of
Salford’s concentrations of BME communities, the plans for Space New Living housing association to become part of the Great Places group means experience of working with the Jewish community being brought into the group.
6 Next Steps
6.1 The review has been useful for both the city council and the two lead RSLs to reflect on experiences to date. The concept of lead RSLs is a new one for the city, and the first year has been primarily about establishing structures for future involvement and building relationships with the communities. However both RSLs are underway with significant developments in their respective areas, and will be key players in the provision of affordable housing within the wider regeneration of Central Salford.
6.2 A small number of issues have been raised regarding areas for improved performance in future. Firstly, the RSLs need to ensure that appropriate staffing levels are maintained in order to keep the city’s major regeneration projects on target for completion to the agreed timescales. Secondly, both
RSLs need to ensure that they are consistently represented at key groups and meetings, such as the Manchester Salford Pathfinder Lead RSL Forum.
The extent to which these issues have been addressed will be examined again formally in April – May 2007, when the Strategy and Partnerships team will be responsible for reviewing the status of both lead RSLs and support
RSLs in the city. In the interim period, we will continue to review the lead
RSLs performance informally through the regular bi-monthly update meetings that involve both the Strategy & Partnerships team and Housing Market
Renewal Managers.
6.3 The issues raised regarding more effective and regular communication between all partners involved in development projects in Seedley and
Langworthy will be addressed through reconvening the Seedley and
Langworthy Progress Group. The senior managers for housing market renewal are represented at this meeting, as is the Strategy and Partnerships team through the attendance of a principal officer.
7 Recommendation
7.1 Lead Member is recommended to note the content of the report and to endorse the future action outlined above.

Appendix 1
Definitions of Lead RSL Partner and Support RSL Partner
Lead RSL partner
An active developing RSL with a track record of diverse and innovative multi-tenure solutions, with a local presence, significant project management capacity and experience in community regeneration and delivery of neighbourhood management.
They will have a knowledge and awareness of the wider strategic issues facing the
City and will take account of these in their work.
Lead RSLs will make a key contribution, through local area partnership arrangements, to the development of the area’s housing, regeneration and neighbourhood renewal strategy and programme. They will be responsible for the delivery of special projects and/or neighbourhood management services as determined at area level, working individually or in partnership. They will commit to realigning/configuring their services and resources in support of area strategy.
Support RSL partner
Support RSLs will have significant local presence and a proven track record of delivering a quality housing services and/or providing for special needs.
They will be involved in delivering neighbourhood management initiatives or specific services or development projects, as determined as area level, working either individually or through a lead RSL. They will commit to realigning/reconfiguring their services and resources in support of the area strategy.