board agenda 24 may 2017 @ 5.30pm venue: hhp board … · 5/24/2017 · 16 march 2017 approval 5 4...

BOARD AGENDA 24 MAY 2017 @ 5.30pm

VENUE: HHP BOARD ROOM, CREED COURT, STORNOWAY

No Item Action Page No Time

ATTENDANCE & APOLOGIES

1 Attendance & Apologies Noting 3 5:30pm

PRELIMINARY PROCEDURAL MATTERS

2 Declaration of Interest Noting -

5:35pm

-

5:45pm

3 Minute of Board Meeting

16 March 2017 Approval 5

4 Action Sheet Noting 10

5 Date of Next Meeting

28 June 2017 Approval -

6 Health & Safety

Verbal Update Noting -

- Presentation of Awards to Staff Presentation -

ITEMS FOR APPROVAL

7 Annual Return on the Charter 2016/17 (ARC)

Report by Director of Finance and Corporate Services Approval 13

5:45pm

-

6:45pm

8 Rule Change

Report by Chief Executive Approval 129

9 Development Programme 2012-18 Monitoring Report 2016/17 – 2017/18

Report by Chief Executive

Approval 136

10 Gifts & Hospitality Policy

Report by Director of Finance and Corporate Services

Approval 139

11 Fire Safety Policy

Report by Chief Executive Approval 142

12 ICT Security Policy


13 Quarterly Treasury Report to 31 March 2017


ITEMS FOR NOTING

14 Management Report to 31 March 2017

Report by Director of Finance and Corporate Services Noting 184

6:45pm

-

7:00pm 15 Business Plan 2015/16 – 2019/20 Year 3

Monitoring Report


Noting 207

No Item Action Page No Time

16 Asset Management Strategy 2016 - 2020

Report by Director of Operations Noting 225

MEETING GOES INTO PRIVATE SESSION

Agenda Item 1

Board Members Notes 25-May-16 15-Jun-16 22-Jun-16 06-Sep-16 07-Sep-16 07-Sep-16 16-Nov-16 01-Feb-17 16-Mar-17

Mairi Bremner

Jane MacKinnon

David Blaney

Norman M Macleod

Donald J Macrae

Daniel Coyle

Alasdair Mackenzie

Calum Mackay

Iain Macmillan

Gordon Murray

Kevin Paterson 1

Recruitment Recruitment

Member present at meeting

1 - Elected as Board Member at AGM on 7 September 2016

Member not present at meeting

Cancellation of travel due to weather/

technical problems

Member not required to be present at meeting

Special Leave

Board Meetings 2016/17

Recruitment

Entitlements

Payment &

Benefits

Business

Planning

Business

Planning

07-Sep-16 15 & 16-Nov-16 11-Jan-17 01-Feb-17

Mairi Bremner

Jane MacKinnon

David Blaney

Norman M Macleod

Donald J Macrae

Daniel Coyle

Alasdair Mackenzie

Calum Mackay

Iain Macmillan

Gordon Murray

Kevin Paterson 1

Member present at meeting

1 - Elected as Board Member at AGM on 7 September 2016

Member not present at meeting

Cancellation of travel due to weather/

technical problems

Member not required to be present at meeting

Board Training 2016/17

Board Members Notes

HEBRIDEAN HOUSING PARTNERSHIP Board Minutes of Meeting held in HHP Board Room, Creed Court, Thursday 16 March 2017 at 5.30 pm

ATTENDANCE & APOLOGIES

1 Attendance & Apologies

Present Apologies Staff & Consultants In Attendance

Iain Macmillan Jane Mackinnon Dena Macleod (Chief Executive) Norman Macleod Calum Mackay John Maciver (Director of Operations) Alasdair Mackenzie Gordon Murray Donald Macleod (Director of Finance & Corporate David Blaney Kevin Paterson Services) Mairi Bremner Gary Macleod (Service Development Manager) Danny Coyle Peter O’Donnell (Investment Manager) Angus MacNeil (Assets & Contracts Manager) Angus Smith (Corporate Resources Manager) Donalda Mackinnon (Area Manager) Angela Smith (Corporate Governance Manager) Isabel Macmillan (Debt Management Officer) Katia Petteloot (Financial Controller) Iona France (Governance Admin Officer – Minute Taker) Jane Ballantyne (TPAS) The Board was advised that the meeting would be recorded for Minute purposes and that the recording would be destroyed following the approval of the Minute at the next meeting. Mr Macmillan paid tribute to the 4 Councillors on the Board, as this would be the last Board meeting prior to the local council elections on 4 May 2017, and thanked them for their contribution to HHP.

PRELIMINARY PROCEDURAL MATTERS

2

Declaration of Interest

There were no declarations of interest.

3 Minute of Board Meeting 1 February 2017

The minute of the Board meeting of 1 February 2017 was submitted and approved as a true and accurate record of the proceedings of that meeting.

4 Action Sheet

Item 10

The Director of Operations advised that the tenant participation tendering exercise was completed with only one return. This was received from the existing provider of the service and it is intended to renew the contract in May 2017.

Item 11

The work is due to be completed at Dun Berisay by 31 March 2017. The draft lease has been sent to the Integrated Joint Board and it is hoped that this will be signed by 31 March 2017.

The Action Sheet was approved.

5 Date of Next Meeting

The date of the next meeting will be 24 May 2017.

6 Health & Safety

There was nothing to report.

Agenda Item 3

ITEMS FOR APPROVAL

7

Business Plan 2015/16 – 2019/20 Year 3

The Chief Executive advised that the purpose of this report was to enable the Board to review and approve the Year 3 update of the 5 year Business Plan. The draft plan was presented to the Board on 1 February 2017 and approved for consultation. The final plan has been prepared taking into account the consultation feedback.

Consultation events were held in Stornoway and Balivanich with live streaming of the event in Stornoway.

Sensitivity analysis using the BRIXX Model was carried out by the Finance Working Group on 21 February 2017 with various scenarios tested. A risk appetite exercise was also undertaken at the Board Business Planning Day and the results included at Appendix 12 of the Business Plan.

The main changes to the draft plan are the inclusion of the Financial Plan and the revised 5 Year Development Plan. These will be discussed in further detail at Item 8 and Item 9.

The Board:

a) Approved the updated Business Plan 2015/16 – 2019/20, Year 3; and

b) Agreed the level of risk appetite to be included in the updated Business Plan.

8 Budgets 2017/18

The Director of Finance & Corporate Services presented for consideration and approval the proposed 2017/18 budgets and the update to the 30 year cash flow. The draft budgets were prepared taking into account the cash planning limits for 2017/18 as detailed at Appendix 2 and have also taken into consideration the increased costs at Mackenzie Avenue and the increased number of units required by the Comhairle’s Strategic Housing Investment Plan (SHIP). The Repairs budget has been enhanced by £80k funded by RHI income as approved by the Board in February 2017. The budget for Management costs has also increased mainly to cover the consultancy costs that will be incurred throughout 2017/18 with regard to the Stock Condition Survey, Affordability Study and Tenant Satisfaction Survey which are due to be undertaken throughout the year.

The Board approved the 2017/18 budgets.

9 Five Year Development Plan 2017/18 – 2021/22

The Chief Executive advised that the purpose of this report was to present the Five Year Development Plan, which had been presented in draft form to the February 2017 Board meeting. The final plan takes into account comments received from the Comhairle, particularly in respect of landbanking. The Five Year Development is a working document which will be subject to change over the period and the Development Working Group will keep the document up to date. The Chief Executive further advised that the Government Resource Planning Assumption (RPA) for 2017/18 will be £5.7m to take into account slippage.

The Director of Operations advised that the Comhairle had identified three areas for potential landbanking in Tarbert, Lochmaddy and Balivanich, and feasibility studies will be carried out on these sites.

HHP’s response, as agreed at the Development Working Group on 8 February 2017, to the Comhairle’s Local Housing Strategy 2017 - 2022 was at Appendix 2.

The Board:

a) Approved the draft 5 Year Development Plan (2017/18 update); and

b) Noted the Partnership’s response to the Local Housing Strategy 2017 – 2022.

10 Annual Financing Strategy 2017/18

The Director of Finance & Corporate Services advised that there may be a requirement to borrow up to £1.5m during 2017/18 based on budgets before the Board for approval at this meeting. This will be evaluated throughout the year.

The Board:

a) Approved the 2017/18 Annual Financing Strategy; and

b) Noted that there may be a requirement to borrow up to £1.5m during 2017/18 based on the cashflow forecast at Appendix 2.

11 Funders Valuation 2017

The Director of Finance & Corporate Services advised that the purpose of this report was to inform the Board of the outcome of the Funder’s Valuation for 2017, prior to the report being submitted to the Funder by 31 March 2017. The Existing Use Value of £26m, which is an increase of 12% from 2016 which is more than adequate to meet HHP’s current funding facility with the Royal Bank of Scotland of £15m.

2017 is the final year of the four year appointment of Jones Lang LaSalle and a re-tender process will be initiated later in 2017. It is also intended to carry out a Stock Condition Survey during 2017.

The Board noted the:

a) Existing Use Value at 31 March 2017 of £26.784m; and

b) Summary Valuation Report for 2017.

12 Fraud Checklist

The Director of Finance & Corporate Services presented to the Board the Fraud Checklist for 2016/17. Following approval of the Fraud Policy in March 2016, a Fraud Checklist was introduced to accompany the Fraud Policy. The checklist was reviewed at Audit & Risk earlier in the day and recommended approval to the Board.

The Board reviewed and approved the 2016/17 Fraud Checklist.

13 Working Group Remits

Following an audit on Governance in November 2016, one recommendation arising was that a remit should be in place for each of the following Working Groups:

• Development; • Finance; • Housing Management; and • Investment.

The remits for each Working Group were at Appendix 1 to the report.

The checklist was reviewed at Audit & Risk earlier in the day and recommended approval to the Board.

Mr Alasdair Mackenzie queried the statement that where vacancies occur new members will be appointed after the AGM as he felt this could result in a long time before the position would be filled. The Chief Executive advised that the Working Groups would be refreshed after the AGM but the vacancy could be filled sooner. The wording on the remits would be changed to reflect this.

The Board reviewed and approved the Working Group remits subject to the change of wording in Paragraph 2.1.

14 Investment Programme 2015-18

The Assets & Contracts Manager presented an update on the delivery of the 2015 – 2018 Investment Programme.

The progress and financial update of the 2016/17 Investment Programme was at Appendix 1 for noting.

Approval was sought for the addition of a garage roof at Creagan to the roofing programme. This is an aged building and there is water ingress due to natural wear and tear. The property was not included in the Stock Condition survey.

Grant funding for Aids & Adaptions is not usually confirmed until June of each year, therefore approval was sought to commit spend up to a value of £100k from the Investment Programme Unallocated Budget in order to avoid a delay in assisting tenants in need.

As previously agreed air source heat pumps and infra red heating will continue to be specified for heating replacement systems where gas is not available. Further to the Board decision on 25 May 2016 where it was agreed that infra-red heating be installed in 1 bedroom properties it is proposed that infra-red heating be installed in a small number of larger properties, subject to agreement with tenants, to enable further investigations into the efficiency and effectiveness of infra red heating. Work is also ongoing to determine the likelihood of infra-red systems being assessed positively on SAP calculations.

The Board:

a) Noted the 2016/17 Investment Programme progress and financial update;

b) Approved the addition of Creagan garage roof to the 2017/18 roofing programme;

c) Approved a commitment of up to £100k for Aids & Adaptations for 2017/18 until grant approval is obtained from the Scottish Government;

d) approved the continued specification of air source heat pumps and infra-red heating for the 2017/18 Investment Programme;

e) Approved the installation of infra-red heating in up to 3 larger properties to enable the effectiveness and efficiency to be assessed; and

f) Noted that work is ongoing to determine the likelihood of infra-red heating being assessed positively in SAP calculations.

15 Development Programme 2016/17 – 2017/18

The purpose of this report is to update the Board with the progress of the Development Programme 2016/17 – 2017/18.

A cost saving exercise has been completed for Mackenzie Avenue to bring the overall cost within Scottish Government benchmarks and it was proposed that an increase in private finance from General Reserves is agreed.

The acquisition of Tarbert Police Station has been delayed by Police Scotland due to a technical difficulty and the Chief Executive is to write to the Scottish Government to try and resolve this.

A design team has been appointed for Tarbert Central and a suitable design for 4 flats is currently being progressed. This is expected to be ready to submit to planning shortly.

A multi partner group has been convened for the development of Goathill Farm and discussions are ongoing. Further details will be provided to the Board when available.

The Chief Executive advised the Board that there had been an enquiry from the Press & Journal who intend to write an article on the next phase of Melbost Farm and that Highlands & Islands Enterprise are compiling a short

report on the Horgabost development with HHP officers and tenants being asked to contribute.

The Board:

a) Approved the additional budgetary provision of £277k required for Mackenzie Avenue to be funded from General Reserves; and

b) Noted the forecast out-turn spend on the Development Programme for 2016/17.

16 Garden Assistance Scheme

At the Board Meeting in February 2017 it was agreed that the eligibility criteria for the Garden Assistance be reviewed to ensure tenants who were in receipt of Personal Independence Payments and all rates of Attendance Allowance and Disability Living Allowance were also eligible.

The Board approved the amended criteria for the Garden Assistance Scheme.

17 Asbestos Policy

The Asbestos Policy was reviewed at the Audit & Risk Committee earlier in the day where a recommendation for approval was made to the Board.

The Board approve the revised Asbestos Policy.

18 Expenses Policies

The Expenses Policies were reviewed at the Audit & Risk Committee earlier in the day where a recommendation for approval was made to the Board.

The Board approved:

a) the Staff Expenses Policy effective 1 April 2017; and

b) the Members Expenses Policy effective 1 April 2017.

19 Recruitment Policy

The Recruitment Policy was reviewed at the Audit & Risk Committee earlier in the day where a recommendation for approval was made to the Board.

The Board approved the revised Recruitment Policy.

20 Corrective Conveyancing

The Director of Finance & Corporate Services advised that the purpose of this report was to seek the Board’s approval of proposed changes to the corrective conveyancing of property to CNES.

At the point of transfer in 2006, properties were transferred to HHP as per the transfer agreement. It was accepted at the time that it would be inefficient to check every title at the point of transfer and any errors would be corrected when they came to light.

Previously any corrective conveyancing had been classed as a ‘disposal’ by the Regulator and as such required Board approval prior to the corrective conveyancing being undertaken. The guidance has since been changed and procedures have been reviewed to streamline the process and make it more efficient.

Following discussions with the Scottish Housing Regulator it was agreed that the corrective conveyancing of properties incorrectly transferred were not subject to Section 107 consent, as they carry no value to HHP, it is proposed that authority is delegated to the Director of Finance & Corporate Services to deal with the corrective conveyancing of such properties.

A report will come to the Board at the end of each financial year, commencing March 2018, with details of how the delegation was utilised.

The Board:

a) delegated authority to the Director of Finance & Corporate Services to carry out any corrective conveyancing arising from the Stock Transfer agreement; and

b) noted that a report summarising how the delegation was used be brought to the Board annually commencing in March 2018.

ITEMS FOR NOTING

21 Management Report to 31 January 2017

The Director of Finance & Corporate Services presented the Management Report to 31 January 2017. The two most significant variances are a projected overspend of £150k on repairs and an underspend on development due to slippage on site starts.

The Board noted the management information at 31 January 2017. 22 Repairs Service Review

The Assets & Contracts Manager presented an update on the repairs position and an analysis of trends. As reported to the Board previously there is sustained pressure on the repairs budget and it was agreed that regular reports would be brought to the Board.

Analysis of all work types has been carried out, broken down by office and across all post codes and no significant patterns were identified. Benchmarking information with similar Housing Associations is also being monitored. The Benchmarking indicates that that the average number of jobs per property is low and that

overall repairs and maintenance spend is in line with other stock transfer landlords. Work is ongoing with the contractor to ascertain if there are patterns on how much time is being spent on individual jobs.

The main areas of spend continue to be on heating, followed by plumbing and electrical related work and efforts are continuing to address these issues including providing information to tenants as to the causes and solutions to some of the more common problems. Each area will continued to be analysed in greater detail to identify where the issues lie.

Further analysis has also been carried out on the reasons for the higher turnover of stock and the resulting impact on the voids budget and the causes are in line with the socio-economic information received from the Comhairle.

The Board noted the report.

MEETING WENT INTO PRIVATE SESSION

Chairperson Mr Iain MacMillan

SIGNED ………………………………………………………

DATE ………………………………………………………

Action

Point

MINUTE

NUMBER ACTION TO BE TAKEN ACTION BY PROGRESS

1 16 Mar 17

(4)

Renew current TPAS contact in May 2017.

Draft lease for Dun Berisay to be signed by IJB.

Director of Operations

Completed.

Completed.

2 16 Mar 17

(9)

Feasibility studies to be carried out in Tarbert, Lochmaddy & Balivanich.

Response to Local Housing Strategy to be returned to CNES


Chief Executive Done.

3 16 Mar 17

(11)

Funders Valuation to be submitted to the Funder by 31 March 2017.

Re-tender process to be carried out for Funders Valuation

Stock Condition Survey to be carried out in 2017.

Director of Finance & Corporate Services


Submitted to bank.

Re-tender process will be initiated in the second half of 2017.

4 16 Mar 17

(13)

Wording on Working Group Remits to be amended. Corporate Governance Manager

Done.

5 16 Mar 17

(14)

Add garage roof at Creagan to Roofing Programme.

Install infra-red heating in up to 3 larger properties.


6 16 Mar 17

(15)

The Chief Executive to contact Scottish Government to resolve the delay in the acquisition of the Tarbert Police Station.

Submit plans for Tarbert Central to planning once design is completed.

Provide further details to Board Members on Goathill Farm development when available.

Chief Executive Property acquired 14 April 2017.

Planning application submitted.

Design team appointed for Goathill Farm Masterplanning.

7 1 Feb 17

(7)

Finance Working Group to look at anomalies in rents and rent structure.

Implement the rent increase and all other service charges.


Rent structure review to be undertaken late in 2017.

Rent & Service charge increase communicated to tenants on 6 February 17 via HHP website, effective from 1 April 17.

8 1 Feb 17

(8)

Publications Framework to go out for consultation with tenants. Corporate Governance Manager

No responses returned by closing date 13 April. Action plan for publication of documents being prepared.

Board Action Sheet

Agenda Item 4

Action

Point

MINUTE


9 1 Feb 17

(9)

Add 1 Barony Square to 2017/18 kitchen programme. Assets & Contracts Manager

To be added in April 2017.

10 1 Feb 17

(11)

Progress Level 2 accreditation with Quality Scotland. Corporate Governance Manager

Committed to Excellence + EQUIP purchased on 31 March 2017. Draft Action Plan has been prepared.

11 1 Feb 17

(18)

Convene a meeting of the Housing Management Working Group to progress the implications of the Housing (Scotland) 2014 Act.


Date being arranged.

12 1 Feb 17

(20)

Convene meeting of Investment Working Group to discuss fuel poverty and energy efficiency measures.


Date being arranged.

13 16 Nov 16

(9)

Tenders to be sought for ICT for 5 years.

ICT Strategy to be presented to Board in February 2017.

Corporate Resources Manager

Castle contract extended to September 2018.

ICT Strategy in development and will be on June 2017 agenda.

14 16 Nov 16

(13)

Three properties at Dun Berisay be leased to the Integrated Joint Board, subject to agreement on terms.

Properties to be adapted to meet the specific needs of vulnerable client group.

Fourth property to be made available as and when opportunity arises.

Board Members to be given tour of properties when work is complete.


Completed.

15 16 Nov 16

(14)

Arrange the demolishment of 20 Winfield Close. Director of Operations

Delayed. Awaiting disconnection of electricity supply by Npower.

16 16 Nov 16

(24)

A further Gas Audit to be carried out in 2017. Investment Manager Planned for August 2017.

17 6 Sep 16

(10)

Following EPB training in November carry out a review of EPB, Disclosure of Interest and Codes of Conduct to see whether any of these documents can be combined.

Corporate Governance Manager

Report on Agenda re discontinuation of Gifts & Hospitality Policy.

18 6 Sep 16

(12)

Add HHP/CNES liaison meetings to calendar once they are confirmed. Corporate Governance Manager

Await confirmation of suitable dates from CNES.

19 6 Sep 16

(18)

Fuel Poverty Survey to be carried out as part of the 2017 Stock Condition Survey.


Planned

Action

Point

MINUTE


20 22 June 16

(7)

Arrange refresher training on accounting process for Board members at next Business Planning Day.


Looking at options and costs for three different areas including finance/accounting process. To be carried out in May 2017.

21 25 May 2016

(9)

Annual Monitoring report to Board on Asset Management Strategy Action Plan.


May 2017.

22 16 Mar 16

(21)

Performance Monitoring of Repairs & Maintenance Budget to be reported regularly to the Board.


Report went to the June Board meeting and a further report to November 2016 meeting. Further report on March 2017 agenda.

Angela C Smith Page 1 of 4 24/5/17

BOARD 24 May 2016

ANNUAL RETURN ON THE CHARTER (ARC) 2016/17

Report by Director of Finance & Corporate Services

PURPOSE OF REPORT

1.1 The purpose of this Report is to bring the Partnership’s Annual Return on the Charter (ARC) 2016/17, EESSH 2016/17, and Draft Tenant Report 2016/17 (format) before the Board for consideration and approval.

SUMMARY

2.1 All social landlords are required to complete the ARC in order to provide information on performance against particular performance indicators, contextual statistical data such as information about stock owned, and information used to monitor progress towards the Scottish Housing Quality Standard, in addition to tenant satisfaction with the service provided to them.

2.2 HHP’s completed ARC is at Appendix 1.

2.3 The Board is also required to review HHP’s Energy Efficiency Standard for Social Housing (EESSH). This is at Appendix 3.

2.4 Both documents must be signed off by HHP’s Board prior to submission by 31 May 2017.

COMPETENCE

3.1 There is no legal, financial, or other constraint arising from the recommendation to this report being implemented.

RECOMMENDATIONS

4.1 It is recommended that the Board approve:

a) the ARC submission for 2016/17 at Appendix 1 subject to the reconciliation of any queries raised;

b) the Tenant Report 2016/17 be based on the format at Appendix 2 and compiled and issued in accordance with Charter requirements; and

c) the Energy Efficiency Standard for Social Housing (EESSH) at Appendix 3.

APPENDIX 1 Draft ARC Submission 2016/17

APPENDIX 2 Draft Tenant Report Format 2016/17

APPENDIX 3 Draft EESSH Submission 2016/17

Background Papers None

Writer of Report Angela C Smith Tel: 0300 123 0773

Agenda Item 7


COMPETENCE

Financial 5.1 There are no financial constraints to the recommendation in this report being

implemented.

Legal 5.4 There is a legal and regulatory requirement to ensure that the ARC is submitted by 31

May 2016.

RISK

6.1 The risks of not submitting the ARC will lead to the Partnership being in breach of regulatory requirements and have a knock-on effect on its risk rating and regulatory engagement.

REPORT DETAILS

7.1 On 1 April 2016, RSLs commenced reporting against the fourth full year of the Annual Return on the Charter (ARC) and second full year of EESSH.

HHP’s ARC 2016/17

7.2 HHP’s ARC is attached at Appendix 1 for consideration, and some pertinent data is summarised below. Data for the previous two years has been included for comparison.

DETAIL ARC 2016/17 ARC 2015/16 ARC 2014/15

REPAIRS

Emergency repairs completed 1983 2118 1923

Average length of time to complete emergency repairs

10.09 hours 9.43 hours 13.83 hours

Non-emergency repairs completed 3029 3577 3153

Average length of time to complete non-emergency repairs

3.86 days 5.67 days 4.92 days

Reactive repairs completed right first time 87.09% 88.31% 90.81%

ARREARS

Total arrear £267,923 £300,108 £331,297

Former tenant arrear £120,093 £120,975 £86,902

VOIDS

Void at year end

20 11 10

L H U B

4 - 13 3

Void for more than six months 3 (Uist) 2 0

Void loss £68,341 £64,029 £58,127

LETTINGS

General needs lets 223 210 220

New applicants added to housing list 453 412 433

Cancelled applications 269 268 329

Number of applicants on list 586 578 624


DETAIL ARC 2016/17 ARC 2015/16 ARC 2014/15

DEVELOPMENT

New build 22 25 8

Shared Equity 0 17 23

GENERAL

Rent increase 3.2% 2.1% 3.0%

Staff turnover 21% 7.6% 15.9%

NOPs issued 96 107 57

7.3 Staff present at the meeting will respond to any queries Board Members may have in respect of ARC performance.

Tenant Satisfaction Survey Indicators

7.4 The information used to populate the tenant satisfaction indicators in the ARC were drawn from the survey which took place in August 2015 and are detailed below, with a comparison to the previous survey results.

INDICATOR DETAIL % SATISFACTION

2015

% SATISFACTION

2014

1 Percentage of tenants satisfied with the overall service provided by their landlord.

83.03% 75.49%

3 Percentage of tenants who feel their landlord is good at keeping them informed about their services and decisions.

80.62% 75.2%

6 Percentage of tenants satisfied with the opportunities given to them to participate in their landlord’s decision making processes.

71.49% 63.29%

9 Percentage of tenants satisfied with the standard of their home when moving in.

61.86% 75.78%

10 Percentage of existing tenants satisfied with the quality of their home.

86.72% 79.19%

16 Percentage of tenants who have had repairs or maintenance carried out in last 12 months satisfied with the repairs and maintenance service.

83.59% 78.69%

17 Percentage of tenants satisfied with the management of the neighbourhood they live in.

84.72% 72%*

29 Percentage of tenants who feel that the rent for their property represents good value for money.

66.24% 74.44%

*Owing to a misprint in the 2014 Tenant Satisfaction Survey form, the figure from the previous survey had to be used for this indicator. This has been corrected for the forthcoming survey.


7.5 It is worth noting that there was an improvement in three quarters of the tenant satisfaction indicators since the initial survey was undertaken. Staff are working towards further improving these indicators.

HHP’s EESSH 2016/17

7.6 The Energy Efficiency Standard for Social Housing (EESSH) contributes towards the carbon emissions reduction targets set by the Climate Change (Scotland) Act 2009. The Scottish Housing Regulator monitors and reports on social landlords’ compliance with the EESSH. HHP has now completed its second EESSH return and this is at Appendix 3 for review.

Next Steps

7.7 The ARC at Appendix 1 and EESSH at Appendix 3 will be submitted for approval following the reconciliation of any queries arising.

7.8 If the format of the Tenant Report at Appendix 2 is approved, it will be compiled with ARC data and benchmarking information, and issued once it is ready.

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Annual Return on the Charter (ARC) 2016-17Hebridean Housing Partnership Ltd

Table Of Contents

1. Social landlord contextual information

2. Staff information, staff turnover and sickness rates (Indicator C1)

3. Governance

4. Parent, subsidiary and other connected organisations (Indicator C2)

5. Agent employed by the landlord to provide all of its services (Indicator C3)

6. RSL members (Indicator C4)

7. Governing body appointments (Indicator C5)

8. Lets

9. Number of lets during the reporting year, split between ‘general needs’ and ‘supported housing’ (Indicator C7)

10. The number of lets during the reporting year by source of let (Indicator C8)

11. Types of tenancies granted for lets during the reporting year (Indicator C9)

12. Housing lists (Indicator C10)

13. Stock

14. The landlord’s wholly owned stock (Indicator C14)

15. Stock by house types, apartment sizes and average weekly rents (Indicator C17)

16. The number of self-contained and non self-contained units and bedspaces, at the year end by age band (Indicator C19)

17. The number of self-contained properties void at the year end and of those, the number that have been void for more than six months (Indicator C20)

18. Development programme – New units and value (excluding Scottish Government funded developments) (Indicator C32)

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APPENDIX 1

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19. Comments (Social landlord contextual information)

20. Overall satisfaction

21. Percentage of tenants satisfied with the overall service provided by their landlord (Indicator 1)

22. Comments (Overall satisfaction)

23. The Customer/Landlord relationship

24. Ethnic origins and disability details of service users, staff and for RSLs only, governing body members (Indicator 2)

25. Percentage of tenants who feel their landlord is good at keeping them informed about their services and decisions (Indicator 3)

26. Percentage of tenants satisfied with the opportunities given to them to participate in their landlord’s decision making processes (Indicator 6)

27. Comments (The customer / landlord relationship)

28. Housing Quality and Maintenance

29. Quality of Housing

30. Scottish Housing Quality Standard (SHQS) – Stock condition survey information (Indicator C24)

31. Scottish Housing Quality Standard (SHQS) – Stock summary (Indicator C25)

32. Scottish Housing Quality Standard (SHQS) – Stock failing by criterion (Indicator C26)

33. Scottish Housing Quality Standard (SHQS) – Working towards the standard (Indicator C27)

34. Scottish Housing Quality Standard (SHQS) (Indicator C28.1)

35. Scottish Housing Quality Standard (SHQS) – Abeyances at the year end (Indicator C28.2)

36. Scottish Housing Quality Standard (SHQS) – Actual and projected investment by criteria/element (Indicator C29)

37. Percentage of stock meeting the Scottish Housing Quality Standard (SHQS) (Indicator 7)

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38. Percentage of properties at or above the appropriate NHER or SAP ratings specified in element 35 of the SHQS, as at 31 March each year (Indicator 8)

39. Percentage of tenants satisfied with the standard of their home when moving in (Indicator 9)

40. Percentage of tenants satisfied with the quality of their home (Indicator 10)

41. Repairs, Maintenance & Improvements

42. Average number of reactive repairs completed per occupied property (Indicator C13)

43. Average length of time taken to complete emergency repairs (Indicator 11)

44. Average length of time taken to complete non-emergency repairs (Indicator 12)

45. Percentage of reactive repairs carried out in the last year completed right first time (Indicator 13)

46. Percentage of repairs appointments kept (Indicator 14)

47. Percentage of properties that require a gas safety record which had a gas safety check and record completed by the anniversary date (Indicator 15)

48. Percentage of tenants who have had repairs or maintenance carried out in last 12 months satisfied with the repairs and maintenance service (Indicator 16)

49. Comments (Housing quality and maintenance)

50. Neighbourhood and Community

51. Estate Management, anti-social behaviour, neighbour nuisance and tenancy disputes

52. Percentage of 1st and 2nd stage complaints resolved by the landlord (Indicators 4 & 5)

53. Percentage of tenants satisfied with the management of the neighbourhood they live in (Indicator 17)

54. Percentage of tenancy offers refused during the year (Indicator 18)

55. Percentage of anti-social behaviour cases reported in the last year which were resolved within locally agreed targets (Indicator 19)

56. Percentage of the court actions initiated which resulted in eviction and the reasons for eviction (Indicator 24)

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57. Abandoned properties (Indicator C11)

58. Number of notices of proceedings issued and court action initiated (Indicator C12)

59. Comments (Neighbourhood & community)

60. Access to housing and support

61. Housing Options and Access to Social Housing

62. Percentage of lettable houses that became vacant in the last year (Indicator 21)

63. Average time to re-let properties in the last year (Indicator 35)

64. Percentage of approved applications for medical adaptations completed during the reporting year and the average time to complete applications (Indicators 22 & 23)

65. Percentage of new tenancies sustained for more than a year, by source of let (Indicator 20)

66. Comments (Access to housing and support)

67. Getting good value from rents and service charges

68. Value for money

69. Percentage of tenants who feel that the rent for their property represents good value for money (Indicator 29)

70. Percentage of factored owners satisfied with the factoring service they receive (Indicator 33)

71. Rents and service charges

72. Rent collected as percentage of total rent due in the reporting year (Indicator 30)

73. Gross rent arrears (all tenants) as at 31 March each year as a percentage of rent due for the reporting year (Indicator 31)

74. Average annual management fee per factored property (Indicator 32)

75. Percentage of rent due lost through properties being empty during the last year (Indicator 34)

76. Rent increase (Indicator C21)

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77. The number of households for which landlords are paid housing costs directly and the total value of payments received in the reporting year (Indicator C22)

78. Amount and percentage of former tenant rent arrears written off at the year end (Indicator C23)

79. Comments (Getting good value from rents and service charges)

80. Other Customers

81. Gypsies/travellers – Average weekly rent per pitch (Indicator 36)

82. For those who provide sites – percentage of gypsies/travellers satisfied with the landlord’s management of the site (Indicator 37)

83. Comments (Other customers)

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Social landlord contextual information

The information you give us here will allow us to build a profile of you as a landlord and the housing sector. We will use this information to assess performance against the Charter.

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Staff information, staff turnover and sickness rates (Indicator C1)

The information you give us here will allow us to build a profile of you as a landlord and the housing sector. We will use this information to assess performance against the Charter.

C1.2 Staff employed by the RSL:C1.2.1 the number of senior staff 3

C1.1 the name of Chief Executive Dena MacLeod

C1.2.2 the number of office based staff 35.25

C1.2.3 the number of care / support staff 2.5

C1.2.4 the number of concierge staff 0

C1.2.5 the number of direct labour staff 0

C1.2.6 the total number of staff 40.75

C1.3 Staff turnover and sickness absence:C1.3.1 the percentage of senior staff turnover in the year to the end of the reporting year 33

C1.3.2 the percentage of total staff turnover in the year to the end of the reporting year 21

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C1.3.3 the percentage of days lost through staff sickness absence in the reporting year 3.05

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Governance

The information you give us here will tell us about your governing body and how your organisation is structured.

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Parent, subsidiary and other connected organisations (Indicator C2)

If parent organisation

C2.1 C2.1.2 C2.1.3 C2.1.4

Hebridean Community Housing

Not Registered Not Charitable other business activities

C2.2 If subsidiary of another organisation, please state:C2.2.1 the name of the parent organisation

C2.2.2 the address of the parent organisation

If connected with another organisation, please state:

C2.3.1 C2.3.2 C2.3.3 C2.3.4 C2.3.5 C2.3.6

Cohbhair BharraighKentangaval, Castlebay, Isle of Barra

Other No Other 0

Voluntary Action Barra & Vater

Castlebay, Isle of Barra, HS9 5XD

Company Ltd by Guarantee

No Other 0

The Energy Advisory Service

16 South Beach, Stornoway, Isle of Lewis, HS1 2BE


No Other 0

Sgoil an Iochdar & a'Choimhear

The Old School House, Iochdar, Isle of South Uist, HS8 5RQ


No Other 0

Cearns Community Association

Cearns Resource Centre, Cearn Shuilasgeir, Stornoway, HS1 2YN

Other No Other 0

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C2.3.1 C2.3.2 C2.3.3 C2.3.4 C2.3.5 C2.3.6

Third Sector Hebrides

30 Francis Street, Stornoway, Isle of Lewis, HS1 2ND

I&P Society No Other 0

Unite the Union

Ness Horizons Business Centre, Beechwood Business Park, Inverness, IV2 3BW


No Other 0

Western Isles Housing

Association Communities Forum, c/o Jane Ballantyne, 6 Inaclete Road, Stornoway, HS1 2RB

Other No Other 0

Western Isles Credit Union

7 James, Street, Stornoway, HS1 2QN


Western Isles Citizens Advice

41-43 Westview Terrace, Stornoway, Isle of Lewis, HS1 2HP


Lews Castle CollegeStornoway, Isle of Lewis, HS2 0XR


No Other 0

Western Isles Care & Repair

41A Point Street, Stornoway, Isle of Lewis, HS1 2XF

Other No Other 0

Bridge Centre Trading Ltd

Lamont Lane, Stornoway, Isle of Lewis, HS1 2EB

Company Ltd by Shares

No Other 0

Acair LtdAn Tosgan, Seaforth Road, Stornoway, Isle of Lewis, HS1 2SD


No Other 0

Greenspace Live Ltd56 Seaforth Road, Stornoway, Isle of Lewis, HS1 2SD

Company Ltd by Shares

No Other 0

UHI Shared Services Ltd

12B Ness Walk, Inverness, IV3 5SQ


No Other 0

Hebrides Energy c/o Comhairle nan

Other No Other 0

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C2.3.1 C2.3.2 C2.3.3 C2.3.4 C2.3.5 C2.3.6

Supply Company Eilean Siar, Sandwick Road, Stornoway, HS1 2BW

Balivanich Tenants & Residents

c/o Roddy MacKay. 17 Tindall Road, Balivanich, Isle of Benbecula, HS7 5LF

Other No Other 0

Port of Ness Harbour Ltd

49-50 Bayhead Street, Stornoway, Isle of Lewis, HS1 2DZ


No Other 0

Comhairle nan Eilean Siar

Sandwick Road, Stornoway,

Other No Other 20517

TPAS Scotland74-78 Saltmarket, Glasgow, G1 5LD


No Other -4992

Tighean Innse Gall41A Point Street, Stornoway, HS1 2XF

I&P Society No Other -4228

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Agent employed by the landlord to provide all of its services (Indicator C3)

If an agent is employed by the landlord to provide all its services, please state:(i) the name of the organisation(ii) contact details of the organisation

C3.1 The name of organisation

C3.2 Contact name: C3.2.1 title

(Select)

C3.2.2 forename

C3.2.3 surname

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RSL members (Indicator C4)

Please state:

C4.1 The total number of RSL members as at the time of the last Annual General Meeting 125

C4.2 The number of members attending last RSL Annual General Meeting 10

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Governing body appointments (Indicator C5)

Please state:

C5.1 The number of governing body vacancies at last Annual General Meeting 7

C5.2 The number of candidates for the vacancies 6

C5.3 The number of vacancies filled 6

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Lets

The information you give us here will allow us to build a profile of your lets.

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Number of lets during the reporting year, split between ‘general needs’ and ‘supported housing’ (Indicator C7)

Please state, excluding mutual exchanges:

C7.1 The number of ‘general needs’ lets during the reporting year 223

C7.2 The number of ‘supported housing’ lets during the reporting year 2

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The number of lets during the reporting year by source of let (Indicator C8)

Please state:

C8.1 The number of lets to existing tenants 37

C8.2 The number of lets to housing list applicants 135

C8.3 The number of mutual exchanges 12

C8.4 The number of lets from other sources 1

C8.5 The number of applicants who have been assessed as statutorily homeless by the local authority as:C8.5.1 section 5 referrals 0

C8.5.2 nominations from the local authority 52

C8.5.3 other 0

C8.6 the number of other nominations from local authorities 0

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Types of tenancies granted for lets during the reporting year (Indicator C9)

Please state, excluding mutual exchanges:

C9.1 The number of occupancy agreements granted in the reporting year 0

C9.2 The number of short SSTs granted in the reporting year 0

C9.3 The number of SSTs granted in the reporting year 225

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Housing lists (Indicator C10)

Please state:

C10.1 What type of housing list do you operate (select all that apply)

Your own housing list

C10.2 The number of new applicants added to the housing list(s) 453

C10.3 The number of applicants on the housing list(s) at end of reporting year 586

C10.4 The number of suspensions from the housing list at end of reporting year 25

C10.5 The number of applications cancelled from the housing list during the reporting year 269

C10.6 The number of Section 5 referrals received during the last reporting year 0

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Stock

The information you give us here will allow us to build a profile of your stock and your average weekly rents.

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The landlord’s wholly owned stock (Indicator C14)

Self contained dwellings are properties where the household has exclusive use of WC, bathroom and kitchen facilities contained within the property.Non-self contained units/bedspaces are properties where WC, bathroom or kitchen facilities are communal or shared.Non-housing units are properties that could be used for respite care; commercial activities; office space.Please note, parts (a), (b) and (c) of indicator C14 are located at the ‘Organisation details’ section on the Portal and are not included in the ARC return itself. Further information on this is available in the FAQs at the ‘Help & Guidance’ section.Please state:

Of the stock at year end:

(d) Low Demand

(e) unlettable

(f) used for temporary accommodation

For the landlord's wholly owned stock

C14.1 The number of self-contained units

180 0 0

C14.2 The number of non self-contained units / bedspaces

0 0 0 0 0 0

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Stock by house types, apartment sizes and average weekly rents (Indicator C17)

The stock by type and apartment size reported in this indicator are wholly owned by the landlord and should match the totals provided at C14.The average weekly rent in this indicator includes service or other charges and is calculated for lettable stock only.For all wholly owned stock, please state:

C17 Stock by type, apartment size and rent

House High rise Tenement 4 in a blockOther flat / maisonette

TotalNos. of lettable units

Average weekly rent £

1 Apt 4 0 1 0 0 5 5 81.37

2 Apt 446 0 148 21 32 647 647 67.53

3 Apt 642 0 125 11 20 798 798 75.75

4 Apt 629 0 2 16 2 649 649 78.53

5 Apt + 64 0 0 0 2 66 66 86.71

Total SC 1785 0 276 48 56 2165 2165 74.47

Number of lettable non self contained units at year end 5

Number of lettable non self contained bed spaces at year end 14

Average weekly rent charge per bed space for the reporting year 60.44

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The number of self-contained and non self-contained units and bedspaces, at the year end by age band (Indicator C19)

The stock by age band reported in this indicator are wholly owned by the landlord and should match the totals provided at C14.For all wholly owned stock, please state:

(a) pre-1919

(b) 1919-1944

(c) 1945-1964

(d) 1965-1982

(e) 1983-2002

(f) Post-2002

Total

C19.1 The number of self-contained units 1 127 425 816 356 440 2165

C19.2 The number of non self-contained units 0 0 0 0 1 4 5

C19.2 The number of non self-contained bed spaces 0 0 0 0 3 11 14

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The number of self-contained properties void at the year end and of those, the number that have been void for more than six months (Indicator C20)

Please state the number of self-contained properties that:

C20.1 were void at the year end 20

C20.2 have been void for more than six months 3

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Development programme – New units and value (excluding Scottish Government funded developments) (Indicator C32)

Please state:

in the current reporting year

Social letting Midmarket / market rents Low cost home ownership

C32.1.1 RSL 0 0 0

C32.1.2 subsidiary

0 0 0

projected for the next reporting year


C32.1.1 RSL 0 0 0

C32.1.2 subsidiary

0 0 0

projected for the following year


C32.1.1 RSL 0 0 0

C32.1.2 subsidiary

0 0 0

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in the current reporting yearprojected for the next reporting year

projected for the following year

C32.2.1 funded through own cash / reserves

0 0 0

C32.2.2 funded through private finance

0 0 0

C32.2.3 funded through other grants / sources

0 0 0

C32.2.4 funded through sales

0 0 0

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Comments (Social landlord contextual information)

Please use the comment field below to tell the regulator about any exceptional circumstances regards the figures supplied in the "Social landlord contextual information" section.

INDICATOR C20Increase in void properties driven by low demand in Southern Isles.

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Overall satisfaction

The information you give us here will tell us how satisfied your tenants are with the overall service you provide.

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Percentage of tenants satisfied with the overall service provided by their landlord (Indicator 1)

1.1 In relation to the overall tenant satisfaction survey carried out, please state:1.1.1 the number of tenants who were surveyed 713

1.1.2 the fieldwork dates of the survey July 2015

1.1.3 the method(s) of administering the survey

TelephoneFace-to-Face

1.2 In relation to the tenant satisfaction question on overall services, please state the number of tenants who responded:1.2.1 very satisfied 243

1.2.2 fairly satisfied 349

1.2.3 neither satisfied nor dissatisfied 67

1.2.4 fairly dissatisfied 25

1.2.5 very dissatisfied 29

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1.2.6 no opinion 0

713

Percentage of tenants satisfied with the overall service provided by their landlord (Indicator 1)

83.03 %

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Comments (Overall satisfaction)

Please use the comment field below to tell the regulator about any exceptional circumstances regards the figures supplied in the "Overall satisfaction" section.

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The Customer/Landlord relationship

The information you give us here will tell us about the relationships you have with your tenants and other service users.

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Ethnic origins and disability details of service users, staff and for RSLs only, governing body members (Indicator 2)

Ethnic origins are as based on The Scottish Government and General Register Office for Scotland official Ethnicity Classification for Scottish Official Statistics.Disability is as defined under the Equality Act 2010.Please state:

2.1 The ethnic origins of:

2.2 The number of people who consider themselves to have a disability by:

(a) staff(b) existing tenants

(c) applicants on housing list

(d) new tenants(e) governing body members

2.1.1 White (total) 44 1369 570 220 11

(a) Scottish 39 1143 450 159 10

(b) Other British 4 168 90 52 1

(c) Irish 0 5 1 0 0

(d) Gypsy/traveller

0 0 2 0 0

(e) Polish 0 10 6 1 0

(f) any other white background

1 43 21 8 0

2.1.2

Mixed or multiple ethnic background

0 2 3 1 0

2.1.3Asian, Asian

1 5 2 0 0

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Scottish, Asian British (total)

(a) Indian 0 1 0 0 0

(b) Pakistani 0 1 0 0 0

(c) Bangladeshi 0 0 0 0 0

(d) Chinese 0 2 1 0 0

(e) Any other Asian background

1 1 1 0 0

2.1.4Black, Black Scottish, Black British (total)

0 0 0 0 0

(a) Caribbean 0 0 0 0 0

(b) African 0 0 0 0 0

(c) Any other black background

0 0 0 0 0

2.1.5Other ethnic background

0 1 5 0 0

(a) Arab, Arab Scottish or Arab British

0 0 5 0 0

(b) any other group

0 1 0 0 0

2.1.6 Unknown 0 698 6 4 0

2.1.7 Total 45 2075 586 225 11

(a) staff(b) existing tenants

(c) applicants on housing list

(d) new tenants(e) governing body members

3 129 50 10 3

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Percentage of tenants who feel their landlord is good at keeping them informed about their services and decisions (Indicator 3)

In relation to satisfaction with how well their landlord keeps tenants informed about their services, please state:

3.1 "How many tenants answered the question How good or poor do you feel your landlord is at keeping you informed about their services and decisions?" 712

3.2 Of the tenants who answered, how many said that their landlord was:3.2.1 very good at keeping them informed 249

3.2.2 fairly good at keeping them informed 325

3.2.3 neither good nor poor at keeping them informed 59

3.2.4 fairly poor at keeping them informed 44

3.2.5 very poor at keeping them informed 35

712

Percentage of tenants who feel their landlord is good at keeping them informed about their services and decisions (Indicator 3)

80.62 %

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Percentage of tenants satisfied with the opportunities given to them to participate in their landlord’s decision making processes (Indicator 6)

In relation to satisfaction with opportunities given to tenants to participate in their landlord's decision making process, please state:

6.1 "How many tenants answered the question How satisfied or dissatisfied are you with opportunities given to you to participate in your landlord's decision making processes?" 712

6.2 Of the tenants who answered, how many said that they were:6.2.1 very satisfied 173





712

Percentage of tenants satisfied with the opportunities given to them to participate in their landlord’s decision making processes (Indicator 6)

71.49 %

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Comments (The customer / landlord relationship)

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Housing Quality and Maintenance

The information you give us here will tell us about the quality and energy efficiency of the housing you provide and the repairs service you offer.

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Quality of Housing


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Scottish Housing Quality Standard (SHQS) – Stock condition survey information (Indicator C24)

Please state:

C24.1 The date your organisation's stock was last surveyed or assessed for compliance with the SHQS January 2013

C24.2 What percentage of stock did your organisation fully assess for compliance in the last four years? 38

C24.3 The date of your next scheduled stock condition survey or assessment January 2018

C24.4 What percentage of your organisation's stock will be fully assessed in the next survey 25

C24.5 How did your organisation use the survey data stated at C24.2 to establish how the stock complied overall with the SHQS

Through the Stock Condition Survey a multi-stage stratified sampling design was used to represent variations in housing composition and condition. This included primary stratification by construction type and secondary stratfication by date of construction and dwelling configuration. This enabled a comprehensive house condition survey to be cloned across HHP stock. In addition HHP has surveyed all new build stock from 2004.

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Scottish Housing Quality Standard (SHQS) – Stock summary (Indicator C25)

Please state:

End of the reporting year

End of the next reporting year

C25.1 Total self-contained stock 2165 2165

C25.2 Self-contained stock exempt from SHQS 283 210

C25.3 Self-contained stock in abeyance from SHQS 105 105

C25.4.1 Self-contained stock failing SHQS for one criterion 0 0

C25.4.2 Self-contained stock failing SHQS for two or more criteria 0 0

C25.4.3 Total self-contained stock failing SHQS 0 0

C25.5 Stock meeting the SHQS 1777 1850

C25.6 Total self-contained stock meeting the SHQS by local authority

Aberdeen City 0 0

Aberdeenshire 0 0

Angus 0 0

Argyll & Bute 0 0

City of Edinburgh 0 0

Clackmannanshire 0 0

Dumfries & Galloway 0 0

Dundee City 0 0

East Ayrshire 0 0

East Dunbartonshire 0 0

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East Lothian 0 0

East Renfrewshire 0 0

Eilean Siar 1777 1850

Falkirk 0 0

Fife 0 0

Glasgow City 0 0

Highland 0 0

Inverclyde 0 0

Midlothian 0 0

Moray 0 0

North Aryshire 0 0

North Lanarkshire 0 0

Orkney Islands 0 0

Perth & Kinross 0 0

Renfrewshire 0 0

Scottish Borders 0 0

Shetland Islands 0 0

South Ayrshire 0 0

South Lanarkshire 0 0

Stirling 0 0

West Dunbartonshire 0 0

West Lothian 0 0

Totals 1777 1850

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Scottish Housing Quality Standard (SHQS) – Stock failing by criterion (Indicator C26)

How many of your organisation's properties did not meet the Standard at the end of the reporting year, and how many are projected to not meet the Standard at the end of the next reporting year?

End of the reporting year End of the next reporting year

C26.1 Because they were Below the tolerable standard

0 0

C26.2 Because they were in serious disrepair

0 0

C26.3 Because they were not energy efficient

0 0

C26.4 Because they did not have modern facilities and services

0 0

C26.5 Because they were not healthy, safe and secure

0 0

C26.6 If any properties are failing SHQS at the end of the reporting year, or are projected to fail for the next reporting year, then explain what actions your organisation is taking or planning to take to address these.

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Scottish Housing Quality Standard (SHQS) – Working towards the standard (Indicator C27)

Please state:

C27.1 How many properties did your organisation plan to bring fully up to the SHQS during the reporting year? 312

C27.2 How many properties did your organisation fully bring up to the SHQS during the reporting year 216

C27.3 If C27.1 and C27.2 are not the same, please provide an explanation for the difference

312 revised to 31112 Tenants refused works10 houses were sold8 houses had infrared heating installed. Infra Red heating systems are not reflected in EPC software and currently result in a fail for SHQS.65 houses still require EPC work to meet SHQS

C27.4 How many properties does your organisation plan to bring fully up to the SHQS during the next reporting year 73

C27.5 The number of properties at C27.4 should equal the difference between the projected pass rates for the end of the reporting year and the end of the next reporting year (as reported at C25.5). If it does not, please explain the difference

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Scottish Housing Quality Standard (SHQS) (Indicator C28.1)

Please state:

C28.1.1 The number of self-contained properties with exemptions at the year end 283

C28.1.2 The range of elements not met

C Energy Efficiency: 31 Cavity wall insulation,C Energy Efficiency: 35 An energy efficiency rating of NHER 5 or SAP 2001 of 50 (oil, LPG, electric, solid fuel and biomass systems) or 60 (oil, LPG, electric, solid fuel and biomass systems),D Modern Facilities and Services: 38 Kitchen Facilities: safe working arrangements,D Modern Facilities and Services: 40 Kitchen Facilities: adequate food storage space

C28.1.3 The reason(s) the elements are not met

(d) Any other reasons

C28.1.4 What action is your organisation taking or planning to take to address these exemptions

SHQS 3130 cavity insulation measures to be carried out when a suitable treatment for this type of cavity can be identified.SHQS 3530 cavity insulation measures to be carried out when a suitable treatment for this type of cavity can be identified.65 properties with infrared heating to be assessed under RdSAP once the software recognises this type of heating54 houses with EPC issues to be resolved in 201779 houses still have a heating system within life cycle 69 of which will be replaced within 3 years. 10 require further insulation measures SHQS 3887 properties where works cannot be carried out due to size of kitchen. SHQS 404 properties where works cannot be carried out due to size of kitchen.

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Scottish Housing Quality Standard (SHQS) – Abeyances at the year end (Indicator C28.2)

Please state:

C28.2.1 The number of self-contained properties with abeyances at the year end 105

C28.2.2 The range of elements not met

C Energy Efficiency: 31 Cavity wall insulation,C Energy Efficiency: 34a Full central heating,C Energy Efficiency: 35 An energy efficiency rating of NHER 5 or SAP 2001 of 50 (oil, LPG, electric, solid fuel and biomass systems) or 60 (oil, LPG, electric, solid fuel and biomass systems),E Healthy, Safe & Secure: 54 Secure common external front door entry system (and / orconcierge),E Healthy, Safe & Secure: 55 Common external front and rear access doors in a good state of repair (flats only)

C28.2.3 The reason(s) the elements are not met

(a) Work cannot be done because the tenants objects,(b) Work cannot be done because owners object to common repairs,(c) Any other reasons

C28.2.4 What action is your organisation taking or planning to take to address these abeyances

SHQS 318 cavity insulation measures to be carried when owners agree to shared costsSHQS 34a1 Tenant has refused heating. Work to be carried out when tenant objection is removed.SHQS 3537 tenants have refused heating. Work to be carried out when tenant objection is removedSHQS 5466 flats to have works carried out when owners agree to shared costsSHQS 5518 flats to have works carried out when owners agree to shared costs

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Scottish Housing Quality Standard (SHQS) – Actual and projected investment by criteria/element (Indicator C29)

Please state:

(i) in the reporting year

(ii) projected for the next reporting year

(a) the actual number of homes improved

(b) the amount invested (£s)

(a) the actual number of homes to be improved

(b) the amount to be invested (£s)

C29.1 Because they were/are below the tolerable standard

0 0 0 0

C29.2 Because they were/are in serious disrepair

250 1367809 53 356180

C29.3 Because they were/are not energy efficient

254 1643558 222 2119160

C29.4 Because they did/do not have modern facilities and services

187 694293 164 632600

C29.5 Because they were/are not healthy, safe and secure

400 236838 870 349260

C29.6 The total number of properties improved

1091 3942498 1309 3457200

C29.7 The number of properties demolished as a direct result of the SHQS and the cost of demolition

0 0 0 0

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Percentage of stock meeting the Scottish Housing Quality Standard (SHQS) (Indicator 7)

For properties within scope of the SHQS, please state:

7.1 The total number of properties within scope of the SHQS:7.1.1 at the end of the reporting year 2165

7.1.2 projected to the end of the next reporting year 2165

7.2 The number of properties meeting the SHQS:7.2.1 at the end of the reporting year 1777


Percentage of stock meeting the SHQS at the end of the reporting year (Indicator 7) 82.08 %

Percentage of stock meeting the SHQS projected to the end of the next reporting year (Indicator 7)

85.45 %

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Percentage of properties at or above the appropriate NHER or SAP ratings specified in element 35 of the SHQS, as at 31 March each year (Indicator 8)

8.1 The total number of properties within scope of the SHQS:8.1.1 at the end of the reporting year 2165


8.2 The number of properties meeting the appropriate NHER or SAP ratings specified in element 35 of the SHQS:8.2.1 at the end of the reporting year 1928


Percentage of properties at or above the appropriate NHER or SAP ratings specified in element 35 of the SHQS at the end of the reporting year (Indicator 8)

89.05 %

Percentage of properties at or above the appropriate NHER or SAP ratings specified in element 35 of the SHQS projected to the end of the next reporting year(Indicator 8)

93.26 %

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Percentage of tenants satisfied with the standard of their home when moving in (Indicator 9)

In relation to tenant satisfaction with the standard of their home when moving in this year, please state:

9.1 Of the tenants who moved into their property in the last year, how many answered the question "Thinking about when you moved in, how satisfied or dissatisfied were you with the standard of your home?" 97






97

Percentage of tenants satisfied with the standard of their home when moving in (Indicator 9)

61.86 %

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Percentage of tenants satisfied with the quality of their home (Indicator 10)

In relation to tenant satisfaction with the quality of their home, please state:

10.1 How many tenants answered the question "Overall, how satisfied or dissatisfied are you with the quality of your home?" 708






Percentage of tenants satisfied with the quality of their home (Indicator 10) 86.72 %

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Repairs, Maintenance & Improvements


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Average number of reactive repairs completed per occupied property (Indicator C13)

Please state:

C13.1 The total number of reactive repairs completed during the reporting year 5012.0

C13.2 The number of occupied properties during the reporting year 2091

Average number of reactive repairs completed per occupied property (Indicator C13) 2.40

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Average length of time taken to complete emergency repairs (Indicator 11)

Emergency repairs are reactive repairs necessary to prevent serious damage to the building, danger to health, risk to safety or risk of serious loss or damage to the occupier's property.Please state:

11.1 The number of emergency repairs completed in the reporting year 1983

11.2 The total number of hours taken to complete emergency repairs 20007

Average length of time taken to complete emergency repairs (Indicator 11) 10.09 hours

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Average length of time taken to complete non-emergency repairs (Indicator 12)

Non-emergency repairs are reactive repairs that are not categorised as emergency.Please state:

Please state:(i) The number of non-emergency repairs completed in the reporting year(ii) The total number of working days taken to complete non-emergency repairs in the reporting year

12.1 The total number of non-emergency repairs completed in the reporting year 3029

12.2 The total number of working days taken to complete non-emergency repairs 11705

Average length of time taken to complete non-emergency repairs (Indicator 12) 3.86 days

of 98


Percentage of reactive repairs carried out in the last year completed right first time (Indicator 13)

Please state:

13.1 The number of reactive repairs completed right first time during the reporting year 2638

13.2 The total number of reactive repairs completed during the reporting year 3029

Percentage of reactive repairs carried out in the last year completed right first time (Indicator 13)

87.09 %

of 98


Percentage of repairs appointments kept (Indicator 14)

Please state:

14.1 Does your organisation operate a repairs appointment system?

Yes

14.2 The number of reactive repairs appointments made in the reporting year 2457

14.3 The number of reactive repair appointments kept in the reporting year 2452

Percentage of repairs appointments kept (Indicator 14) 99.80 %

of 98


Percentage of properties that require a gas safety record which had a gas safety check and record completed by the anniversary date (Indicator 15)

Please state:

15.1 As at the end of the reporting year, how many properties required gas safety records 421

15.2 For properties which had current gas safety records in place at the end of the reporting year, how many had been renewed by their anniversary dates 421

Percentage of properties that require a gas safety record which had a gas safety check and record completed by the anniversary date (Indicator 15)

100.00 %

of 98


Percentage of tenants who have had repairs or maintenance carried out in last 12 months satisfied with the repairs and maintenance service (Indicator 16)

In relation to tenant satisfaction with the repairs service provided for those with a repair carried out in the reporting year, please state:

16.1 Of the tenants who had repairs carried out in the last year, how many answered the question "Thinking about the LAST time you had repairs carried out, how satisfied or dissatisfied were you with the repairs service provided by your landlord?" 396






Percentage of tenants who have had repairs or maintenance carried out in last 12 months satisfied with the repairs and maintenance service (Indicator 16)

83.59 %

of 98


Comments (Housing quality and maintenance)

of 98


Neighbourhood and Community

The information you give us here will tell us about the neighbourhoods and communities you manage.

of 98


Estate Management, anti-social behaviour, neighbour nuisance and tenancy disputes

The information you give us here will tell us about the neighbourhoods and communities you manage.

of 98


Percentage of 1st and 2nd stage complaints resolved by the landlord (Indicators 4 & 5)

Equalities related issues:

4.1.1 1st Stage complaints

4.1.2 2nd Stage complaints

Number Percentage Number Percentage

Received in the reporting year 0 N/a 0 N/a

Carried forward from the previous reporting year

0 N/a 0 N/a

4.1.3 Complaints responded to in full by the landlord in the reporting year

0 0 0 0

4.1.4 Complaints upheld by the landlord in the reporting year

0 0 0 0

5.1 Complaints responded to in full within the timescales set out in the SPSO Model CHP

0 0 0 0

Other issues:






0 N/a 1 N/a


64 100.0 40 95.24

of 98



53 82.81 24 60.00


61 95.31 31 77.50

All complaints:






0 N/a 1 N/a


64 100.0 40 95.24


53 82.81 24 60.00


61 95.31 31 77.50

Percentage of 1st stage complaints on equalities issues responded to in full by the landlord (Indicators 4 & 5)

0 %

Percentage of 1st stage complaints on other issues responded to in full by the landlord (Indicators 4 & 5)

100.0 %

Percentage of 1st stage complaints on equalities issues upheld by the landlord (Indicators 4 & 5)

0 %

of 98


Percentage of 1st stage complaints on other issues upheld by the landlord (Indicators 4 & 5)

82.81 %

Percentage of 2nd stage complaints on equalities issues responded to in full by the landlord (Indicators 4 & 5)

0 %

Percentage of 2nd stage complaints on other issues responded to in full by the landlord (Indicators 4 & 5)

95.24 %

Percentage of 2nd stage complaints on equalities issues upheld by the landlord (Indicators 4 & 5)

0 %

Percentage of 2nd stage complaints on other issues upheld by the landlord (Indicators 4 & 5)

60.00 %

Percentage of 1st stage complaints on equalities issues responded to in full by the landlord within SPSO CHP timescales (Indicators 4 & 5)

0 %

Percentage of 1st stage complaints on other issues responded to in full by the landlord within SPSO CHP timescales (Indicators 4 & 5)

95.31 %

Percentage of 2nd stage complaints on equalities issues responded to in full by the landlord within SPSO CHP timescales (Indicators 4 & 5)

0 %

Percentage of 2nd stage complaints on other issues responded to in full by the landlord within SPSO CHP timescales (Indicators 4 & 5)

77.50 %

of 98


Percentage of tenants satisfied with the management of the neighbourhood they live in (Indicator 17)

In relation to tenant satisfaction with their landlord’s management of the neighbourhood in which they live, please state:

17.1 How many tenants answered the question "Overall, how satisfied or dissatisfied are you with your landlord's management of the neighbourhood you live in?" 707






Percentage of tenants satisfied with the management of the neighbourhood they live in (Indicator 17)

84.72 %

of 98


Percentage of tenancy offers refused during the year (Indicator 18)

Please state:

18.1 The number of tenancy offers made during the reporting year 365

18.2 The number of tenancy offers that were refused 119

Percentage of tenancy offers refused during the year (Indicator 18) 32.60 %

of 98


Percentage of anti-social behaviour cases reported in the last year which were resolved within locally agreed targets (Indicator 19)

Please state:

19.1 The number of cases of anti-social behaviour reported in the reporting year 31

19.2 Of those at 19.1, the number of cases resolved in the reporting year 25

19.3 Of those at 19.1, the number of cases resolved within locally agreed targets in the reporting year 22

Percentage of anti-social behaviour cases reported in the last year which were resolved within locally agreed targets (Indicator 19)

70.97 %

of 98


Percentage of the court actions initiated which resulted in eviction and the reasons for eviction (Indicator 24)

Court actions are initiated by the landlord following the issue of a Notice of Proceedings and raising of a court order.Please state:

24.1 The total number of court actions initiated during the reporting year 34

24.2 The number of properties recovered:24.2.1 because rent had not been paid 7

24.2.2 because of anti-social behaviour 0

24.2.3 for other reasons 0

Percentage of the court actions initiated which resulted in eviction because rent had not been paid (Indicator 24)

20.59 %

Percentage of the court actions initiated which resulted in eviction because of anti-social behaviour (Indicator 24)

0.0 %

Percentage of the court actions initiated which resulted in eviction for other reasons (Indicator 24)

0.0 %

Percentage of the court actions initiated which resulted in eviction (Indicator 24) 20.59 %

of 98


Abandoned properties (Indicator C11)

As defined by the Housing (Scotland) Act 2001, a property is abandoned where the landlord has reasonable grounds to believe that:the property is unoccupied; andthe tenant does not intend to occupy the property as their homePlease state:

C11.1 The number of properties abandoned during the reporting year 4

of 98


Number of notices of proceedings issued and court action initiated (Indicator C12)

Notices of Proceedings are legal documents issued during the first stage in the process of evicting tenant.Orders for recovery of possession are issued by the court and give a landlord the right to repossess a property.Please state:

C12.1 The number of notices of proceedings issued during the reporting year 96

C12.2 The number of orders for recovery of possession granted during the reporting year 12

of 98


Comments (Neighbourhood & community)

of 98


Access to housing and support

The information you give us here will tell us about how people access your housing stock and how you support new and existing tenants.

of 98


Housing Options and Access to Social Housing

The information you give us here allows us to monitor the arrangements your organisation has for providing service users access to its housing, and managing its re-lets.

of 98


Percentage of lettable houses that became vacant in the last year (Indicator 21)

Please state:

21.1 The number of empty dwellings that arose during the reporting year in self-contained lettable stock 217

Percentage of lettable houses that became vacant in the last year (Indicator 21) 10.02 %

of 98


Average time to re-let properties in the last year (Indicator 35)

Please state:

35.1 The total number of properties re-let in the reporting year 223

35.2 The total number of calendar days properties were empty 4993

Average time to re-let properties in the last year (Indicator 35) 22.39 days

of 98


Percentage of approved applications for medical adaptations completed during the reporting year and the average time to complete applications (Indicators 22 & 23)

A 'medical adaptation' is a collective term for a broad range of products (including assistive technology) and changes to the fabric of a building that enable people of all ages to carry out ordinary, daily activities that have been affected by:

impairment ill health traumatic injury ageing

Please state:

22.1 The number of approved applications on the list for medical adaptations at the start of the reporting year plus any new, approved applications made during the reporting year 145

22.2 The number of approved applications completed between start and end of the reporting year 128

23.1 The total number of days taken to complete approved applications 11416

23.2 The number of medical adaptations completed in the reporting year 229

Percentage of approved applications for medical adaptations completed during the reporting year (Indicator 22)

88.28 %

Average time to complete approved applications for medical adaptations in the reporting year (Indicator 23)

89.19 days

of 98


Percentage of new tenancies sustained for more than a year, by source of let (Indicator 20)

Please state:

20.1 The number of tenancies which began in the previous reporting year by:20.1.1 existing tenants 31

20.1.2 applicants who were assessed as statutory homeless by the local authority 61

20.1.3 applicants from your organisation's housing list 117

20.1.4 nominations from local authority 0

20.1.5 others 0

20.2 The number of tenants at 20.1 who remained in their tenancy for more than a year by:20.2.1 existing tenants 26

20.2.2 applicants who were assessed as statutory homeless by the local authority 54

20.2.3 applicants from your organisation's housing list 95

of 98


20.2.4 nominations from local authority 0

20.2.5 others 0

Percentage of new tenancies to existing tenants sustained for more than a year (Indicator 20)

83.87 %

Percentage of new tenancies to applicants who were assessed as statutory homeless by the local authority sustained for more than a year (Indicator 20)

88.52 %

Percentage of new tenancies to applicants from the landlord's housing list sustained for more than a year (Indicator 20)

81.20 %

Percentage of new tenancies through nominations from local authority sustained for more than a year (Indicator 20)

0.0 %

Percentage of new tenancies to others sustained for more than a year (Indicator 20) 0.0 %

of 98


Comments (Access to housing and support)

of 98


Getting good value from rents and service charges

The information you give us here will tell us about your charges and the value for money you achieve.

of 98


Value for money

The information you give us here will tell us about the value for money you achieve.

of 98


Percentage of tenants who feel that the rent for their property represents good value for money (Indicator 29)

In relation to tenant satisfaction with the value for money provided by the rent they pay, please state:

29.1 How many tenants answered the question "Taking into account the accommodation and the services your landlord provides, do you think the rent for your property represents good or poor value for money?" 711

29.2 Of the tenants who answered, how many said that their rent represented:29.2.1 very good value for money 195

29.2.2 fairly good value for money 276

29.2.3 neither good nor poor value for money 142

29.2.4 fairly poor value for money 64

29.2.5 very poor value for money 34

Percentage of tenants who feel that the rent for their property represents good value for money (Indicator 29)

66.24 %

of 98


Percentage of factored owners satisfied with the factoring service they receive (Indicator 33)

In relation to tenant satisfaction with the factoring services provided, please state:

33.1 How many factored owners answered the question "Taking everything into account, how satisfied or dissatisfied are you with the factoring services provided by your landlord?" 3

33.2 Of the factored owners who answered, how many said that they were:33.2.1 very satisfied 1





Percentage of factored owners satisfied with the factoring service they receive (Indicator 33)

33.33 %

of 98


Rents and service charges

The information you give us here will tell us about how you maximise your income.

of 98


Rent collected as percentage of total rent due in the reporting year (Indicator 30)

Please state:

30.1 The total amount of rent collected in the reporting year 8001771

30.2 The total amount of rent due to be collected in the reporting year (annual rent debit) 7999520

Rent collected as percentage of total rent due in the reporting year (Indicator 30) 100.03 %

of 98


Gross rent arrears (all tenants) as at 31 March each year as a percentage of rent due for the reporting year (Indicator 31)

Please state:

31.1 The total value (£) of gross rent arrears as at the end of the reporting year 267923

31.2 The total rent due for the reporting year 8067861

Gross rent arrears (all tenants) as at 31 March each year as a percentage of rent due for the reporting year (Indicator 31)

3.32 %

of 98


Average annual management fee per factored property (Indicator 32)

A factored property is where a landlord is responsible for the delivery of a management service to the owner of the property.Please state:

32.1 The number of residential properties factored 123

32.2 The total value of management fees invoiced to factored owners in the reporting year 1230

Average annual management fee per factored property (Indicator 32) £ 10.0

of 98


Percentage of rent due lost through properties being empty during the last year (Indicator 34)

Please state:

34.1 The total amount of rent due for the reporting year 8067861.0

34.2 The total amount of rent lost through properties being empty during the reporting year 68341

Percentage of rent due lost through properties being empty during the last year (Indicator 34)

0.85 %

of 98


Rent increase (Indicator C21)

Please state:

C21.1 The percentage average weekly rent increase to be applied in the next reporting year 3.20

of 98


The number of households for which landlords are paid housing costs directly and the total value of payments received in the reporting year (Indicator C22)

Please state:

C22.1 The number of households the landlord received housing costs directly for during the reporting year 1214

C22.2 The value of direct housing cost payments received during the reporting year 349381

of 98


Amount and percentage of former tenant rent arrears written off at the year end (Indicator C23)

Please state:

C23.1 The total value of former tenant arrears at year end 120093

C23.2 The total value of former tenant arrears written off at year end 28222

Amount and percentage of former tenant rent arrears written off at the year end (Indicator C23)

23.50 %

of 98


Comments (Getting good value from rents and service charges)

of 98


Other Customers

The information you give us here will tell us about the services you offer to Gypsies/Travellers.

of 98


Gypsies/travellers – Average weekly rent per pitch (Indicator 36)

A pitch is a defined serviced area provided by a landlord for mainly Gypsies and Travellers to place their homes.Please state:

36.1 The total amount of rent set for all pitches during the reporting year 0

36.2 The total number of pitches 0

Gypsies/travellers - Average weekly rent per pitch (Indicator 36) £ 0.0

of 98


For those who provide sites – percentage of gypsies/travellers satisfied with the landlord’s management of the site (Indicator 37)

In relation to the satisfaction question on the management of sites provided to gypsies/travellers, please state:

37.1 How many Gypsies/Travellers answered the question "How satisfied or dissatisfied are you with your landlord's management of your site?"

37.2 Of the Gypsies/Travellers who answered, how many said that they were:37.2.1 very satisfied

37.2.2 fairly satisfied

37.2.3 neither satisfied nor dissatisfied

37.2.4 fairly dissatisfied

37.2.5 very dissatisfied

For those who provide sites – percentage of gypsies/travellers satisfied with the landlord’s management of the site (Indicator 37)

0.0 %

of 98


Comments (Other customers)

Creed Court Gleann Seileach Business Park Willowglen Stornoway HS1 2QP Winfield Way Balivanich Isle of Benbecula HS7 5LH Phone number: 0300 123 0773 Email address: [email protected]

Registered Charity No : SC035767

Registered Social Landlord Registration No: 359 A Registered Society under the Co-operative and Community Benefit Societies Act 2014 : 2644R(S)

Registered Property Factor:PF000183

Tenants’ and Residents’ Groups functioning in the Western Isles

are as follows:

Western Isles Housing Association Communities Forum

TO INPUT

Cearns Community Association

Calum MacKay; phone: 07884 315 471

email: [email protected]

Balivanich Tenants’ and Residents’ Association

TO INPUT

Tenant Report

2016/17

how we are doing...

Making our house your home

aglsmi

Typewritten Text

APPENDIX 2

Welcome to HHP’s Tenant Report 2016/17.

The Scottish Social Housing Charter sets out certain standards

that you can expect from us in the services we deliver and the

way we deliver them. This Report tells you how we have

performed against the Charter and gives you some comparisons

with other landlords* and the Scottish average.

We are committed to delivering an excellent service to our

tenants and customers throughout the islands. If you think we

can improve in any area, or if you have any comments on this

report, we would welcome feedback from you. You can do this

in the following ways:

Email us at: [email protected]

Call us on: 0300 123 0773

Or you can drop in to the nearest office and speak with a

member of staff:

Stornoway—Creed Court

Balivanich—Winfield Way

Welcome

*The other landlords we have used for comparison in this report are: Argyll Community Housing Association, Berwickshire Housing Association, Dumfries and Galloway Housing Partnership, River Clyde Homes, and Scottish Borders Housing Association. These are landlords which also had stock

transferred from local authorities.

Board Members Category of

Membership

Iain MacMillan (Chair) Community

Calum MacKay (Vice-Chair) Community

Alasdair MacKenzie Tenant

Daniel Coyle Tenant

Kevin P Paterson Tenant

Mairi Bremner Community

Jane MacKinnon Community

INPUT COUNCIL APPOINTMENTS

Tenant Participation Service

Jane Ballantyne, 6 Inaclete Road, Stornoway, HS1 2RB phone: 01851 700811 mobile: 07487 891 242 email: [email protected]

Hours of work: Monday - Thursday, 8am -12.30pm

Executive Team

Dena MacLeod—Chief Executive

John MacIver—Director of Operations

Donald MacLeod—Director of Finance & Corporate Services

10

Tenant Participation

We incorporated the following changes into the tenant report

last year based on your feedback:

less text

a larger font

less corporate looking

a tenant friendly look and feel

clearer information about what it is about

more graphics to explain comparisons

plain English

You let us know that it was much easier to understand than

the previous Tenant Report so we have kept the same format

again

2016/17 at a glance ...

HHP had XXXX homes for rent

XXXX was the average weekly rent

XXXXXXXXX was the total rent due

XXX was the agreed rent increase

XXXX repairs were completed

XXX medical adaptations were carried

out

XXX properties were allocated

XXX of complaints were responded to

in full

3

… read on for further details

General Satisfaction

Overall service How well we kept you

informed

Opportunities to have

your say

4

HHP’s data is taken from the last Tenant Satisfaction Survey

carried out in 2015. Our next survey will be carried out in XXXX.

Meanwhile, we have been gathering feedback from you during

sign-ups and tenancy visits, and also when any investment works

are carried out on your homes. We received fewer complaints

this year (XX) than last year (XX) and will continue to act on any

feedback you give us.

9

Neighbourhoods

We have fewer cases of anti-social behaviour in the islands

than other landlords experience throughout Scotland. We

have improved our performance in resolving those cases over

the last year.

The data opposite refers to the

2015 Tenant Satisfaction Survey.

There was a large increase in

satisfaction in the way we

manage your neighbourhood so

we have continued to do what

we were doing, and take your

feedback into consideration

when we carry out any estate

management or investment

works.

Value for Money

8

The rent due for the year was

XXXXXX and we collected

XXXX of that which is better

than both Scottish average

and our landlord comparison

group.

Rent loss from properties

being empty (void) is

XXXX.

The average weekly rent is

shown in the table below.

HHP tenants generally pay

less to rent their homes than

other tenants around Scot-

land.

Stock & Letting

5

In 2016/17 there were XXX properties allocated and there

were XXX mutual exchanges during the year.

The table below shows the type of properties we have:

On 31 March 2017 our housing list looked like this:

XXX of these are transfer applications

Housing Quality ...

6

XXXXXX

7

... & Maintenance

We spent over XXXXXX improving your homes in

2015/16. The table below shows the different kinds

of works carried out, and how many houses were

improved in each category.

All homes with mains

gas were serviced by a

qualified engineer.

Following referral

from Occupational

Therapy XXX medical

adaptations were

carried out.

EESSH Return2016-17 Percentage of properties meeting the EESSH (Indicator C33)

C33.1 Number of self contained propertiesGas Electric Other fuels Total

Flats 159 167 0 326Four-in-a-block 45 3 0 48Houses (other than detached) 193 1,384 140 1,717Detached houses 2 64 8 74Total 399 1,618 148 2,165

C33.2 Number of self contained properties not in scope of the EESSHGas Electric Other fuels Total

Flats 0 0 0 0Four-in-a-block 0 0 0 0Houses (other than detached) 0 0 0 0Detached houses 0 0 0 0Total 0 0 0 0

C33.3 Number of self contained properties in scope of the EESSHGas Electric Other fuels Total


Hebridean Housing Partnership Ltd

C33 Page 1 of 8

aglsmi

Typewritten Text

APPENDIX 3

C33.4.1 Number of properties in scope of the EESSH where compliance is unknownGas Electric Other fuels Total


C33.4.2 Where EESSH compliance is unknown for any properties, please explain why

C33.5 Number of properties in scope of the EESSH that do not meet the standardGas Electric Other fuels Total


C33.6 Number of properties in scope of the EESSH that are exempt the standardGas Electric Other fuels Total


C33.7 Number of properties in scope of the EESSH that meet the standardGas Electric Other fuels Total


Percentage of properties meeting the EESSH (Indicator C33) 74.5 %

C33 Page 2 of 8

Hebridean Housing Partnership LtdEESSH Return2016-17 Working towards the EESSH (Indicator C34)

C34.1 Number of properties you estimated to bring up to the EESSH during the reporting yearGas Electric Other fuels Total


C34.2 Number of properties brought up to the EESSH during the reporting yearGas Electric Other fuels Total


C34.3 If the figures at C34.1 and C34.2 are different, please explain why

C34.4 The number of properties you estimate to bring up to the EESSH in the next reporting yearGas Electric Other fuels Total


Gas - 1 house refused worksElectric - 36 houses require further insulation measures; 10 refusals; 52 houses require EPC's; 16 houses require new heatingElectric - 2 detached houses require a new EPC

C34 Page 3 of 8

Hebridean Housing Partnership LtdEESSH Return2016-17 Anticipated exemptions from the EESSH (Indicator C35)

C35.1 Number of properties you anticipate will require an exemption from the first EESSH milestone in 2020Gas Electric Other fuels Total


C35.2 The reasons you anticipate properties will require an exemptionTechnical 66Legal 0Excessive cost 0Social 24Disposal 0 Validation totalOther reason / unknown 0 90

C35.3 If other reason or unknown, please explain

C35 Page 4 of 8

Hebridean Housing Partnership LtdEESSH Return2016-17 Energy Performance Certificates (EPCs) (Indicator C36)

C36.1 EPC rating

ABCDEFG

Total

C36.2 Of the properties with a valid EPC, please state which version of the SAP was used for generating the EPCsSAP 2001SAP 2005SAP 2009SAP 2012 Validation total

Other procedure / unknown 607

C36.3 If other procedure or unknown, please explain

C36.1.1 The number of properties with a valid

EPC

C36.1.2 The number of EPCs lodged in the

reporting year0 0

208 3915 5

78 6304 154

607 204

0

2 00 0

0

058522

C36 Page 5 of 8

Hebridean Housing Partnership LtdEESSH Return2016-17 Investment in the EESSH (Indicator C37)

C37.1 The total number of properties brought up to the EESSH during the reporting year305

C37.2 Of the total amount invested in bringing properties up to the EESSH, please state how much came from

C37.2.1 Subsidy£ 116,185

C37.2.2 The landlord’s own financial resource£ 424,403

C37.2.3 Another source£ 0

C37.2.4 Total amount invested in bringing properties up to the EESSH£ 540,588

C37.3 Please give reasons for any investment which came from another source

>>>>>

C37 Page 6 of 8

Hebridean Housing Partnership LtdEESSH Return2016-17 Validation Summary

Date of Approval must be enteredName of Approver must be enteredJob Role of Approver must be entered

Validation Summary Page 7 of 8

Hebridean Housing Partnership LtdEESSH Return2016-17 Approval

Allow approval?Yes

Date of Approval

Name of Approver

Job Role of ApproverNo359_EESSH20

359

Under exceptional circumstances, if the return is to be approved with validation messages showing on your Validation Summary, you must provide reason(s) why these cannot be cleared:

We confirm that this organisation has completed this return in accordance with the Technical Guidance and has been reviewed and approved by the Governing Body at its meeting on:

Approval Page 8 of 8

Making our house your home

Dena Macleod 28-Apr-17

ITEM 8

RULE CHANGE

Audit & Risk 24 May 2017 Board 24 May 2017


Purpose of Report

1.1 To outline changes required to the Partnership Rules to ensure the governance

arrangements are appropriate for the future requirements of the business plan and

comply with Regulatory Standards.

Summary

2.1 The structure of the Board has largely been in place since 2006. The structure needs to

be reviewed on a regular basis to ensure it remains fit for purpose, complies with good

practice and regulatory requirements.

2.2 A review of governance arrangements has been undertaken and it is proposed to

make 2 major changes which are included in the recommendations.

Competence

3.1 The exercise will cost approximately £3,500 in fees and there will be a requirement for

a number of statutory meetings with members, and permissions obtained from

Scottish Housing Regulator, FCA and OSCR. Full details are at Paragraphs 5.1 to 8.2.

Recommendations

4.1 It is recommended that the Audit & Risk Committee consider the proposed changes

to the Rules and make a recommendation to the Board.

Board approve:

a) The Rules be amended to replace Comhairle appointed Board Members with

Independent Board Members;

b) The Rules be amended to remove the geographical split of tenant Board

Members;

c) The timetable and action plan at Appendix 1.

APPENDIX1: Timetable and action plan for Rule Change

APPENDIX 2: Extract from SHR’s Regulatory Framework

Background Papers: Altair report LSVT Governance that is fit for the future

Writer of Report: Dena Macleod


Competence

Financial

5.1 The costs involved in amending the rules are estimated to be £3,500 which are mainly

legal and registration costs. There will be a cost to arranging the Special General

Meeting.

5.2 The costs can be met from the budgets for corporate legal fees and meetings.

Legal

6.1 Rule 21.1 to 23 and 88.1 to 88.3 make provision to change the Rules and call a Special

General Meeting.

6.2 Standing Orders 12.1 to 12.5 outline the role and remit of the Board which includes

“ensuring there is a balance of skills, experience and diversity of equality on the

Board”. Part 2 states changes in Rules are a matter reserved to the Board. Reviewing

the Rules is a referred function of the Audit & Risk Committee.

6.3 Approval for Rule changes is required from SHR, the FCA and OSCR.

6.4 The Office of National Statistics recently re-classified housing associations as public

bodies. The Scottish Government is currently drafting legislation to effectively reverse

the re-classification.

Regulatory Guidance

7.1 The relevant Regulatory Standards are:

Standard 6

The Governing Body and senior officers have the skills

and knowledge they need to be effective

6.1 The RSL has a formal, rigorous and transparent process for the election,

appointment and recruitment of governing board members. The governing

body annually assesses the skills, knowledge and diversity it needs to provide

capable leadership, control and constructive challenge to achieve the RSL’s

purpose, deliver good tenant outcomes and manage its affairs.

6.2 The RSL plans effectively to achieve the appropriate and effective

composition and profile of governing body members through ongoing

performance evaluation and active succession planning. The governing body

is able to assure that any non-executive member seeking re-election after nine

years continuous service can demonstrate their continued effectiveness.

Risk

8.1 Governance of the Partnership is critical to its long term viability. Reviewing and

updating the Rules to allow for skills based appointments will reduce the risk of non

compliance with the Regulatory requirements.


Report Details

Background

9.1 Ten years have passed since Stock Transfer and the majority of obligations in the

Transfer Agreement have been fulfilled. The Partnership is now on a solid foundation

and has a sound and robust working partnership with the Comhairle. It is the right time

to review our governance arrangements and this was identified as an action during

the recent review and update of the Business Plan. Appendix 2 contains an extract of

SHR’s Regulatory Framework outlining their requirements for Governance.

9.2 A number of Stock Transfer housing associations have either reviewed or are in the

process of reviewing their Rules. In 2015 Altair, a consultancy firm, carried out

extensive research into LSVT governing arrangements on behalf of Magenta Living,

Incommunities and Bolton at Home. The findings have been made public and a copy

of the report can be found on the web at:

http://altairltd.co.uk/wp-content/uploads/2016/01/Magenta-Living-LSVT-Research.pdf

ONS Re-classification

9.3 On 29 September 2016 the Office of National Statistics reclassified housing

associations in Scotland as public non-financial corporations and in response to this

the Scottish Government have put in place proposals to reverse this decision to

ensure that housing associations are classified as private bodies.

9.4 The current view is that if Stock Transfer RSLs have more than 25% of their Board

Members who are Council appointed this could be deemed as a public body having

a level of control over the RSL and therefore the RSL would be classified as a public

body.

“the people on the governing body, and the skills and knowledge they

collectively have, are the most significant contributors to the good governance

of the RSL. Poor governance presents a corporate risk to an RSL. Therefore

each RSL needs to be confident that it has the appropriate mix of experience

and objectivity on its governing body which best enables it to give effective

strategic direction and deliver good tenant outcomes”

Scottish Housing Regulator

“This comes at a time when the emphasis on the need for requisite skills on the

board has been heightened due to the demands presented by the external

operating environment and changes in the regulatory framework and the NHF

code….. Now is the time to ensure that LSVT’s have access to the right range

and depth of skills, knowledge and experience. Those who do not adjust to the

challenges they face are likely to find the capacity viability and adequacy of

their organisations’ governance threatened and their effectiveness and

resilience undermined”

Altair report


9.5 Council appointed Board Members make up 36% of the Board Members (33% if all

positions were filled) so if our constitution is not changed we will be caught in the ONS

reclassification. So in spite of the legislation the Scottish Government are putting in

place to effectively reverse the reclassification, HHP would still be caught up in being

classified as a public body meaning our borrowing will be counted as public

borrowing and could have implications on our ability to draw down grants.

Rule Change Proposals

9.6 The current structure is:

9.7 The National Housing Federation carried out a survey of LSVT Boards in 2015 and the

average Board was composed of one local authority nominee, six independents and

three tenants.

9.8 There are a number of different structures which could be considered but the one

which should provide the opportunity to move to a skills based appointment, ensure

we can put succession planning in place and avoid being re-classified as a public

body is detailed below:

CATEGORY NUMBER APPOINTMENT METHOD MEMBERSHIP

TENANTS 4 AGM elected Yes

COMMUNITY 4 AGM elected Yes

INDEPENDENT 4 Advert & Interview No

Board

4 Tenants

2 Lewis

1 Harris

1 Uist & Barra4 Community

4 Council Appointed

1 Board appointeed

2 co-optees


9.9 It is proposed to remove the requirement to have a geographic split of tenant

members from the Rules as this currently means tenant board members having to step

down at each AGM. We will work with the Tenant Participation Officer to ensure

there is a good representation of tenants from all areas in the Outer Hebrides eligible

to be elected, but not to the determent of having vacant tenant positions on the

Board. Tenants will be consulted on the proposed changes via our web pages and

through the Western Isles Housing Association Community Forum.

9.10 The changes to the Rules will also ensure that Comhairle members if they meet the

criteria, are not prevented from standing for nomination under any of the three

categories.

9.11 It is also proposed to establish a tenant scrutiny panel to improve efficiency and

service delivery.

9.12 Appendix 1 outlines the action plan and timescale required to implement the

proposed changes.


APPENDIX 1-TIMETABLE & ACTION PLAN

Item Description Responsible Timescale

1 Approve changes to Rules Board 24 May 2017

2 Job Descriptions and basis of Skills

Assessment prepared

Corporate

Governance Manager

10 June 2017

3 Rules updated Legal Advisor 10 June 2017

4 Tenant & Comhairle Consultation Corporate

Governance Manager

24 May 2017 –

23 June 2017

4 Scottish Housing Regulator (In

Principle) consent

Legal Advisor 23 June 2017

5 Arrange for Special General

Meeting of Members to approve

rule change

Corporate

Governance Manager

/ Membership

14 July 2017

6 Rules approved by SHR Corporate

Governance

manager/Legal

Advisor

July 2017

7 Rules approved by FCA Legal Advisor July 2017

8 Skills Assessment Corporate

Governance Manager

21 July 2017

9 Advertise for Independent Board

Members

Corporate

Governance Manager

/ Personal Assistant

26 July 2017

10 OSCR Notification Corporate

Governance Manager

31 July 2017

11 Interviews and appointment Board/Executive Team 16 August 2017

12 New Board in place Chief

Executive/Corporate

Governance Manager

September 2017

13 Training Plan 2017/18 for Board

members

Corporate

Governance Manager

November 2017


APPENDIX 2-EXTRACT FROM REGULATORY FRAMEWORK

5.18 The people on the governing body, and the skills and knowledge they collectively have, are the most significant

contributors to the good governance of the RSL. Poor governance presents a corporate risk to an RSL. Therefore

each RSL needs to be con dent that it has the appropriate mix of experience and objectivity on its governing

body which best enables it to give effective strategic direction and deliver good tenant outcomes

5.19 We require RSLs to formally and actively plan to ensure orderly succession to governing body places to

maintain an appropriate balance of skills and experience and to ensure progressive refreshing of the governing

body. Most RSLs are subject to a democratic process, as set out in their constitution, to fill any vacancies on the

governing body at the annual general meeting (AGM) of the RSL. This can involve an election of candidates to

vacancies on the governing body which is subject to the votes of members attending the AGM. To maximise the

opportunities for accountability that this process offers, we expect RSLs to encourage as diverse and strong a

membership as is compatible with their constitutions and to actively engage this membership.

5.20 To ensure a continuity of good governance each governing body needs to assess annually the skills, knowledge,

diversity and objectivity that it needs for its decision-making, what is contributed by continuing governing body

members, and what gaps there are that need to be filled. Based on this assessment the RSL can then openly

publicise to its full membership, and to others who may wish to become governing body members, what skills it

needs and what vacancy opportunities there are. This will encourage the election of governing body members

from the strongest pool of available talent. The RSL, by its active participation in the democratic process, can

work towards ensuring its governance is as strong and effective as it needs to be.

5.21. All governing body members need to be subject to annual performance reviews to assess their contribution and

effectiveness. The governing body needs to take account of these annual performance reviews in its succession

planning.

5.22. Having a mix of established and new members on the governing body is key to achieving good governance

because the RSL benefits from both experience and new ideas. The in-depth knowledge and understanding of

experienced members is vital. However, new members can bring an essential objectivity and independent

challenge to familiar practices and thinking. So, in terms of good governance practice, we consider that the RSL

should review whether a governing body member who has been in place for nine years – which would in most

cases be three, three-year terms – is still able to demonstrate this objectivity and independent challenge. The

governing body must be assured that any member seeking re-election after nine years’ continuous service is

able to demonstrate their continued effectiveness in this regard. We require full compliance with this

requirement as set out in Regulatory Standards 6.1 and 6.2 from 1 April 2015.

5.23. Irrespective of how governing body members are selected, the RSL must ensure they are capable of exercising

their role effectively – in the interests of tenants and other service users and to protect public investment. This

will often require governing body members to gain, or refresh, skills and expertise. This in turn creates an

obligation on RSLs to communicate responsibilities to prospective and current governing body members and to

take all necessary steps to assist new members. Consequently we require RSLs to ensure there are effective

induction programmes in place for new governing body members which give them the necessary information

and support to understand their role, powers and duties as non-executive members in the governance of the

organisation. The RSL also needs to provide existing governing body members with ongoing support and

training to sustain their continued effectiveness.

Jackie Macleod Page 1 of 3 15/5/17

Agenda Item 9

BOARD 24 May 2017

DEVELOPMENT PROGRAMME 2016/17 - 2017/18


PURPOSE OF REPORT

1.1 To advise the Board of progress with the Development Programme 2016/17 – 2017/18.

SUMMARY

2.1 Mackenzie Avenue is now on site and progressing well.

2.2 The conveyancing for the Tarbert Police house has now been completed, Design consultants LDN Architects have been appointed and design work is underway.

2.3 The design team for Tarbert Central have submitted a planning application and are currently reviewing the comments received from the Planning officers. A meeting has been arranged with Planning and an update will be given at the meeting. Transfer of the land to HHP from CNES has been instructed at nil cost.

2.4 The financial appraisal for Corran Ciosmul based on indicative costs is well above benchmark and the Comhairle are currently reviewing the level of grant which they can contribute to the project.

2.5 Appendix 1 provides a summary of spend for the 2017/18 programme and details of the spend to date on individual projects can be found in the private papers.

COMPETENCE

3.1 The financial, legal and other constraints are detailed at paragraphs 5 and 6.

RECOMMENDATIONS

4.1 It is recommended that the Board:

a) Note the progress on the Development Programme for 2017/18;

b) Note the forecast out-turn spend on the Development Programme for 2017/18 at Appendix 1; and

c) Approve the exploration and potential purchase of sites in line with the 2017/18 Development Plan and in consultation with the Development Workgroup.

APPENDIX 1 Development Programme Forecast Out-turn 2017/18 (To Follow)


Writer of Report Dena Macleod Tel: 0300 123 0773


COMPETENCE

Financial 5.1 There is a private finance budget of £1.2m for the 2017/18 Development Programme. 5.2 Financial appraisals for Tarbert Central are included in the private papers at Item 20 due

to the commercial sensitivity of the information.

RISK

6.1 Development is inherently risky. Feasibility work to ascertain the suitability and capacity of potential sites for development helps to reduce risk. Feasibility studies are jointly funded by HHP and the Comhairle and are undertaken by Tighean Innse Gall.

6.2 Risk related to particular development is assessed as part of the feasibility study.

REPORT DETAILS

PROGRESS ON SITE

Mackenzie Lane

7.1 The development has been completed and the properties handed over on 3 May 2017. A survey is being undertaken by TIG to establish the reason for the low interest levels for LIFT properties in the scheme.

Mackenzie Avenue (Melbost Phase 3 Stage 3 and Melbost Phase 4)

7.2 Work started on site in March 2017 and the handover of the first phase is planned for June 2018 with the final completion in September 2019.

ACQUISITION

8.1 An update is provided in the paragraphs below highlighting projects where there has been progress or significant change since the last meeting of the Board. The projects where there has been no change are:

• Stoneyfield; and

• British Legion Site.

Tarbert Police Station

8.2 The property has now been acquired and the design team have commenced work.

Tarbert Central

8.3 The site is currently in the Comhairle’s ownership and there is a potential legal matter which requires to be addressed prior to the site being transferred to HHP. In addition 8 objections have been received to the planning application and this will need to be determined at Committee. An update will be provided at the meeting.


Barra

8.4 Discussions are underway with the Comhairle to identify the level of grant which might be available to support this development following which Scottish Government will be approached to confirm the grant available. If a shortfall in the project funding remains the Board has the option to increase the amount of private finance to enable the development to proceed or to increase the number of units on site.

Cameron Terrace, Lochs

8.5 TIG has been instructed to progress this site to tender. It is proposed that this be on a Design Build basis using the new HHP house designs.

Other Sites Being Explored

8.6 There are a number of other potential development sites being explored: Perceval Road, Stag Road, Back Care Unit, Lochmaddy Police House, Lady Matheson School on Scotland Street and HIAL site at the airport.

MASTERPLANNING

9.1 A bid to fund infrastructure work and carry out master planning at the Goathill site is being progressed and £75k has been awarded by the Scottish Government. The grant is being paid directly to the Comhairle and HHP will be invoiced for our contribution of £10k. Architects, Robert Potter and Partners have been appointed with a view to the Master plan being completed by September 2017.

9.2 The governance arrangements have been put in place and include a Project Board and a number of Project Teams.


BOARD 24 May 2017

GIFTS & HOSPITALITY POLICY


PURPOSE OF REPORT

1.1 The purpose of this report is to seek Board approval for the discontinuation of the Gifts and Hospitality Policy as its requirements are included in the Entitlements, Payments and Benefits Policy.

SUMMARY

2.1 The Gifts and Hospitality Policy was due for review in accordance with the Policy Review Schedule.

2.2 The Entitlements, Payments and Benefits Policy (EPB), adopted in May 2016, covers the same policy area so there is no requirement to retain two similar policies. Further detail is in the body of the report.

COMPETENCE

3.1 There is no financial constraint arising from the recommendation to this report being implemented. Legal constraints are detailed at 6.1.

RECOMMENDATIONS

4.1 It is recommended that the Board approve the discontinuation of the Gifts and Hospitality Policy.

Background Papers Regulatory Standards of Governance and Financial Management

Gifts & Hospitality Policy v 6.0

Entitlements, Payments & Benefits Policy v 1.1

Writer of Report Angela C Smith Tel: 0300 123 0773

Agenda Item 10


COMPETENCE

Financial

5.1 There is no financial constraint arising from the recommendation to this report being implemented.

Legal 5.2 There is a regulatory requirement to have policies and procedures in place to cover

payments and benefits to staff and Board Members.

5.3 The Standing Orders state that the Audit & Risk Committee shall consider on behalf of the Board and report thereon to the Board for its consideration or decision on policies and procedures relating to the Board’s Corporate Governance.

RISK

6.1 The risk of not updating policies can lead to breaches in regulatory codes of governance and recommended practice, and leave the Partnership open to increased engagement with the Regulator.

REPORT DETAIL

7.1 The Gifts and Hospitality Policy has been in place since transfer and updated periodically in accordance with the Policy Review Schedule. It is now due for review.

7.2 With the adoption of the Entitlements, Payments and Benefits Policy (EPB) and Procedure, HHP now has two policies covering the same policy area.

7.3 The EPB Policy covers all of the detail in the Gifts and Hospitality Policy. In its appendix (extracted below) it details how gifts and hospitality should be managed, and covers conduct and probity, openness and transparency, in respect of the same, in the body of the policy. The thresholds in the EPB Policy are less stringent than that of the Gifts and Hospitality Policy, but these thresholds do have regulatory approval.

Gifts received from tenants

and external sources

including prizes from our

contractor or suppliers.

Small gifts (e.g. a box of chocolates, pens, folders, paperweights)

and prizes from our contractors and suppliers can be accepted if:

• the value does not exceed £50

• you do not receive more than one such gift from the same source in a 12 month period

• you record receipt of the gift in the register

You should not normally accept other gifts and should decline any

gifts with a value of more than £50 unless to do so would cause

offence or otherwise damage our reputation. In these cases you

must:

• Advise the donor that the gift will be donated to charity or will form part of our annual charity fund raising activities

• Record the gift and the action taken in the register within five days

You should not regularly accept gifts from the same source and

never more than once from the same source within a 12 month

period.

You should also record any offers that you decline and the reasons

for this, in the register within five days.


Gifts given from us to one

of our people or received

by one of our people from

external sources to mark

special occasions.

Gifts from the organisation to our people can be permitted in

cases where it is to mark a special occasion or significant event

including:

• Retirement

• Leaving the organisation

• Long service awards

These must be recorded in the relevant register and the value of

such gifts will not normally exceed £25 except where specifically

allowed for in the terms and conditions of employment, or our

own separate policy.

Please note, that this does not include collections by our people

using their own personal funds to mark special occasions. These

are always permitted with no requirement to declare.

Hospitality associated with

our business and that of its

partners.

Modest hospitality, such as a sandwich lunch or networking event,

is permitted and does not need to be recorded

All other hospitality up to a value of £50 is permitted but must be

recorded in the register, along with an estimation of the value of

hospitality received, within five days of attendance.

You should not accept invitations with a value that is greater

than £50, unless you have prior approval from the Chief

Executive or Chair. The type of hospitality offered will also be

taken into consideration, e.g. we will not normally accept

invitations to sporting events, concerts, golf tournaments etc.

In this case, the reason for acceptance must also be included in

the register and countersigned by the Company Secretary.

Our people seeking

donations from our

contractors/suppliers when

fundraising for charity

This is permitted provided:

• Approval is gained from Chief Executive prior to making any approach

• Any donations received are recorded in the register

We recognise our social responsibility and promote charity

fundraising by the organisation and our people. We have a

separate policy that sets out our approach to supporting other

charities.

7.4 A report was prepared for Executive Team to consider in March 2017 which outlined the above with a recommendation that Board be asked to discontinue use of the Gifts & Hospitality Policy with immediate effect as the EPB Policy covers all the required policy areas. Following their review, Executive Team agreed that this recommendation should be made to Board.

7.5 One point to note is that the Gifts & Hospitality Policy requires consultation with the Forum if any major changes are being implemented. However, as the potential discontinuation is driven by another policy replicating what is in the Gifts & Hospitality Policy, there is no need to consult.

Shona Paton Page 1 of 2 15/5/17

Agenda Item 11

BOARD 24 May 2017

FIRE SAFETY POLICY


PURPOSE OF REPORT

1.1 To present to the Board the revised Fire Safety Policy.

SUMMARY

2.1 The Partnership’s Fire Safety Policy relates to both the main HHP offices and other buildings used by the Handyman Service.

2.2 The Policy is reviewed annually following fire risk assessments. The Policy has been reviewed and there are no major changes. The Policy is at Appendix 1.

COMPETENCE

3.1 The legal, financial or other constraints to any recommendations in this report are contained in paragraph 5.

RECOMMENDATION

4.1 It is recommended that the Board review and approve the revised Fire Safety Policy at Appendix 1.

APPENDIX 1 Revised Fire Safety Policy


Writer of Report Angus Smith Tel: 0300 123 0773

Shona Paton Page 2 of 2 15/5/17

COMPETENCE

Financial 5.1 There are no significant additional financial implications arising directly from

consideration of this report although, it should be noted that training and risk assessments costs are part of the annual spend in relation to HHP’s Fire Safety Policy.

Legal 5.2 HHP is required to comply with Part 3 of the Fire (Scotland) Act 2005 and The Fire Safety

(Scotland) Regulations 2006.

RISK

6.1 There are no additional risk implications arising directly out of consideration of this report, however the amendments made to the Policy reflect better risk identification processes and management.

REPORT DETAILS

7.1 There have been no major changes to the Policy itself but Appendix 1 and Appendix 3 have been updated to reflect deletion of stores used in Uist and Barra.

FIRE SAFETY POLICY

Section Finance & Corporate Services

Date Policy Approved by Board 24 May 2017

Review Period Annually

Review Due May 2018

Version 1.5

RSL No. 359; A Registered Charity (No. SCO35767); A Registered Society under the Co-operative and Community Benefit Societies Act 2014

Reg No 2644R(S); Registered Social Landlord Reg No:359; Registered Property Factor: PF000183

APPENDIX 1

CONTENTS

FIRE SAFETY ..............................................................................................1

Policy Change History ...................................................................................1

Interpretations & Abbreviations .......................................................................2

Introduction ..............................................................................................3

Procedures and Guidance ..............................................................................3

Evacuation Procedures for the Disabled ..............................................................6

Policy Review .............................................................................................8

APPENDIX 1 – Fire Assembly Points ....................................................................9

APPENDIX 2 – Fire Call Point & Fire Extinguisher Locations ..................................... 10

APPENDIX 3 – Fire Marshalls as at 01.04.2017 ..................................................... 12

APPENDIX 4 – Evacuation Times...................................................................... 13

1

POLICY CHANGE HISTORY

The following interpretation and abbreviations are used in this policy:

Version Change Applied Date By

1.2 Revised to reflect differences in practice between the different HHP offices and buildings.

May 2014 Angus Smith

1.3 No major changes – updates to Appendices 1 & 3.

May 2015 Shona Paton

1.4 Update to Appendix 3. May 2016 Shona Paton

1.5 Update to Appenix 1 & 3 April 2017 Shona Paton

2

INTERPRETATIONS & ABBREVIATIONS

Word Interpretation

HHP or Partnership Hebridean Housing Partnership

Board Means the Board of the Hebridean Housing Partnership

Board Members All Members of the Board including co-opted Members

All references to the masculine gender in this policy shall read as equally applicable to the feminine gender

3

FIRE SAFETY

INTRODUCTION

1.1 It is the policy of Hebridean Housing Partnership to ensure that all employees, visitors and contractors are protected from the risks of fire. In order to achieve this aim, appropriate fire prevention/precaution measures shall be taken; additionally, appropriate evacuation procedures shall be developed, implemented and periodically tested. All persons shall be provided with appropriate fire awareness training and instruction. All premises shall comply with relevant fire safety legislation and recognised good practice standards and guidance.

1.2 This policy is prepared in order to comply with Part 3 of the Fire (Scotland) Act 2005 and The Fire Safety (Scotland) Regulations 2006.

PROCEDURES AND GUIDANCE

General Instruction

2.1 All staff must be familiar with the fire procedures as required by the Fire (Scotland) Act 2005 and The Fire Safety (Scotland) Regulations 2006.

2.2 HHP staff operate from a number of offices and other buildings. Fire procedures are posted throughout these premises and can be found on exit routes normally adjacent to fire alarm call points or portable fire equipment where applicable.

2.3 All staff are required to ensure that they are familiar with the exits and the alternative means of escape in case of fire by walking the routes from the areas in which they are employed. Occupants should know their assembly points which are listed at Appendix 1.

2.4 If you have to evacuate the premises:

• Do exit quickly and calmly;

• Do go directly to open air and proceed to the assembly point;

• Do close the door behind you;

• Do not enter an adjacent building;

• Do not stop to collect bags;

• Do not use lifts; and

• Do not attempt to fight a fire unless you have been specifically trained to do so.

2.5 Any staff not at their usual work location on hearing the evacuation alarm must leave the building and go to the assembly point. On no account must they return to their usual work location prior to evacuating the building.

2.6 Break glass fire alarm call points can be found at the Stornoway and Balivanich ofices. Their locations are shown at Appendix 2.

2.7 The location of portable fire extinguishers are sited adjacent to storey and final exits and other strategic locations throughout the premises. Their locations are shown at Appendix 2.

2.8 Emergency light fittings are located in each office.

Fire Safety

2.9 Fire safety is everyone’s responsibility. All employees, visitors and contractors are expected to follow established safety procedures to ensure the safe use of

4

electrical/gas appliances, the safe use, storage and disposal of hazardous/combustible materials and compliance with the requirements of the Company’s Smoking Policy.

Fire Precautions

2.10 Fire doors must be kept closed at all times to maintain compartmentalisation of the building and to prevent the spread of fire and/or toxic smoke.

2.11 Corridors, stairways, landings and escape routes must be kept clear at all times of anything that is likely to cause a fire or accident or to impede evacuation in an emergency.

2.12 Hazardous materials must be stored, used and disposed of in accordance with all legal requirements and safe working practices. This also applies to materials kept by the Handyman Service in their garages and stores.

2.13 All fire-fighting equipment must be kept free from obstruction, be visibly conspicuous and readily available for use in an emergency. Portable fire-fighting equipment must not be removed or repositioned without authority from the Corporate Resources Officer.

2.14 Any obvious or suspected damage to, or misuse of, a fire alarm or fire-fighting equipment must be reported to the Corporate Resources Officer.

Housekeeping

2.15 The following general housekeeping rules shall be applied by all staff:

• The photocopier/IT area shall be maintained in a safe and tidy condition;

• All paper/documents/drawings shall, as far as practicable, be secured in storage cabinets when not in use and at the end of each working day. To ensure that storage space is not wastefully used, full use of the archiving system shall be made; and

• Both the Stornoway and Balivanich offices have been designed for use by mutliple occupants. No equipment or other hazardous materials should be stored in corridors, access ways or under stairs.

Electrical Equipment

2.16 HHP has in place a system of regular inspections of portable electrical appliances on all HHP-owned electrical equipment and any faults found are rectified or the item of equipment replaced.

2.17 HHP reserves the right to carry out such regular inspections on non-HHP owned electrical equipment (e.g. desk fans, charger units, etc) used on the premises.

Fire Extinguishers

2.18 Fire extinguishers are located in the vicinity of all fire exits and must only be used by staff who are trained to use them.

2.19 Do not attempt to fight a fire with extinguishers unless you are certain that you can put it out. If you do use an extinguisher make sure that you have a clear exit behind you. Your main priority should be to evacuate the building.

2.20 There are two types of extinguishers in the offices, both have red bodies but are clearly labelled.

• Water, for use on wood, paper and textile fires (red label)

5

• Carbon Dioxide, for electrical, metal and flammable liquid fires (black label)

Fire Action Procedure

2.21 Any person suspecting or discovering a fire shall:

• Raise the alarm by breaking the glass of the nearest fire alarm call point; and

• Follow the procedures below “on hearing the fire alarm”.

2.22 Any person hearing the fire alarm shall:

• Leave the building by the nearest available exit route – DO NOT USE LIFTS;

• Close all doors (and windows where safe to do so) behind you as you leave;

• Leave the building calmly – DO NOT RUN;

• Go directly to your assembly point designated for the building;

• Never re-enter the building until instructed to do so by a Fire Marshall or the Senior Fire Officer attending; and

• Never re-enter the premises while the alarm is still sounding.

2.23 Instructions given by the nominated staff (Fire Marshall) must be followed and breaches of these procedures will be considered serious and may be dealt with under HHP’s Disciplinary Procedures.

Contacting the Fire and Rescue Service

2.24 The Fire Marshalls are the nominated persons for establishing contact with the Fire and Rescue Service. (This action will require to be co-ordinated, by the Corporate Resources Officer or the Senior Fire Marshall present,to ensure that a call is actually made to the Fire and Rescue Service). In the event of a fire alarm being raised they are responsible for accessing the fire alarm panel, contacting the Fire and Rescue Service and undertaking the following procedures:

1. Dial 999, provide the Operator with the premises telephone number and request the Fire Service; and

2. When the Fire Service answers, provide the following message distinctly:

• There is a fire at XXXXXXXXXX;

• Inform them of the location of the fire within the building;

• Advise them if all persons are out of the building and accounted for; and

• Do not replace the receiver until the address has been repeated by the Fire Service.

2.25 Thereafter the Fire Marshals will be responsible for liaising with the Fire and Rescue Service.

Roles and Responsibilities

2.26 Within Hebridean Housing Partnership Ltd a number of personnel have defined responsibilities relating to fire and safety which are detailed at Appendix 3.

Chief Executive

2.27 The Chief Executive assumes overall responsibility for the generation, administration and implementation of the Company Fire Safety Policy. The Chief Executive may delegate any or all of his responsibility to another person with sufficient and appropriate experience/knowledge.

6

2.28 The Chief Executive shall:

• be directly responsible for the establishment and maintenance of an effective Fire Safety Plan (see Appendix 2), take a direct interest in such a Plan and publicly support those to whom he delegates responsibility for Fire Safety;

• ensure the Fire Service is contacted in the event of a fire or fire alarm being raised;

• provide adequate funds and resources to meet the Fire Safety requirements;

• ensure that all liability is covered by insurance as appropriate, and renew insurance and loss records annually;

• ensure that responsibility is properly assigned and accepted at all levels;

• ensure that an annual fire drill is carried out at each office in co-ordination with other building users;

• ensure that an audit of the Fire Safety Policy is carried out annually;

• maintain, and periodically update, an effective Fire Safety Policy for the Company;

• monitor the effective operation of maintenance contracts for Fire Safety Systems and Equipment;

• ensure that manual checks are carried out in accordance with the Fire Safety Policy requirements and ensure the following checks are carried out:

o fire extinguishers – monthly visual inspection and annual maintenance inspection;

o fire alarm – weekly; and o emergency ligthing – weekly; and

• appoint and allocate areas for each of the Fire Marshals.

EVACUATION PROCEDURES FOR THE DISABLED

3.1 Wherever possible HHP will collect and record any tenant or applicant vulnerability so that staff can be aware of any additional communication or other steps they may require to carry out in order to assist and serve an in-office visit or telephone enquiry. This should assist the HHP staff member in dealing with a disabled visitor in an appropriate way should a fire occur.

Wheelchair users – personal assistant in attendance

3.2 On hearing the fire alarm the personal assistant in attendance should proceed with the wheelchair user to the assembly point applicable to the office.

Wheelchair Users

3.3 The wheelchair user should make themselves known to a Fire Marshall, who will ensure that they are removed safely from the building to the assembly point.

Deaf/Hearing Impaired Persons

3.4 There are no visual fire alarm signals within the HHP offices. Deaf or hearing impaired occupants are encouraged, by appropriate signage in our Customer Service

7

areas, to advise an appropriate member of staff of this fact when they visit the office, so that they can be notified of any alarm.

Blind/Visually Impaired Persons

3.5 Blind/visually impaired staff will be specifically shown how to physically locate evacuation and assembly points in the office and should make special arrangements with their Team Leader or Fire Marshall for their evacuation in the event of a fire.

Blind or visually impaired visitors should advise an appropriate member of staff of this fact when they visit the office, so that they can be assisted in the event of a fire.

Evacuation Drills

3.6 In accordance with fire safety legislation, fire evacuation drills will be carried out by HHP at least annually.

3.7 The drills will monitor the effectiveness of the local evacuation procedures and, where necessary, identify required changes. They will also time the evacuation and compare the time to a previously determined acceptable time for the particular building, based on national standards and accepted good practice. (See Appendix 4) In cases where the evacuation takes longer than the expected time, a second drill may be carried out at a later date.

3.8 Reports on the effectiveness of drills will be presented by the Chief Executive. Appropriate feedback information will also be published and distributed to staff.

Fire Marshalls

3.9 Fire Marshalls will be familiar with all the exit points for their area and will direct staff and visitors towards the most appropriate available exit.

It must be stressed that Fire Marshalls are not trained to be fire fighters.

3.10 In the event that a fire alarm sounds, Fire Marshals are to:

• direct staff and visitors towards the nearest available exit;

• maintain a steady flow of people evacuating the building and preventing “bottlenecks” building up by redirecting staff and visitors towards other available exits as necessary (so that they are not placed at risk);

• ensure (as far as is reasonably practicable) that the floor is clear or is actively evacuating;

• leave the building themselves by the nearest available exit;

• carry out a roll call of staff present and to identify staff who are off-site or unaccounted for;

• report to the Corporate Resources Officer or the Senior Fire Marshall present on the status of their area (using a predetermined short checklist);

• maintain an up to date Fire Register;

• keep their Team Fire Pack in a readily accessible location and ensure it contains the following:

o fire procedure; o fire escape plans; and o clipboard and pencil.

8

Employees

3.11 It is the duty of every employee to:

• notify their line manager or team of their location and expected time of return if they are away from the office;

• comply with the building evacuation procedure;

• upon hearing the fire alarm (except for the weekly test), proceed to the assembly point, ensuring their visitors, when present, accompany them;

• comply with instructions from Fire Marshals;

• report any violation of fire safety policy to either the Corporate Resources Officer or a Fire Marshall.

Training, Instruction and Information

3.12 All new employees shall be given local fire safety induction training by their Team Leader (or other appropriate person) in the first month of employment. This will include identification of escape routes, location of fire extinguishers and call points, where the assembly point is and any local hazards that they need to be aware of.

3.13 All employees shall be given general fire safety awareness at least every two years by an appropriate person approved by the Chief Executive.

3.14 The Chief Executive should ensure that Fire Marshalls have been appointed, and have each been trained to an appropriate level.

3.15 The Evacuation Procedures and the Assembly Point location shall be displayed at strategic points throughout the buildings.

Fire Risk Assessments

3.16 In accordance with Part 3 of the Fire (Scotland) Act 2005 and The Fire Safety (Scotland) Regulations 2006 fire risk assessments shall be organised and/or carried out by the Chief Executive (or representative). The risk assessments shall be amended as necessary when circumstances require it (e.g. building changes). The risk assessments shall be reviewed at least annually to ensure their on-going relevance and adequacy.

POLICY REVIEW

Monitoring and Audit

4.1 Team Leaders and Fire Marshalls shall, as part of their day-to-day duties and during inspections, ensure that fire safety precaution and prevention measures are in place and are working as they are intended to. Any deficiencies observed shall be reported to the Corporate Resources Officer for remedial action.

9

APPENDIX 1 – FIRE ASSEMBLY POINTS

Creed Court Stornoway Car park at front of building

17 Winfield Way, Balivanich Car park at front of building

Garage 1, Tindill Road, Balivanich Grass area at front of building

Garage 2, Tindill Road, Balivanich Grass area at front of building

Garage 6, Columbia Place Driveway at front of garages

The Portacabin, Recycling Centre, Urgha Car park at front of building

Garage1, Macqueen Street, Tarbert Road at front of garages

10

APPENDIX 2 – FIRE CALL POINT & FIRE EXTINGUISHER LOCATIONS

11

The other properties will be completed once the Fire Risk Assessments have been carried out.

12

APPENDIX 3 – FIRE MARSHALLS AS AT 01.04.2017

Stornoway Office

Angus Smith – Corporate Resources Manager Shona Paton – Corporate Resources Officer

Mina Maclean – Allocations Officer Jackie Macleod – Personal Assistant

Andrea Watson – Customer Services Officer

Garage 6, Columbia Place

Alex John Macleod - Harris Handyman

The Portcabin, Recycling Centre, Urgha

Alex John Macleod - Harris Handyman

Garage 1, Macqueen Street, Tarbert

Alex John Macleod – Harris Handyman

Uist Office

Katie Walker – Area Manager Lisa Woodin – Housing Officer

Norman MacAskill – Clerk of Works Linda Johnson – Allocations Assistant

Garage 1 & 2 Tindill Road, Balivanich

John Currie – Uist Handyman

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APPENDIX 4 – EVACUATION TIMES

Current evacuation time target:

Stornoway Office – 3 minutes

Balivanich Office – 2 minutes

These are based on national standards and accepted good practice.

Angus Smith Page 1 of 1 22/5/17

Agenda Item 12

BOARD 24 May 2017

INFORMATION & COMMUNICATION TECHNOLOGY (ICT) SECURITY POLICY


PURPOSE OF REPORT

1.1 To present to the Board HHP’s information security policy which relates to equipment use and data management within the organisation.

SUMMARY

2.1 An audit of HHP’s internal ICT security was carried out by Scott-Moncrieff in February 2016.

2.2 While they found that the organisation had good processes and measures in place, they felt that a specific policy document, pulling together all the practices and procedures in operation, would be beneficial, and would assist in both managing, monitoring and developing best practice.

2.3 This policy covers the control of, and access to HHP’s equipment – primarily in relation to our networks, servers, computers and telephones. It also covers specific security systems such as the use of firewalls, antivirus and malware services, and the web and email filtering measures that are in place. All these are designed to safeguard our two main offices, the links to and within the Castle datacentre, and to support remote and mobile working.

2.4 This policy will now operate alongside HHP’s data security and communication tools policies, and provides a framework within which the new IT Strategy will operate. This Strategy will be presented to the Board in June 2017.

2.5 This Policy meets current legislative requirements, but may need to be reviewed alongside any changes following the implementation of the new EU General Data Protection Regulation in May 2018.

COMPETENCE

3.1 There is no legal, financial, or other constraint arising from the recommendation to this report being implemented.

RECOMMENDATION

4.1 It is recommended that Board approve the policy at Appendix 1.

APPENDIX 1 ICT Security Policy

Background Papers Internal Audit Report: ICT Healthcheck, February 2016

Writer of Report Angus Smith Tel: 0300 123 0773

INFORMATION AND

COMMUNICATION SECURITY (ICT)

POLICY

Section Finance & Corporate Services

Date Policy Approved by Board 24 May 2017

Review Period 1 Year Initial Review

Review Due May 2018

Version 1.0

APPENDIX 1

Contents

ICT SECURITY POLICY ................................................................................... 1

POLICY CHANGE HISTORY ............................................................................. 3

INTERPRETATIONS & ABBREVIATIONS .............................................................. 4

INTRODUCTION AND OBJECTIVES .................................................................... 5

OVERVIEW ................................................................................................ 5

Legal Context ............................................................................................................................................ 5

Information Classification ....................................................................................................................... 6

Supplementary Documentation .............................................................................................................. 6

HARDWARE .............................................................................................. 6

Use of HHP Phones ................................................................................................................................... 7

Bring Your Own Device (BYOD) ............................................................................................................... 8

Use of Equipment...................................................................................................................................... 8

Return of Equipment ................................................................................................................................ 8

Use of Personal Computing Equipment ................................................................................................. 8

SOFTWARE ............................................................................................... 9

System Security ....................................................................................................................................... 10

Information Labelling ............................................................................................................................. 12

Protecting our Data ................................................................................................................................ 12

Controlled or Personal Information ..................................................................................................... 13

Disposing of Information Securely ....................................................................................................... 13

Email Management Principles ............................................................................................................... 14

Clear Desk ................................................................................................................................................ 14

Clear Screen ............................................................................................................................................ 15

MONITORING AND BREACH OF POLICY ............................................................. 15

Monitoring ................................................................................................................................................ 15

Breach of Policy ...................................................................................................................................... 15

APPENDIX 1 ............................................................................................. 17

APPENDIX 2 ............................................................................................. 18

POLICY CHANGE HISTORY

Version Change Applied Date By

1.0 Initial Draft Angus Smith

INTERPRETATIONS & ABBREVIATIONS

The following interpretation and abbreviations are used in this policy:

Word Interpretation

HHP or Partnership Hebridean Housing Partnership

Board Means the Board of the Hebridean Housing Partnership

Board Members All Members of the Board including co-opted Members

Portable USB Storage USB devices (also known as memory sticks, flash drives) or any other external device on which data can be transferred to and stored on.

Mp3 Audio file format

Stakeholders HHP Staff, Board Members and Contracted 3rd Parties with access to HHP systems

FOI Freedom of Information

Corporate Resources The Corporate Resources Manager or IT Officer

Torrents Software which is broken down, distrbuted and downloaded from one or more server or remote host, and then rebuilt before use.

Warez Generally, Pirated Software distributed over the internet

All references to the masculine gender in this policy shall read as equally applicable to the feminine gender

ICT SECURITY POLICY

INTRODUCTION AND OBJECTIVES

1.1 Information, in whatever form it takes, is a valuable asset to our organisation and consequently needs to be suitably protected.

1.2 Integrity is the core HHP value, therefore we regard the integrity and security of our computer and information management systems as central to our success. In this respect, employees are expected to act with integrity at all times. Our code of conduct sets out expected standards of behaviour in some detail. This policy describes what is expected of stakeholders and how information should be managed.

1.3 This policy has six main sections:

• Overview

• Hardware

• Software

• Network services

• Information management

• Monitoring and breach of policy.

OVERVIEW

2.1 This policy applies to all HHP board members, employees (including temporary staff and students) and organisations acting on HHP’s behalf. It applies to all locations where information and data are accessed and used. HHP is committed to achieving the highest standards in protecting the information.

2.2 It is everyone's responsibility to ensure they implement this policy. It will be available on HHP’s website and intranet.

2.3 Directors and Line Managers are responsible for communicating the importance of this policy and monitoring and reporting on its compliance within their teams.

2.4 It is the Corporate Resources Manager’s role to keep this policy up-to-date.

2.5 HHP's Audit & Risk Committee has oversight of information risks.

2.6 The Corporate Governance Manager, as Data Protection Officer is responsible for updating HHP's data protection notification, managing data subject access requests and providing advice to staff.

2.7 Contracts with 3rd party organisations, if access to HHP data and systems is involved, will require to include best practice IT security practices and meet the requirements of this policy.

Legal Context

2.8 Further information on the legal context relating to information security can be found in

appendix 1.

Information Classification

2.9 HHP uses three information classifications:

• Public

• Controlled

• Personal.

2.10 Their description can be found in appendix 2.

Supplementary Documentation

2.11 The following documents should be used to support and supplement this policy:

• Hebridean Housing Partnership’s data protection policy.

• Data Protection Act 1998.

HARDWARE

3.1 HHP systems are a mixture of local PC’s, tablets and servers in different offices, integrated with infrastructure held in a remotely managed data centre. This means that there are a number of control and access points that need to be secured to ensure data integrity across the organization.

3.2 All control and access points have appropriate security measures installed to only allow permitted usage. These measures include the use of passwords, firewalls and filtering as appropriate – but user vigilance is also key.

3.3 All access will be controlled to ensure that it is only granted to users based on role, operational requirements, and the duration for which access is required.

3.4 HHP equipment must be kept secure at all times and should only be accessible to other HHP employees.

3.5 We store business critical, sensitive and confidential data on our network and mobile devices (including mobile phones), so how these are used is very important. Loss of such data could impact our ability to carry out our work and be both embarrassing and damaging to our reputation. It could also result in a financial penalty. Therefore:

• our hardware must not be used by, given or loaned to anyone who does not work for or is contracted, or seconded to HHP;

• our visitors must not have access to unsecured or unattended equipment.

• our hardware must be stored safely and securely, for example in the locked boot of a car, rather than on a seat;

• we must store portable equipment securely when it is left unattended; and

• in environments where other people can access our equipment, we must lock our keyboards, use a password-locked screen saver and prevent others from viewing information on our screens.

3.6 All users must take reasonable care of HHP hardware and protect it from physical damage.

3.7 Damage to equipment is expensive to repair and can disrupt our work. Therefore:

• Staff should avoid placing drinks or liquids next to computer equipment. We acknowledge that employees may have drinks at their workstation - employees

should take adequate precautions to prevent spillages e.g. move keyboards to the side, keep drinks at arms distance to avoid knocking them over, etc;

• whilst Corporate Resources carry out most cabling at HHP, if employees are required to set up cables, they should make sure they do not trail across areas where others walk or sit;

• do not place computer equipment on furniture that is not designed to support it;

• keep all equipment away from the edge of desks;

• always carry computer equipment in the protective bags or boxes provided; and

• do not change the initial setup on a PC or mobile device without instructions from Corporate Resources.

3.8 When hardware is being transferred between employees or returned to the equipment pool, it is your responsibility to remove all data from the equipment beforehand.

3.9 Users are responsible for removing data from shared HHP equipment after use. This will protect the data from unauthorised access and make sure that any personal data subject to the Data Protection Act is removed.

3.10 HHP operates two internal and independent networks. One is private for HHP’s core systems access and Citrix use, the second for public and visitor access to the internet by wifi. Users must only connect approved HHP equipment to our private network.

3.11 HHP’s laptops and mobile devices may be connected to any network service that gives a direct connection to the internet, including wireless connections. Some external sites offer access to wireless networks for a fee. You might not be able to access these networks due to the security configuration of the fee-charging service.

Portable USB Storage

3.12 Portable USB Storage devices should only be used for moving data between equipment or for backups if you are out of the office for short periods.

3.13 A Portable USB Storage device belonging to non HHP employees is only permitted with the prior approval of Corporate Resources.

3.14 If used outwith HHP premises, Portable USB Storage devices should be encrypted wherever possible, but in all cases data deleted when transfer has been completed.

3.15 Cameras are the most common device attached to HHP equipment, for the uploading of photographs.

3.16 HHP have the ability to control access to usb devices, and will limit the ability to upload and download as appropriate.

Use of HHP Phones

3.17 Mobile phones and direct dial phone numbers are provided to staff for HHP business use. Personal use is recharged to staff in the event of extra costs.

3.18 You may not use an HHP phone for:

• storing copyright materials on the device

• calling premium rate telephone numbers

• messaging premium rate SMS services

• international use (unless on HHP business), including taking the phone on your holidays.

3.19 Employees are responsible for adhering to the law in respect of not using a mobile phone while driving a vehicle.

3.20 Employees must not add extra data storage to an HHP phone without authorization, to ensure that unencrypted data is not lost following the loss or failure of a phone.

Bring Your Own Device (BYOD)

3.21 HHP permits staff to use their own equipment to access our systems with the following restrictions:

• Secure envoy can be used by employees granted permission by the Chief Executive to allow remote access to the Castle hosted desktop solution

• The only software that is permitted to connect to the HHP network from a personal device is Citrix Receiver.

• Users are not allowed to store any work related data locally on the device or personal Portable USB Storage.

3.22 Staff must not connect their own device to any HHP equipment for the purpose of transferring HHP data. Charging via a USB connection is permitted.

3.23 Staff using BYOD are required to protect business data using encryption, a secure PIN, a screensaver lockout, and when working away from an office, to be vigilant about who can see and access the device.

3.24 If your personal device is lost or stolen after being configured for BYOD, you must report the loss to Corporate Resources immediately.

3.25 You must ensure that only you have access to the device and the software installed on it, to prevent unauthorised access to our data and systems.

Use of Equipment

3.26 HHP is responsible for the type of information, text, photographic, pictorial, video or audio format stored on our equipment. Therefore under no circumstances store a file containing:

• defamatory, obscene, threatening or abusive text, audio or pictures

• pornographic images

• files covered by copyright or trademark law without proper authorisation

• trade secret or intellectual property used without proper authorisation

• movie or audio files covered by copyright.

Return of Equipment

3.27 Employees must ensure they return all HHP equipment to their line manager before leaving the organisation. In other circumstances, if the requirement for equipment changes, surplus equipment should be returned to Corporate Resources.

Loss of Equipment

3.28 Any loss of HHP's equipment, or a BYOD device used for HHP Business, must be reported to your line manager and a member of the Corporate Resources Management Team.

3.29 Loss of equipment due to lack of care, may result in disciplinary action being taken.

Use of Personal Computing Equipment

3.31 Staff may also choose to use home computers to connect to the HHP network over

Citrix Secure Envoy if permitted by the Chief Executive, but are not allowed to store any work related data locally on the device or on external storage devices.

SOFTWARE

4.1 All software is covered by legal licence agreements. Members of staff may be personally responsible for infringing any licence agreement and you must never therefore install, copy, transfer or loan the software. Only Corporate Resources are authorised to copy or install software, within the terms of the software licence.

4.2 Access to all software, and the functionality within the software, is controlled by user, role and need, therefore rights and permissions between individuals will vary. If you do not think you have the correct set-up, please contact your line manager in the first instance.

4.3 Our laptops have all the software necessary for our business needs. If you require extra software to complete your work, you should request it via your line manager from Corporate Resources. Corporate Resources will only install software authorized by a line manager.

4.4 Users must never:

• install software onto HHP computer equipment, even if it has been

legally purchased and licensed to the employee

• install any of the following software (even if it is shareware or freeware):

− games

− screensavers

− media/MP3 players

− CD/DVD duplication or cloning software

− media/file sharing applications e.g. Torrents

− warez/cracking and hacking utilities

− animations, e.g. shockwave animations.

NETWORK SERVICES

5.1 Our private network services are provided for HHP business only. Restricted access can be provided to our internal auditors or consultants. Communication systems are provided to promote effective business communication.

5.2 An independent network providing internet access for tenants, visitors and guests is also available. This is available via PC’s in both HHP offices, and through secure wifi (for which the passwords can be provided)

5.3 Misuse of email or the internet is a misconduct offence and can also be a criminal offence.

System Security

5.4 We deliver internet browsing, email, file and print sharing and backup services via secure login. We must all work together to maintain system security. Therefore:

• you must keep your password safe, and should not give it to anyone else, including colleagues.

• all network services passwords should be 12 characters in length and contain letters and numbers or special characters. If access is required to other systems, these security principles should also be applied.

• your network services password must be changed every 180 days, and the same cannot be used again.

• if you need to write down or store your main network password you must do so in a way that is hidden or encrypted. If required, other passwords should be stored securely e.g. within a password protected document or outlook contacts or locked away securely.

• you must only access those parts of the network for which you are authorised.

• you must not attempt to break, breach or get around our security systems or networks, for example, by probing or scanning system security, mail bombing, flooding, or broadcasting attacks.

Virus Protection

5.5 HHP runs antivirus and malware software across its systems.

5.6 You must help make sure computer equipment and network services are protected from computer viruses, Trojans, spyware and hacking. Therefore:

• if you use a laptop, you should make sure you connect to the network at least every 15 days to pick up the latest anti-virus definitions and security updates

• if you suspect your computer equipment has been infected by a virus, or if you receive a message stating that a virus has been found on your computer equipment, you must switch off your laptop immediately and contact Corporate Resources

• you must only subscribe to work-related mailing lists. Most viruses arrive by email and many are spread by subscriptions to mailing lists

• you should check the validity of any suspicious or unexpected emails with Corporate Resources before opening them. If you do not recognize or

• Ensure that links and email addresses are taking you to where you would expect to go.

Internet Access

5.7 We provide internet access for work-related research.

5.8 HHP blocks certain sites for system security reasons and limits access to other sites and has the ability to monitor web use.

5.9 HHP allows limited personal internet browsing outside core hours for such tasks as e-banking, holiday information, flight booking, internet shopping, news and current affairs and social media. Staff must be clocked out when using the internet for personal purposes.

5.10 The use of social media during the course of an employees work should only be undertaken following permission from the relevant HHP Director.

5.11 You must not download or transfer the following via the internet:

• unauthorised copyright photographic, audio or visual files, for example desktop wallpapers, MP3 files

• programmes or applications including screensavers, animations and games

• data or software that is defamatory, offensive, obscene, abusive, threatening, contains pornographic images, items covered by copyright law or any other illegal material

Use of Email

5.12 Corporate Resources is responsible for monitoring email to ensure safe and secure communication channels to and from the internet. Corporate Resources monitors email to:

• protect the organisation's systems from malicious content and spam

• filter out hacking attempts

• detect banned file types

• identify any productivity issues and training requirements

• facilitate bandwidth management and capacity planning

• release safe emails from quarantine.

5.13 HHP provides email access for work-related communication and research. You should not use the email system to transfer material that is illegal under UK law.

5.14 Users should be aware that statements made in emails can give rise to action for defamation and can lead to legally binding agreements. These can be used as evidence in legal proceedings.

5.15 Users must not transfer any of the following by email:

• copyright photographic, audio or visual files, for example desktop wallpapers, MP3 or video files

• programs or applications including screensavers, animations and games

• files that are defamatory, offensive, obscene, abusive, threatening, contain pornographic images or covered by copyright law or any other illegal material

• content that constitutes harassment of another individual. This could lead to dismissal under HHP's disciplinary procedures.

• chain emails.

5.16 Reasonable and limited personal use of email is allowed. You should be careful that a personal email is not perceived as representing HHP.

5.17 HHP’s default email signature text will include the following disclaimer:

“The views and opinions expressed in this email are those of the senders and do not

necessarily reflect the official policy or position of Hebridean Housing Partnership Ltd”.

5.18 Users should also ensure that all email communication complies with HHP’s corporate standards and best practice guidelines

5.19 Email contact lists stored on HHP systems are the property of HHP.

INFORMATION MANAGEMENT

6.1 Effective information and knowledge management is a business critical objective. Information is one of our main assets and every member of staff is responsible for the effective management of the information we collect, create, store and share.

6.2 Good information management is also a requirement of various laws, regulations and policy areas including:

• The Data Protection Act (DPA) 1998, which places requirements on the way we store personal information. All staff need to be aware of their responsibilities under this act.

• The Public Interest Disclosure Act (PIDA) 1998, which encourages people to raise concerns about malpractice in the workplace (commonly referred to as whistleblowing). We may receive information that is covered by this act and which needs to be managed appropriately.

• The Scottish Government’s Data Handling review 2011, which requires a minimum standard of information security and information risk management.

Guiding Principles

6.3 Our information management principles are summarised below:

• Information is a corporate resource and must be managed in keeping with our information management procedures, guidance and protocols.

• Everyone is personally responsible for the effective management of the information they create or use.

• We will keep a record of business decisions.

• We will ensure that information we create is accurate and fit for purpose.

• We will ensure that our information management practices comply with all relevant legislation.

• Data no longer required: This will be reviewed on a regular basis to conform to HHP’s retention schedules.

Information Labelling

6.4 Information must be classified on the fileserver, or when sent off site for storage, to allow us to identify the protection level which needs to be applied to it.

6.5 HHP has three information classifications: public, controlled or personal, as described in Appendix 2:

6.6 You should classify your information according to the most appropriate classification. For example, if the information is mostly public data but has some controlled data, you should classify it as controlled. Similarly, if there is some personal information, you should classify it all as personal.

6.7 If you need help deciding which category should be used, speak to the Corporate Governance Manager.

Protecting our Data

6.8 You must make sure that all work-related information stored on our network is protected. Therefore:

• when using a laptop, always store important files on fileserver or on network drives

• when working from a laptop that is not connected to the network, regularly

copy all the important files to an encrypted storage device as a temporary backup and then copy the files to the network at the earliest opportunity.

Information Sharing and Protection

6.9 Security systems are only secure if users are vigilant and take appropriate care. There is a risk of a breach of confidentiality when controlled or personal information is being handled and shared. Therefore:

• never send any controlled (confidential/sensitive) or personal information by email to an external address unless it is encrypted

• never send controlled or personal material to your own, or a colleague’s, home/personal email account. The exception to this is when employees wish to send their own payslip or other personal information to a personal email account. In doing so, an individual acknowledges the potential risk to their information and accepts full responsibility and liability for doing so

• always dispose of controlled or personal information in keeping with our information retention schedule. Personal information must only be used for the purpose it was originally gathered and must be securely destroyed when it is no longer needed for that purpose

• always dispose of papers containing controlled or personal information securely

• adhere to the Clear Desk and Screen guidelines as noted at paragraphs 6.20and 6.21.

6.10 Team Managers are responsible for reviewing the fileserver permissions for their respective business groups to ensure appropriate access. Corporate Resources will assist Managers in this process.

Controlled or Personal Information

6.11 Be especially careful if controlled or personal information is taken out of the office. This is critical for mobile working in particular. If you have to take this category of information out of the office you should:

• keep it with you at all times – never leave it unattended or out of sight

• carry the information in a proper bag or briefcase.

• All devices are kept locked with secure passwords in place when not in use

• When controlled or personal information is being sent by post or courier it should be risk assessed for the harm it would cause if lost. Controlled or personal information assessed as a risk to the organisation or the individual should always be clearly marked with the recipient's name, sent recorded delivery and franked with a return address.

Disposing of Information Securely

6.12 Care must be taken when disposing of paperwork to prevent inappropriate access to information. Personal, controlled and confidential information must be securely disposed of using the secure waste boxes or shredders.

6.13 Papers that can go into non-confidential bins include – magazines, conference invites and papers, published minutes, reports or anything else that is low risk.

6.14 Controlled or personal information held on electronic media, e.g. CDs, must be sent to Corporate Resources to be destroyed prior to disposal.

6.15 All PC’s and electronic devices must be returned to Corporate Resources for disposal. They will ensure and certify that all data has been removed.

6.16 All loss of, theft of or inappropriate access to information must be reported to your line manager, the Corporate Governance manager and a member of Corporate Resources.

6.17 Unauthorised access to and theft of personal information breaches the Data Protection Act and could lead to a criminal prosecution as well as action under our disciplinary policy.

6.18 Where staff are placed under undue pressure to deliver information which they believe to be sensitive and not for further distribution, this should be reported to their line manager.

Email Management Principles

6.19 When communicating by e-mail:

• Consider whether email is the best mode of communication. It is often better to contact someone by telephone or arrange a face to face meeting to deal with confidential or sensitive matters.

• Review the content of all emails you send because emails can be easily misinterpreted.

• Save important emails, especially those which are a record of business decisions, in the relevant subfolder in Outlook.

• Empty your deleted items box at least every 30 days.

• To ensure emails are dealt with by the correct individual and in a timely manner, everyone should consider carefully who should be on copy of emails, and to limit this accordingly.

• Sensitivity flags should be used to indicate private and confidential messages. When emails are flagged in this way a message will appear in the information bar in Outlook. This will ensure that restricted emails and their contents are identified and handled appropriately.

Normal The majority of our communications. These require no special treatment.

Private Emails flagged as private should only be shared with authorised individuals.

Confidential These emails should not be forwarded without the approval of the sender

• When sharing information internally, send a link to the information where possible rather than sending attachments. This reduces duplication of information across the organization and network usage.

• If you are seeking sponsorship or support for personal fundraising please use a notice board. Do not send an email to all staff. This does not apply to corporate fundraising for good causes.

• Be selective about requesting read receipts and only use them when necessary.

• Do not subscribe to non-work-related distribution lists or RSS feeds. Employees should use personal (not work) email accounts for this purpose.

• If managers are using email to comment on the performance of a team member e.g. in matrix management situations, they should think carefully about the language they use to ensure it is appropriate and evidence based.

Clear Desk

6.20 Offices provide an easy opportunity for people to browse and read documents that

were not intended for their eyes. A desk with many documents on it may lead to the loss of documents due to misfiling, or even putting them in wastepaper containers by mistake. Documents left out on desks hinder agile working and are also likely to be damaged or destroyed in a disaster such as a fire or flood. Therefore:

• When desks/rooms/offices are unoccupied during or at the end of the day, all sensitive information must be cleared from the desk and securely stored.

• Any other paperwork left on the desk should be neatly stacked and

• All waste paper with HHP data should be shredded and not put into normal waste bins.

Clear Screen

6.21 Locking the screen not only prevents someone else from using the computer, which is logged on in your name, but it also prevents them from reading the information left open on the screen. Therefore:

• Whenever you leave the desk and the computer is switched on, it is essential that you always lock the screen. To do this, press ‘Ctrl, Alt, Delete’ and then enter.

• If you are working on controlled or personal information, and you have a visitor, lock the screen to prevent the contents being read.

• The Windows Security lock is set to activate when there has been no activity for a short period of time. If it does not lock after a short period of time contact Corporate Resources and report this as a fault.

• The Windows Security lock is password protected for reactivation. If yours is not, contact Corporate Resources and report this as a fault.

MONITORING AND BREACH OF POLICY

7.1 If you suspect a breach of this policy, you must report it immediately to your line manager and a member of the Corporate Resources team, who will investigate further. Alternatively, an employee who suspects computer misuse can speak to your Line Manager or Director in confidence.

7.2 A breach of this policy may be a disciplinary matter, subject to the disciplinary procedures set out in the staff handbook.

Monitoring

7.3 Monitoring of systems takes place for four reasons: management of costs; to ensure appropriate use of the technology; management of security risks; and management reporting to meet our governance requirements.

7.4 We understand that monitoring should be proportionate, justified, controlled and not unnecessarily intrusive. The monitoring we carry out is in line with best practice guidance from the UK Information Commissioner.

Breach of Policy

7.5 Misuse of computers or breach of this policy is a serious disciplinary offence. The following are examples of misuse:

• fraud and theft

• system sabotage

• introduction of viruses

• using unauthorised software

• obtaining unauthorised access

• breaches of the Data Protection Act

• sending abusive, rude or defamatory messages or statements about people or

• organisations, or posting such messages or statements on any websites or via email

• attempting to access prohibited sites on the internet

• hacking

• other breaches of this policy.

7.6 This list is not exhaustive. Action taken under HHP's disciplinary policy will depend on the circumstances and seriousness of each case. Serious misuse of the computer system or breach of this policy may be considered gross misconduct. Please refer to HHP's disciplinary policy for more information. Misuse amounting to criminal conduct will be reported to the police.

APPENDIX 1

LEGAL CONTEXT

1.1 The Data Protection Act 1998 requires that we comply with the eight data protection principles therefore we will:

• collect and process personal information fairly and lawfully

• collect, store and process personal information only for the purposes originally specified, which must fall within our remit

• ensure that personal information we collect, store and process is confined to what is required for our purposes and is not disclosed improperly

• ensure the accuracy of personal information and, where necessary, keep the information up to date

• destroy personal information when it is no longer needed for the purpose it was originally collected

• process personal information in accordance with the rights of data subjects and ensure that any data subject access requests and rights are handled fairly, courteously and completed within 40 days of a valid request

• protect the personal information we collect, process, store and transport from unauthorised access, abuse, loss or damage by providing appropriate security, both technical and organisational

• ensure that personal information is not transferred to people or other organisations outside the European Economic Area.

1.2 The Copyright, Designs and Patents Act 1988 makes the use of illegally copied unlicensed software or copyright material and the act of taking an unlicensed copy, an offence that could lead to prosecution or a claim for damages. The Act does not allow the use of illegally copied images, videos or audio material. This could affect both HHP and individual employees.

1.3 The Computer Misuse Act 1990 aims to prevent hacking i.e. unlawful access to computer programs, mobile phones, webmail voicemail and data. It makes it an offence to:

• obtain unauthorised access to a computer system

• make unauthorised modification to a computer system

• gain unauthorised access to a computer system with the intent to commit a further serious offence.

1.4 The Public Records (Scotland) Act 2011 requires all public authorities to make provision for the proper level of security for its public records. Authorities must have in place adequate controls to prevent unauthorised access, destruction, alteration or removal of records.

1.5 Freedom of Information (Scotland) Act 2002 requires that authorities ensure that records are stored securely and that access to them is controlled. Authorities should ensure that their storage arrangements, handling procedures and arrangements for transmission of records reflect accepted standards and good practice in information security. It is good practice to have an information security policy addressing these points.

1.6 This list is not exhaustive and may be subject to subsequent changes in legislation.

APPENDIX 2

DATA INFORMATION CLASSIFICATION

HHP uses three information classifications: Public, Controlled, and Personal

Public Information

Public – Information which has been published and made publically available. For example, final client audit reports, national audit reports, information from our website, etc.

Controlled Information

Controlled – Information which has not been published and we would have to consider carefully before sharing with others. For example, draft audit reports; management team, audit committee, remuneration committee, board papers; emails and letters either sent or received, etc.

Personal Information

Personal – Information as defined under the Data Protection Act (DPA) and would not be released other than under the criteria of the DPA. For example, tenant information, staff details, whistle-blowers details, medical information for staff, PAD information, complainant's details, personal information in audit files and interview notes, etc.


Agenda Item 13

BOARD 28 May 2017

QUARTERLY TREASURY REPORT TO 31 MARCH 2017

Report by Director of Finance & Corporate Resources

PURPOSE OF REPORT

1.1 To inform the Board of the Treasury Management activities of the fourth quarter of 2016/17.

SUMMARY

2.1 The quarterly Analysis of Investment and Borrowing report required by the Treasury Management Policy is at Appendix 1.

COMPETENCE

3.1 The legal, financial or other constraints to any recommendations in this report being implemented are detailed in paragraphs 5 and 6.

RECOMMENDATIONS

4.1 It is recommended that the Board:

a) Note the quarterly report on the Analysis of Investment and Borrowing as shown at Appendix 1;

b) Note the outstanding loans at 31 March 2017 of £5.088 million;

c) Note the cash balance at 31 March 2017 of £7.416 million; and

d) Approve to extend the limit for deposit of cash surpluses held by one institution to £1.5 million for 2017/18.

APPENDIX 1 Analysis of Investment and Borrowings

APPENDIX 2 Quarterly Income and Expenditure Profile


Writer of Report Donald Macleod Tel: 0300 123 0773


COMPETENCE

Financial 5.1 This report deals entirely with the cash resources utilised over the fourth quarter of

2016/17.

Legal 5.2 Rule 19.1 to 20.1 details the Partnership’s borrowing powers. 5.3 The effecting of borrowing and lending money is in accordance with the Partnership’s

borrowing and lending policies and CIPFA’s “Treasury Management in Housing Partnerships: A Code of Practice” and has been delegated to the Director of Finance & Corporate Services.

5.4 The Treasury Management Policy requires that as a minimum a quarterly report is

provided to the Board in the form “Analysis of Investment and Borrowing”. 5.5 The Treasury Management Policy requires that if the cash balances exceed £2.5 million

the funds should be spread over no fewer than three interest bearing accounts. The cash balances are in a special interest account with Royal Bank of Scotland (RBOS). The remainder is held in the current accounts with the RBOS.

5.6 The Board approved that the limit for deposit of cash surpluses held by one institution be

set at £1.5 million for 2016/17.

RISK

6.1 There are a number of risks highlighted in the Risk Register in relation to Treasury Management. The risk scored as “high” is the impact of increases in the interest rate and inflation rate and this has been addressed in Appendix 1.

REPORT DETAILS

7.1 There were no borrowings during the fourth quarter, which is in line with the Annual Financing Strategy for 2016/17.

7.2 The fourth quarter of the year saw £3.076 million expenditure of which £0.7 million related to new build.

7.3 The income for the fourth quarter was just over £3.519 million and comprised Rental Income (56%) and other (5%) and Government Grants including new build (13%), Right to Buy receipts (26%).

7.4 Appendix 2 summarises the income and expenditure profiles for the fourth quarter.

7.5 The cash balances at 31 March 2017 increased by £0.493 million to £7.416 million boosted by incremental RTB receipts and HEEPS Grant Income. The cash balance will reduce over the next 6 months as investment and development programmes get fully underway.

7.6 Covenants are currently forecast to be met for 2016/17.

31 MAR 17 ANALYSIS OF INVESTMENTS AND BORROWINGS

1

INVESTMENTS

The cash held at the Royal Bank is split between 5 operational accounts totalling £2.909m and 7

special deposit accounts totalling £4.507m.

BORROWINGS

Compliance with Cash Flow Forecasts

The Annual Financing Strategy for 2017/18 forecast there may be a requirement to borrow £1.5M

during the year.

Interest Rates

The Interest Rate that applies to the Partnership is LIBOR plus an agreed margin. LIBOR (London

Inter Bank Offer Rate) is the interest rate banks borrow funds from each other in the London

Interbank Market.

Base Rate remained at 0.250% during the past quarter. 3 month LIBOR fell to 0.337% as at 31 March

2017.

Mar-16 Jun-16 Sep-16 Dec-16 Jan-17 Feb-17 Mar-17 Average

DEPOSIT ACCOUNTS £000's £000's £000's £000's £000's £000's £000's £000's

Royal Bank 1,251 2,355 2,756 2,758 2,758 2,758 2,758 2,547

CWS 4 1 1 1 1 1 1 1

BOS 562 1,116 1,124 1,134 1,137 1,139 1,143 1,077

Abbey - 604 604 605 605 605 605 550

Total Deposit 1,817 4,076 4,485 4,498 4,500 4,503 4,507 4,175

CURRENT ACCOUNTS

General Account 547 539 661 970 357 470 498 573

Standing Order 352 715 578 670 700 731 763 620

Direct Debit 305 728 706 850 753 649 893 692

Office/Cash 465 878 828 (92) 739 685 734 699

Shared Ownership 17 18 19 20 21 21 22 19

Total current 1,686 2,878 2,792 2,419 2,570 2,555 2,909 2,604

Total 3,503 6,953 7,277 6,917 7,071 7,058 7,416 6,779

Balances shown are taken from the Bank Statements and not the ledger.

Core Funding Facility £m

Estimated debt outstanding (per Business Plan) Yr 7 5.10

Actual amount outstanding 5.10

Difference -

APPENDIX 1


2

Borrowings Mar-16 Jun-16 Sep-16 Dec-16 Mar-17 Average

£000's £000's £000's £000's £000's £000's

Facilities arranged 15,000 15,000 15,000 15,000 15,000 15,000

Loans outstanding 5,104 5,104 5,104 5,088 5,088 5,099

Variable/Fixed analysis-amounts

Variable amount 1,604 1,604 1,604 1,588 1,588 1,599

Fixed amount 3,500 3,500 3,500 3,500 3,500 3,500

Other Hedging - - - - - -

5,104 5,104 5,104 5,088 5,088 5,099

Variable/Fixed analysis-Percentages

Variable 31.43% 31.43% 31.43% 31.22% 31.22% 31.36%

Fixed 68.57% 68.57% 68.57% 68.78% 68.78% 68.64%

Other Hedging Products

100% 100% 100% 100% 100% 100%

Lenders amounts

Core Facility (RBS) 5,104 5,104 5,104 5,088 5,088 5,099

Other Borrowings - - - - - -

5,104 5,104 5,104 5,088 5,088 5,099

Average cost of borrowing

Amount £000's Interest Type Annual Cost

3,500.00 5.53% Fixed 193,500

1,588.41 1.85% Variable 29,409

5,088.41 222,909

Average cost of funds 4.38%

Anticipated level of borrowing over next 5 years

AFS

Year 2017/18 Est Forecast Variance

£m £m £m

2016/17 5,104 5,104 -

2017/18 6,604 6,604 -

2018/19 9,104 9,104 -

2019/20 13,260 13,260 -

2020/21 14,000 14,000 -


3

-

1,000,000.00

2,000,000.00

3,000,000.00

4,000,000.00

5,000,000.00

6,000,000.00

7,000,000.00

8,000,000.00

9,000,000.00

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Cash Balances

Total Funds

Current

Deposit

Non RBS

0.00%

1.00%

2.00%

3.00%

4.00%

5.00%

6.00%

7.00%

Interest Rates

3 month LIBOR Per Business Plan Base Rate

31 MAR 17 ANALYSIS OF INCOME AND EXPENDITURE PROFILES

1

EXPENDITURE

Overall the expenditure for the fourth quarter of 2016/17 is in line with the forecast.

INCOME

Total Income for the fourth quarter of 2016/17 is in line with cash flow forecasts with the exception

of RTB receipts which have come in higher than forecast as we see a higher completion rate as the

scheme nears an end.

Right to Buy

RTB receipts for the fourth quarter are above forecast mainly due to the large volume of applications

received prior to the deadline of 31 July 2016 now being approved and sold. Receipts for the year

have continued to rise as applications are approved prior to year end.

-

500,000

1,000,000

1,500,000

2,000,000

2,500,000

3,000,000

Quarter 1 Quarter 2 Quarter 3 Quarter 4 Quarter 1 Quarter 2 Quarter 3 Quarter 4

2016/17 FORECAST 2016/17 ACTUAL

Expenditure

New Build Expenditure net of New build

-

500,000

1,000,000

1,500,000

2,000,000

2,500,000

3,000,000

3,500,000

4,000,000

Quarter 1 Quarter 2 Quarter 3 Quarter 4 Quarter 1 Quarter 2 Quarter 3 Quarter 4

2016/17 FORECAST 2016/17 ACTUAL

Total Income HAG Income net of HAG

APPENDIX 2


BOARD 24 May 2017

MANAGEMENT REPORT TO 31 MARCH 2017

Report by Finance and Business Services Manager

PURPOSE OF REPORT

1.1 To present a Management Report for the month ended 31 March 2017 for the Board to review.

SUMMARY

2.1 This is the Management Report to 31 March 2017 and the information is presented in compliance with regulations and to provide Board Members with assurance that expenditure is within approved budgets and income collected is on target. A copy of the report is at Appendix 1.

2.2 Details of all material variances are contained in the report at Appendix 1. The two most significant are an overspend on repairs of £196,000 and an underspend on development due to site start delays at Melbost Phase 3 Stage 3 and Melbost Phase 4.

COMPETENCE

3.1 The legal, financial or other constraints to any recommendation in this report are contained in Paragraphs 5.1 to 6.1.

RECOMMENDATIONS

4.1 It is recommended that the Board notes the management information at 31 March 2017 as detailed in Appendix 1.

COMPETENCE

APPENDIX 1 Management Report to 31 March 2017


Writer of Report Katia Petteloot Tel: 0300 123 0773

Agenda Item 14


Financial 5.1 The Board approved budgets for 2016/17 in February 2016 which projected a surplus for

the year of £2,077,790.The Revised Budget figure is £1,995,305.

Legal 5.2 There are no legal matters arising from the consideration of this report. 5.3 HHP Financial Regulations require that this report complies with statutory requirements,

accounting standards and appropriate codes of practice.

RISK

6.1 The key risk is that HHP does not meet its Financial Covenants on an ongoing basis. The covenant for 2016/17 has been reset at an annual cashflow deficit of £4,824,490. The covenant was met in March 2017.

Hebridean Housing Partnership Registered Scottish Charity SCO 35767

2016/17

Management Reports To 31 March 2017

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Typewritten Text

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APPENDIX 1

Hebridean Housing Partnership Management Reports

2

Introduction The Management Reports for 31 March 2017 are attached and if Board Members or

Managers have any areas of concern or would like additional information they should

contact the Finance and Business Services Manager or the Director of Finance & Corporate

Services.

The Management Reports are made up of three sections:

Section 1:High Level Summary

• Written by the Director of Finance & Corporate Services. This section shows in graphical format how HHP is performing in relation to the annual budget for 2016/17.

Section 2:Management Accounts

• Prepared by the Finance and Business Services Manager. Provides an Income & Expenditure Account, Balance Sheet and detailed operational budgets for the period. The Management Acounts include a more detailed commentary from Budget Managers on performance.

Section 3:Key Financial Performance Measures

• Prepared by the Finance and Business Services Manager including a review of Financial Covenants to provide the Board with assurance that the Covenant for 2016/17 will not be breached.


3

Section 1-High Level Summary

Commentary on Performance by Finance and Business Services

Manager

2016/17 Forecast out-turn position The overall forecast out-turn position shows two budget areas significantly different to the

approved budget:

Repairs & Maintenance-based: overspend of £139K for Responsive Repairs and £57K

for Void Repairs for the year. RHI grant income incremental to the original budget

is expected to be carried forward to fund any future potential overspend on repairs

in 2017/18.

Investment increased spend of £440K is offset by an increase in grant funding of

£440K (HEEPS grant). This has been adjusted through a virement prior to Year End.

£110K slippage on Estate Works driven by Unadopted Infrastructure spend on septic

tanks has been approved for carry forward to 2017/18. (Virement not reflected in

revised budget yet)

£

Initial approved Surplus 2,078,460

Slippage Carried Forward from 2015/16 (54,000)

Virement/Adjustment (29,155)

Revised Surplus 1,995,305

Changes identified this financial year

Additional Income 158,775

Cost (increases)/decreases 502,342

Depreciation -

Grant Amortisation -

Forecast Surplus to 31 March 2017 2,656,422

Increase in funds required to meet forecast out-turn (661,117)


4

Cashflow is healthy due to the increase in Right to Buy receipts received during the last

financial year and unexpected delays in two of the current year’s development

programmes. Cash has been placed on higher interest deposit accounts in accordance with

Financial Regulations.

Right to buy ceased on 31st July 2016 with 79 applications for the year being received by

the closing date. There currently are 23 applications outstanding with 1 application

awaiting an offer being made.

The financial covenant for 2016/17 has been confirmed by Funders. The accounts show

that the revised financial covenant was met on 31 March 2017.

0 20 40 60 80 100 120

Rental Income

Grants Income

Other Income

Income

Above Below On Target


5

Section 2 Management Accounts

Page

Summary Income & Expenditure Account 6

Balance Sheet at 31 March 2017 7

Rental Income 8

Supervision & Management Costs 9

Repairs & Maintenance 10

Estate Works 11

Aids & Adaptations 12

Investment 13

Non-Housing Investment 14

Development 15


6

Income & Expenditure Account

For the period ended 31 March 2017

Commentary on Performance The main points to note are

Line 4 Grant Funding £440K HEEPS grant claims submitted in March. Line 6 Total Income The forecast out-turn has exceeded the revised budget. Line 12 Operating Surplus The operating surplus is currently 7% ahead of budget largely due to a

combination of Income being above budget and Expenditure being below budget.

Line 13/14 Interest £150K saving compared to revised budget. More detailed explanations of variances can be found on pages 8 to 14

Line BUDGET ACTUAL

Initial Revised to Spend to Budget Budget to Revised Revised

Budget Budget 31-Mar-17 31-Mar-17 to date date Budget Budget

£ £ £ £ £ % £ %

1 Dwelling rents (net) 8,063,090 8,063,090 8,063,090 8,213,487 (150,397) -2% (150,397) -1.87%

2 Non Dwelling rents (net) 12,750 12,750 12,750 13,229 (479) -4% (479) -3.76%

3 Right to Buy Sales 53,300 53,300 53,300 9,703 43,597 82% 43,597 81.80%

4 Grant Funding 127,200 818,920 818,920 850,374 (31,454) -4% (31,454) -3.84%

5 Other Income 44,290 44,290 44,290 64,332 (20,042) -45% (20,042) -45.25%

6 TOTAL INCOME 8,300,630 8,992,350 8,992,350 9,151,125 (158,775) -2% (158,775) -1.77%

7 Supervision & Management 2,263,290 2,339,890 2,336,890 2,093,183 243,707 10% 246,707 10.54%

8 Response Repairs 1,215,370 1,219,725 1,219,725 1,392,679 (172,954) -14% (172,954) -14.18%

9 Estate Works 157,120 157,120 157,120 47,194 109,926 70% 109,926 69.96%

10 Planned/Cyclical Maintenance 579,940 578,840 578,840 600,902 (22,062) -4% (22,062) -3.81%

11 Total Operating Expenditure 4,215,720 4,295,575 4,292,575 4,133,957 158,618 4% 161,618 3.76%

12 Operating Surplus/(Deficit) 4,084,910 4,696,775 4,699,775 5,017,167 (317,392) -7% (320,392) -6.82%

13 Interest received 5,000 11,000 11,000 11,000 - 0% - 0.00%

14 Interest paid 498,900 453,900 453,900 303,900 150,000 33% 150,000 33.05%

15 Surplus/(Deficit) 3,591,010 4,253,875 4,256,875 4,724,267 (467,392) -11% (470,392) -11.06%

16 Depreciation 2,720,700 2,720,700 2,720,700 2,720,700 - 0% - 0.00%

17 Grant Amortisation (1,200,000) (1,200,000) (1,200,000) (1,200,000) - - 0.00%

18 Surplus/(Deficit) 2,070,310 2,733,175 2,736,175 3,203,567 (467,392) -17% (470,392) -17.21%

CAPITAL INVESTMENT

19 Housing Investment Programme 4,191,600 5,183,895 5,183,895 4,328,548 855,347 17% 855,347 16.50%

20 Non Housing Investment - 30,000 30,000 13,881 16,119 54% 16,119 53.73%

21 Development Programme 3,310,114 2,457,332 2,457,332 1,230,073 1,227,259 50% 1,227,259 49.94%

7,501,714 7,671,227 7,671,227 5,572,502 2,098,725 27% 2,098,725 27.36%

CURRENT YEAR BUDGET BUDGET VARIANCE BUDGET REMAINING


7

Balance Sheet at 31 March 2017

Commentary on Performance Note 1 Fixed Assets Fixed Assets are shown at gross cost and are reduced by the depreciation charge

for the period. Note 2 Development The value of work in progress on current properties and new developments.

& Investment Note 3 Trade Debtors Reduction in Sundry debtors driving the majority of the reduction in Trade

Debtors since Mar’16. Sundry debtors consisted of grant claims for HEEPS at Year End to be settled in the next Financial Year.

More detailed information is available in the Performance Report. Note 4 Cash Delays in development and investment works commencing as well as the

increased RTB sales have contributed to the increase in cash balances. Note 6 Creditor > 1 Increased due to RTB sales during the period. Year Note 7 Deferred Reduced by the amortization of fixed asset grants. Capital Grant

31 March 2017 31 March 2016

£ £

Notes

Fixed Assets

1 Tangible assets-social housing 1 66,376,590 70,087,014

2 Development & Investment Programme 2 5,572,502 -

3 Tangible assets - property, plant and equipment 886,893 880,788

4 Landbank 779,066 779,066

5 Investments 2 1

73,615,053 71,746,869

Current Assets

6 Stock 40,752 37,451

7 Trade and other debtors due within one year 3 1,204,289 1,199,443

8 Debtors due after more than one year 2,768,905 2,684,549

9 Short-term deposits 4,506,629 3,564,265

10 Cash at bank and in hand 4 2,714,543 1,959,906

11,235,119 9,445,614

11 Creditors: amounts falling due within one year 5 (1,445,344) (1,101,194)

Net current assets 9,789,775 8,344,420

Total assets less current liabilities 83,404,827 80,091,289

12 Creditors: amounts falling due after more than one

year 6 (11,361,225) (9,840,869)

13 Deferred capital grants 7 (39,751,959) (41,162,344)

14 Provisions for liabilities (4,091,919) (4,091,919)

15 Net Assets 28,199,724 24,996,157

Capital and Reserves

16 Share Capital 197 196

17 Revenue Reserve 28,199,527 24,995,961

28,199,724 24,996,157


8

Rental Income


Commentary on Performance Line 6 Total Income Rental income came in on target whilst the voids performance is

better than forecasted, resulting in net income for the year being above budget .

Line BUDGET ACTUAL

Initial Revised to Spend to Budget Budget to Revised Revised

Budget Budget 31-Mar-17 31-Mar-17 to date date Budget Budget

£ £ £ £ £ % £ %

1 Dwelling Rent Gross 8,333,940 8,333,940 8,333,940 8,333,851 89 0% 89 0.00%

2 Non Dwelling Rent Gross 14,070 14,070 14,070 14,133 (63) 0% (63) -0.45%

3 Voids - Dwelling (166,680) (166,680) (166,680) (90,666) (76,014) 46% (76,014) 45.60%

4 Voids - Other (1,320) (1,320) (1,320) (904) (416) 32% (416) 31.52%

5 Bad Debts (104,170) (104,170) (104,170) (29,698) (74,472) 71% (74,472) 71.49%

6 TOTAL 8,075,840 8,075,840 8,075,840 8,226,716 (150,876) -2% (150,876) -1.87%



9

Supervision & Management Costs


Commentary on performance Line 6 Employee Costs Savings are due to short delays in filling vacant posts, specifically

within the Finance, Housing Services and Customer Services teams. Vacancies are filled with new staff in Finance commencing employment in November, December 2016 and March 2017.

Line 30 Recharges Fees for investment works are charged as work is completed.

Line Heading BUDGET Actual

Initial Revised to Spend to Budget Budget Revised Revised

Budget Budget 31-Mar-17 31-Mar-17 to date to date Budget Budget

£ £ £ £ £ % £ %

1 Salaries and Wages 1,153,020 1,150,720 1,150,720 1,066,656 84,064 7% 84,064 7%

2 National Insurance 113,240 113,240 113,240 98,956 14,284 13% 14,284 13%

3 Pension Costs 216,390 216,390 216,390 200,107 16,283 8% 16,283 8%

4 Other Employee Costs 47,480 48,080 48,080 40,212 7,868 16% 7,868 16%

5 Travel & Subsistence 32,730 33,530 33,530 14,299 19,231 57% 19,231 57%

6 EMPLOYEE COSTS 1,562,860 1,561,960 1,561,960 1,420,230 141,730 9% 141,730 9%

7 Premises Costs 45,320 46,620 46,620 36,913 9,707 21% 9,707 21%

8 IT & Telecoms 197,000 202,350 202,350 193,850 8,500 4% 8,500 4%

9 Area Offices 25,200 25,200 25,200 25,200 - 0% - 0%

10 Payroll & Cashdesk 14,200 14,200 14,200 12,476 1,724 12% 1,724 12%

11 External Finance Services 4,010 4,010 4,010 4,010 - 0% - 0%

12 SUPPLIES & SERVICES 285,730 292,380 292,380 272,449 19,931 7% 19,931 7%

13 Postage, Printing & Stationery 48,000 41,750 41,750 32,000 9,750 23% 9,750 23%

14 Admin Furniture & Equipment 2,970 4,620 4,620 2,756 1,864 40% 1,864 40%

15 Training Courses 32,700 52,700 52,700 16,738 35,962 68% 35,962 68%

16 Community Support 34,310 34,310 34,310 10,743 23,567 69% 23,567 69%

17 Health & Safety 9,200 9,400 9,400 5,872 3,528 38% 3,528 38%

18 Recruitment Costs 20,500 34,500 34,500 14,516 19,984 58% 19,984 58%

19 ADMINISTRATION COSTS 147,680 177,280 177,280 82,625 94,655 53% 94,655 53%

20 Professional Fees 304,850 328,100 328,100 203,838 124,262 38% 124,262 38%

21 Insurance 222,950 222,950 222,950 218,649 4,301 2% 4,301 2%

22 Affliation Fees 30,550 30,550 30,550 25,747 4,803 16% 4,803 16%

23 Charitable Donations 4,000 5,000 5,000 5,000 - - 0%

24 Governance 32,400 39,400 39,400 8,737 30,663 78% 30,663 78%

25 Bank Charges 9,500 9,500 9,500 6,560 2,940 31% 2,940 31%

26 Public Relations/Marketing 17,180 27,180 27,180 14,180 13,000 48% 13,000 48%

27 CORPORATE EXPENSES 621,430 662,680 662,680 482,711 179,969 27% 179,969 27%

28 Fees charged to capital (348,410) (348,410) (348,410) (154,685) (193,725) 56% (193,725) 56%

29 VAT Received - Partial Exemption (6,000) (9,000) (9,000) (10,147) 1,147 -13% 1,147 -13%

31 RECHARGES (354,410) (357,410) (357,410) (164,832) (192,578) 54% (192,578) 54%

32

TOTAL SUPERVISION AND

MANAGEMENT COST 2,263,290 2,336,890 2,336,890 2,093,183 243,707 10% 243,707 10%

CURRENT YEAR BUDGET BUDGET VARIANCE BUDGET VARIANCE


10

Repairs & Maintenance


Commentary on performance Line 29 Total Repairs Repairs’ budgets are within acceptable limits with the exception of

responsive repairs and voids. The overspend on voids is partly off-set by savings on the Handyman budget.

Responsive repairs have been broadly within budget during the summer period but have increased over the winter months during the more inclement weather. Overspend of £139K at 31 March 2017.

Voids have been under pressure due to a large number of voids since the beginning of the year. Overspend of £57k at 31 March 2017.

Line Heading CURRENT YEAR BUDGET BUDGET ACTUAL

Initial Revised to Spend to Budget to Budget to Revised Revised

Budget Budget 31-Mar-17 31-Mar-17 date date Budget Budget

£ £ £ £ £ % £ %

Month End Repairs and Maintenance

1 Responsive Repairs 709,250 709,250 709,250 848,095 (138,845) -20% (138,845) -20%

2 Void Repairs 180,250 180,250 180,250 237,015 (56,765) -31% (56,765) -31%

3 Handymen 157,860 148,960 148,960 125,022 23,938 16% 23,938 16%

4 GENERAL REPAIRS 1,047,360 1,038,460 1,038,460 1,210,132 (171,672) -17% (171,672) -17%

5 Decoration Allowance 46,530 46,530 46,530 46,300 230 0% 230 0%

6 Council Tax empty properties 810 9,810 9,810 8,845 965 10% 965 10%

7 Minor Aids & Adaptations 500 500 1,000 (500) (500)

8 Compensation 6,440 10,195 10,195 4,671 5,524 54% 5,524 54%

9 SPECIFIC ITEMS 53,780 67,035 67,035 60,816 6,219 9% 6,219 9%

10 Rechargeable Repairs 48,900 48,900 48,900 73,652 (24,752) -51% (24,752) -51%

11 Rechargeable Repairs Recoverable (10,700) (10,700) (10,700) (37,291) 26,591 26,591 -249%

12 Insurance Repairs 55,000 55,000 55,000 70,330 (15,330) -28% (15,330) -28%

13 Insurance Claims Recoverable (17,500) (17,500) (17,500) (4,685) (12,815) (12,815) 73%

14 RECOVERABLE EXPENDITURE 75,700 75,700 75,700 102,006 (26,306) -35% (26,306) -35%

15 Commercial Properties 1,200 1,200 1,200 - 1,200 100% 1,200 100%

16 Communal Lighting 37,330 37,330 37,330 19,725 17,605 47% 17,605 47%

17 NON DWELLING REPAIRS 30,380 38,530 38,530 19,725 18,805 49% 18,805

18 Planned maintenance 446,230 446,230 446,230 459,696 (13,466) -3% (13,466) -3%

19 Gas Servicing 60,000 60,000 60,000 59,253 747 1% 747 1%

20 Estate Management 9,820 16,170 16,170 12,662 3,508 22% 3,508 22%

21 Heating Servicing 44,360 44,360 44,360 67,580 (23,220) -52% (23,220) -52%

22 Stair Lifts and Door Entry Systems 2,080 2,080 2,080 1,337 743 36% 743 36%

23 Gutter Cleaning 9,300 9,300 9,300 - 9,300 100% 9,300 100%

24 Sewage Pumps 700 700 292 408 408

25 Energy Costs 82 (82) (82)

26 Dun Berisay Heat - - - - - -

27 CYCLICAL MAINTENANCE 579,940 578,840 578,840 600,902 (22,062) -4% (22,062) -4%

28 TOTAL REPAIRS & MAINTENANCE 1,787,160 1,798,565 1,798,565 1,993,581 (195,016) -11% (195,016) -11%

BUDGET VARIANCE BUDGET REMAINING


11

Estate Works


Commentary on Performance Line 4 Total Estate Works Discussions have taken place with Scottish Water to find a solution for

the adoption of sewage systems. However, it appears there are a number which will not be adopted and therefore works will have to proceed by HHP to take these tanks up to a satisfactory specification. A brief is being prepared in order to allow tendering to engineers to prepare these specifications.

£110K of the budget is being carried forward to 2017/18 until the

scope of works is clarified. Drainage works on Scott Road in Tarbert are currently on hold as

consent is needed from all home owners before work can commence.

Line Heading BUDGET ACTUAL



£ £ £ £ £ % £ %

1 Garage Repairs 3,110 3,110 3,110 - 3,110 100% 3,110 100%

2 Unadopted Infrastructure 121,060 121,060 121,060 14,244 106,816 88% 106,816 88%

3 Grounds Maintenance 32,950 32,950 32,950 32,950 0 0% 0 0%

4 TOTAL ESTATE WORKS 157,120 157,120 157,120 47,194 109,926 70% 109,926 70%



12

Aids & Adaptations





£ £ £ £ £ % £ %

Revenue Repairs

1 Minor Aids & Adapations 500 500 1,000 (500) 200% (500) -100%

Investment Programme

2 Aids & Adapations 120,000 270,000 270,000 253,535 16,465 123% 16,465 6%

Grants

3 Received (120,000) (270,000) (270,000) (253,535) (16,465) 126% (16,465) 6%

4 TOTAL AIDS & ADAPTATIONS - 500 500 1,000 (500) 200% (500) -100%



13

Investment Expenditure


Commentary on Performance Line 20 Unallocated Expenditure A combination of slippage and savings has been set aside for

2017/18 investments and is reflected within the revised budgets. Line 22 Spend to Date The majority of the works have been awarded and work is progressing

well. Over/(Under) Savings have been generated via refusals on heating systems. As contracts are awarded amendments are made to the original budget

to reflect actual cost per unit. This column shows the areas where there are savings and cost overruns. The efficiency savings fully offset forecast overrun in other areas.

Savings on smoke detectors and rewiring are due to lower than anticipated costs.

Out-turn The overall programme is within budget.




£ £ £ £ £ % £ %

1 Roofs 271,890 300,688 300,688 289,035 11,653 4% 11,653 4%

2 Insulation 164,800 606,520 606,520 501,654 104,866 17% 104,866 17%

3 Roofs 436,690 907,208 907,208 790,689 116,519 13% 116,519 13%

4 Kitchen 483,840 466,154 466,154 465,954 200 0% 200 0%

5 Bathrooms 177,750 178,400 178,400 170,965 7,435 4% 7,435 4%

6 OT Aids & Adaptations 120,000 270,000 270,000 270,000 - 0% - 0%

7 Showers 81,950 92,540 92,540 89,554 2,986 3% 2,986 3%

8 Heating 1,527,700 1,239,930 1,239,930 1,134,133 105,797 9% 105,797 9%

9 Rewiring 68,400 108,520 108,520 44,571 63,949 59% 63,949 59%

10 Smoke/C02 Detectors 57,750 57,750 51,960 5,790 10% 5,790 10%

11 Internals 2,459,640 2,413,294 2,413,294 2,227,137 186,157 8% 186,157 8%

12 Windows 356,140 879,970 879,970 794,234 85,736 10% 85,736 10%

13 Windows & Doors 356,140 879,970 879,970 794,234 85,736 10% 85,736 10%

14 Roughcast house & wall 219,520 285,720 285,720 280,038 5,682 2% 5,682 2%

16 Fencing 189,520 217,800 217,800 217,800 - 0% - 0%

17 Drainage/Sewers 29,500 29,500 - 29,500 100% 29,500 100%

18 Structure 18,650 18,650 18,650 - 0% - 100%

19 Other 9,450 9,450 9,450 100% 9,450

20 Unallocated Expenditure 530,090 384,900 384,900 384,900 100% 384,900 100%

21 Efficiency Savings 37,403 37,403 37,403 100% 37,403 100%

22 Externals 939,130 983,423 983,423 516,488 466,935 47% 466,935 47%

23 Total Investment 4,191,600 5,183,895 5,183,895 4,328,548 855,347 17% 855,347 17%



14

Non Housing Investment





£ £ £ £ £ % £ %

1 Uist IT equipment 2,000 2,000 - - 2,000 100%

2 IT equipment 27,000 27,000 3,164 23,836 12% 23,836 88%

3 Office Equipment 1,000 1,000 10,717 (9,717) (9,717)

4 Total - 30,000 30,000 13,880 14,120 12% 16,120 54%



15

Development Expenditure


Commentary on Performance Overall Spend to Date Projects on site progressing well. Horgabost completed and let by 31 October 2016. Barvas completed

and handed over 16 Dec, two months ahead of schedule. The purchase of the former Police Station building in Tarbert was

completed on the 18th of April. Contract completions Melbost 3 stage 3 and Melbost 4 was due on site November 2016. Following the tender award process a cost saving exercise was needed

with respect to Melbost 4. This has successfully concluded in March and a revised contract has been agreed with Calmax. Excavation and ground works on the site began in March.

Line BUDGET ACTUAL

Initial Revised Budget to Spend to Budget to Budget to Revised Revised


£ £ £ £ £ % £ %

1 New Build 5,168,928 4,948,221 4,948,221 2,945,121 2,003,100 40% 2,003,100 40%

2 Retentions 182,898 182,898 182,898 72,138 110,760 61% 110,760 61%

2 LIFT 1,839,200 1,839,200 1,839,200 631,033 1,208,167 66% 1,208,167 66%

3 Total Development Costs 7,191,026 6,970,319 6,970,319 3,648,292 3,322,027 48% 3,322,027 48%

Housing Association Grant

4 New Build (3,536,110) (3,625,827) (3,625,827) (2,042,631) (1,583,196) 44% (1,583,196) 44%

7 Retentions (87,602) (87,602) (87,602) (88,561) 959 -1% 959 -1%

5 LIFT (257,200) (799,558) (799,558) (287,027) (512,531) 64% (512,531) 64%

6 Total Grants (3,880,912) (4,512,987) (4,512,987) (2,418,219) (2,094,768) 46% (2,094,768) 46%

Private Finance required

7 New Build 1,632,818 1,322,394 1,322,394 902,490 419,904 32% 419,904 32%

Retentions 95,296 95,296 95,296 (16,423) 111,719 117% 111,719 117%

8 LIFT 1,582,000 1,039,642 1,039,642 344,006 695,636 67% 695,636 67%

9 Private Finance required 3,310,114 2,457,332 2,457,332 1,230,073 1,227,259 50% 1,227,259 50%



16

Section 3: Key Financial Performance Measures

Page

Financial Covenants 17

Key Ratios 19

Right to Buy 20

Cash flow Forecast 21


17

Financial Covenants


The revised facility agreement with our Funders has one Financial Covenant, Interest

Cover. Where a deficit is projected in any financial year, the covenant is based on an

absolute sum rather than a percentage, so the covenant for 2016/17 is a maximum cash

flow deficit of £4,824,490. This new covenant figure has been agreed with our funders,

the covenant will be met in March 2017.

Interest Cover

Covenants for 2016/17 Deficit (£4,824,490)

Forecast to 31 March 2017 (£500,688)

Tolerance available £4,323,802

Reduction in expenditure required to achieve covenant £0


18

Annual Cash flow Deficit

Line Detail Current Position Forecast

Income £ £

1 Dwelling rents (net) 8,213,487 8,213,487

2 Non Dwelling rents (net) 13,229 13,229

3 Right to Buy Sales 2,155,767 1,125,000

4 Grant Funding 850,374 850,374

5 Other Income 64,332 64,332

6 Grant received for New Build 2,042,631 2,012,202

7 Sale of LIFT received - -

8 Grant on LIFT received 287,027 354,458

9 Insurance Receipts

10 Total Income 13,626,847 12,633,082

Expenditure

13 Supervision & Management 2,247,868 2,247,868

14 Response Repairs 1,392,679 1,392,679

15 Estate Works 47,194 47,194

16 Planned/Cyclical Maintenance 600,902 600,902

17 Investment Programme 4,010,017 4,402,441

18 Office Alterations and IT 13,880 29,000

19 LIFT Costs 631,033 803,277

20 Opening Balances

21 Development Costs 2,945,121 3,317,509

22 Total Expenditure 11,888,693 12,840,870

23 Net Operating Cashflow 1,738,153 (207,788)

24 Interest Paid 303,900 303,900

25 Interest Collected (11,000) (11,000)

26 Total Interest 292,900 292,900

27 Annual Cashflow Surplus/(Deficit) 1,445,253 (500,688)

Interest Ratio 17% -141%

Covenant Requirement

Maximum Annual Cashflow deficit (4,824,490) (4,824,490)

Tolerance 6,269,743 4,323,802

-130% -90%


19

Financial Ratios


Key RatiosCurrent Forecast 2015/16

Current Ratio 5.86 17.67 6.14

(Current Assets/Current Liabilities)

Net Debt Per Unit

Borrowing/ stock units £2,345.55 £2,353.04 £2,314.89

Voids% 1.10% 2.00% 0.80%

Voids as % of Rental Income Due

Bad Debts % 0.36% 1.25% 0.80%

Bad Debts written off as % of Rental Income Due

Staff Cost/Turnover % 15.52% 18.30% 12.08%

Gross Surplus 54.83% 48.69% 24.28%

Operating Surplus/Turnover

Net Surplus 35.01% 25% 28.48%

Net Surplus/Turnover


20

Right to Buy


The forecast assumed that there would be 25 RTB’s for the year. At the end of March the

number of RTB sales was exceeding target and with the Right to Buy ending in 2016 the

number of sales has been increasing with a high number of sales expected for March. The

average receipts per month are forecast over 12 months however it is likely that receipts

will cease in a shorter time period. As this period becomes clearer the figures will be

adjusted accordingly.

The level of receipts is above forecast and the profit on sale of the assets is currently on

budget. This is due to sales being higher than estimated and despite a significant level of

investment expenditure, this has resulted in a surplus.

Right to buy receipts impact on the cash flow and therefore the covenants, so the critical

measure is the level of receipts rather than the profit or loss made on sale.

Right to Buy receipts £

Forecast for 2016/17 1,125,000

Average per month 110,976

Budgeted to 31 March 2017 1,125,000

Actual to February 2017 2,155,767

Less HAG to be repaid to Scottish

Government

134,537

Net Receipts 2,021,230

Receipts exceeding forecast 896,230

RIGHT TO BUY

Full Year Full Year Full Yearto March

2013/2014 2014/2015 2015/20162016/2017

Number of applications received 40 54 63 79

Full Year Full Year Full Yearto March

2013/2014 2014/2015 2015/20162016/2017

Number of sales 16 17 40 48

Cash Flow Forecast 2016/17

The above cash flow shows the income received and the payments made for the last quarter of the financial year.

Monthly Cash Flow Forecast Version 1

Year Ended 31-Dec-16 31-Jan-17 28-Feb-17 31-Mar-17 Total

31-Mar-17 Month 9 Month 10 Month 11 Month 12

Cash on Hand at beginning of month 3,638,644 2,925,259 3,153,031 3,080,268 3,379,269

Cash Receipts

Rent 624,851 728,124 641,166 621,468 8,412,410

Sale of Assets 170,940 46,200 156,530 698,107 1,926,861

Grant Income 25,796 103,316 15,504 327,095 2,098,674

Bank Interest - - - - 1,790

Insurance Claims - - - - 114,311

Other income 62,136 84,760 41,554 55,071 546,698

Loan/Other cash injection - - - - -

Total 883,723 962,401 854,754 1,701,742 13,100,743

Total Cash Available 4,522,367 3,887,660 4,007,785 4,782,010

Cash Paid Out

Payroll 118,937 134,760 120,755 121,044 1,411,639

Management Costs 38,953 69,790 71,340 42,175 944,116

Repairs 348,201 159,544 157,664 208,437 1,898,466

Investment 556,146 138,979 397,433 671,535 3,789,130

Development 534,872 171,375 180,325 347,956 3,870,116

- - - - -

Total 1,597,108 674,448 927,517 1,391,147 11,913,466

Cash Paid Out (Non P & L)

Loan Interest - 60,181 - 11,594 283,608

Transfer to Deposit Account - - - - 900,000

Total - 60,181 - 11,594 1,183,608

Total Cash Paid out 1,597,108 734,629 927,517 1,402,741

Cash Position at End of Month 2,925,259 3,153,031 3,080,268 3,379,269 -

Deposit Acct At end of Month 3,732,345 3,732,345 3,732,345 3,732,345

Total Funds Available 6,657,605 6,885,377 6,812,614 7,111,614


Agenda Item 15

BOARD 24 May 2017

BUSINESS PLAN 2015/16 - 2019/20 - YEAR 3 MONITORING REPORT


PURPOSE OF REPORT

1.1 To enable the Board to monitor progress on the Business Plan Action Plan agreed in March 2017.

SUMMARY

2.1 The 5 Year Business Plan 2015/16 – 2019/20 was updated and approved by the Board on 15 March 2017.

2.2 The Business Plan Objectives Monitoring report is at Appendix 1 and shows progress being made on the agreed actions.

COMPETENCE

3.1 There are no legal or financial constraints arising from the recommendations in this report.

RECOMMENDATIONS

4.1 It is recommended that the Board note the progress in the Business Plan Objectives Monitoring report at Appendix 1.

APPENDIX 1 Business Plan Action Plan


Writer of Report Dena Macleod Tel: 0300 123 0773

BUSINESS PLAN OBJECITVES- MONITORING REPORT 2015/16 TO 2019/20

OBJECTIVE 1 - Placing tenants at the centre of everything we do

REF ACTION REQUIRED MILESTONES TIMEFRAME LEAD OFFICER PROGRESS

1.1 Provide opportunities for tenants to engage in service review and design

Annual report of opportunities provided


Work ongoing with Western Isles Housing Association Communities Forum. Focus group meeting held on Repairs – April 2017

1.2 Continue to support and work with Western Isles Housing Association Communities Forum to ensure tenants voices and views are heard

Review of Tenant Participation Strategy


Completed June 2016

Hold tenant events in Stornoway, Tarbert, Barra, Balivanich and North & South Uist

Annually Area Managers & Service

Development Manager

All events for 2016 held.

Event planned for Stornoway – May 2017

Review staff resource for tenant involvement

May 2017 Service Development

Manager

Contract for renewal of tenant participation support tendered and TPAS appointed – April 2017

Tenant Participation Action Plan-delivering key objectives

September 2014

Service Development

Manager

Completed. Reviewed annually. Next review due Sept 2017

1.3 Engage wider community Contribute actively to Community Planning Partnership Management and Outcome Groups

Chief Executive & Director of Operations

Membership of CPP, Health & Wellbeing & Communities sub group

OHCPP Board Member Chief Executive Member of Partnership and Population Sub Group

APPENDIX 1



Economy Outcome Group

Chief Executive Membership of Economy Outcome Group in place

Chief Executive Membership of Child Protection Committee


Membership of Health & Social Care Planning Group

1.4 Build partnership and identify further opportunities to improve life outcomes for tenants and residents

Opportunities identified Director of Operations

Work ongoing on poverty awareness through Poverty Action Group and Welfare Reform Officers Group.

Lobbying of SSE ongoing with partners locally and Highlands & Islands Group.

Clauses and initiatives in connection with NHS, Skills Scotland and community groups incorporated into 2015-19 Investment Framework

1.5 Seek funding opportunities to support service development

Ongoing

1.6 Develop customer centered culture in individuals and teams

Team building day held June 2017 Executive Team Draft agenda prepared and with Staff Committee for input

1.7 Review the current structure of Board Membership in May in light of ONS classification

Rules Review May 2017 Chief Executive Reviewing options. Discussed with SBHA

Rules Update Sept 2017 Chief Executive


OBJECTIVE 2-Investing income in a sustainable way


2.1 Better understand the needs of our tenants by improving the collection and the use of customer profile data and thereby target efforts to assist maximizing benefit uptake and manage introduction of Universal Credit

Customer profiles for tenants affected by Bedroom Tax

February 2018 Service Development

Manager

Data being collected at tenant contact

Process to be developed

Profiles for impact of Universal Credit

February 2018 Service Development

Manager

2.2 Develop IT systems to enable recording and management of customer data

IT system in place February 2018 Service Development

Manager

Project plan in place and on schedule

2.3 Use Tenant Participation Development Services from TPAS to create communication and involvement mechanisms

Mechanisms in place Annual review of strategy.

November 2017


Contact made with groups and Community Associations

Informal tenants group set up

TPAS social media page set up

2.4 Carry out follow up Tenant Satisfaction Survey Action Plans

Action Plan to Board November 2015

Service Development

Manager

Completed

Deliver Plan November 2016

Service Development

Manager

On going



2.6 Carry out Tenant Satisfaction Survey

Survey complete August 2018 Service Development

Manager

2.7 Work with partners to deliver the affordable warmth strategy for our tenants

Fuel poverty report November 2017

Investment Manager

Actions largely complete

Partnerships in place with SSE and Citrus and local agencies

2.8 Identify further works to improve energy efficiency of homes and seek to fund a programme to deliver this

Develop and cost proposals for next stage of insulation works

Investment Manager

Complete. Further measures being evaluated to improve under-floor insulation

Window double glazing programme complete

2016 Investment Manager

Complete

Insulation programme within framework

2016-2019

Asset & Contracts Manager

Complete including additional works carried out using Government funding

2.9 Action Plan for SHQS abeyances and exemptions

Abeyances to be dealt within time frame of investment plan

2016-2019 Investment Manager

Abeyances being addressed as opportunity arises

Exemptions Investment Manager

Heating programme continues to address exemptions

Programme excluding abeyances

Investment Manager

2016/17 complete. 2017/18 works ongoing

2.10 Continue to strengthen partnership working with CNES, TIG, Greenspace, community organisations etc

6 month/annual review for feedback

Chief Executive & Director of Operations

Members of Health & Social Integration Planning group

Regular meetings in place with TIG/CNES

Members of Western Isles Fuel Poverty Action Group and ESCO



Energy Monitoring Bid submitted to Local Energy Scotland in collaboration with Greenspace

Working with Community Trusts

2.11 Engage with CNES and other Community Planning Partners to identify housing requirements for future population demographic projections

Contribute to development of Local Housing Strategy and highlight HHP priorities

Contribute to LOIP

July 2017 Chief Executive &


Participation in MOWG

Member of Community Planning Partnership Population Workgroup

Housing needs assessment being updated to inform Business Plan. Can’t be updated until Local Housing Strategy completed

2.12 Ongoing work to co-ordinate all strategic plans in relation to housing

2.13 Contribute to Health & Social Integration Plan

Participate in Health & Social Care Integration Forum

March 2016 Chief Executive Membership of Health & Social Care Planning Group. Political feed in to new build programme – special needs

Business Planning Session January 2016

Executive Team Commitment in Business Plan update Year 2

2.14 Develop and agree Asset Management Strategy

Review Asset Management Strategy

Strategy in place

Annual review undertaken

May 2016

May 2017

Investment Manager & Asset

& Contract Manager

Complete.

Update report to Board – May 2017.

2.15 Work with partners to address fuel poverty

Reduce % of tenants in fuel poverty from 63% to under 60%

Re-survey in 2017

Investment Manager

Membership of ESCO

Working with CAB and Citrus



Energy to promote advice and assistance

Monitoring project with CES successfully completed

Thermal imaging technology introduced

Monitoring process for individual houses in place

Engagement with key stakeholders to inform decision

Meetings held with OFGEM via Investment Working Group and CNES and TIG invited to contribute

Working to support CNES with lobbying of SSE

Working with Highlands & Islands Group to pursue projects

2.16 Prepare Action Plan for the Energy Efficiency Standard for Social Housing (EESSH)

Plan agreed

Measured through ARC on a yearly basis

Achieve EESSH by 2020

Review in 2017

Investment Manager

EPC’s issued after every heating replacement, C.O.T and insulating works

S.C.S will add additional EPC information


OBJECTIVE 3 – Delivering continuous improvement


3.1 Complete Self Assessment Plan

Self Assessment inspection

Plan complete Inspection November

2015


Completed. Accreditation received 1 December 2015

3.2 Re-assess self assessment methodology

Decision taken February 2017 Corporate Governance Manager

Initial discussion at Business Planning day

3.3 Implement new performance measures agreed by Finance Working Group linking performance with resources

New P.I Report – more in line with ARC requirements

Executive Team

agreement November

2015

Update


Some financial performance measures include in Resources Annual Performance Report

New reports in place and we are seeking feedback from Board and staff regarding use etc

3.4 Arrange to visit 2 of the top performing RSL’s in peer group to benchmark X P.I

Benchmarking report revised targets

September 2017


Executive Team will select the areas to be benchmarked


OBJECTIVE 4 – Providing efficient effective housing services of high quality


4.1 Improve core service performance on range of indicators to achieve top quartile performance

Arrears > 2.5% of gross debit (to be reviewed as Welfare Reform develops)

Quarterly Area Manager Ahead of target

Void loss > 0.8% Monthly & End of Year

Area Manager Ahead of target when low demand excluded. Low demand is having significant negative impact on performance

Average re-let time (excluding difficult to let less than 20 days)

Monthly & End of Year

Area Manager Average re-let @ 14 days in 2015/16.

Performance again affected by low demand

Repairs on target > 95% On contractual target

Reviewed monthly & annually

Asset & Contracts Manager

Contractual Performance at 98% on target.

Reporting systems being revised to enable reporting from Active H system

4.2 Report on all indicators that are in top quartile

Report provided September Corporate Governance Manager

Prepared for Business Plan in February 2017

4.3 Improve customer access to information and service

Further develop website to provide better information, improve accessibility to services – on-line services available

December 2016

I.T Officer

Corporate Resources Manager

Website has been rebuilt.

New added functionality added for improved mobile phone access.



4.4 Empower individuals to deliver for customers

Review delegated authorities

Refresher event on delegated authorities for all staff

June 2017 Executive Team Meeting with Manager to review and implement

4.5 Improve performance reporting and management systems to provide a tool to drive performance

75% of relevant ARC reports from Active H for ARC submission 2017

31 May 2017 Corporate Governance Manager & Service

Development Manager

Working on I T system reporting to enable more effective control of accessing month-end data

4.6 Achieve Committed to Excellence accreditation

Implement Self Assessment Action Plan

Review progress

Inspection November

2015

Executive Team

Corporate Governance

Officer

Accreditation received December 2015

4.7 Repairs Service Review (Part of wider review of services which are provided externally)

Instigate long term project on review of future service.

Team in place to review bringing repairs service in house

2020 Director of Operations

Project to be established

4.8 Improve services to factored properties and transparency of charges.

Written procedure in place

Visit other Housing

March 2017

December

Service Development

Manager & Area Manager

Process review ongoing



Associations experienced in factoring

2017

4.9 Value for Money – develop approach

Value for Money Strategy prepared

30 June 2017 Director Finance & Corporate Services

Ground work on measure underway

4.10 Develop measures/definitions of effectiveness and efficiency

Publish service standards and targets as part of Charter reporting

30 September 2017

Service Development Manager & Finance &

Business Services Manager

Tenant Report published October 2016

4.11 Publicise quality standards for customers

To be incorporated into above & leaflets for each service provided as they are developed

By 31 August each year

Service Development Manager & Corporate Governance Manager

Tenant Report published October 2016

4.12 Identify cost of implementing proposed rent structure

Decision taken on whether implementation is affordable


On hold due to Universal Credit

4.13 Consult on proposed rent structure

To be determined by above


On hold due to Universal Credit

4.14 Develop tenants report. Feedback from stakeholders required

Review approach to ARC report annually

May/June 2016


Feedback received and incorporated into report which has been published and sent to all tenants



4.15 Determine business case for providing student and/or furnished accommodation using hard to let houses

Review need/demand and property type and location

31 December 2017


Position with UHI developments being clarified prior to progressing further

Business modelling for student accommodation in Stornoway


Position with UHI developments being clarified prior to progressing further

4.16 Carry out a study on affordability of rents

Affordability Study commission

20 June 2017 Director of Operations

Scope of work to be clarified

Complete 30 November 17


Impact Assesses 31 December 2017



OBJECTIVE 5 – Being a good employer that attracts and retains high quality staff


5.1 Appraisals and training needs request to be completed.

All SDA’s completed on time

By 31 August each year

Chief Executive Review process for 2017

5.2 Training Plan to be prepared.

Training Plan to be delivered

Effectiveness of training to be assessed

Training Plan prepared

Training Plan delivered

Training Plan reviewed

Following SDA completion

November each year

Admin Officer (Corporate Resources)

Prepared due to Board November 2015

5.3 Staff survey Survey undertaken September 2015 Executive Team Action Plan being implemented

Review of results November 2015

5.4 Annual pay review Recommendation for 2017/18

May 2017 Chief Executive Consultation underway

5.5 Review grading structure Recommendation on grading structure/implementation

2017/18

2018/19 (implementation)

Chief Executive Identifying external consultants to support work

5.6 Review opportunities to participate in Modern Apprentice Scheme, provision of trainee posts and secondments

Review undertaken 31 March 2018 Chief Executive

5.7 Review of induction process New induction process implemented

September 2017 Director of Finance & Corporate Services

New member of staff to be onboarded in May. Induction process to be revised with detailed 1st week plan in diary to ensure they have correct training



5.8 Review of appraisal system New or revised system September 2018 Chief Executive


OBJECTIVE 6 – Delivering Value for Money


6.1 Identify overhead costs v direct service delivery and benchmark these

Define overhead v direct identifying benchmarking partners


Initial work done – appropriate benchmarking partners to be selected

6.2 Develop peer review against top quartile RSL’s

Partners identified and information obtained

May 2017 Corporate Governance Manager

Peers reviewed prior to Business Plan being finalized to determine where HHP want to be

6.3 Identify duplication and inefficiencies in processes and streamline these

Detailed process maps developed for key areas including:

Service Development

Manager

Investment Investment complete

January 2016

Investment process map complete

Factoring August 2017 Factoring process mapped and being reviewed

Repairs August 2017 I T development required including gateway for contractors

6.4 Identify costs/unit in investment and repair programmes and identify implications of reducing these

Monitor during contracts and at budget setting to increase scope of investment programme

Annually by the June Board

Asset & Contract Manager

Ongoing analysis of repair costs

Regular reports to Board

6.5 Explore opportunities with partners to achieve savings

Development of Procurement Strategy

31 December 2016

Corporate Resources Officer

Report to Board November 2016



6.6 Deliver new build programme in a more cost effective way reducing per unit cost

Analysis of costs of current approach.

31 August 2017

Executive Team

6.7 Subsidiary activity – review options that subsidiary can undertake

Subsidiary active T.B.A Director of Finance & Corporate Services

Resources Team restructured to provide support for the development of the Subsidiary

6.8 Undertake review of impact of LIFT properties in the Stornoway area

Survey successful applicants.

Carry out market analysis to ascertain demand.

March 2016

December 2017

Chief Executive Development Workgroup review following completion of Local Housing Strategy

6.9 Undertake review of demand/need for 3+ bedroom houses in some rural areas e.g South Lochs, Bragar, Uig, North Uist, South Uist & Barra

Annual Allocation Report to Board.

June – Annually


June 2016

Update to Business Planning Day – January 2016 and Board report March 2016.

Report to Board – June 2017

6.10 Provide temporary accommodation to CNES as required

Annual Review Annually Director of Operations

Ongoing

Review of allocations to homeless applicants as required by CNES

Annual Review

6.11 Review SLA with Homeless Service with CNES

Annual Review. 4th quarter of financial year

Area Manager To be reviewed by March 2017



6.12 Review arrangements with Foyer in relation to leased properties

Arrangements to be concluded

Operating model to be agreed


Discussion commenced regarding operating model

6.13 Work to prevent homelessness amongst HHP tenants through tenancy breakdown

Joint working arrangements in place with partners e.g CPN Team, CAB and Social Work.

Ongoing

Area Managers

Liaison arrangements in place with CPN Team and CAB.

Quarterly meetings to continue.

In place – ongoing.

Tenancy sustainability after 1 year > 90%.

Ongoing Sustainability rate at 90% for new tenancies.

6.14 Provide advice and assistance to housing applicants on options and ensure effective signposting

Eviction rate < 0.15% Ongoing ARC lead monitoring

Housing Officers continue to work with tenants to aim to achieve the targets.

Explore formal accreditation on advice and assistance

To start in July 2017 with continuous refreshers

Service Development

Manager/Corporate Resources Admin

Officer

Develop housing options information for applicants to support advice provision

Service Development Manager/Area

Manager


OBJECTIVE 7 – Making the biggest impact on the economic well being of communities throughout the Outer

Hebrides that resources allow


7.1 Support local suppliers and contractors.

Source majority of supplies locally

Ongoing Investment Manager/Corporate Resources Officer

Support of local economy now formal aspiration/requirement of HHP’s Procurement Strategy

7.2 Apprenticeships – commitment from contractors to recruit and retain apprentices.

All major contracts to include recruitment & retain apprentices

Ongoing Asset & Contracts Manager/Investment

Manager

In place and ongoing

7.3 Support CNES/CPP (check) Strategy of making Stornoway a University town.

Working in partnership for student/lecturer accommodation

Ongoing Chief Executive

7.4 Participate in Economic Outcome Group.

Ongoing Chief Executive

7.5 Examine opportunities for pilot projects for innovative developments that link with community projects

Opportunities explored 2017-2020 Executive Team


Agenda Item 16

BOARD 24 May 2017

ASSET MANAGEMENT STRATEGY 2016 - 2020

Report by Director of Operations

PURPOSE OF REPORT

1.1 To provide an update on the Asset Management Strategy Action Plan.

SUMMARY

2.1 The Board approved the Asset Management Strategy in May 2016. The Strategy included an Action Plan to be used as a monitoring framework. It was agreed that progress would be reported on an annual basis.

2.2 The Strategy Action Plan has been updated and is at Appendix 1.

COMPETENCE

3.1 There are no legal, financial or other constraints to the recommendation of this report.

RECOMMENDATIONS

4.1 It is recommended that the Board note progress on the Asset Management Strategy Action Plan at Appendix 1.

APPENDIX 1 Asset Management Strategy Action Plan


Writer of Report Angus E MacNeil Tel: 0300 123 0773


COMPETENCE

Financial 5.1 There are no financial implications arising for this report. The Strategy is based on a

financial framework as set out in the Business Plan.

Legal 5.2 The Scottish Government has set up a legal requirement for Social Housing Landlords to

bring their stock up to the EEESH by April 2020.

RISK

6.1 There are no specific risks associated with the report. The Strategy forms part of HHP’s overall approach to managing risk.

REPORT DETAILS

Purpose of the Asset Management Strategy

7.1 There is a clear expectation from the Scottish Housing Regulator that RSLs will have a clear and robust strategy for managing their housing stock and other assets with a whole organisation approach using informed data and being able to set clear directions using outcomes from the data whilst working to standards defined in legislation.

7.2 The Strategy is based very closely on guidance from the Scottish Housing Regulator. The Strategy has been submitted to the Scottish Housing Regulator who has responded positively. A number of recommendations were made for incorporation in the next review of the Strategy.

APPENDIX 1

1

ASSET MANAGEMENT STRATEGY – ACTION PLAN

ACTION RESPONSIBLE TIMESCALE PROGRESS

STRATEGIC

Influence Local Housing Strategy on:

• Demand

• Population change

• Population movement

• Development requirements

Chief Executive

November 2016 Ongoing meetings with CnES at officer and Board/Councillor levels. Response submitted to LHS and consultation meeting held.

Continue to review current and emerging risks and mitigation measures

Chief Executive Ongoing Monthly risk review meetings in place and regular reporting to Audit and Risk Committee.

Monitor low demand and report on financial impact

Area Manager Ongoing and 6 monthly report to

Board

Regular performance reporting in place. Demand study carried out in Uist. Annual report on Allocations to Board.

Continue to work with partners to lobby on fuel pricing

Director of Operations Ongoing Continued lobbying of SSE, participation in ESCO. Partnering arrangement established with Citrus Energy to facilitate search for improved tariffs for tenants.

TENANT ENGAGEMENT AND

FEEDBACK

Carry out tenants survey Director of Operations November 2017 Replanned for 2018.

APPENDIX 1

2


Continue to develop ongoing satisfaction measurements

• Assess satisfaction with homes and environment

•

• Collect, analyse and use data on ongoing basis on repairs, investment, new lets and environment

• Develop 2 way communication channels

Service Development Manager

November 2017

Monthly Reporting

Ongoing

Ongoing satisfaction information being collated on repairs, investment and new lets.

Daily analysis of repairs issued in terms of nature of works, value, priority. Patterns of repairs being analysed to identify areas for improvement or other interventions.

Reasons for voids being analysed and compared with socio economic demographics published by CnES.

Contractor Gateway in final stages of implementation to allow more efficient transfer of data between Contractor and HHP allowing more time for analysis of data.

TPAS re-appointed in May 2017 to develop tenant involvement. Repairs Working Group established.

INFORMATION MANAGEMENT

Carry out Stock Condition Survey Director of Operations 2017 Project plan drafted and brief being finalised for consultants. Tender to be issued in May 2017.

APPENDIX 1

3


Complete updating of historic attribute data


November 2016 Attribute information being uploaded to reflect all works completed during financial year. New builds attribute information is also uploaded on handover of developments. Majority of asset information 2006 – 2016 updated in June 2016. Final data being quality checked.

Review and document all processes for data input with Q A system integrated


November 2016 Data reviewed monthly to QA check all data provided by Contractor.

Improvements to data carried out following audit by Scottish Housing Network.

Further frequent analysis to be carried out on implementation of Contractor Gateway.

Investment and repairs processes mapped and checks in place.

Continued development of Active H Planned Maintenance module:-

• Life cycle cost plans

• Investment programme management


Ongoing

LCC plans being developed with new uploads of investment and new build attribute data.

Investment Programme Management process continues to be developed and refined. Regular meetings to review process and reporting systems and QA of data input against programmes.

APPENDIX 1

4


• Cash flow management

• Interfaces with financial systems

• Business Planning (BRIXX)

March 2018

Cash flow is prepared via system with system refinements to be carried out by MIS.

Planned Maintenance and Financial Ledger systems process payments and are reconciled monthly to each other.

System checks in place with established permissions and financial authorities.

It is proposed to review the ‘end to end’ process during 2017/18.

Develop interfaces between asset information and customer interface software particularly on repairs diagnosis


December 2017 System development between modules ongoing internally and with system provider. Diagnosis module training completed in November 2016. Development in live system delayed due to staff changes. Further training required.

PROTECT CORE STOCK

Pursue measures to control reactive repairs demand

Service Development Manager/Asset & Contract

Manager/Investment Manager

Ongoing Daily reports and analysis carried out and circulated to members of staff. Regular reporting to Board on patterns of repairs expenditure and estimated outturns.

APPENDIX 1

5


Pursue increased focus on planned and cyclical maintenance

Asset & Contract Manager Ongoing Monthly meetings with Contractor to review programme and budget.

Annual cyclical and planned programmes in place. 2017/18 programme underway.

Address SHQS abeyances and exemptions

• Replace all solid fuel heating systems

• Continue engagement with owners

Investment Manager December 2019

Ongoing

Continued development via Investment Programme. All abeyances logged with reasons supporting abeyances.

Periodic contact with owners re abeyances.

Review lettable standard Asset & Contract Manager November 2017 Initial leaflet guidance under preparation for printing. Detailed standards to be consulted on with tenants, staff and contractors with budget limits. Repair Focus Group established and will consider standard.

PROCUREMENT

Review options for delivery of Repairs & Maintenance work

Director of Operations March 2017 Recommendation to Board in May 2017 to extend contract using final contractual extension option.

Repairs & Maintenance arrangements post 2018 agreed and in place

Director of Operations April 2018 As above

APPENDIX 1

6


Review outcomes of current framework contract

Asset & Contract Manager June 2018 Contract performance and areas for improvement being assessed in preparation for establishing tendering requirements. Staff throughout organisation to participate with regular meetings with Investment Working Group

Determine procurement route for investment programme post 2019

Asset & Contract Manager September 2018 National and European procurement options to be evaluated to procure via best suited route.

ENERGY EFFICIENCY AND FUEL

POVERTY

Assess and report on progress against EESSH Standard

Investment Manager May Annually Assets assessed against new guidance.

Discussion with members from other organisations in regard to information share.

Working with Scottish Government EESSH review team members to enable HHP specific issues to be included in EESSH review.

Evaluate options to address EESSH failures

Investment Manager May Annually Areas of failures and SAP calculations evaluated against possible areas for improvements.

Assessing further insulation measures to HHP houses.

APPENDIX 1

7


Monitor new and emerging solutions to improve energy efficiency

Investment Manager Ongoing Ongoing information sharing with members of other organisations.

Attendance at Government meeting in April 2017 to discuss energy efficiency ratings for Infra red systems as SAP does not currently provide rating.

EESSH review now looking at whether EESSH is a barrier to innovation e.g infrared heating.

ENVIRONMENT

Carry out annual environmental estate management inspections and link to planned maintenance and investment programmes

Area Managers Annually Annual estate surveys being carried out and reported to Board.

Grounds maintenance programmes/ sites reviewed annually.

Garden Assistance programme reviewed annually.

Unadopted Infrastructure surveys being prepared. Continued issues with shared tenure.

LAND AND UNADOPTED

INFRASTRUCTURE

Review land assets on regular basis and consider potential uses or disposal potential

Asset & Contract Manager 2 yearly review of Each Site

Resource to be identified to enable review of sites.

APPENDIX 1

8


Survey unadopted roads and footpaths and assess maintenance needs and cost implications

Asset & Contract Manager March 2018 As above. Unadopted Infrastructure surveys being prepared. Continued issues with shared tenure

Surveys will cover

• Roads

• Footpaths

• Kerbing

• Drains/ covers

• Parking

• Lighting

Review effectiveness of grounds maintenance arrangements

Asset & Contract Manager October Annually Review of specification and sites included completed March 2017 and budget adjusted. Work quality being monitored.

Pursue adoption of septic tanks and ensure adequate maintenance regime is in place

Asset & Contract Manager September 2017 Development of reports and options on systems identified as problematic with TIG.

ENGAGEMENT WITH OWNERS AND

FACTORING

Explore opportunities to assist owners to participate in maintenance works particularly in relation to SHQS works

Asset & Contract Manager June 2017 HHP undertakes surveys and obtains costs and informs owners of works and costs.

APPENDIX 1

9


Explore enforcement options for shared responsibilities with owners

Asset & Contract Manager June 2017 Participation from private owners continues to be problematic across all programmes. Enforcement options require development to ensure HHP stock and estates do not fall into disrepair.

Improve factoring service delivery and owner satisfaction

Area Managers/Service Development Manager

March 2017 Data collected checked for detail to ensure clear information is available to private owners. Works programmed annually. Overall factoring process to be reviewed during 2017/18.

Carry out annual cyclical maintenance programmes

Asset & Contract Manager Annually Works issued via factoring arrangements. Service information logged and available to private owners when invoiced.

Carry out annual planned maintenance programmes

Asset & Contract Manager Annually Shared common areas and works are identified on surveys and owners notified in advance to permit opportunity to carry out shared works

‘CAUSE FOR CONCERN’ STOCK

Pursue relocation of tenants and disposal of Cnoc Mor Breasclete

Director of Operations September 2016 1 tenant remaining. Rehousing being pursued.

Monitor stock and investigate issues as they are identified and identify options

Asset and Contracts Manager

ongoing Issues monitored and identified via Investment, Planned and Cyclical Maintenance and reactive repairs.

APPENDIX 1

10


Data on hard to let and long term voids reported to Board regularly.

Seek to develop a model to enable an assessment to be made of the value of properties to the business

Director of Operations/Asset & Contract Manager

March 2018 Planned.

PROGRESS MONITORING

Report to the Board on progress against this Action Plan

Director of Operations June - Annually May 2017.