a1 housing bassetlaw limited board meeting ceres suite, … · 2016. 2. 23. · (handouts of the...

Company Number 5233802 A Company Limited by Guarantee

Registered in England

A1 HOUSING BASSETLAW LIMITED

BOARD MEETING

Tuesday 27 January at 4.00pm

Ceres Suite, Worksop Town Hall

Board Agenda 15 minutes open session to allow questions

Officer Pages

1. Apologies 2. Declarations of Interest 2-4 3. Minutes of Board held 25 November 2014 5-11 4. Outstanding Minutes 12 5. Forward Plan 13-15 6. Standing Items

a. Financial Update – Revenue and Capital S Morris 16-17 b. Finance and Organisational Health Champions Group Minutes S Morris 18-21

c. Service Plan/Performance Report R King 22-33 KEY DECISIONS 7. Performance Management

a. Quarter 3 Performance Report 2014/15 R King 34-54 b. Quarter 3 Customer Living Standards Report 2014/15 S Roberts 55-65 c. Directors Reports Directors 66-80

8. Risk Management 2014/15 S Morris 81-84 9. Board Reporting and Meeting Schedule S Morris 85-92 INFORMATION REPORTS 10. Health and Safety Update M Hardy 93-96

11. A1 Housing as a Registered Provider D Spittlehouse 97-102 CONFIDENTIAL ITEMS None

DECLARATION OF INTERESTS AT A1 BOARD MEETINGS

Completion of this form is to aid the accurate recording of your interests at Board meetings. The signed form should be provided to the Minuting Clerk at the start of the meeting. A nil return is not required. It is still your responsibility to disclose any interests that you may have at the commencement of the meeting. There are two types of Declaration of Interest: Level 1 – Personal Level 2 – Personal and Prejudicial Full details can be found in A1’s Board Members’ Governance Handbook. By looking at the Agenda you will no doubt know immediately which Agenda Items will require you to make a Declaration of Interest, please fill in the form overleaf if you have an interest to declare. Advice regarding the Declaration of Interests is available from the Managing Director / Company Secretary (Tel: 01909 533433). INTERESTS – Guidance Notes

Personal Interests Action to be Taken – Personal Interests

May relate to employment or business interests May relate to property interests May relate to contents May relate to interests in other bodies OR if a decision on the matter to be discussed might reasonably be regarded as affecting to a greater extent than other tenants or inhabitants of the organisation's area, the well-being or financial position of himself, a relative or a friend.

Must disclose to the meeting - existence of the interest - the nature of the interest.

Prejudicial Interests

Action to be Taken – Personal and Prejudicial Interests

A Member with a personal interest ALSO has a prejudicial interest if a member of the public with knowledge of the relevant facts would reasonably regard as so significant that it is likely to prejudice the Board Member’s judgement of the public interest. A Board Member may regard himself as not having a prejudicial interest in a matter if that matter relates to – (a) Another public organisation in which he holds a

position of general control or management; (b) A body to which he has been appointed or nominated

by the organisation as its representative; (c) Where a Board Member holds a tenancy or lease with a

relevant organisation, provided that he does not have arrears of rent with that relevant organisation of more than two months, and provided that those functions do not relate particularly to the Board Member's tenancy or lease.

Must: - declare existence and nature - withdraw from the room - not seek improperly to influence a decision on the matter.

DECLARATION OF INTEREST – BOARD

COMMITTEE DATE ……………………………………………………………………..

NAME OF BOARD MEMBER: ………………………………………………………… Levels of Interest 1. Personal 2. Personal and prejudicial

Agenda Item No.

REASON * Level of Interest (1 or 2)

Signed

Dated

Please Note: A nil return is not required. It is still your responsibility to disclose any interests that you may have at the commencement of the meeting and at the commencement of the appropriate Agenda item. Thank-you in anticipation of your co-operation. (Please see overleaf for guidance notes.)

Declaration of Board Members Interests as at January 2015

Board Member Interests

Brian Bailey Tenant Member - Bassetlaw Action Centre

Ann Battey

Councillor – Labour Party Tenant Member - Licensing Committee Member - Health & Safety Committee Member – Audit and Risk Scrutiny Committee Sir Stuart Goodwin Charity Member - Friends of Retford Cemetery Sub Committee Member - Introductory Tenancies Appeal Board

Mike Bowskill Trustee - Bassetlaw Action Centre Member - Retford Rotary Club

Barbara Boyfield Tenant Member – Balmoral TRA

Hazel Brand Councillor – Independent Cabinet – Advisory Member Member – Licensing Committee Member – Appointments Committee Member – Appeals Committee Member - Health and Public Services Scrutiny Sub-Committee Member – IofA and NN Internal Drainage Board Sir Stuart Goodwin Charity Governor – Doncaster and Bassetlaw Hospitals NHS Foundation Trust

Alan Chambers Councillor – Labour Party Member - Introductory Tenancies Appeal Board Retford Charter Trustee Employed – Retail Manager, Hope Community Services

Janet Coyne Magistrate Worksop and Retford Bench Trustee – Bassetlaw MIND

Caroline Mason Member - Soroptimist International of the Dukeries Member of Dukeries Decorative and Fine Arts Society Volunteer - Worksop Child Contact Centre Member - Worksop Society of Artists Member - LSP Environment Sub-group Uncle - Council Tenant

Josie Potts Councillor - Labour Party Chair - Licensing Committee Member - Introductory Tenancies Appeal Board Member – Health and Public Services Sub-Committee Daughter - Council Tenant

Annette Simpson Councillor – Conservative Party Member – Bassetlaw Conservative Association Member - Gringley Church Council Member – Audit and Risk Committee Board Member – EMC Board Member – EMCAPPC Governor – Elizabethan Academy, Retford Member - Cabinet Liaison Member – Appointments Committee

Philip Ward Tenant Peter Wilson Member of Conservative Party

Agenda Item 3

Company Number: 5233802 A Company Limited by Guarantee Registered in England


Minutes of Meeting held on

25 November 2014

in the Council Chamber, Retford Town Hall

Present: M Bowskill

B Bailey A Battey

B Boyfield H Brand D Colton J Coyne C Mason P Ward P Wilson

Officers: D Spittlehouse, S Morris, S Meakin, M Hardy, R King, R Burton 1. Open Session No questions were asked. 2. Apologies and Quorum

Apologies were received from A Chambers, A Simpson, J Potts, B Coleman and J Rennie.

The meeting was quorate. 3. Declarations of Interest S Morris declared an interest as a Director at Efficiency East Midlands.

14/56 Agreed:

(i) That the Board notes the full list of Board Members Declarations of Interests.

4. Minutes of the Board Meeting and AGM held on 11th September 2014

Agenda Item 3

The minutes of the Board Meeting and AGM were accepted as a true and

accurate record. 14/57 Agreed:

(i) That the Board approves the Minutes of the Board Meeting and AGM held on 11th September 2014.

5. Outstanding Minutes It was noted there were no outstanding minutes.

14/58 Agreed:

(i) That the Board notes there are no Outstanding Minutes. 6. Forward Plan D Spittlehouse presented the Board with the Forward Plan up to January 2015

and the Annual Board Programme for approval and this was discussed.

14/59 Agreed:

(i) That the Board approves the Forward Plan and Annual Board Programme.

7. Standing Items (a) Financial Update - Revenue

(Handouts of the presentation slides were circulated at the meeting.) S Morris presented the Board with the budgetary information to the end of October relating to A1 Housing’s revenue accounts 2014/15. Expenditure of voids is overspent by £45,742. With regard t consultants £2,966 has been incurred up to the end of October 2014. 14/60 Agreed:

(i) That the Board receives the financial outturn information as presented.

(b) Financial Update - Capital

(Handouts of the presentation slides were circulated at the meeting.)

Agenda Item 3

S Morris presented the Board with the budgetary information to the end of October relating to A1 Housing’s capital accounts 2014/15. There is an underspend of expenditure amounting to £61k. For New Build, there is an underspend of expenditure amounting to £8k.

14/61 Agreed:

(ii) That the Board receives the financial outturn information as presented.

(c) Managing Director’s Report / Chairs Report

(Handouts of the presentation slides were circulated at the meeting.) D Spittlehouse presented the Board with the progress of delivering the

organisational objectives, the best value improvements and the Board Governance Programme.

It was noted that 8 (25%) of the 32 Objectives and for 2014/15 have been

completed. In addition, 23 (72%) Objectives are partially completed. The deferred objective is the amendment to the CBL Policy which is being

finalised by the Council. 14/62 Agreed:

(i) That the Board notes the progress of A1 in delivering the 2014/15 Service Plan Objectives and Performance Indicators.

KEY DECISIONS 8. Performance Management (a) Quarter 2 Performance Report 2014/15

R King presented to the Board the Q1 performance information on the key A1 Housing Signposts and the Balanced Scorecard, of which 18 Signposts (60%) were on or above target, 0 (0%) were just below target, 5 (17%) were below target, but above year end and 7 (23%) were below target and causing concern. In relation to the Balanced Scorecard, 9 (24%) of the objectives were on or above target, 4 (10%) were just below target, 25 (66%) were below target but above year end and 0 (0%) were below target and causing concern. Questions were raised by Board Members regarding the performance/standard of work provided by Tomlinsons on Voids. These were addressed by R Burton who said that the issues have been addressed and performance has improved.

Agenda Item 3

14/63 Agreed:

(i) That the Board accepts the report. (b) Q1 Customer Livings Standards Report 2014/15

R King presented to the Board the Customer Living Standards Report for Quarter 2 of 2014/15 (previously the Customer Insight Programme Signpost Report) which detailed satisfaction levels for the 5 key drivers; Helpfulness, Attitude, Speed, Quality and Advice & Information. 14/64 Agreed:

(i) That the Board accepts the report. (ii) That the Board refers any issues regarding the Customer Living

Standards Report to the Customer Living Standards Champions. (c) Directors’ Reports (i) Director of Technical and Housing Services D Spittlehouse informed the Board of progress within the Technical and

Housing Directorate, specifically: Major Improvements Update, Capital Schemes Update, Asset Management, New Build, Building Repairs Service, Branching Out, ASB Cases, and Voids and Allocations and these were discussed.

14/65 Agreed:

(i) That the Board notes the report.

(ii) Director of Strategy and Change D Spittlehouse informed the Board of progress within the Strategy and

Change Directorate, specifically: Community Alarm Update, Extra Care Provision, Shared Services, HR/Payroll System and the request to amend Training Targets, and these were discussed.

A Board Member requested that all Director’s reports include updates on

Shared Services in future. 14/66 Agreed:

(i) That the Board notes the report and approves the amendments to

the training targets. (ii) That Director’s provide updates on Shared Services in all future

Director’s reports. (iii) Head of Finance

Agenda Item 3

S Morris informed the Board of progress within the Finance Directorate, specifically: Management Fee and Capital Budget 2015/16, New Finance System, New Procurement Regulations, EEM – Modular Build Framework/Capital Improvements, APSE Awards, Internal Audit Recommendations (Low), Council Properties Valuations, Tenancy Fraud, Discretionary Housing Benefit, Internal Audit – Office Accommodation, Branching Out Analysis, Rents – Airey Houses/Right to Buy and the Board Away Day.

Following a question from a Board Member, it was confirmed that Right to

Buy will be available on the new houses in Harworth, but at the full market price.

14/67 Agreed:

(i) That the Board notes the report. 9. Risk Management

S Morris presented the Board with a summary report of A1 Housing’s risks. It was noted that Shared Services has now been added to the Risk Register.

14/68 Agreed:

(i) That the Board notes the report and the minutes of the Strategic Risk Management Group at Appendix 1.

10. Housemark Benchmarking Report S Morris presented the Board with a report on the benchmarking Exercise carried

out by A1 Housing using HouseMark’s Benchmarking service, and this was discussed.

` 14/69 Agreed:

(i) That the Board receives the Report on Benchmarking and Analysis. (ii) That the results inform the setting of Performance Indicators for

2015/16. (iii) That A1 take part in next years’ HouseMark Benchmarking exercise

in line with delivering our Value for Money Strategy. 11. Draft Objectives D Spittlehouse presented the Board with a report on the draft objectives for

2015/16 for inclusion in the Annual Service Delivery Plan, and this was discussed.

Following a request from a Board Member, it was agreed that order of the Core

Aims should be changed to reflect the fact that A1 Housing is a social housing provider, ie Core Aim One moving to the end.

Agenda Item 3

14/70 Agreed:

(i) That the Board notes the report.

12. Health and Safety Update

M Hardy updated the Board on the progress of A1 Housing’s Safety, Health and Environmental issues, specifically: Fire, Training, Incident Statistics, Capital Investment, H&S Shared Services, Asbestos and Environmental Update; and these were discussed.

14/71 Agreed:

(i) That the Board notes the ongoing progress and commitment to Safety, Health and Environmental Management.

14. Board Changes The Board were presented with a report to identify changes and configuration of

A1 Housing’s Neighbourhoods Board as set out in the new Management Agreement, and this was discussed.

The Chair informed the Board that Denise Colton had tendered resignation from

the Board with effect from 26th November 2014, and passed on thanks and appreciation.

14/72 Agreed:

(i) That the accepts the necessary changes.

15. Any Other Business None. CONFIDENTIAL ITEMS None.

Agenda Item 3

13. Date of Next Meeting Tuesday 29th October 2012 at Retford Town Hall Council Chamber commencing at 4:00pm. Approved: …………………………………………………………………… (Chair) Date: …………………………………………………………………… Witness: ……………………………………………………………………

Agenda Item: 4


BOARD MEETING

27 JANUARY 2015

REPORT OF MANAGING DIRECTOR

OUTSTANDING MINUTES

Board Date Outstanding Minute Officer Responsible/

Projected Date

Recommendation That the Board notes the Outstanding Minutes.

Agenda Item: 5


BOARD MEETING

27 JANUARY 2015

REPORT OF THE MNAGING DIRECTOR

FORWARD PLAN

Future Agenda

Lead Officer

Expected Board Date

Board Training Plan Managing Director March 2015 Service Delivery Plan Managing Director March 2015 Pay Policy Statement Managing Director March 2015 Annual Anti-Social Behaviour and Diversionary Activities (inc Introductory Tenancies) Report

Director of Housing and Technical March 2015

Draft Major Works Programme Director of Housing and Technical March 2015 Annual Budgets Head of Finance March 2015 Board Training Plan Managing Director March 2015 Service Delivery Plan Managing Director March 2015 Pay Policy Statement Managing Director March 2015

Agenda Item: 5

A1 Board Programme January – December Board Date

Fixed Reports

Responsibility

January Board Members Attendance Managing Director Performance Management Managing Director Draft Service Delivery Plan Managing Director Corporate Diary Managing Director Health and Safety Director of Housing and

Technical Customer Insight Programme Director of Strategy and

Change Risk Management Head of Finance Directors Quarterly Reports All Shared Services Update All March Board Training Plan Managing Director Service Delivery Plan Managing Director Pay Policy Statement Managing Director Annual Anti-Social Behaviour and

Diversionary Activities (inc Introductory Tenancies) Report

Director of Housing and Technical

Draft Major Works Programme Director of Housing and Technical

Annual Budgets Head of Finance May Board Members Year-end Attendance Managing Director Year-end Performance Management Report Managing Director Performance Targets for Year Managing Director Board Member Retirement/Vacancies Managing Director Annual Board Governance Checklist Managing Director Annual Champions Self-assessments Managing Director Health and Safety Director of Housing and

Technical Annual Repairs and Maintenance (inc

Planned Maintenance and Gas) Report Director of Housing and Technical

Annual Capital (including Decent Homes and Adaptations) Report


Year-end Customer Insight Programme Report

Director of Strategy and Change

Risk Management Head of Finance Annual Efficiency Statement Year Forward

and Year-end Head of Finance

Directors Quarterly Reports All July Board Members Attendance Managing Director Performance Management Managing Director Health and Safety Director of Housing and

Technical Annual CBL Report Director of Housing and

Technical Annual Estate Management (inc Caretakers

and Grounds Maintenance) Report Director of Housing and Technical

Agenda Item: 5

Annual Complaints Report Director of Strategy and Change

Annual Human Resources/Training Report Director of Strategy and Change

Annual Resident Involvement Impact Report Director of Strategy and Change

Customer Insight Programme Director of Strategy and Change

Risk Management Head of Finance Financial Year-end Out-Turn Head of Finance Directors Quarterly Reports All September AGM Managing Director Board Member Retirement/Vacancies Managing Director Board Chair and Vice-Chair Election Managing Director Board Governance Handbook Managing Director Scheme of Delegation Managing Director Annual Tenants Report Managing Director Annual Warden Services Report Director of Strategy and

Change Annual Ombudsman Report Director of Strategy and

Change Annual Equality and Diversity Report Director of Strategy and

Change Annual Income Management Report Head of Finance Value for Money Self-Assessment Update Head of Finance Shared Services Update All November Board Members Attendance Managing Director Performance Management Managing Director Draft Objectives Managing Director Major Works Update Director of Housing and

Technical Health and Safety Director of Housing and

Technical Customer Insight Programme Director of Strategy and

Change Housemark Benchmarking Report Head of Finance Annual Efficiency Update Head of Finance Risk Management Head of Finance Directors Quarterly Reports All Recommendation That the Board approves the Forward Plan and the Annual Board Programme

REPORT TO: A1 Housing Bassetlaw Ltd Board Meeting 27 January 2015

AGENDA ITEM:

6a

TITLE:

Financial Update – Revenue and Capital.

AUTHOR/POST: Head of Finance. CONTACT 01909 534466

CONFIDENTIAL: Yes / No FOR: (Please tick action required)

STANDING ITEM

KEY DECISION

INFORMATION

PURPOSE OF THE REPORT

1. To review financial information relating to A1 Housing’s revenue and capital accounts

RECOMMENDATIONS

1. That Board receives the financial information as presented in the report.

IMPLICATIONS

Value for Money

Regular and accurate reporting of financial information is essential for the effective management of any organisation. Value for money is a combination of costs and standard of service to customers. This report deals with top-level costs.

Impact on Customers

Funding and financial efficiency has a direct impact on the services delivered to customers.

Equality/Diversity

A specific budget for Diversity can be found within the ‘Supervision and Management’.

Risks Regular financial reporting is essential to control financial risk.

Staffing Staff budgets are covered within the report.

1. Purpose of Report 1.1. To review financial information relating to A1 Housing’s revenue and capital

accounts. 2. Background 2.1. Revenue Accounts. The figures show that there is an over-spend of

expenditure amounting to £129,025 which is 1.3% of the year to date budget of £10.23m.

There is also a surplus in actual income of £304 compared to a year to date budget of £10.00m.

2.2. Planned Maintenance-Contractors. Expenditure is overspent by

£71,164.This has been caused by additional work for damp, including clearing the backlog.

2.3. Consultants. To the end of December 2014, there has been £2,966 spent on

expenditure on Consultancy outside separate specific budgets. 2.4. Capital Works. The expenditure to the end of December shows an under

spend of £67k. 2.5. New Build. The expenditure to the end of December shows an under spend of

£4k. 3. Consultation 3.1. None. 4. Options for Consideration 4.1. A further report regarding the financial position of A1 Housing will be presented

to the Finance Meeting on 27th February 2015. 5. Recommendations 5.1. That the Board receives the financial out-turn information as presented in the

report.

1

Agenda Item 6b


FINANCE AND ORGANISATIONAL HEALTH SUB COMMITTEE

REPORT OF THE HEAD OF FINANCE

MINUTES OF THE MEETING HELD ON 20TH JANUARY 2015

Held at Carlton Forest Present: Janet Coyne Board Member Caroline Mason Board Member Peter Wilson Board Member Stuart Morris Head of Finance Greg Hyde Financial Accountant Sarah Meakin Senior Executive Manager Jenny Rowe Income Recovery Manager June Evans District Councillor Mike Hill Head of Finance (BDC) Rob Barnett Baker Tilly Action 1. Apologies – Hazel Brand.

It was noted that, in the absence of Hazel Brand, June Evans stood as Chair, as a Councillor must Chair the F&OHCG Meetings.

2. Declarations of Interest S Morris declared an interest in Efficiency East Midlands (EEM) as a director.

3. The Minutes of the Meetings held on 28th October 2014

The minutes of the previous meetings were agreed as true and accurate records of the items discussed.

Agreed: That the F&OHCG approve the minutes of the last meeting.

4. Outstanding Minutes List The outstanding minutes list was discussed and it was noted that there had been a £600 reduction in Lifeline debts since the last meeting and that the transfer of IT systems to Meritec was on schedule with no reported issues.

Agreed: That the F&OHCG notes the Outstanding Minutes.

2

Action STANDING ITEMS 5. Forward Plan

5.1 The Forward Plan to October 2015 was presented by S Morris and discussed.

5.2 It was noted that the A1 Service Plan would be presented at the March Board Meeting and that the Business Plan would form part of the Appendices.

Agreed: That the F&OHCG notes the information.

6. Risk Management

6.1 The F&OHCG was presented with the significant risks and outstanding control measures, and these were discussed.


7. Financial Outturn 2014/15

7.1 The F&OHCG was presented with a report on the Financial Outturn for the period April 2014 to December 2014.

7.2 S Morris highlighted an overspend of expenditure amounting to £129.025 which is 1.3% of the year to date budget of £10.23m.

7.3 There is a surplus in actual income of £304 compared to a year to date budget of £10.00m.

7.4 A Board Member asked what the Vacant Property Charge relates to, and this was addressed by S Morris and M Hill.

7.5 A further question was raised with regard to Appendix 5 – Virements. This was addressed by S Morris who said that the extra income was due to the Branching Out Team winning further work on Green Deal. Agreed: That the F&OHCG receives the report.

8. Capital Programme 2014/15

8.1 S Morris presented the report.

8.2 For Other Capital, expenditure to the end of December 2014 shows an underspend of £67k.

8.3 For New Build, expenditure to the end of December 2014 shows a slight underspend of £4k.

3

Action 8.4 A Board Member asked why Stairlift Installations were not part of

the Adaptations Budget. This was addressed by S Morris who said that it is because stairlifts are the largest spend on Adaptations.


9. Income Management Service Update

9.1 Jenny Rowe presented the F&OHCG with the Income Management report and this was discussed, specifically; Rent Collection, Direct Debits, Rent Arrears Recovery, Money Advice and Social Size Criteria Rule/Under Occupancy Charge.

9.2 A Board Member asked about the effect of Universal Credit on tenants. This was addressed by J Rowe said that it probably won’t be an issues as it only affects 250 people in Bassetlaw, and it only relates to new Job Seekers Allowance claims. It was noted that it may have a small impact next year.

9.3 Following a query from a Board Member, it was noted that the arrears figures are not the same figures as reported previously under “bad debts”. Agreed: That the F&OHCG notes the information.

10. Internal Audit Progress Report

10.1 The F&OHCG received a report from R Barnett on the progress of the 2014/15 work programme for Internal Audit.

10.2 There are 2 finalised reports; specifically Purchase Orders and Creditors and Building Repairs Service. The outcome of these reports show 14 recommendations – with 0 high, 7 medium and 7 low.

10.3 S Morris is to raise Credit Card Usage Policy at CMT and M Hill is to send a copy of BDC’s current Policy.

10.4 Following a question raised by a Board Member regarding the secondary review of amendments, S Morris agreed to ensure that all cases are checked, not just a selection. Agreed: That the F&OHCG notes the information.

S Morris M Hill S Morris

11. Head of Finance Report

11.1 S Morris presented the F&OHCG with a report on the progress within the area covered by the Head of Finance.

11.2 The efficiency target for 2014/15 is £600k. Savings identified to the end of December totalled £480.024.

S Morris

4

Action

11.3 The inward investment target for 2014/15 was £505k. As at the end of September inward investment of £626,799 has been secured.

11.4 Following a query raised by a Board Member, S Morris confirmed that Low Risk Audit Recommendations are going on the A1 Routeplanner.


12. Any Other Business

13.1 Following a query, S Morris agreed to look at future agendas of the F&OHCG and what should appear under “Key Decisions”.

S Morris

13. Date and Time of Next Meeting

13.1 The next meeting will take place on 24th February 2015 at 4.30pm in the Conference Room at Carlton Forest.

Agenda Item: 6c


AGENDA ITEM:

6c TITLE:

MANAGING DIRECTORS REPORT

AUTHOR/POST: B COLEMAN MANAGING DIRECTOR

CONTACT 01909 533433

CONFIDENTIAL: Yes/No FOR: (Please tick action required)

STANDING ITEM

KEY DECISION

INFORMATION


To inform Board Members of the progress in delivering the annual organisational objectives

RECOMMENDATIONS 1. That the Board notes the progress in delivering the 2014/15 Service Plan

Objectives and Performance Indicators

IMPLICATIONS

Value for Money

The Service Objectives actions will help the organisation deliver efficiencies and value for money services

Impact on Customers

The Service Objectives will deliver improved services for our customers and are based on previous consultations

Equality/Diversity

The delivery of our improvement plans and service objectives will improve the delivery of services to all client groups.

Risks

Failure to deliver either the Service Objectives are identified in the risk register at R-017

Staffing

The delivery of the improvement plans to achieve improvements is key to A1 securing its long-term future and determining staffing levels.

Agenda Item: 6c

1. Purpose of Report 1.1 To inform Board Members of the progress in delivering the organisational

objectives. 2. Background 2.1 Service Plan Objectives 2014/15. The following table shows the summary

2014/15 Objective position at 30 September 2014.

Objectives Number % Completed

11 34

Partly

20 63

No / Outstanding

0 0

Deferred

1 3

Total

32 100

2.2 The Service Plan objectives for 2014/15 and position at the end of Quarter 2

are attached as Appendix 1.

2.3 Appendix 2 shows those Service Improvements which have been successfully completed.

2.4 Appendix 3 shows the latest Service Closure Reports for the completed objectives.

2.5 Appendix 4 shows the 8 objectives scheduled for completion by 31 December 2014 which are not yet finished including the deferred objective of the amendment to the CBL Policy.

3. Consultation 3.1 None required 4. Options for Consideration 4.1 That the Board Members note the progress and identify any areas where they

require further information. 5. Recommendations 5.1 That the Board notes the progress in delivering the 2014/15 Service Plan

Objectives and Performance Indicators.

Agenda Item: 6c

Appendix 1 Table of annual Service Plan Objectives and current progress (2014-15 = 32 objectives)

Core Aims Targets to Achieve Objectives Timescale Target 2014/15 Latest

Progress

Core Aim One is to support Local Growth and Living Standards

Have a comprehensive strategy in place supported by other organisations. 31‐Jul‐14 Strategy in Place Core Aim One is to support Local Growth and Living Standards

£20,000 Hardship fund in place 31‐May‐14 Hardship Fund in place


Revised Asset Management Strategy in place to deal with decency after 2015; 31‐Dec‐14 Revised strategy in

place Core Aim One is to support Local Growth and Living Standards

Prepare and adopt a strategic plan for dealing with future adaptations and housing needs 31‐Mar‐15 Strategic plan

adopted Core Aim Two is to provide Quality Housing and Decent Neighbourhoods

Agree a Decent Neighbourhoods Strategy to take effect after completion of the decent homes programme; 31‐Dec‐14

Decent Neighbourhoods Strategy in place

Core Aim Two is to provide Quality Housing and Decent Neighbourhoods

Support BDC to make better use of its land holdings by identifying housing demand options, unused land and other possible community uses; 31‐Mar‐15 Land options

identified Core Aim Two is to provide Quality Housing and Decent Neighbourhoods

Two neighbourhoods identified to trial new approach to decent neighbourhoods (services to include Grounds Maintenance, Street Cleaning, Caretakers and Branching Out);

31‐Dec‐14 2 Neighbourhoods identified


Co‐ordination of enforcement action against environmental crimes 31‐Mar‐15 Co‐ordinated

action plan agreed Core Aim Two is to provide Quality Housing and Decent Neighbourhoods

All garage sites reviewed and future agreed 31‐Mar‐15 Garage sites

reviewed Core Aim Two is to provide Quality Housing and Decent Neighbourhoods

Have an accepted process in place for identifying risks, pressures etc as the basis for future investment decisions in a structured and focussed way: 31‐Mar‐15 Risk assessment

process in place

Agenda Item: 6c


Have a tenancy fraud strategy and plan and complete a tenancy fraud analysis and take appropriate action across all A1 properties 31‐Aug‐14 Tenancy fraud

strategy in place Core Aim Two is to provide Quality Housing and Decent Neighbourhoods

Redevelopment programme in Harworth started and first houses built 31‐Dec‐14 New houses

constructed Core Aim Three is Working with Partners

Introduce a range of services appropriate to the needs of specific groups: 31‐Mar‐15 Service introduced Core Aim Three is Working with Partners

Audit digital access to services for A1 tenants (web access and web speeds) 31‐Mar‐15 Digital audit completed

Core Aim Three is Working with Partners

Develop a district wide forum/comprehensive strategy for providing services across the voluntary sector; 31‐Mar‐15 Strategy in place


Identify what resources we have that could support other local/voluntary organisations 31‐Dec‐14 Resources

identified Core Aim Three is Working with Partners

Develop the involvement of A1 in improving the health needs of A1 tenants; 31‐Mar‐15 Tenant health strategy in place


Review the options for enhancing the current warden services including joint working with other voluntary and public providers 31‐Mar‐15 Warden services

options reviewed Core Aim Four is to be a Viable Co‐operative Organisation

Strengthened relationship through closer joint working and partnering through shared services and SLAs; 31‐Mar‐15

Comprehensive housing service

improved

Core Aim Four is to be a Viable Co‐operative Organisation

All shared services reviewed; Reviewed the Choice Based Lettings Scheme 31‐Aug‐14 Shared services

reviewed Core Aim Four is to be a Viable Co‐operative Organisation

Revised VFM strategy in place; 30‐Sep‐14 Revised VFM strategy in place;


All services reviews completed:‐ Contact Centre; 31‐Mar‐15 Service review completed


All services reviews completed:‐ Out of Hours Service; 31‐Oct‐14 Service review completed


All services reviews completed:‐ Admin Support; 31‐Mar‐15 Service review completed

Agenda Item: 6c


All services reviews completed:‐ Human Resources 31‐Mar‐15 Service review completed


All services reviews completed:‐ Responsive Repairs 31‐Mar‐15 Service review completed


All strategy and policy reviews completed:‐ Equality & Diversity Strategy; 30‐Nov‐14 Strategy and policy review completed


All strategy and policy reviews completed:‐ Openness and Fairness Policy; 30‐Jun‐14 Strategy and policy review completed


All strategy and policy reviews completed:‐ Service Review / Continuous Improvement Framework;

30‐Jun‐14 Strategy and policy review completed


All strategy and policy reviews completed:‐ Alcohol and Substance Misuse at Work Policy

30‐Nov‐14 Strategy and policy review completed


All strategy and policy reviews completed:‐ RIPA 2000 31‐Dec‐14 Strategy and policy review completed


All strategy and policy reviews completed:‐ Repairs Policy 31‐Mar‐15 Strategy and policy review completed

Agenda Item: 6c

Appendix 2 – Service Plan Objectives List of all completed Service Plan Objectives Ref Details Improvement

Action Evidence Summary

Resident Benefit Current Impact Overall Progress

Projected End Date

Lead Officer

EIA Comments

10469 Creation of an HRA Hardship Fund for tenants to assist those in difficult financial circumstances.

£20,000 Hardship fund is in place funded through the HRA

A Hardship budget is in place and is being used to make payments to tenants in accordance with the adopted criteria for it use.

Tenants in extreme financial circumstances can be helped resolve these.

Recent changes to the economy and the welfare benefits system have negatively affected the financial position of some tenants causing a reduction in disposable income. This can lead to increased rent arrears owed to A1 Housing

Complete 31/05/2014 Jenny Rowe

All tenants in financial difficulties can benefit from the fund

10498 Undertake Annual Service Review

Annual Service Review completed: OPENNESS AND FAIRNESS POLICY

Review completed and required actions undertaken

Effective Services are provided to meet the current identified needs of residents

All A1 Service areas are subject to regular reviews to ensure that they are operated in an efficient and effective manner to meet the current needs of customers

Complete 30/06/2014 Customer Services Manager

Policy is applicable to all tenants

Agenda Item: 6c


Annual Service Review completed: SERVICE REVIEW / CONTINUOUS IMPROVEMENT FRAMEWORK




Complete 30/06/2014 Managing Director

Improved reviews of services will benefit all tenants


Annual Service Review completed: OUT OF HOURS SERVICE




Complete 31/10/2014 Director of Technical & Housing

Ensuring that sufficient resources available for emergency out of hours services only

10468 A1 Housing has provided training and work experience opportunities for tenants but does not have an adopted strategy within which this is implemented. A1 also has a significant role to play in the community by helping to bring together and co‐ordinate other agencies.

Have in place a comprehensive strategy for tackling worklessness, lack of training / skills which is supported by our partners

A joint comprehensive strategy has been developed and agreed with partners and is being used to offer support and opportunities to tenants.

Improved training, skills and work experience will help tenants increase their opportunities for employment and improve their financial and living standards.

Current worklessness, lack of training and work experience are significant factors which hinder the ability of some tenants to improve their financial and living standards

Complete 31/07/2014 Service Manager – Housing

Providing opportunities and tackling worklessness

Agenda Item: 6c


Annual Service Review completed: CONTACT CENTRE




Complete 31/07/2014 Customer Services Manager

Neutral Impact: Internal efficiency review

10481 Develop an assessment process to identify communities at risk based on multiple factors

Have a tenancy fraud strategy and plan and complete a tenancy fraud analysis and take appropriate action across all A1 properties

A tenancy fraud strategy has been adopted and a comprehensive analysis has been completed of all A1 Housing properties to identify potential fraud and appropriate action has been taken to resolve any identified cases.

Residents will be confident that a comprehensive strategy is in place to detect and deal with any suspected cases of tenancy fraud and that properties are being occupied by those households entitled to them.

Social housing is a valuable asset and can be subject to attempts of fraud to obtain tenancies to which individuals are not entitled depriving others of a chance for rehousing

Complete 31/08/2014 Service Manager – Housing

Ensures all Tenants have a legitimate right to Council properties

10491 Review the Value for Money Strategy

Revised VFM strategy in place;

Revised VFM strategy in place;

The strategy will ensure that service delivery to residents is as efficient and effective as possible and makes best use of available resources

A1 Housing has an a VFM strategy which plays an important part in ensuring that the it works efficiently and effectively and makes best use of the available resources to deliver services to its customers

Complete 30/09/2014 Mark Ellison

Ensures that monies are available to deliver services to Tenants.

Agenda Item: 6c

Closure Report(s) for the latest closed Service Plan Objectives identified in Appendix 2

Reference No

Details Improvement Action

Evidence Summary

Resident Benefit Current Impact Overall Progress

Projected End Date

Lead Officer

Comments

10473 Establish a Strategy to deal with post Decent Homes property improvements

Revise the current Asset Management Strategy to deal with decency after 2015 and ensure that future investment is directed economically, efficiently and effectively

The Asset Management has been revised, adopted and is being used to direct future investment.

Future housing investment will be properly planned according to the objective condition of the housing stock

The Decent Homes programme was completed in March 2014 but the housing stock needs continuous investment to ensure it is maintained at its current standard.

Complete 31/12/2014 Andy Davenport

The strategy represents an objective condition based assessment of the stock for future investment needs. The effect on individual customer needs is assessed upon schemes developing from surveys into a Major Improvement Projects

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10473

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Appendix 3

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Agenda Item: 6c

Appendix 4 – Outstanding Improvements Reference No Details Improvement Action Evidence Summary Overall

Progress Projected End Date

Lead Officer Comments


Annual Service Review completed: EQUALITY AND DIVERSITY STRATEGY


Complete 30/11/2014 Director of Strategy & Change

The project is completed and is awaiting final authorisation of the Objective Closure Report

10475 Develop a Decent Neighbourhoods Strategy with BDC

Agree a Decent Neighbourhoods Strategy to take effect after completion of the decent homes programme in association with BDC to tackle the wider social and environmental conditions of local areas

A joint Decent Homes Strategy is in place with BDC and other partners and is being used to direct investment and work in a co‐ordinated and effective manner

In Progress 31/12/2014 Service Manager ‐ Technical

This project is being undertaken jointly with Bassetlaw DC and is awaiting finalisation of their input

10477 Develop a Decent Neighbourhoods Strategy with BDC

Two areas identified to trial new approach to decent neighbourhoods (services to include Grounds Maintenance, Street Cleaning, Caretakers and Branching Out)based on the Decent Homes Neighbourhoods Strategy to deliver a co‐ordinated and planned service delivery in conjunction with BDC.

The new co‐ordinated approach to delivering services is in place in 2 local neighbourhoods

In Progress 31/12/2014 Service Manager – Housing

This project is being undertaken jointly with Bassetlaw DC and is awaiting finalisation of their input

10482 Start the Non‐traditional development programme in Harworth

Redevelopment programme inHarworth started and first houses built

The first of the new properties on the Harworth redevelopment scheme have been completed and occupied

Outstanding 31/12/2014 T&D Manager

The project is completed and is awaiting final authorisation of the Objective Closure Report

Agenda Item: 6c

10486 Improve partnership working with the voluntary sector

Identify what resources we have that could support other local/voluntary organisations

A1 has provided voluntary groups with technical and other non financial support in addition to any direct resourcing which currently takes place.

In Progress 31/12/2014 Customer Services Manager

This project is awaiting final collation of Service Manager feedback and should be completed by the end of February 2015

10490 Develop and agree proposals to improve the links between A1 and BDC in providing a comprehensive housing service across the district

All shared services reviewed; Reviewed the Choice Based Lettings Scheme

A1 has provided the necessary expertise to support the Council in its review of the current Choice Based Lettings policy and this has been concluded

Outstanding 31/08/2014 Jonathan Duffield

This is awaiting finalisation of the CBL policy by Bassetlaw DC


Annual Service Review completed: ALCOHOL AND SUBSTANCE MISUSE AT WORK POLICY


Action Plan Required

30/11/2014 Rebecca Crisp

This is part of the annual review and is linked to the introduction of the new HR IT system and will be completed by the end of February 2015


Annual Service Review completed: RIPA 2000


In Progress 31/12/2014 Service Manager – Housing

This project is being undertaken jointly with Bassetlaw DC and is awaiting finalisation of their input and will be completed by the end of February 2015


AGENDA ITEM:

7a TITLE:

Performance Report for 2014-15 – Quarter 3

AUTHOR/POST: Rob King Service Development & Performance Manager

CONTACT Ext 3736

CONFIDENTIAL: No FOR: (Please tick action required)

STANDING ITEM

KEY DECISION

INFORMATION


To advise the Board on A1 Housing’s performance against its performance indicators

RECOMMENDATIONS 1. The Board accepts the report 2. The Board refers any issues for further investigation to the Performance Service

Champions

IMPLICATIONS Value for Money

A continuous improvement in performance will lead to increased value for money and effectiveness in the A1 Housing Services.

Impact on Customers

Customers will benefit directly from improved performance.

Equality/Diversity

The performance reports cover a range of equality measures to ensure that the services provided by A1 Housing are available to all our customers.

Risks

A reduction in performance can result in a range of risks including financial income, quality of service and health & safety.

Staffing

There are no direct staffing implications.

1. Purpose of Report 1.1 To provide Board Members with the latest performance information on the key

A1 Housing Signposts and the Balanced Scorecard for the Quarters 1 to 3 of 2014-15.

2. Background 2.1 A range of Indicators are maintained to record performance of A1 Housing

across its activities.

The A1 Housing Signposts provide a summary of performance against key indicators.

The Balanced Scorecard provides more detailed indicators which relate specific areas of activity to A1 Housing’s 4 main aims and the Annual Service Plan.

The BATRA performance summary summarise those performance indicators which have been identified as most important for tenants and forms the basis of reports to BATRA and the A1 Hundred Club and the In Touch magazine.

2.2 Performance information is now provided as an “Exception Report” identifying those signpost and scorecard indicators where performance is below the annual target and requires discussion. This report is supplemented by the Customer Insight Programme 2014-15 which is item 7b on the Agenda.

2.3 A copy of the full Performance Indicator set is provided to Board Champions, is available on request and is published on the A1 Housing website.

2.4 A1 Housing has two Performance Champions who will meet with Senior

Officers after the Board meeting to discuss any performance issues that have been raised.

3. Consultation 3.1 The A1 Performance reports are presented to tenants through BATRA and

the A1 Hundred Club and form the basis of the report for the In Touch tenants’ newsletter.

4. Options for Consideration 4.1 The Board receives the report. 5. Recommendations 5.1 The Board accepts the report. 5.2 The Board refers any issues for further investigation to the Performance

Service Champions.

Performance ReportExceptions Report - Quarter 3, 2014/15

Contents Section 1 2014-15 Quarter 3 – Full Performance Indicators - Exceptions 1 Section 2 2014-15 Quarter 3 - A1 Signposts Report 4 Section 3 2014-15 Quarter 3 - Balanced Scorecard Report 9 Section 4 2014-15 Quarter 3 – BATRA / A1 Hundred Club Report 14

Performance Management Exceptions Report

2014-15 Quarter 3: April – December

Performance Indicators - Exception Report 2014/15 Quarter 3 (April - December)

Directorate

REPORT Area

PI REF PI Description 2014/15

FinanceHSG Income Management

A060Former Tenants Rent Arrears (£'s) as % rent roll

FinanceHSG Income Management

A463Number of financial health checks carried out on A1 tenants

Strategy & Change

CONTACT CENTRE

A406Inbound calls to organisation answered as a % of all calls received (Call Centre)

Strategy & Change

CONTACT CENTRE

A135Average Year To Date response time to telephone calls (call centre) (seconds)

Strategy & Change

HR A001Number of working days lost to sickness per employee

Strategy & Change

HR A375Number of Community training events organised by the Training Manager

Strategy & Change

HR A459 Number of hours of training provided by A1

Actual 2013/14

Apr-Jun Apr-Sep Apr-Dec Target 2014/15

Latest Progress

Q3 Comments

0.99 0.86 0.94 1.01 0.90

Where Eviction action has been taken against current tenants because of rent arrears this can negatively affect the amount of Former Tenant Arrears outstanding

664 126 416 442 730

There is continuing demand from tenants for financial support and increasingly these are repeat visits for continuing support which do not require a full financial health check eg for repeat DHP claims

96.60 95.09 93.87 94.70 97.00 See Comments for A135 below

26.50 36.79 42.57 38.38 23.00

I have had reduced staffing levels since May 2014, this was exacerbated in Sept when I had staff on planned annual leave and compassionate leave. Staffing levels were back to full capacity for a while but the team have experienced periods of sickness. A member of experienced staff is also leaving on 20 Jan 2015 to begin a new position within A1 Housing, this will once again put additional pressure on the team until we have successfully recruited to the vacant position and trained the new member of staff. Although we make every effort to achieve the target it is unlikely to be met.

7.71 6.08 8.50 9.20 6.50

The 9.20 average days is mainly due to the higher rate of 5.90 days long term sickness. Short term sickness is 3.30 days and this has remained at a consistent level over the past 2 years.

11 3 4 4 10 Revised: 25 to 10 (Board 25-Nov-14)

987 360 387 417 750

Revised: 1100 to 750 (Board 25-Nov-14)This has been substantially affected by the withdrawal of SLIC and Probation from the Horticultural Centre Project

Page 1 of 14


Directorate

REPORT Area


Strategy & Change

HR A460Direct number of tenants assisted through training by A1

Strategy & Change

HR A501Number of attendees completing an 8 week work placement in the Branching Out Horticultural Centre

Strategy & Change

HR A479The number of Education Work Placements completed with A1 (through Schools, North Notts College & Post 16 Centre)

Strategy & Change

RTB A124Completed RTBs. Average days to process completions

Technical & Housing

HSG Allocations & Voids

A494Average time taken to relet ALL properties (including major works and long term voids)

Technical & Housing


A106% of properties failing the post void repairs property inspection

Technical & Housing

REPAIRS - Responsive

A041 Ave time to complete non urgent repairs (days)

Technical & Housing


A046% total repairs completed within target (A042 +A137 + A493)

Actual 2013/14


Latest Progress

Q3 Comments

21 10 13 13 25 Courses continue to be arranged but are withdrawn due to low demand or cancellation by participants

19 from Nov. 13 - Mar. 14

Est year 4611 18 18

Suspended (was 50)

Suspended from 50 (Board 25-Nov-14)The withdrawal of SLIC and the Probation Service from the Horticultural Centre Project has meant that no formal training plan is now in place

31 4 8 8 35 A programme of Placements have been agreed and will start in Quarter 4

110.85 92.33 149.86 123.91 100.00

The increase in average completion times are associated with requests for re-valuations and further information by the applicants. The number of RTBs has increased with 20 completions so far.

30.87 44.09 37.35 33.38 27.78

The time taken to relet properties was negatively affected by the retendering of the Voids Contract. The new contractor is now making significant improvements and the average time has reduced by 11 days since the first Quarter

2.02 8.33 8.20 4.95 1.00

Significant improvements in the quality of work by the new Voids Contactor is seeing the percentage of properties failing the post inspection falling. There were no failures in Quarter 3

5.09 4.51 4.76 5.59 5.00

Although we have failed to achieve this target we are completing all non urgent repairs within the 15 day timescale. (Refer to AO43) The reason for the increase in time as been identified as due to the Christmas break and should now reduce up to yearend.

99.23 99.34 99.22 98.92 99.75 Failed to achieve target. Reasons and actions are identified at A047 below

Page 2 of 14


Directorate

REPORT Area


Technical & Housing


A047 Average end to end repairs time (days)

Technical & Housing


A439% of planned maintenance programmes delivered in timescale

Technical & Housing

T&D Adaptations A470No. of adaptations exceeding target time (minor works assessed by Notts County Council)

Technical & Housing

T&D Major Improvements

A498% of properties which do not currently meet the agreed Decency Standard

Actual 2013/14


Latest Progress

Q3 Comments

7.66 8.41 8.09 8.72 7.75

Failed to achieve target. Investigations have found R3 Minor Roof works to be the reason for the failure. In an attempt to address this we have programmed works into minor / urgent categories and are using local roofing contractors to help reduce the backlog of work in this area.

98.18 96.84 97.05 97.22 99.75

Failed to achieve target. Reasons and actions identified at A047 CP Programmed works achieved a 100% completion rate.

79 19 51 67 72

A1 has no direct control over works assessed through the County OT service who have their own performance target times.

3.77 3.90 4.06 4.52 2.90

There were 261 non decent properties at the start of the financial year and a further 253 properties have become non decent so far. 186 properties have been made decent under the Major Improvements programme and the need for additional Capital funding to tackle the shortfall is currently under discussion with the Council.

Page 3 of 14

Performance Signposts 2014/15 Quarter 3 (April to December)

Progress 2013/14 Latest Target

Finance A187 1,008,021 480,024 600,000

Finance A192 374,081 626,799 505,000

Finance A057 265,179 272,357 295,043

Finance A066 99.58 99.74 99.89

Strategy & Change A406 96.60 94.70 97.00






Strategy & Change A116b 97.43 98.29 98.00

Strategy & Change A495 898 934 910

Signposts Summary - Overall performance against the 30 Signpost Indicators

Value of annual efficiencies (£'s)

Inbound calls to organisation answered as a % of all calls received (Call Centre)

Average Year To Date response time to telephone calls (call centre) (seconds)

Average Time Taken to respond to complaints (Working days)

HR

HR

SUPPORTED HOUSING - Area

SUPPORTED HOUSING - AreaTotal number of private sector residents receiving a Supported Housing Service

FINANCE

CONTACT CENTRE

CONTACT CENTRE

CUSTOMER Complaints

CUSTOMER Complaints

FINANCE

HSG Income Management

HSG Income Management

% of Stage 1 complaints upheld

Number of working days lost to sickness per employee

Total Staff turnover (Housemark)

Response rate to warden intercom calls received at the Tunstall Contact Centre. % in 60 seconds

Value of new inward investment

Current Rent Arrears (£'s)

Proportion of rent collected exc b/f arrears

Page 4 of 14



Technical & Housing A112 37.58 32.50 31.94


Technical & Housing A231 12.47/50.51 8.01/38.24 12.00/48








Technical & Housing A017c 24.46 24.42 22.00

Technical & Housing A021 955.17 736.70 1,000.00 Average cost of ALL adaptations

% ASB closed cases in the current reporting period which have been resolved


HSG ASB

HSG Allocations & VoidsAverage time taken to register a new housing application in working days

Number of new anti-social behaviour cases reported by tenants or residents per 1,000 properties managed

Average time taken to relet ALL properties (including major works and long term voids)

HSG ASB

HSG Estate ManagementThe average Assessment Score across all completed A1 Estate Inspections

T&D Adaptations

T&D Adaptations

T&D Adaptations

% of Properties with a valid Gas Safety Certificates

% emergency repairs completed in timescale

% total repairs completed within target

% repairs completed "Right First Time" (based on recalls within 28 days of completion)

Average time taken to complete Adaptations for all works (calendar days)




REPAIRS - Gas

Average No. Calendar Days to complete Adaptation works under £1000

Page 5 of 14



Technical & Housing A496 587 576 650






Total number of General Works jobs completed for individual customers (excluding commercial organisations)

T&D Branching OutTotal number of ECO Works jobs completed for individual customers (excluding commercial organisations)

T&D Energy The total number of properties with ground/air source heating systems

T&D Branching Out

T&D Major Improvements Ave SAP rating: LA dwellings

T&D Major Improvements% of properties which do not currently meet the agreed Decency Standard

T&D Major ImprovementsThe number of properties which did not meet the Decency Standard made Decent under the Major Improvements Programme

Page 6 of 14


Signposts Summary 2014-15

April - DecemberSummary Position

A1 Housing Signpost Indicators for 2013/14

20%

23%7%

50%

6

7

2

15

Below Target Below Target / Above Year End Just Below Target Above / On Target

Page 7 of 14


Signposts Summary 2014-15

April - DecemberSummary Position by Directorate

A1 Housing Signpost Indicators for 2014/15

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16

Finance Strategy & Change Technical & Housing

0%

20%

40%

60%

80%

100%

Finance Strategy &Change

Technical &Housing

Above / On Target

Just BelowTarget

Below Target / Above Year

End

BelowTarget

Page 8 of 14

Balanced Scorecard Summary Table 2014/15 Quarter (April to December)

2014/15 ObjectivesABOVE / ON

TARGETJUST BELOW

TARGET

BELOW TARGET ABOVE YEAR

ENDBELOW TARGET

Develop a comprehensive strategy for tackling worklessness, lack of training / skills with our partners 1 0 0 0

Creation of an HRA Hardship Fund for tenants 1 0 0 0

To reduce the number of non-decent properties 0 1 1 1

Establish a Strategy to deal with post Decent Homes property improvements 1 1 0 0

Develop a Decent Neighbourhoods Strategy with BDC 0 2 2 0

Develop an estate garage strategy 0 1 0 0

Develop an assessment process to identify communities at risk based on multiple factors 1 1 0 0

Start the Non-traditional development programme in Harworth 1 0 0 0

Reduce the number of empty homes 0 0 1 0

Identify and implement projects for improving digital inclusion 0 2 0 0

Improve partnership working with the voluntary sector 0 1 1 0

Develop a tenant health strategy in partnership with other voluntary and public providers 0 2 0 0

To deliver excellent services 1 0 0 0

Develop and agree proposals to improve the links between A1 and BDC in providing a comprehensive housing service across the district 0 1 1 0

Review the Value for Money Strategy 1 0 1 0

Undertake annual Service Reviews 2 3 0 0

Undertake annual Strategy/Policy Reviews 3 1 2 0

Overall 12 16 9 1

Long Term AimsCore Aim One is to support Local Growth and Living Standards 3 2 1 1

Core Aim Two is to provide Quality Housing and Decent Neighbourhoods 2 4 3 0

Core Aim Three is Working with Partners 0 5 1 0

Core Aim Four is to be a Viable Co-operative Organisation 2 1 2 0

Scheduled Service Reviews 5 4 2 0

Overall 12 16 9 1

Page 9 of 14

Service Plan 2014/15 Quarter 3 (April to December)

Core Aims CategoryImprovement Plan Ref

Annual Objectives 2014-15 Targets to Achieve Objectives Related PI Outcome / Target Timescale Apr-Jun Apr-Sep Apr-Dec Target 2014/15 Latest Progress


SIMP14/15 1.1

Develop a comprehensive strategy for tackling worklessness, lack of training / skills with our partners

Have a comprehensive strategy in place supported by other organisations.

Strategy in Place31‐Jul‐14 Strategy in Place


SIMP14/15 1.2

Creation of an HRA Hardship Fund for tenants

£20,000 Hardship fund in place Hardship Fund in place 31‐May‐14 Hardship Fund in place


PI14/15 1.3

To reduce the number of non‐decent properties

Reduction in the % of properties that are non‐decent; A037

% reduction 01‐Mar‐153.9 4.06 4.52 2.90


PI14/15 1.3


Complete 20 % of rolling stock review;A469

20% target achieved

01‐Mar‐15Annual Annual Annual Achieved


PI14/15 1.3


20% of employees directly employed on Decent Homes contract who live in the District

Old A18120% target achieved

01‐Mar‐15Annual Annual Annual 20% target achieved


SIMP14/15 1.4

Establish a Strategy to deal with post Decent Homes property improvements

Revised Asset Management Strategy in place to deal with decency after 2015;

Revised strategy in place 31‐Dec‐14 Revised strategy in place


SIMP14/15 1.4

Establish a Strategy to deal with post Decent Homes property improvements

Prepare and adopt a strategic plan for dealing with future adaptations and housing needs

Strategic plan adopted 31‐Mar‐15 Strategic plan adopted


SIMP

14/15 2.1

Develop a Decent Neighbourhoods Strategy with BDC

Agree a Decent Neighbourhoods Strategy to take effect after completion of the decent homes programme;

Decent Neighbourhoods Strategy in place 31‐Dec‐14

Decent Neighbourhoods Strategy in place


SIMP

14/15 2.1


Support BDC to make better use of its land holdings by identifying housing demand options, unused land and other possible community uses;

Land options identified

31‐Mar‐15 Land options identified


SIMP

14/15 2.1


Two neighbourhoods identified to trial new approach to decent neighbourhoods (services to include Grounds Maintenance, Street Cleaning, Caretakers and Branching Out);

2 Neighbourhoods identified

31‐Dec‐14 2 Neighbourhoods identified


SIMP14/15 2.1


Co‐ordination of enforcement action against environmental crimes

Co‐ordinated action plan agreed 31‐Mar‐15 Co‐ordinated action plan agreed


SIMP14/15 2.2

Develop an estate garage strategy All garage sites reviewed and future agreed

Garage sites reviewed 31‐Mar‐15 Garage sites reviewed


SIMP

14/15 2.3

Develop an assessment process to identify communities at risk based on multiple factors

Have an accepted process in place for identifying risks, pressures etc as the basis for future investment decisions in a structured and focussed way:

Risk assessment process in place

31‐Mar‐15 Risk assessment process in place


SIMP

14/15 2.3

Develop an assessment process to identify communities at risk based on multiple factors

Have a tenancy fraud strategy and plan and complete a tenancy fraud analysis and take appropriate action across all A1 properties

Tenancy fraud strategy in place

31‐Aug‐14 Tenancy fraud strategy in place


SIMP14/15 2.4

Start the Non‐traditional development programme in Harworth

Redevelopment programme in Harworth started and first houses built

New houses constructed 31‐Dec‐14 New houses constructed


PI

14/15 2.5

Reduce the number of empty homes Increase in the number of empty properties brought back into use and managed by A1

A482: The number of

private sector properties managed by A1 Housing on behalf of private landlords

Target no. brought back into use

01‐Mar‐15

8 8 8 12

Page 10 of 14





SIMP14/15 3.1

Identify and implement projects for improving digital inclusion

Introduce a range of services appropriate to the needs of specific groups:

Service introduced31‐Mar‐15 Service introduced


SIMP14/15 3.1

Identify and implement projects for improving digital inclusion

Audit digital access to services for A1 tenants (web access and web speeds)

Digital audit completed 31‐Mar‐15 Digital audit completed


SIMP

14/15 3.2

Improve partnership working with the voluntary sector

Develop a district wide forum/comprehensive strategy for providing services across the voluntary sector;

Strategy in place

31‐Mar‐15 Strategy in place


SIMP14/15 3.2

Improve partnership working with the voluntary sector

Identify what resources we have that could support other local/voluntary organisations

Resources identified 31‐Dec‐14 Resources identified


SIMP14/15 3.3

Develop a tenant health strategy in partnership with other voluntary and public providers

Develop the involvement of A1 in improving the health needs of A1 tenants;

Tenant health strategy in place 31‐Mar‐15 Tenant health strategy in place


SIMP

14/15 3.3

Develop a tenant health strategy in partnership with other voluntary and public providers

Review the options for enhancing the current warden services including joint working with other voluntary and public providers

Warden services options reviewed

31‐Mar‐15 Warden services options reviewed


PI14/15 4.1

To deliver excellent services Increased number of performance indicators in the top 25% of the Housemark benchmarking scheme

A415Increased % 01‐Mar‐15

Annual Annual Annual Increased %


SIMP

14/15 4.2

Develop and agree proposals to improve the links between A1 and BDC in providing a comprehensive housing service across the district

Strengthened relationship through closer joint working and partnering through shared services and SLAs;

Comprehensive housing service improved 31‐Mar‐15

Comprehensive housing service improved


SIMP

14/15 4.2

Develop and agree proposals to improve the links between A1 and BDC in providing a comprehensive housing service across the district

All shared services reviewed; Reviewed the Choice Based Lettings Scheme

Shared services reviewed

31‐Aug‐14 Shared services reviewed


SIMP14/15 4.3

Review the Value for Money Strategy Revised VFM strategy in place; Revised VFM strategy in place; 30‐Sep‐14 Revised VFM strategy in place;


PI

14/15 4.3

Review the Value for Money Strategy Increase in the value of external energy grants received by A1

A033

Increased value of income grants £

01‐Mar‐15

156,399 156,399 163,299 326,081


SSR14/15 4.4

Undertake annual Service Reviews All services reviews completed:‐ Contact Centre;

Service review completed

31‐Mar‐15 Service review completed


SSR14/15 4.4

Undertake annual Service Reviews All services reviews completed:‐ Out of Hours Service;


31‐Oct‐14 Service review completed


SSR14/15 4.4

Undertake annual Service Reviews All services reviews completed:‐ Admin Support;




SSR14/15 4.4

Undertake annual Service Reviews All services reviews completed:‐ Human Resources




SSR14/15 4.4

Undertake annual Service Reviews All services reviews completed:‐ Responsive Repairs




SSR14/15 4.5

Undertake annual Strategy/Policy Reviews

All strategy and policy reviews completed:‐ Equality & Diversity Strategy;

Strategy and policy review completed



SSR14/15 4.5


All strategy and policy reviews completed:‐ Openness and Fairness Policy;



Page 11 of 14





SSR

14/15 4.5


All strategy and policy reviews completed:‐ Service Review / Continuous Improvement Framework;




SSR14/15 4.5


All strategy and policy reviews completed:‐ Alcohol and Substance Misuse at Work Policy




SSR14/15 4.5


All strategy and policy reviews completed:‐ RIPA 2000


31‐Dec‐14 Strategy and policy review completed


SSR14/15 4.5


All strategy and policy reviews completed:‐ Repairs Policy


31‐Mar‐15 Strategy and policy review completed

SIMP 21

PI 6

SSR 11

Service Improvement Plan Objectives for 2014-15

Performance Indicators used to measure specific Service Improvement Plan Objectives

Strategy & Services Review as part of the Organisational Governance cycle

Page 12 of 14

Scorecard - Summary 2014/15 Quarter 3 (April to December)

0% 25% 50% 75% 100%

Core Aim One is to support Local Growth andLiving Standards

Core Aim Two is to provide Quality Housingand Decent Neighbourhoods


Core Aim Four is to be a Viable Co‐operativeOrganisation

Scheduled Service Reviews

Performance by Long Term Aims

12, 31%

16, 42%

9, 24%

1, 3%

Balanced Scorecard Performance Summary

2014‐15

ABOVE / ON TARGET

JUST BELOW TARGET

BELOW TARGET ABOVE YEAREND

BELOW TARGET0

1

2

3

4

5

6

Core Aim 1 Core Aim 2 Core Aim 3 Core Aim 4 ServiceReview

Page 13 of 14

Area Performance Indicator Description 2013/14 performance

Latest performance

Targetfor

2014/15

Customer ContactAverage Time Taken to respond to complaints (Working days) 7.78 4.38 5.00

Customer ContactAverage Year To Date response time to telephone calls (call centre) (seconds) 26.50 38.38 23.00

Housing Management

Average time taken to relet properties (calendar days) 30.87 33.38 27.78

Housing Management

% ASB closed cases in the current reporting period which have been resolved 98.80 97.92 98.00

Housing Management

The average Assessment Score across all completed A1 Estate Inspections 3.57 3.56 3.60

Housing Finance Current Rent Arrears (£'s) 265,179 272,357 295,043

Housing Finance Proportion of rent collected exc b/f arrears 99.58 99.74 99.89

Repairs % emergency repairs completed in timescale 99.67 99.62 99.75

RepairsNon emergency repairs - % of appointments made that are kept 99.59 99.91 99.75

Repairs% repairs completed "Right First Time" (based on recalls within 28 days of completion) 99.66 99.67 99.75

AdaptationsAverage time taken to complete Adaptations for all works (calendar days) 43.80 44.04 38.00

Decent Homes Customer Satisfaction with Major Improvements 96.00 94.81 95.00

Supported HousingResponse rate to warden intercom calls received at the Tunstall Contact Centre. % in 60 seconds 97.43 98.29 98.00

BATRA - Performance SummaryApril 2014 - December 2014 Year to Date

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5

2

Page 14 of 14

1

CUSTOMER INSIGHT PROGRAMME

Signpost Report Quarter 3 2014/15

When developing all its services, policies and procedures, A1 Housing aims to ensure that 5 areas are covered, these are known as the 5 key drivers: -

1. Quality 2. Attitude 3. Information 4. Policy 5. Timeliness A1’s customer satisfaction surveys have been designed to test each of these 5 key drivers and measure customers’ satisfaction for all service areas. Core Questions Following a performance clinic to discuss customer satisfaction surveys it was decided to shorten surveys and use a standard set of 6 core questions. These core questions were around the 5 key drivers and overall satisfaction with the relevant service. This uniformity of surveys allows us to benchmark service against each other to identify those services where improvement made be necessary in any of the key drivers. As well as the 6 core questions Service Managers had an option to include up to 4 additional questions that they may need to satisfy Performance Indicators, Code of Practice requirements etc. This means no survey would exceed 10 questions. Targets for 2014/15 Each service area has an individual target for customer satisfaction but for the purpose of this report we use an average target of 90%. Data Collection In October 2012 we began to conduct all surveys using the services of Voluntas/Viewpoint. All surveys are now carried out over the phone by an independent company who update results immediately providing ‘live’ results for A1 Housing. This method of data collection has proven to be more effective in achieving the required return rates to ensure reliable data therefore it will continue for 2013/14 and 2014/15. Results The results shown in this report are a year to date figure, 1st April to 31st December 2014.

2

Return Rates In order for the results received to be reliable we need to achieve a certain level of returns. Now that we are using telephone surveys calls are made until the target is reached so we expect to meet our quarterly targets.

Survey Type Number of Surveys Received Apr - Sept

Target for Year

Target Achieved/On Track?

Adaptations

52

113

Anti-social Behaviour

38

117

Customer Services Call Centre

377

693

Complaints Procedure

62

66

Major Improvement Works (prev Decent Homes)

92

220

Gas Heating Repair/Servicing

209

550

New Tenant Survey

102

183

Responsive Repairs

375

689

Out of Hours Repair Service

128

344

Supported Housing

300

600

Warning

Some extremely pleasing increases in return rates this quarter. This would suggest the re-designed and simplified surveys are popular with customers. However, each service area should achieve the required return rate for the results to be statistically reliable to +/- 2.5%.

3

Results by Quality Key Driver

Year to Date Apr 2014 – Dec 2014

Comment Only two areas are failing to meet the 90% target, ASB and Complaints, this follows the trend during 2013/14.

4

Results by Attitude Key Driver


Comment

Only the complaints service has failed to meet the target. As explained previously investigations into poor scores have identified that customers score the outcome and not the process.

5

Results by Information Key Driver


Comment An improvement since quarter 2 with only 3 service areas falling short of the 90% target and of those Customer Services only misses out by 0.5%.

6

Results by Timeliness/Speed Key Driver


Comment The trend for ASB and Complaints falling short of this target is continued for the Timeliness driver, Supported Housing also fall just short of the 90% target.

7

Overall Satisfaction with Service


Comment Once again only Complaints and ASB fall below the 90% target. Other service areas, especially Adaptations, are achieving excellent results.

8

Complaints and Compliments Received Apr – Dec 2014

First Stage Complaints

Team Attitude Information Policy Quality Timeliness Total

A1 Housing General 0 Branching Out 0 BRS 2 5 3 4 8 22 Corporate Services 2 2 4 Customer Services 1 1 2 Gas Heating Team 2 2 Housing Management 2 5 7 Supported Housing 1 1 T&D Improvements 1 1 2 Total 7 16 3 5 9 40

Of these 40 complaints 15 were upheld Service Issue

Team Attitude Information Policy Quality Timeliness Total

A1 Housing General Branching Out 1 1 BRS 4 53 1 15 76 149 Corporate Services 3 3 Customer Services 1 1 2 Gas Heating Team 10 13 16 39 Housing Management 1 3 4 4 12 Supported Housing 1 2 2 5 T&D Improvements 1 8 8 6 23 Total 8 81 1 42 102 234

Of these 234 Service Issues 177 were upheld

9

Compliments

Team Attitude Information Quality Timeliness Total

A1 Housing General 3 3 Branching Out 10 10 BRS 35 2 37 Corporate Services 7 7 Customer Services 22 22 Gas Heating Team 1 25 26 Housing Management 34 1 35 Supported Housing 5 5 T&D Improvements 3 3 Total 1 144 3 148

10

Customer Contact Following a recommendation from the Tenant Scrutiny Panel following an inspection of the Freephone/Golden Number Board agreed that customer contact and how it is handled should be included in the CIP and CIP Signpost reports. Listed below is a summary of the contact through the golden number service for the first 3 quarters of 2014/15, (Apr-Dec) Total Number of calls Received – 38,205

Team Number of Cases Raised Year to Date 2014/15

Number of Outstanding Cases at 06.01.15

Ave response time to cases (working days) Year to Date 2014-15

Adaptations 133 0.86 ASB 125 3 5.42 Branching Out 347 12.36 BRS Damp Works 168 5 30.94 Caretakers 197 0.58 Customer Services (incl Complaints, Compliments & Comments)

2229 2 0.53

Heating & Mechanical

468 7 4.02

Housing Advice 286 0.57 Income Management

1459 0.45

Neighbourhood Housing

1864 29 7.48

Repair Work Planners

21 0.33

Repairs Quality Team

8 3.63

Repairs 1299 33 13.82 Voids and Allocations

1658 0.29

Total 10,262 79 4.50

Currently 73% of calls into the call centre are dealt with at the first point of call. The number of cases raised equates to an average of just 54 cases raised each working day for the whole organisation.


BOARD MEETING

27 JANUARY 2015

DIRECTOR OF TECHNICAL & HOUSING SERVICES

QUARTERLY DIRECTORS REPORT

Technical Services Update Major Improvements Progress Report Third Quarter October - December 2014

Constructor Partner Progress Completion Times/Performance During the Third Quarter (October, November and December), 159 properties had decent homes work completed. All properties (100%) were completed on target (4% above our KPI). 158 (99%) properties were defect free (7% above our KPI). Financial Performance The schedule and programme of works for 2014/15 is running to programme and to budgeted spend profiles. Customer satisfaction Customer Satisfaction for the year to date is 96.4%, which is3.9% above our KPI. Major Improvements Update Major Improvement works are currently being carried out in Manton, Prospect Estate Langold, Carlton-In-Lindrick, Harworth and Central Retford. Currently 186 homes have been made decent against a target for the year of 220. Capital Progress Report First Quarter April - June 2014 Financial Performance Work is progressing well and expenditure across the programme is on target for end of October 2014. The HCA funding bid for the Harworth Airey House Scheme was obtained for the first 2 phases, bids are being prepared for the 3rd phase and for a proposed redevelopment of Abbey Grove Sheltered Scheme.

DFG/A1 HOUSING SHARED-SERVICE UPDATE The Service Continues to deliver Council Adaptations and Private Sector DFG work to our customers in the usual effective way. Targets on both sides are being delivered. There are some areas which require further work, one of which is the use of Consultants on the Private Sector, to help address this, we have provided training for surveyors. They have now received basic training in Computer Aided Design with a view to minimise the design costs and keep them in house. Further training will be provided when they are drawing basic floorplans. There is an annual payment to Consultants of over £20,000. One of the manager’s from the BDC Strategic Housing team is leaving. With respect to the management of the Shared Service, this is a significant post. In light of this, a recent meeting was held with Team managers who indicated they were able to cover the responsibilities lost by this post. Gary Spooner will now take over day to day management of the team following Andrew Davenport’s appointment to service manager. Capital Update – Going Forward Capital Update

External Wall Insulation, Brecks Road, Ordsall – Branching Out will

commence a further 6 properties this month. Balcony walkways Sandy Lane/Cresswell Road flats – commissioned

structural assessment following a collapse at flats in Blackpool. From this survey we will put in place waterproofing and maintenance programme.

Solar PV starts Ranskill 19th January. The contractor has 11 months to deliver 1000 installs. There is good take up of around 80%.

A Door entry system to community centres is to be provided over the next 6 – 12 months, some underspends in other areas will be used to start this financial year.

Sprinkler Installations are now underway at Conway Gardens shortly followed by Westmorland House.

Upgrade of Community alarm equipment with Tunstall Health Care is running on programme.

Cresswell Road Flats are having Fire Risk work to waste disposal chutes and to property frontages over the next 3 months.

Asset Management The 30 year forecast requested by BDC was completed in the last quarter and sent to Head of Finance for planning budget allocations to A1 Housing over the next 5 years.

Building Information Modelling (BIM) This takes Computer Aided Design (CAD) to the next level, 3 Dimensional modelling software has been around for some time, in fact the essence of BIM has also been around for some time. The software per user has always been expensive and didn’t justify the expenditure. However the requirement for all Public Procured Contracts to use BIM by 2016 coupled with reducing software costs, make now the best time to develop BIM for A1 Housing. BIM allows 3D models to have real data on materials and costs to be incorporated so that when you put together a whole design, accurate data can be extrapolated from the system to give full knowledge of upfront design costs. Designs can then be worked to available budgets much more efficiently. Cost estimates at present would be a minimum of £2000 per user but depending on the right software package may be as high as £5000 per user. New Build Harworth Work is progressing on the road with tarmac being hot poured and expected to be completed by 14 January 2015. All drainage for Phase 1 is completed (aside from plot 19) and we are currently in the process of relocating spoil to adjust the levels around the site. Once the road is complete, work will start on the plots, including pouring all the floor slabs and progressing with the bricklaying. All materials are now on site and, weather permitting, work will progress quickly. Carlton-in-Lindrick Cemetery Project Following a meeting with Severn Trent on 8 January 2015, a new layout was agreed for the cemetery, taking into consideration Severn Trent’s concerns regarding the water mains running through the plot. A drawing showing the agreed layout to be produced, and a new planning application to be submitted for consent. The Green and Laburnum Close Community Centre Conversions Work is progressing well and is currently on target at both locations, with Laburnum Road running slightly in front. The contractor attended site over the Christmas break to keep on track with a tight build programme. Specialist construction details are being utilised to ensure the dwellings pass sound test requirements. Abbey Grove Work due to commence on drawings and proposals. BRS Update Fleet Risk Survey Report – following the recent AA Drive-tec risk assessment in which we were prioritised as low risk, we have now put in place an action plan to address any recommendations made. It is planned to have all recommendations fully implemented by the end of February 2015; once these are in place, we will be

asking AA Drive-tec to re-assess us and hopefully following this we will achieve full accreditation. Tracker Upgrade – Following full implementation of the latest tracker system to all A1 vehicles, we have now put in place for use by all managers, weekly alerts via e-mail. These include speed alerts, out of hours vehicle movement, driver behaviour and economic use of the vehicle reports. ~This will enable managers to promote safer driving within their teams and ensure the most effective use of vehicles is achieved. APSE Best Performer Award for Building Maintenance – A1 Housing has been awarded Best Performer for Building Maintenance of council properties at the Association of Public Service Excellence (APSE) Performance Network Awards. This is the seventh year running that A1 Housing’s building repairs service have been nominated as a finalist in this category, and is the second time in three years that they have won the award. Decent Neighbourhood Estate Works Administered via BRS – As part of the decent neighbourhoods budget and following estate inspections, the Commercial team continue to administer improvement works to individual areas. Works are prioritised using Health and Safety, Vulnerability and Environmental criteria. Works have mostly been the resurfacing of paths to designated elderly resident areas and fence works to areas of vulnerability, which Branching Out have completed on our behalf. Programmed Repairs (Annual Programme) – From April to December this year, we have completed several work programmes for external doors, windows and fencing within BRS. To date, this includes: ● 306 properties having had fence works carried out with a further 134 planned

for completion in the current programme. ● 51 properties have had external doors installed, with a further 57 planned for

completion by year end. Have had external doors installed, with a further 57 planned for completion by year end.

● 92 properties have had new windows installed, with a further 8 properties

planned for completion by year end. BRS managers are currently working on next year’s annual programme and as soon as this is finalised, customers will be notified. Damp – During the period October to January, 275 inspections were completed, including post inspections and 39 visits carded. Work is currently underway to revamp the leaflet given to tenants at inspection stage, to identify works needed and also advise on heating and ventilation requirements, to ensure mould/condensation is tackled. Tunstall/Callouts – The number of calls received by Tunstall during out of hours for the last financial quarter was 1,161 (to date 2014/15 3,378); of those calls we

attended 461 (1298 ytd) emergency callouts, 38% of calls received were genuine repairs, (38% ytd too). Mobile Working – All BRS operatives now work via mobile working, including bricklayers, allowing more efficient use of resources and performance monitoring. HME Gas Servicing – Year 11 gas servicing commenced November 2014 with August 2015 completion. On legal access, A1 Housing are looking to make savings on the cost incurred by the installation of Service Interval Programmers for properties that annually do not provide access and are put into the warrant access process. Oil Servicing – Service Programme for 2015 to start April 2015. Solid Fuel Servicing – 179 properties, three without a 12 month service record. These to be put into legal procedure for warrant access. Note, no legislation is in place in the UK for landlords to adhere to a 12 month service criteria. A1 Housing have a robust service and maintenance regime to make all attempts to service in line with Natural Gas regulation. ASHP/GSHP – Servicing (G3 REGS) – GSHP – 100% complete; ASHP – 985% complete. A1 Housing’s Municipal Buildings Electrical Inspection – Contractor – BRS Electrical – Works ongoing to programme ensuring all Municipal Buildings for Bassetlaw are electrically safe and fire protection is fully in place. Lifts – Contractor LES – ongoing to programme. Commercial Gas/Heating Service and Repairs – Contractor LES – ongoing to programme. Service of Smoke Alarm Detectors – As of .3 November 2014 this work was taken from Liberty (contractor) due to evidence of poor quality service regime. Currently working towards using sub-contract specialist via present used contractor BRS to ensure correct service specifications are implemented. Contractor to be in place 1 February 2015. Carbon Monoxide Protection – 100% open flue gas boilers now completed. Open flue gas fires list of properties to be collated and CO detectors installed. Sheltered Scheme Sprinkler System – Larwood House – service specification/regime in place, Contractor Nationwide Sprinklers. Service plan in place for 2014/17. Annual Boiler Replacements – Ongoing to March 2015 on budget. Dales Estate Heating Upgrades – Ongoing to March 2015 on budget.

Branching Out Update Wall Insulation Branching Out has installed exterior wall insulation to 15 properties, with one property currently being completed. A further 7 Properties are scheduled to be completed between January and 31 March 2015. Forest Nursery BO has propagated, nurtured and delivered approximately 45000 winter bedding plants to BDC’s Parks Department, and has a further order from BDC for 37753 summer bedding plants. An SLA has been agreed with Workpays Ltd to deliver work experience and training on site from February 2015 (as required). Incumbents will be subcontracted to Workpays Ltd via G4S on Government CWP (Community Work Placement) scheme which supports work programme clients, the majority having been unemployed for more than two years. BO is expressing interest in partnering in some capacity with Reducing Offending Partnership. Community payback currently attends the site one day per week with four to eight attendees working on the site. Tuxford Town Council has requested hanging baskets for their summer 2015 display. This is a repeat order. Christmas wreath sales raised £135. Business Plan – Forest Nursery BO management are designing and implementing measures regarding volunteers and training that seek to address the current transience in the delivery of work experience and training. It is also forward planning its strategic and business objectives for the Forest Nursery. This is being done via a business plan outlining the objectives of the site with an overarching view of creating a fully utilised site both in terms of profitability and community impact. The plan also analyses the possibility of developing a serviceable funding strategy and how this could be achieved. Schedule of Rates BO now benefits from a complete Schedule of Rates that is currently being input into “Task” forming a comprehensive matrix ensuring the delivery of excellent customer service and the development of a more productive and cost effective operational workforce.

Person specific daywork rates have been established to assist with project pricing. Carlton in Lindrick Cemetery A dialogue is continuing with Severn Trent Water to agree practical design solutions that adequately account for the proximity of a large water main crossing the site. Housing Management ASB Shared Service Update A1Housing/BDC Joint ASB Team continues to work well on enforcement action across Bassetlaw taking out a number of actions against ASB perpetrators as seen in the Directors update. The Joint team has been assessed and reviewed in light of capacity and workload and the agreement within A1 and BDC management is that the current situation is working well. A new ASB Policy has been written for BDC cabinet and ongoing performance reports are monitored quarterly by the management steering group. ASB Case numbers/Types ASB: New cases received in Quarter

Category/Origin

Count of New

Cases

Count of number closed

H1A Noise 15 4

C Customer Reported Incident 15 4 H1B Verbal Abuse/Harassment/Intimidation/Threatening Behaviour 15 8

A Agency (e.g. NHO, Police, Social Services, ASB Team etc.) 7 4

C Customer Reported Incident 8 4 H1C Hate Related Incidents 1 1

A Agency (e.g. NHO, Police, Social Services, ASB Team etc) 1 1 H1D Vandalism & Damage to Property 5 3

A Agency (e.g. NHO, Police, Social Services, ASB Team etc) 3 2

C Customer Reported Incident 2 1 H1E Pets & Animal Nuisance 6 3

A Agency (e.g. NHO, Police, Social Services, ASB Team etc) 2

C Customer Reported Incident 4 3 H1F Vehicle Nuisance 6 1


C Customer Reported Incident 5 1 H1G Drugs/Substance Misuse/Drug Dealing 15 7


C Customer Reported Incident 6 2 H1H Alcohol related 2

A Agency (e.g. NHO, Police, Social Services, ASB Team etc) 2 H1I Domestic Violence/Abuse 7 2


C Customer Reported Incident 2 1 H1J Physical Violence (other than Domestic Violence/Abuse 1 1

C Customer Reported Incident 1 1 H1K Litter/Rubbish/Fly-Tipping 2 1


C Customer Reported Incident 1 1 H1L Garden Nuisance 9 2


C Customer Reported Incident 3 1 H1M Misuse of Communal Areas/Public Space or Loitering 9 6


C Customer Reported Incident 6 4 H1O Other Criminal Behaviour/Crime (other than H1A to H1N) 5 3


C Customer Reported Incident 2 2 Grand Total 98 42

Full Possession Order Granted At Chesterfield County Court on 15 December 2014, the possession action was taken against a tenant who had allowed his Kilton flat to be used for drug taking, excessive alcohol consumption and as a gathering place for a large number of adults and youth who had caused serious nuisance and ASB to neighbours. Notes below are from Stella Fitzgerald, the new Principal Solicitor for BDC. I include these notes as they give a comprehensive summary of the judge’s deliberations. Further to yesterday’s hearing before the Chesterfield County Court and Recorder Kushner, I can confirm that the Defendant continued to oppose our application for possession and therefore the matter proceeded to trial. When Counsel were dealing with the preliminary matters, Counsel for the Defendant did not oppose our application to rely upon Debra’s third statement and the

statement of PC Drabble. Counsel for the Defendant then went on to state there was very little factual dispute between the Claimant and the Defendant’s case and therefore they accepted that it was reasonable for the Court to make an order, the issue for the Court to decide was would this therefore be an outright order or a suspended one. The Judge heard evidence from Debra Savage, Anthony Protano, PC Drabble and the Defendant. Voids and Allocations The time taken to allocate void properties has reduced to 26.56 days. The performance of the voids contractors has seen a marked improvement thereby enabling A1 Housing to reduce the void time. The current void time is now just above the end of year figure for the last financial year. The average number of housing application forms received in the current financial year is 163 per month. Between April and December 2014, a total of 1470 new housing applications have been received. The Housing Registration team have also reviewed a total of 2343 housing applications that are on the housing register to check that the details held are up to date. The review of the waiting list is an ongoing process. The Retford and Worksop Property Shops have seen a total of 16329 customers between April and December 2014; this is a monthly average of 1814 customers. The A1 Housing Choice Based Lettings team is allocating 85.04% of properties at the first accompanied viewing. Between April and September 2014, a total of 96 housing associati9on properties have been allocated through the Choice Based Lettings scheme to customers on the Housing Register. This is giving customers on the housing register more choice of accommodation. Estate Inspections 11 Inspections were carried out by our Neighbourhood Housing Officers in Q3 totaling 41 since April 2014. This year we report the average assessment score across all completed Inspections, which will give us an indicative score for all A1 managed estates. The average score for Q1,2 & 3 is 3.56/Very Good, which is based on the following scoring framework:

Very Poor 1 to 1.75 Poor 1.76 to 2.50 Good 2.51 to 3.25 Very Good 3.26 to 4

All local Councillors, residents and tenants are very welcome to attend these walkabouts, and have had the latest programme for Q4 (Jan-Mar 2015) recently emailed to them. We will try to ensure that this programme is sent to you every quarter. Tenancy Management Injunctions In December 2014 we obtained County Court injunctions against two separate tenants who were in breach of their tenancy agreements:

The tenant of a 2nd floor maisonette flat in Retford was ordered to rehome her dog after it was allowed to defecate on the open balcony, causing damage to the building. Other tenants were also affected by this dog.

The elderly tenant of a flat in the Godfreys Court/Sandhill Street area had allowed his property to become extremely dirty and unkempt. In addition he had recently acquired a dog which had been allowed to defecate throughout the property. He also threatened staff who had attempted to offer support to resolve the problem. This injunction allowed us to carry out urgent works to resolve a water leak that was causing problems for a neighbouring property. The tenant is currently in respite care while Social Services arrange a thorough clean of the property. In all probability the tenant will now be rehoused in more suitable ‘supported’ accommodation, where he has now accepted the need for support to enable him to continue living independently.

Estate Environmental Improvement Programme 2014-15 We are trying to improve parking on the ‘Newlands’ bungalow estate in Ordsall. Several small schemes are currently being assessed for suitability. We hope that works will be undertaken before the end of March 2015. Plans are currently being finalized in order to provide long awaited improvements to the flats above the shops on Plantation Hill/Longfellow Drive, Kilton. Works will include new bin storage facilities, new windows to frontage, and refurbishment of landing/flat roof areas above the shops. Works have recently been completed on the ‘T’ block at Sandy Lane/Cresswell Road to provide residents on the first and second floor a safe ‘protected’ exit route through the refuse disposal areas. Redecoration works have also taken place in this area. Further fire improvement works are to follow in other blocks on the estate. Furnival Street in Manton now has brand new driveways to 40 properties. We have approx. 8 remaining properties that we may be able to carry out similar works. These are currently being assessed. An order has just been placed to provide protective low level fencing to four grassed areas at the top of Lincoln St, and Furnival St in Manton. This should prevent

unauthorised parking which was churning up the grass and making the area look unsightly. The following locations will shortly be receiving brand new fire resistant entrance doors, as part of our ongoing fire risk assessment works. Tenants have been consulted on their choice of door style and colour and orders have now been placed:

Approx 60no properties in Tower blocks in Prospect Estate

Approx 45no properties on Sandy Lane/Colbeck House/Cresswell Road

Following a couple of recent fire incidents involving wheelie bins in Garside Street, Worksop, new bin storage locations have been constructed away from the blocks of flats. The old bin stores have been bricked up. Caretaking team: Graffiti removal In October, November and December (Quarter 3) we dealt with 10 graffiti incidents: 2 offensive/hate graffiti, and 8 ‘other’ non-offensive. All were responded to and cleaned off within our target times of 24 hours and 5 working days respectively. Approx 39 sq. metres of graffiti were removed. Our fast response to graffiti really makes a difference to the appearance of our estates. In an effort to further improve the service, we have on order, small ‘graffiti removal’ kits that will be placed in our callout tradesmen’s vans in an effort to remove some seriously offensive graffiti as part of our out of hours service. Rubbish collection Our Caretakers have collected approx. 59 tonnes of rubbish and debris off A1 managed areas in the last three months, with a total of approx. 199 tonnes collected since April 2014. Following the recent blast of snow in some parts of the district on Boxing Day, our ‘hardy’ Caretakers returned to work on Monday 29 December, to find snow lying on the ground that in many areas had turned to almost solid ice. They spent the three working days between Christmas and New Year doing the backbreaking work of clearing this stuff from our priority areas of senior citizen bungalows, sheltered housing schemes and community centres. Unfortunately due to the frozen nature of the snow we were unable to use our mechanical snow blowers. Our grateful thanks go to the Caretakers who undertook this work. Stairwell Policy for flats Housing Officers and our Contract Cleaners continue to keep an eye out for tenants and residents who leave their belongings in enclosed stairwells. We must ensure that these enclosed stairwells are kept clear in case of emergency, and will remove unauthorised items if necessary.

A1 has now published and recently sent out to all affected tenants and residents, our booklet ‘Fire Safety in Blocks of Flats’. We are also finalising content for a ‘Fire Safety’ page to go on the A1 website.


BOARD MEETING

January 2015

REPORT OF THE DIRECTOR OF STRATEGY AND CHANGE

QUARTERLY DIRECTORS REPORT

1. Purpose of Report

To inform Board members of the progress made to date within the Strategy and Change Directorate.

2. Key progress

2.1 The replacement programme with Tunstall Healthcare UK Ltd to

upgrade the community alarm system is now under way. The works include a new speech module and a monitored smoke alarm and CO detector. The programme moved to Retford in December and a further 9 schemes with 80 properties were completed before the Christmas. A total of 367 properties are now completed across Retford and Clarborough.

2.2 The option appraisal to increase the provision of Extra Care

accommodation has now been finalised. It is proposed that the replacement scheme will be funded from bids made to HCA, NCC plus capital funding from A1 Housing and BDC. The report for approval is scheduled to be presented to the February 2015 BDC Cabinet meeting.

2.3 The development of the new HR/Payroll system has hit a delay on the

Payroll side. Following negotiations with Midland ITrent, an additional 2 consultancy days have been given to assist with addressing the issues raised during the 2nd dual run of the payroll system in November. The aim is that a live payroll run will take place in February 2015. The payroll system also provides quite a lot of information that will be used as part of the HR Self-Serve Service and therefore needs to be urgently rectified.

2.4 Shared Services continues to be monitored by the A1/BDC officer

group. The PR and HR shared services continues to work well. The PR unit continue to provide updates to CMT on all PR activities and produces the In Touch Newsletter, the monthly team brief, and the redesigning of all printed information. HR continues to work closely providing strategic and HR support as required. The A1 Housing IT manager is carrying out a review of the IT Shared Service arrangements. The report will be presented to CMT in February 2015.

2.5 The 5 year Equality and Diversity Strategy has now been prepared and was consulted on at the January Customer Living Standards Board Champions Group. Several additions were agreed. The document will form part of the new 5 year Service Plan for BDC.

2.6 The newly created post of CRM/Digital inclusion officer commenced in

December 2014. The revised structure within Customer Services is working well and performance continues to be monitored by CMT and the Customer Living Standards Board Champion Group.

Agenda Item 7c

HEAD OF FINANCE

REPORT, 27 January 2015


1.1 To inform members of the Board of the progress within the area covered by the Head of Finance.

2. Key Items - Financial Services 2.1 Value for Money

Efficiency target for 2014/15 Is £600,000. Savings identified to the end of December totalled £480,024.

Inward Investment target for 2014/15 was £505,000. As at the

end of December, we have secured inward investment of £626,799.

2.2 Finance

New Finance System & Shared Services

EEM – Modular Build Framework/Capital Improvements

Internal Audit Recommendations (Low)

Council Properties Valuations

Tenancy Fraud

Internal Audit – Office Accommodation

Branching Out Full Analysis of costs/income

Transport Report

Social Value Report


AGENDA ITEM:

8

TITLE:

Risk Management 2014/15

AUTHOR/POST: Head of Finance CONTACT 01909 534466


STANDING ITEM

KEY DECISION

INFORMATION


To review A1’s updated Risk Register.

RECOMMENDATIONS

That the Board notes the report and the minutes of the Strategic Risk Management Group.

IMPLICATIONS

Value for Money

VFM risks are included within the report.

Impact on Customers

Tenants are affected by all A1 services included within the Risk Register

Equality/Diversity

Equality and Diversity risks are included within the report.

Risks

The Risk Register is a key tool in managing Risks at A1 Housing

Staffing

Employees from across A1 Housing contribute to the risk Register. Specific Human Resource risks are included within the report.


1.1 To review A1’s updated Risk Register.

2. Background

2.1 Risk to the Company’s business can take various forms, e.g. financial risk, risk to projects, risk to the services we deliver, risk to the public or specific stakeholders, risks from missed opportunities or from policy failures, and risks to our reputation. They can affect our performance, our stakeholders, our customers and employees. We need a clear understanding of how such risks should be managed. Doing this properly is central to planning to succeed and avoiding failure; to meeting our key objectives and targets; to creating confidence in a watchful public; and to meeting the demands of good corporate governance. It will also make us better able to learn the value of appropriate risk-taking and benefit from innovation within the Company.

2.2 Risks are reported to the Board, in the form of a Risk Register on a quarterly

basis.

2.3 The Strategic Risk Management Group reviewed the register on the 6th January 2015 and will review quarterly. Minutes are attached at Appendix 1.

2.4 The current Risk assessment is summarised below showing the principal 25

corporate risks to A1 Housing.

Low Medium High

High 5 9 6

Medium 1 2 2

Low 0 0 0

Risk Analysis

Critical 0

Significant 5

Marginal 20

Initial Risk Assessment

Major service suspension in the long term Statutory duties not complied with Loss of Life / Major Illness Corporate Objectives not met Long term poor publicity

Short term service suspension Serious injury / Illness Serious poor publicity Loss of income/resources

Minor financial impact Minor negative publicity

Risk Likelihood

Impact

Examples of Failures

Residual Risk after Control Measures

3. Consultation

3.1 Consultation has been undertaken with Managers at A1 Housing. 4. Options for Consideration

4.1 The risks identified are accepted as the key issues impacting upon A1. 4.2 The Board could identify further risks or request further work on the actions to

mange the risk identified.

5. Recommendation

5.1 That the Board notes the minutes of the Strategic Risk Management Group attached at Appendix 1.

Agenda Item 8 Appendix 1

1 Present & Apologies Action 1.1 Present: Andrew Davenport, Stuart Morris, Don Spittlehouse, Matt Hardy,

Rob King Apologies: Ezel Reshad

2 Progress 2.1 The Risk Register had been reviewed and amended by CASIM on 2

December 2014

3 Action 3.1 4 Amendment of Risk Register 4.1 Risks Added

R-054 Shared Services Risks Updated R-002 Significant disruption to IT R-013 High cost of major works R-016 Death of employee, customer or member of public as a result of A1. R-021 Environmental Improvements R-027 Change in Age of Client Group and demand for properties R-034 Financial viability of partners Deactivate R-018 Ensure capital monies spent effectively (combined with R-013) R-048 Non Traditional Properties not brought to Decent Homes Standard R-051 New Build – Sprinkler Systems Reactivate None

S Morris

5 Next Meeting The next meeting would be scheduled to meet the following timetable:

SMT: May 2015 Strategic Risk Management Group: May 2015 A1 Board: May 2015

All

Risk Register Review

Strategic Risk Management Group 6 January 2015 220122012


AGENDA ITEM:

9

TITLE:

Board Reporting and Meetings Schedule

AUTHOR/POST: Head Of Finance

CONTACT 01909 534466


STANDING ITEM

KEY DECISION

INFORMATION


1. To agree the Board and Champion Group meetings plan from April 2015 to March 2016.

RECOMMENDATIONS

1. That the Board agrees the Board and Champion Group meetings plan from April 2015 to March 2016.

IMPLICATIONS

Value for Money

A co-ordinated diary of meetings at A1 Housing helps improve the efficiency of meetings. Financial information will continue to be collated on a monthly basis and distributed to managers. Value for money items will feature at Board and other meetings.

Impact on Customers

Customers are invited to attend Board meetings and give their views.

Equality/Diversity

Equality / Diversity items will feature at Board and other meetings.

Risks

The Risk Register is currently presented to Board on a quarterly basis.

Staffing A co-ordinated diary of meetings at A1 Housing helps improve the time management of activities.

1. Purpose of Report 1.1 To agree the Board and Champion Group meetings plan from April 2015 to

March 2016. 2. Background 2.1 The Board requested that CMT look at Board reporting and meetings

schedule because of the size of Board papers. 2.2 A draft April 2015 to March 2016 schedule of Board and Champion Meetings

can be found at Appendix 1.

2.3 Appendix 2 shows the current forward plan for the Board which consists of 59 reports over 6 meetings (9.8 reports per meeting) excluding AGM and a draft plan showing by using the Champion Groups better this could be reduced to 29 reports over 4 meetings (6.5 reports per meeting).

2.4 Since 2008/09 a co-ordinated diary of meetings at A1 Housing helped

improve the efficiency of meetings. 3. Consultation 3.1 Consultation has taken place with Managers to ensure Management and

Board Champion meetings do not conflict. 4. Options for Consideration 4.1 The Board could request for meetings plan is keep the same as 2014/15. 5. Recommendations 5.1 That the Board agrees the Board and Champions meetings plan as shown in

Appendix 1 for an initial one year so that it can be reviewed to see if it as worked.


Draft Board/Champion Groups Forward Plan 2015/16

Month Board

Policy,

Strategy &

Growth

Housing &

Neighbourhoods

Customer Living

Standards

Finance &

Organisational Health

Board Away

Days

April

May X X X X

June X

July X X X X

August

September X

October X X X X

November X

December

January X

February X X X X

March X


Draft Board Forward Plan 2015/16

Date Fixed Reports Responsibility

June Financial Year-End Out-Turn Head of Finance

June Board Members Year-end Attendance Managing Director

June Year-end Performance Management Report Managing Director

June Performance Targets for Year Managing Director June Board Member Retirement/Vacancies Managing Director June Annual Board Governance Checklist Managing Director

June Annual Champions Self-assessments Managing Director June Board Members Attendance Managing Director June Directors Quarterly Reports All September Financial Year-end Out-Turn Head of Finance September Board Governance Handbook Managing Director September Scheme of Delegation Managing Director September Directors Quarterly Reports All September AGM

Board Member Retirement/Vacancies Managing Director

September AGM

Board Chair and Vice-Chair Election Managing Director

September AGM

Annual Tenants Report Managing Director

November Annual Ombudsman Report Director of Strategy and Change

November Annual Equality and Diversity Report Director of Strategy and Change

November Board Members Attendance Managing Director November Directors Quarterly Reports All November Draft Objectives Managing Director November Housemark Benchmarking Report Head of Finance March Board Members Attendance Managing Director March Draft Service Delivery Plan Managing Director March Directors Quarterly Reports All March Corporate Diary Managing Director March Board Training Plan Managing Director March Service Delivery Plan Managing Director March Pay Policy Statement Managing Director


Customer Living Standards

Date Fixed Reports (previously Board reports) Responsibility

May Year-end Customer Insight Programme Report Director of Strategy and Change

July Annual Complaints Report Director of Strategy and Change

July Annual Human Resources/Training Report Director of Strategy and Change

July Annual Resident Involvement Impact Report Director of Strategy and Change

July Customer Insight Programme Director of Strategy and Change

October Annual Warden Services Report Director of Strategy and Change

October Customer Insight Programme Director of Strategy and Change

February Customer Insight Programme Director of Strategy and Change


Policy Strategy & Growth


July Performance Management Managing Director

October Shared Services Update All

October Performance Management Managing Director

February Shared Services Update All

February Performance Management Managing Director


Housing & Neighbourhoods


May Health and Safety Director of Housing and Technical

May Annual Repairs and Maintenance (inc Planned Maintenance and Gas) Report


May Annual Capital (including Decent Homes and Adaptations) Report


July Annual CBL Report Director of Housing and Technical

July Annual Estate Management (inc Caretakers and Grounds Maintenance) Report


July Health and Safety Director of Housing and Technical

October Major Works Update Director of Housing and Technical

October Health and Safety Director of Housing and Technical

February Health and Safety Director of Housing and Technical

February Annual Anti-Social Behaviour and Diversionary Activities (inc Introductory Tenancies) Report


February Draft Major Works Programme Director of Housing and Technical


Finance & Organisational Health

Date Fixed Reports (previously Board Reports) Responsibility

May Risk Management Head of Finance

July Annual Efficiency Statement Year Forward and Year-end Head of Finance

July Annual Income Management Report Head of Finance July Risk Management Head of Finance October Value for Money Self-Assessment Update Head of Finance October Annual Efficiency Update Head of Finance October Risk Management Head of Finance February Annual Budgets Head of Finance February Risk Management Head of Finance

Issued 5/1/10

1

REPORT TO: A1 Housing Bassetlaw Ltd January 2015 Board Meeting

AGENDA ITEM:

10 TITLE:

PRINCIPAL SAFETY, HEALTH & ENVIRONMENTAL ADVISORS UPDATE REPORT

AUTHOR/POST: M HARDY CONTACT 01909 534528

CONFIDENTIAL: No FOR: (Please tick action required)

STANDING ITEM

KEY DECISION

INFORMATION


To update the Board on A1 Housing’s Safety, Health and Environmental issues and progress.

RECOMMENDATIONS

That the Board note A1 Housing’s ongoing progress and commitment to its Safety, Health and Environmental Management.

IMPLICATIONS

Value for Money

Loss control.

Impact on Customers

Safe environment. Carbon free environment.

Equality/Diversity

Safe access to services. Environment of equality and respect.

Risks

Forms a major part of the A1 Risk Control Strategy.

Staffing

Sufficient information, instruction, training and supervision.

Issued 5/1/10

2

1. Purpose of Report 1.1 To update the Board on A1 Housing’s Safety, Health and Environmental

issues and progress. 2. Background 2.1 The following report outlines Safety, Health and Environmental issues and

progress to date. 3. Main Body 3.1 Audit and Inspections Inspection programmes are ongoing and on target 3.2 Fire Safety

The Fixed Electrical Test certification programme has started throughout the Property portfolio, initially starting where no Electrical works has been carried out within a Property. This totalled 500 properties and so far 167 have been completed. There will be a rolling programme over the next 5 years, prioritised on risk. The Smoke Alarm Install programme is on-going. The current position is that for Flats with enclosed communal areas and properties within the general stock we have 93% and 70% completion rates respectively on programmes to date. Sheltered Schemes Sprinkler installation works at Conway Gardens have are programmed for January 15. There will be an open event to explain the works involved to the tenants. Further works to the alarm system will commence at a later date and this will be followed by decoration and carpeting to the scheme.

Sprinkler Installation works at Westmorland House are programmed in for March 15.

Compartmentation works at Sandy Lane are 99% complete and the bin chute fire safety upgrade has now been completed.

3.3 Training

Construction Skills Certificate scheme- 4 Officers Asbestos Awareness – 53 A1 staff members

Issued 5/1/10

3

Asbestos Awareness – 19 A1 contractors (Brogan Construction, Hornes and B&B Heating)

Working with non-licensed asbestos – 5 A1 staff members Corporate Manslaughter Training – 22 A1 staff members and Board

members SHE Risk Assessment Training – 17 A1 staff members

Planned Training

Fire Safety Housing Health and Safety Rating Training Lone Working Corporate Manslaughter Training SHE Risk Assessment Training

3.4 Incident Statistics There were 10 Incidents in the period 1st October -31st December 2014.

Including 7 minor Injuries, 1 near miss, 1 Violence non-physical and 1 member of the public non- reportable affecting a member of the public.

3.5 Capital Investment

Bullock, Tomlinsons and Robert Woodhead Ltd provide safety monitoring information and this is presented to the Housing and Neighbourhood champions group and Health and Safety Champions Groups. At present there are no major issues.

3.6 Health and Safety - Shared Services

BDC and A1 Housing’s Safety Advisors have been meeting every 6 weeks. BDC and Mansfield District Councils Health and Safety shared service is now in place. BDC Principal Safety Officer now attends the Fire Safety in Social Housing group at Notts Fire and Rescue representing Mansfield DC.

3.7 Asbestos

Asbestos surveys are being carried out by (Tersus-Asbestos specialists). The Asbestos removal programme has moved from properties to the Block communal areas containing higher risk Asbestos. These works have to be carried out by a Specialist Licensed Contractor in line with Control of Asbestos regulations 2012.

Issued 5/1/10

4

3.8 Environmental Update

The Environmental Management Team meets on a quarterly basis with the aim of continual improvement in respect to managing Environmental impacts. ISO 14001 Environmental Management system standard has been externally audited and retained. Energy savings- Since the installation of Air Source units at East/West House there has been a cost saving of £7,890.32 in the period 13/14. With an original Installation cost of £28,564.51, there should be anticipated payback period of 3.6 years. As well as the removal of the Environmental impacts of the Liquid Petroleum Gas and Oil. There has also been a reduction in Electric usage at CF house of 21941 kwh with a saving of £2,378.93 since the installation of the LED lighting.

3.8 Gritting procedure

A1 Housing Caretakers and Branching Out Operatives responded to the Inclement weather over the Xmas period and gritted all priority areas. The current plan has been reviewed and vulnerable OAP estates will take priority over Community Centres. All priority areas will then be uploaded onto the Councils GIS system for Councillors to access.

4. Financial Implications None.

REPORT TO: A1 Housing Bassetlaw Ltd Board Meeting

AGENDA ITEM:

11

TITLE:

Approval of Registered Provider Status

AUTHOR/POST: D Spittlehouse CONTACT 4540 CONFIDENTIAL: FOR: (Please tick action required)

STANDING ITEM

KEY DECISION

INFORMATION


Provide summary of application and associated benefits of Registered Provider Status.

RECOMMENDATIONS

That the Board approve the application.

IMPLICATIONS Value for Money

Could generate grant income and associated rental income from development sites.

Impact on Customers

Additional housing.

Equality/Diversity

Potential increase in lifetime homes.

Risks

N/A

Staffing

N/A


BOARD MEETING

27TH JANUARY 2015

REPORT OF THE DIRECTOR OF TECHNICAL & HOUSING SERVICES

APPLYING FOR REGISTRATION AS A PROVIDER OF SOCIAL HOUSING

1. Purpose of Report This report provides the Board with an overview of the issues in relation to A1

Housing Bassetlaw Limited seeking registration with the Homes and Communities Agency (“HCA”) as a provider of social housing (Registered Provider (“RP”)).

2. Background 2.1 The HCA is responsible for registering and regulating providers of social

housing. 2.2 For the purposes of registration social housing means low cost rental and low

cost home ownership accommodation. 2.3 Bassetlaw District Council was automatically registered as a provider within

the provisions of the Housing and Regeneration Act. A1 Housing is not an RP.

2.4 ALMO’s can volunteer to register if it is an owner/provider of social housing, or

is intending to become and owner (and can satisfy the HCA of its intention). 2.5 A1 Housing does not own accommodation at the moment, but is managing

new construction of properties at Harworth that it will manage. The Company could also build or acquire properties that it would own. The Company has the opportunity, therefore, to apply to register as an RP in its own right.

3. The Registration Process 3.1 The application for registration is a two stage process, a preliminary form and

a more detailed application. 3.2 A ‘letter of comfort’ from BDC would be required that assured the HCA that it

would not stand in the way of its regulatory function. 3.3 An application can be discussed with the HCA at any stage. The information provided to the HCA should:

● reflect the size of the organisation; ● the complexity of their structure; ● their experience in social housing; and ● the nature of their future plans. 4. Preliminary Application 4.1 This form would be for the HCA to assess if A1 Housing meets the statutory

eligibility conditions. These are that A1 Housing must be an English body, i.e. that it is a registered company which has its registered office in England, and:

(a) is a provider of social housing in England; or (b) intends to become a provider of social housing in England. 4.2 A1 Housing will need to provide information supporting its intention to become

a provider of social housing. 4.3 Detailed Application 4.4 On confirmation from the HCA that A1 Housing is capable of being registered,

a detailed application would need to be completed. The HCA would use this to assess that A1 Housing:

4.5 Satisfy any relevant criteria set by the regulator as to: (a) its financial situation; (b) its constitution; and (c) other arrangements for its management. 4.6 Information from the preliminary application would be included/updated in the

detailed application. 5.0 Timescales and Decision Making Process The HCA guidance indicates that a preliminary application should be dealt

with within about a month. Following receipt of a detailed application, the HCA would provide an estimate of how long the assessment is likely to take. The assessment is likely to include a meeting with the key people, and to see the Board or management team in action.

6.0 Regulations as a Registered Provider 6.1 Currently A1 Housing, through BDC, is regulated against the “consumer

standard” of the regulation framework. Intervention by the HCA will only occur if it suspects “serious detriment” is being caused.

6.2 On becoming an RP, A1 Housing would also be regulated against the

“economic standard”, which covers governance, financial viability, value for money and rent.

6.3 For not-for-profit RPs owning fewer than 1,000 homes, regulation is very light touch, needing to provide the HCA only with audited annual accounts. As an ALMO, A1 Housing could be regarded as novel or complex and be subject to rather more regulation than this. On the other hand, our financial position may be seen as strong with low risk, in which case a review of viability would be through a simple financial health check.

6.4 It is likely that the HCA would assess the level of potential risk associated with

A1 Housing as an RP and with that, its regulatory approach to us as part of any application to register.

7. Why Should A1 Housing Apply to Become a Registered Provider? 7.1 Grant Funding As an RP, A1 Housing would be able to apply to the HCA for certain types of

grant/funding that is not currently available. The HCA’s constant drive to seek more for less might mean that grant sums would not be massive but even a small amount of grant could make the difference in the viability of a proposed scheme.

7.2 Business Opportunities A1 Housing has considered new business opportunities recently, where RP

status could have made a difference. 8. ALMO’s That Are Registered Providers 8.1 Examples of ALMO’s that are RP’s include Stockport Homes, Notts City

Homes, Derby Homes and Rykneld Homes (ALMO for North East Derbyshire BC).

8.2 Rykneld recently featured in an Inside Housing bulletin (25 July 2013). It is to

build 104 semi-detached houses, 8 bungalows and a further 22 houses on land transferred to it by the Council, which is funding the development through the HRA and prudential borrowing. Rykneld will own the properties. It intends to use them as security to raise loans for further investment. It plans to bid for HCA funding from the next round of the affordable homes programme.

8.3 Your Homes, Newcastle has set up as a subsidiary Registered Provider,

Leazes Homes, “Operating primarily in Newcastle upon Tyne, we are working in partnership with key organisations in the affordable housing sector such as the Homes and Communities Agency to deliver our objectives.” It is developing several sites that include a mix of affordable homes for rent and for sale, and low cost ownership.

9. Comments on the Process from ALMO RP’s 9.1 A1 Housing has talked with Derby and Rykneld ALMO’s about their

experience of applying to be an RP.

9.2 Derby and Rykneld responded that they thought it was a straightforward

process. They felt the HCA was positive about their applications and ALMO’s becoming RP’s.

9.3 Derby said they felt it had been straightforward to demonstrate that they met

the required criteria and they had already had in place the appropriate governance, policies, procedures and management arrangements.

9.4 An ALMO RP is regarded by the HCA as a “public registered provider” rather

than a private RP. This means that they are not eligible to apply to all of the HCA’s funding streams.

9.5 Derby Homes stated that being able to transfer up to five high risk properties

per year to the RP removed them from Right to Buy. This, together with new build being exempt from RTB when built by Derby Homes, was very appealing to Derby City Council.

10. Financial, Legal and Risk Implications 10.1 A1 Housing’s aspirations to own and build its own properties are dependent

on the transfer of HRA land. Land transfers are subject to stamp duty land tax and the amount of tax payable depends on the value of the land – varying between 0% and 5% for transfer values up to £2million.

10.2 Legal Implications 10.2.1 The process is governed by Section 112 of the Housing and Regeneration Act

2008, and is a two stage process. The first stage process is concerned with meeting the eligibility conditions (see below) and then only if successful at stage one, progression to stage two to demonstrate compliance with the registration criteria.

10.2.2 Stage One (2 conditions must be met) Eligibility for Registration. This section has no associated Explanatory Notes Condition 1 is that the body applying: (a) is a provider of social housing in England; or (b) intends to become a provider of social housing in England. Condition 2 is that the body satisfies any relevant criteria set by the regulator

as to: (a) its financial situation;

(b) its constitution; and (c) other arrangements for its management.

10.2.3 If successful at Stage One, a comprehensive application is required at Stage Two to demonstrate compliance with all registration criteria.

10.2.4 The governance arrangements of A1 Housing do reflect the requirements of

the HCA for Registered providers. 10.3 Risk Implications 10.3.1 Once registered, the regulatory regime for RP’s may introduce changes that

increase the compliance obligations on all RP’s. 11. Implications for A1 Housing Objectives 11.1 Registered Provider status would offer a range of benefits to A1 Housing as

outlined in the body of this report. Registered provider status supports ~A1 Housing’s ambition to develop new homes and facilitate opportunities for development through HCA grant funding options.

12. Recommendations It is recommended that the Board: 12.1 Approves the submission of an application for Registered Provider status,

subject to BDC approval. 12.2 Subject to BDC approval, delegates responsibility to the Corporate

Management Team to process the application for Registered Provider status and to report back to Board on progress

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