- understanding and delivering value for money,
- developing good governance, and
- empowering organisations, teams and resident groups by supporting better ways of working, communicating and consulting.
- we offer real practical solutions which are always delivered in an interactive, fun and positive atmosphere;
- we never lose our focus that housing organisations exist to serve their residents. We have always been 100% committed to empowering residents and communities to ensure there is accountability to stakeholders; and
- the Advisory Board who oversee the work of the consultancy is made up of members from the widest range of sectors, who offer insights from some of the UK’s largest companies covering – innovative technology, retail and pharmaceutical interests.
- working with a diverse range of people;
- bringing together different disciplines such as planning, design and social housing; and
- not being afraid to challenge poor practice wherever we see it – be it in the board room, workplace or neighbourhoods.
- building the attendees’ trust very quickly;
- developing confidence to embrace change; and
- sharing a common vision for the future.
Residents Taking the Lead Grange Farm £100 Million RegenerationOver a hundred residents turned out for the meeting at the British Legion to discuss the Grange Farm, South Harrow £100 million redevelopment proposals on Saturday 16th April 2016. Ken Woods (centre front row, below), chair of the Steering Group said “This is the first event organised by residents – for residents. We are overjoyed with the great turn out and it’s a testament to the power of door knocking and speaking directly with people.” The residents were overwhelmingly supportive of the efforts of the Steering Group in working with the Harrow council and Hawkins/Brown architects to help make sure commitments are kept to deliver the best redevelopment in London. One of the key priorities identified at the meeting is that the council should sign up to a “Neighbourhood Agreement”, which acts as a contract with the community to help tackle immediate issues of anti-social behavior, parking, rubbish and a lack of community activities. A number of residents said they were still waiting for a council visit to help determine their future housing options. Other residents believed the council must undertake a survey of the different cultural needs and consider support for frail and vulnerable members of the community. Bill Beardon, vice chair (bottom, left) encouraged residents to come forward and help design the green areas and play spaces that will help to improve health and well-being. Chantelle Barker (below, left), part of One Enterprise Ltd, the independent tenant advisors team said she was “totally amazed by the turnout and for the first time a number of young people have come forward and want to be part of the Steering Group or to be actively involved in helping design the new neighbourhood. It’s a real pleasure for us to be working with the Steering Group on this massive regeneration project.” Fiona Allen (bottom, centre) said “The community are firmly behind the Steering Group. Residents are finally taking the lead and that can only be a positive thing for the future of Grange Farm”. Paddy Lyne, Chairman Harrow Federation of Tenants & Residents Association (HFTRA) who also attended the meeting, said “The Steering Group should be very proud of themselves. What started as a group of people who didn’t know each other has now resulted in a tight knit band of neighbours working for the benefit of their estate. This open meeting is a credit for all their hard and dedicated work over the past months. I am proud to have been included with them.” End For more details contact: Raj Kumar, One Enterprise Ltd 0845 057 3995
I Love Regeneration Grange Farm Estate Independent Tenant Advisor (ITA)
BackgroundJust after Valentines Day 2015, One Enterprise Ltd was appointed as the ITA for Grange Farm, which is part of the Harrow-on-the-Hill ward in the London Borough of Harrow (LBH). The mixed use estate consists of 260 tenants, leaseholders and a small number of freeholders. There are some bungalows, but the majority of the flats are 1960’s non-traditional construction known as “resiform” (large panel system built) and are now nearing the end of their economic life. With the support of residents and a Steering Group (SG) a decision has been taken to completely redevelop the neighbourhood, which has the potential to create twice as many new homes on the site. The One Enterprise Team The ITA team is lead by Raj, Director at One Enterprise Ltd and includes: • Chantelle Barker (community engagement) • John Harvey (urban regeneration and recruitment) • Tim Chaudhry (development and planning)
The Steering GroupThe Steering Group came about after LBH started consultation with the whole community at Grange Farm. In order to have in-depth resident involvement, LBH asked for volunteers who would be prepared to give up more time to work closely with them on the regeneration proposals. 18 residents volunteered and formed the Steering Group (SG). Most of the SG had no or very limited previous experience of tenant participation or resident engagement. In fact very few of the members actually knew each other – proving those theories about “London living” can be true! From this opening position, the SG has performed remarkably well in a very short period of time. They have learned to work together, acting as a team and creating a supportive environment for each other. “Selfless for the greater good” sums up one of the most important elements for the success of the regeneration, that the SG acts for the wider current resident base and also thinks about future residents who will form part of the redevelopment in the years to come.
ITA MissionOur primary work is to support the SG – to enable them to play the vital role of working with and holding to account LBH, the architects and the developer – to ensure that they deliver what the residents want. And what the residents want can be summed up in three very short phrases: • a home for everyone • building the best neighbourhood in Harrow and one of best developments in London • creating a great place to live, that is happy and safe There’s only one word to describe the SG and that is “fantastic”! They have come out to all the meetings, given up their time and most importantly contributed in a very constructive and thoughtful manner. The ITA work to date has involved: • developing the Terms of Reference and a Code of Conduct • defining roles and responsibilities • recruitment and selection training • team building • offering one to one support • engaging with the wider community • helping to agree the LBH’s key promises to residents • understanding the council’s approach to ASB • interviewing for the architect • undertaking a tour of a similar regeneration project • considering the wider social and economic benefits of regeneration. The SG members have attended approximately 20 meetings over a 5 month period. Already this collectively adds up to over 1000 hours of time devoted towards helping to deliver a successful regeneration programme. The challenge over the next few months is to ensure the big picture ambitions are captured and used to drive forward the regeneration, which include: • ensuring the architect’s design team works effectively with the SG and fully engages with the wider community • that Grange Farm is an exemplar landmark regeneration that really enhances South Harrow and integrates well with the surrounding infrastructure • putting plans into place now to deal with current ASB issues • developing a management and maintenance service, which is funded, robust and able to offer a one stop service to all residents regardless of their tenure. We are thoroughly enjoying our work with the residents and this is what they said about us:
Kenneth Woods, Chairman Grange Farm regeneration Steering Group“I can heartily recommend the services of “ONE ENTERPRISE Ltd”. We had to choose from 3 companies who had submitted their credentials and interest in obtaining the workload required in guiding such a group through all the necessary and intricate details. We are sure that our decision has been the correct one. Raj and Chantelle, have been the two people we have had mentoring us and I can give assurance of them being totally involved and immersed in this massive project. Everyone within the Steering Group would agree that they are with us at every step of the way. One could not choose a better company than ONE ENTERPRISE Ltd.”
Bill Beardon, Vice Chair Grange Farm regeneration Steering Group“We were all new to being members of a steering group for the regeneration of our estate and from the moment we saw the team at the interviews we knew we had the team we needed to assist us. Raj works tirelessly for our group and is always available, I’m sure he puts more time in than he contracted to. The knowledge and persona of his team is extremely helpful to us and we have all agreed that without his team we would not be as comfortable with the roles we have, we have all grown in knowledge and confidence that will enable us to bring the new estate we need and want, but our way not someone else’s way. We highly recommend anyone needing guidance to give One Enterprise Ltd a go, you won’t be disappointed.”
Debbie Jules, Secretary Grange Farm regeneration Steering Group“This company has performed professionally towards all concerned in the forthcoming regeneration. They have taught us knowledge of how to deal with such a task and what to avoid and aim for. They are very competent, skilled and highly recommended in any future programme requested of them.”
The CouncilLBH recognises the importance of proper resident involvement in this scheme and have really pulled out the stops to support the SG. Paul Mullins, Senior Project Manager with LBH (in the blue shirt at the back) has facilitated the positive relationship with residents and should be credited for building up the level of trust that exists on this regeneration project. Other staff from LBH have come along to discuss issues with the SG, including: • Steven Weston, Housing Operations Manager (pictured below) came with his colleage Susan Simon, ASB Officer to explain the Council’s approach to ASB. • Alison Pegg, Head of Asset Strategy and Regeneration (pictured below) has attended a number of events with the residents and driven the “Homes for Harrow” agenda. • Funmi Nwagagbo, Resident Involvement Officer (front left) has made new links with hard to reach groups.
The PoliticiansIts good to see the local politicians are playing their part by having a very clear vision of how they want to improve the whole of Harrow, which includes the “Homes for Harrow” plans. Councillor Glen Hearden, Portfolio Holder for Housing has attended a number of events and participated with residents in the selection of the architect.
Outside InterestGrange Farm is now one of the very few resiform estates remaining in London and has attracted attention from many different groups and individuals, including: • Veronika a second year student from the Architectural Association University has spent almost a year of her own time looking into Grange Farm as a case study. • June a local Harrow resident is a final year student at Goldsmiths University on a Masters Photography and Urban Culture course. She is ensuring the history of the estate is not lost by undertaking short interviews and photographing residents, as well as capturing images of the estate as a whole. It is also hoped Grange Farm will be part of the Open House event that encourages the public to visit homes of architectural or cultural value.
The Real WorkIt’s true we will only know the real benefit of all our initial efforts once demolition starts 2016/17 onwards. Then residents will be living on a building site, not the easiest thing to do. Families will be decanted elsewhere during the work with the option to return to Grange Farm once it is complete or take a permanent offer elsewhere. The regeneration programme is likely to last between five to seven years. There is no denying that there will be challenges ahead, but if everyone pulls together, the regeneration will happen with limited disruption and lead to highly successful outcomes. For ITA and the regeneration proposals as a whole, it’s the opposite of the “perfect storm” as we have had the perfect start – residents, LBH & architects working together with an openness I have not encountered in a long-time. So it’s no exaggeration when we say we are truly loving this regeneration! Below you can see the SG during a visit to A2Dominion’s Green Man Lane redevelopment in West Ealing.
This is not another blog about Pink Floyd or a postcard from the seaside. ‘Wish you were here’ refers to an organisation that has taken the co-regulation journey, placed it at the heart of everything they do and stepped up to the QAS challenge – to externally validate their progress.
Quality Assured Scrutiny is the unique accreditation award for social landlords’ co-regulation structures and it is provided in partnership by TPAS, CIH and HouseMark.
In April 2014 AmicusHorizon signed up to undertake the accreditation for QAS. I was pleased to be appointed as the assessor because five years earlier I had undertaken some of the original training for the engaged residents at AmicusHorizon. In addition, over the years I have kept abreast of the scrutiny structures (diagram 1 below) at AmicusHorizon with its Residents’ Council, which had been a bold step change for an organisation that had not always embraced resident engagement or been known for its customer care.
Diagram 1: Scrutiny structures
- QAS is not for the weak willed and the requirements will test the true commitment of landlords and the capabilities and capacity of engaged residents to deliver the ambitions of co-regulation. In June 2014, I was eager to get my teeth stuck into the 45-plus documents received from one of AmicusHorizon’s Resident Governance Officers, Laura Bradley, which attempted to evidence how the six key areas of QAS were being met:
- clearly defined and real power
- tenant-led and independent
- clear roles and responsibilities and capacity to deliver
- decisions based on freely available and commissioned information
- embedding scrutiny in the performance management arrangements
- diverse and accessible.
- It wasn’t just about paperwork, I also sought direct face to face evidence through reality checks with engaged and non-engaged residents, board members and the executive team. It’s easy to talk the talk, but would the reality live up to the written words provided as evidence?
- The reality checks took place over two days at the end of October and included an experienced independent tenant advisor (Richard Mandunya) as part of our assessment team. Full credit to AmicusHorizon’s Resident Governance Officers for managing to get all the key players available. I interviewed the following people:
- Residents Council, Area Panel members, Task Group members and non-engaged residents
- the executive team, including the Chief Executive and Directors
- board members
- operational staff, including Area Managers and Resident Governance Officers.
- So what did the reality checks reveal about AmicusHorizon? The first surprise was the transformation of the Croydon head office, from a 1970s-type communal block entrance I had visited several years earlier to a warm and welcoming front desk.
- The second surprise was the level of resident engagement that has been embedded in virtually every aspect of AmicusHorizon’s operation. The ‘One Team’ approach to drive up the organisation’s performance actively involves residents and places a focus on the key outcomes for them. For 2014/15 every member of staff, including all the backroom service teams, has an action-related objective on resident involvement. There are no restrictions on the reports and information the Residents’ Council can request.
- Small part of the Co-regulation Directorate with Resident Governance Officers (centre).
- We started the QAS process back in April 2014 with AmicusHorizon (lead officer Laura Bradley, Resident Governance Officer) tasked with completing a detailed self-assessment. My on-site reality checks and final assessor report with recommendations went to the internal TPAS, HouseMark and CIH verifiers in October 2014. AmicusHorizon was awarded the QAS Accreditation in November 2014.
- There will be many housing providers out there who would like to be in same position as AmicusHorizon. The QAS assessment took seven months to complete. AmicusHorizon and its dedicated residents had started the co-regulation journey process several years earlier.
In a blink of an eye the World Cup is over and I was fortunate enough to enjoy eight days in Ipanema, Rio during the tournament.
In between watching two games in the Moracana stadium and two at the “Fan Fest” screen on Copacabana beach (I enjoyed the latter more!) – managed to pay homage to Christ the Redeemer, see Sugarloaf mountain, discover a party town called Lappa and the local favourite “Caipirinha” drink (being made below).
In contrast to the shinny new stadiums of the World Cup and the heavily gated homes of Rio – a myriad of favelas run up the hillsides. From distant the favelas look more akin to Tuscan villages. Closer, they resemble the shanti towns of Africa and India, but rather than on flat lands – running diagonally ever upwards. The places were heavily locked down with Police and military posts on all roads running down from the favelas.
As more and more people head towards the big cities around the world, the favelas offer an insight into the future of low cost housing. A future that involves less demolition and more creative thinking about the potential of places and people:
With the right infrastructure support and the provision of shops, schools, roads and leisure facilities – the most challenging of neighbourhoods can be transformed without the need for wholesale demolition. These are the initiatives helping to transform the favelas:
- The provision of a modern cable car system (more synonymous with the rich ski resorts of the world) has helped transform the Complexo do Alemao – one of the largest favelas with a population of over 100,000;
- It is easy to generalise whole neighbourhooods without understanding the complex mix of social classes with their own distinct aspirations. Some of the hottest places to eat in Rio are now within the favelas (see below Glimário Joao dos Santos, chef of a restaurant in the Rocinha favela. Photograph by Marcos Pinto);
- Gentrification will and does happen in the most deprived areas as the young seek more affordable areas away from the high cost city centres;
- Former wooden shacks have been upgraded to permanent dwellings with some modern services. Residents are constantly improving their own homes through a process of ‘self-help’ and is a regular Saturday event when neighbours and friends join in;
- Local shops offer an unofficial post collection service, something only now been adopted by large retailers around the world;
- The contentious police “pacification” programme (UPP) has to a large degree worked to reduce crime. Some of the favelas have lower crime rates than the ever popular Copacabana beach area;
- Innovative learning programmes such as “Uere”(confidence and self esteem building) developed in the favelas are beingrolled out into the wider state sector;
- A consumer market exists for every type of service in the favelas and the big multinationals such as General Motors, Pearson, Visa, MasterCard and Sky are now falling over themselves to tap into this pent up demand; and
- Stereotyping the favelas as “slums” is misleading. These are not bleak or destitute places, but in fact are the most vibrant, creative and active places within the city.
Social housing providers need to deliver the right services to enable marginalised communities and neighbourhoods to thrive and become integral parts of the wider city scape . Otherwise, we are merely reinforcing the negative stereotypes promoted in the media and now held by so many of the population.
Back in March 2013 I worked with Kirsty Wells, HouseMark (Scotland) and Marian Reid, CIH Scotland in preparing a proposal to the Scottish Government to devise a national training programme to deliver the ambitions of the new Scottish Social Housing Charter.
The Charters expectations are to improve accountability to stakeholders and drive up performance for the whole of the housing sector. The Charter has real teeth with strong support from the Scottish Government and the Scottish Housing Regulator.
On winning the bid I was tasked with designing the training content and thereafter delivering the initial pilot programme for residents, staff and boards / councillors. We called the programme “Stepping up to Scrutiny” and I have spent the best part of 12 months travelling around Scotland from Duns on the English borders to Elgin and Lossiemouth – the gateway to the “Royal Highlands” and lots of places in-between.
What I discovered was a diverse range of housing organisations (AHP / MHP, BHA, Irvine HA, Link HA, RCH and Renfrewshire Council), all making a substantial commitment to empowering stakeholders to rise up to the challenge of the Charter.
Between work and travel I also started to discover the incredible heritage, culture and traditions that make Scotland distinct from the rest of the Great Britain. It is these differences that add up to the greatness of this island nation. Scotland offers a refreshing contrast to the London bubble and the extremes of UKIP.
I will not miss the early 5.30a.m. starts – travelling from London or Birmingham to all the different places in Scotland. I will miss the generous people and the amazing places I have got to know. The snap shots below capture some of my memorable travel moments.
When it comes to management in the UK, you cannot help but think of David Brent from The Office – “I suppose I’ve created an atmosphere here where I’m a friend first, boss second. Probably an entertainer third.”
A quarter of century of managing various teams in the social housing sector, I ponder how much difference my “management” style and approach really made in the end?
Two conflicting models dominate management theory:
- Theory X (Taylorism), workers need to be measured on outputs, watched and controlled to increase productivity. Left to their own devices workers are idle; and
- Theory Y, workers are free spirits, creative, good-natured and left alone will get on with the task at hand.
My personal observations of the workplace is Theory X only applies to about 5% of employees and probably sucks up 30% plus of management time. It’s this imbalance that often distorts management perceptions, practices and ultimately generalised responses to the majority of their teams.
Now as a management consultant I often observe “teams and managers in action” from the boardroom to the shop floor throughout the UK. Invariably, some managers are better than others. I offer a simple experimental challenge to all managers, which I call “management off”.
I get two strong opposing reactions from managers who are prepared to switch to “management off”:
- an extremely liberating experience i.e. have more time to think, be creative, interact more freely with other team members, observe team members becoming self reliant and relish their own new found freedoms; or
- A truly frightening/unnerving experience i.e. loss of identity and control, realisation teams can function just as well without them and a wake-up call to the managers own real contribution to the business.
Research by the Chartered Institute of Personnel and Development (CIPD) reveals a “reality gap” in the capabilities of the UK’s eight million or so managers. Most managers overestimate their own leadership qualities and grossly underestimate employee dissatisfaction
Many people get into “management” based on technical ability or worst still on their longevity in the workplace. Managers often receive very little training (beyond technical matters) and understand very little on how their own conduct impacts adversely on others.
“Windows on the workplace” a 2014 survey published by CIPD finds UK workers workload and deadline pressures above the European average. Forty-one per cent of workers feel ‘under excessive pressure’ at least once a week and thirteen per cent who feel ‘under excessive pressure” daily.
Good managers will know when to step back and let the team function and when to:
- Prioritise time with the team for providing high quality feedback
- Offer coaching and support to develop team members
- Use the teams creativity and ideas
- Deal appropriately with conflict, stress, disciplinary and grievances
Let’s finish with another quote from the legendary on management guru David Brent – “What upsets me about the job? Wasted talent. People could come to me, and they could go, ‘Excuse me, David, but you’ve been in the business twelve years. Can you just spare us a moment to tell us how to run a team, how to keep them task-orientated as well as happy?’ But they don’t. That’s the tragedy.”
H3 is not a new London bus route, but a much undervalued area of North West London. H3 represents Harrow-on-the-Hill station, Harrow & Wealdstone Station and Headstone Lane Station.
The three H3 stations lie in the London Borough of Harrow and form a golden triangle of opportunity for:
- First time buyers (its affordable compared to virtually all other London boroughs, price per square foot)
- Buy to let investors (yields of 6% upwards and generous incentives from the local authority)
- Families with children (plenty of excellent state and independent schools, one of the safest and greenest boroughs in London)
- Zone one commuters (fastest trains reach Euston and Marylebone in 15 and 20 minutes respectively)
In a nutshell, it is the latter point that is most significant. H3 provides access to an incredible transport hub into central London, out to the London suburbs and further a field to the Chilterns, Midlands and South coast via:
- Metropolitan Line and Bakerloo Line
- British Rail stations – Chiltern, Watford DC Line, Southern and London Midland
- London Overground
- Integrated bus service
- M1, M40 and M25 motorways
Over the last three years, London Borough of Harrow has become one of the most improved boroughs in London. Its leadership is driven and has finally woken up to the boroughs potential for explosive growth. It is now rolling out free super fast WiFi in all of Harrow’s busiest public places.
The planned redevelopment of the 57 acres Kodak site by Land Securities lies in the heart of the H3. This will radically transform the corresponding neighbourhoods by integrating residential, leisure, commercial and infrastructure opportunities.
H3 in the next 10 years will be the catalyst for revitalising this part of London and in the process shake up the reputation of Harrow as a whole. Investors will learn to love H3 as prices start to rise by 20 per cent annum. Could this be the next London property hotspot ?