ornwall ousing oard eeting - cornwall council · 5/28/2012 · shipley would continue in the role...

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CORNWALL HOUSING BOARD MEETING

Meeting to be held on Monday 28 May 2012

Committee Room, St Austell One Stop Shop, 39 Penwinnick Road, St Austell, PL25 5DR

AGENDA

1. Welcome and apologies – Nick Ball (6.00 pm - 6.30 pm)

2. Minutes of meeting held on 23 April (attached)

3. Verbal update from the Chair 4. Verbal update from the Managing Director 5. Declaration of Interests For Decision: (6.30 pm - 7.00 pm)

6. Cornish Housing Standard – Tony Studden (attached) 7. Capital Programme Options – Adrian Pengelly (to follow) 8. Year End Position and Pension Fund Options – John Shipley (attached) 9. Housing Management System Procurement – Emma Blatchford (attached) 10. Housing Procurement Framework – Adrian Pengelly (attached)

For Discussion: (7.00 pm - 7.15 pm)

11. Budget Monitoring Reports position – John Shipley (verbal update) 12. Sheltered Housing Services Update – Pete Jarman (attached) For information only (7.15 pm – 7.30 pm)

13. Committee Membership – Nick Ball 14. Agenda for next meeting - Monday 25 June 2012 15. Any Other Business

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CORNWALL HOUSING BOARD MEETING

Monday 23 April 2012 – 6.00 pm Committee Room, Wadebridge One Stop Shop, Higher Trenant Road, Wadebridge, PL27 6TW

Present: Nick Ball Board Member Chair

Councillor Ann Kerridge Board Member

Daiman Baker Board Member

Councillor Derris Watson Board Member

Councillor Grenville Chappel Board Member

Joanne Marks Board Member

John Bailey Board Member

John Harris Board Member

Martin Emery Board Member

Councillor Michael Callan Board Member

Shelley Thornton Board Member

Tony Canton Board Member

Nathan Waller Board Member

Adrian Pengelly Director of Assets

Asim Sahraouei Project Manager

Emma Blatchford Finance and Governance Manager

Jane Barlow Managing Director

John Shipley Finance Director

Pete Jarman Director of Landlord Services

Cathy Hadfield Director of Housing Options

Tania Horrocks Tenant Empowerment Manager

Jan Raines Tenant and East Cornwall Forum Member

Emma West Contact and Engagement Manager

Tony Studden Homes and Neighbourhood Services Manager

Apologies: Councillor Mike Eathorne-Gibbons Board Member

Peter Ledson Board Member

Terry Wilkins Board Member

Joe Cooke Board Member

Gerald Chin-Quee Board Member

Gill Steward Director of Communities, Cornwall Council

1 Welcome and Apologies Action Nick welcomed all to the meeting. Apologies as indicated above.

2 Minutes of meeting held on 19 March 2012 and Matters Arising The above Minutes were agreed.

Mileage and Expenses – Emma Blatchford confirmed that she had issued

instructions and that claims would go through payroll. Cornwall Councillors

would claim in their normal way. All other claims should be sent to Emma.

Away Day – Friday 27 April – Jane confirmed that the Away Day would

take place on Friday and the venue would be the Camborne One Stop

Shop. It was agreed to start at 10 am. Michelle would confirm the details

and send a map to all.

Housing Strategy Working Group – Jane advised that work was continuing

on developing business cases. In respect of the homelessness hostel,

Cornwall Housing had expressed an interest in developing it. Business

cases in respect of investment and new build were in discussion. Jane

Michelle

3

further advised that the Council had sent a response to the DCLG on Right

to Buy and this would be looked at jointly for new build proposals which

may be an opportunity if money from sales could be utilised. Jane would

update at the next Board meeting.

Agenda/ Jane

3 Minutes of meeting held on 28 March 2012 and Matters Arising The above Minutes were agreed subject to minor amendments.

Director of Finance – Jane advised that she would be meeting with Cath

Robinson (Head of Service – Finance) to agree the process for recruiting

to this post. The post would be appointed by the Council, but Jane and

Nick would be involved in the recruitment. Jane confirmed that John

Shipley would continue in the role of Company Secretary. Jane to report

back to the Board.

Jane

4 Matters Arising Tracker

IT Equipment for the Board – Nick advised that he was trialling a Windows

7 slate and that Daiman was trialling an i-Pad. Both would report back to

the Board for members to then decide what equipment they would like.

Budgets – Jane confirmed that she had met with John Wilkins, a

consultant employed by Cornwall Council, to review the budget. Further

clarification regarding support service costs was being sought. Jane to

report back.

Branding – There were still some items outstanding but plans were in

place to update the vans and the uniforms would be available soon.

Staff Structure and Role Profiles – Jane informed the Board that she was

having an Away Day with the Directors to look at structures and to identify

any gaps. They would also be discussing the plans for year one. Jane to

report back to the Board.

Nick/

Daiman

Jane

Jane

5 Chair’s Update

Nick confirmed that the contract had been signed. Jane would arrange for

the documentation to be made available on the intranet. Any members

requiring hard copies, to e-mail Michelle.

Nick had attended the DFT meeting last Monday evening and met with

tenants. Nick would now be attending regularly. Jane would ask Trystan

to co-ordinate Board Members attending the various tenants’ forums and

to record all the meetings held and who attended which.

Nick and Jane did a tour of the County to meet with staff on “go live” day

which was a good opportunity to meet a large group of staff. Staff would

generally like the Board Members to experience service provision. Jane

stated that Trystan would be setting up a newsletter and include “a day in

the life of” which could also be linked to the Board Members. A

programme of events, such as attending tenants’ forums, would be further

discussed at the Away Day on Friday. Nick suggested that the Board may

want to give consideration to inviting tenants at the start of Board meetings

and also at moving the venues of the Board meetings across the County.

Jane

6 Managing Director’s Update Jane reiterated that the “day one” visits went extremely well and were

appreciated by the staff. Good feedback was received and the main focus

was on the new ERP system and staff trying to make day to day processes

work, and also the change to refuse and recycling and the associated

enquiries about this which had a knock-on effect to accessing housing

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services. A number of complaints had been received because enquiries

increased from approximately 3,000 to 35,000 a day, thus making it difficult

to access housing phone lines.

Jane had attended a property in Penryn with Gerald which was a photo

opportunity and where they gave flowers to a tenant. A low level press

release would be undertaken and then there would be a big launch in June

when there would be a more publicised launch of the company.

The Board generally discussed signing off the accounts and indemnity

insurance. John confirmed that an independent external auditor would be

reviewing the accounts and that all Board Members had indemnity

insurance. John also confirmed that a policy was in place which stated

that new Directors were not responsible for decisions taken prior to them

becoming Directors. Directors would rely on management for systems of

control and governance arrangements and adequate independent external

review were all mechanisms to give new Directors reassurance. John

agreed to forward a copy of the insurance policy.

John

7 External Audit Strategy John referred to the report and the letter from Grant Thornton, Chartered

Accountants, containing their proposed external audit strategy, for the

audit of Carrick Housing Limited’s statutory accounts for the year ended

31 March 2012. John advised that every year discussions would take

place with the external auditors about their approach. The audit approach

was based on an assessment of audit risk relevant to individual financial

statement assertions. John referred to the letter from Grant Thornton

which set out a summary of the main points. Auditors were normally on

site for a week and reviews would take place with the audit managers

when there was the opportunity to feedback to them. The auditors would

then produce a report and attend the Audit Committee meeting, normally in

June. John was therefore seeking Board approval for the External Audit

Strategy, including the identified areas of focus, and for the proposed fee

of £12,400. This was agreed by the Board.

8 Register of Interests and Code of Conduct John referred to the circulated documents which were a lift of the former

Carrick Housing’s documents. These were circulated for the Board’s

discussion and view to ascertain whether these documents were

considered to be comprehensive enough to utilise. The Board generally

discussed the documents and the Code of Conduct process. It was

agreed that Shelley, Nick and John Shipley would meet to review the

documents and report back to the next meeting.

Agenda/ Nick/ Shelley/ John Shipley

9 Bank Mandate John referred to the Group Mandate form circulated. The form needed to

be signed to enable future changes to the Bank Mandate to be made in

accordance with Cornwall Council’s mandate. This would mean that

signatories and other changes could be made without requiring more forms

in the future. This was agreed by the Board.

10 Cornish Housing Standard

Tony referred to the documents circulated which set out the quality

standards for homes which have been set by the tenants themselves. The

documentation had taken 18 months to finalise and the standard would be

higher than the Decent Homes Standard and was targeted to the

aspirations of the tenants. The Standard had been formulated by tenants

and officers under the umbrella of the Stock Investment Steering Group.

This group consisted of tenants from East Cornwall and from the former

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Carrick Housing area to ensure that all of the housing stock would be

brought up and maintained to the same standards in every area. The

document was designed to be a living document and annual reviews would

be held to ensure that the latest industry standards were reflected. Tony

was seeking approval to move the project forward and to build a business

case to look at a programme and costings.

Jane added that she would like Cornwall Housing to take the lead on this

project and also liaise with other housing providers with a view to them

adopting these standards. Adrian advised that he was hoping to finalise

some financial modelling over the next few months and look at the stock

survey with costings.

The Board generally discussed the documentation and Tony confirmed

that a 5 year programme would be published so that tenants would be able

to ascertain when their property would be brought up to standard. It was

suggested that when the company had its big launch, this could

incorporate the Standard at the same time.

It was agreed that this matter would be brought back for approval at the

next meeting, once all members had considered the full documentation

that had been circulated.

Agenda

Agenda

11 Draft Carrick Housing Year End Accounts

John circulated the first draft of the year end accounts which was still work

in progress and would be finalised once the year end audit was complete

and any final adjustments made as a result. John advised that pension

adjustments were yet to be included. John referred to the four schedules

attached to the report. The profit and loss schedule had a net surplus of

£362,000 which had been generated after the repayment of the £474,000

additional management fee for 2011/12 to Cornwall Council. In relation to

the internal capital programme, a crucial indicator was the amount of work

that could be undertaken internally. The balance sheet showed a strong

position. There was more work to do to validate the figures in the balance

sheet and cash flow statement such as fixed asset reconciliation, including

a review of all 2011/12 new build grants; analyses of prepayments,

accruals and other accounting adjustments; a review of Corporation Tax;

and a review of the cash flow forecast. The Board discussed the report

and financial reporting standards. John clarified that cash on deposit was

surplus cash that was placed with the Council for it to invest on behalf of

the company and there was an ability to recall this to meet operational

needs. In relation to reporting, the company complies with UK Generally

Accepted Accounting Principles (UKGAAP). The company is not currently

required to apply International Financial Reporting Standards (IFRS) but it

is expected that this will be introduced in the future.

12 Tenant Scrutiny Panel

Emma West introduced Tania Horrocks, Tenant Empowerment Manager,

who was leading on the Tenants Scrutiny Forum. Tania referred to the

circulated report which set out how the Tenants’ Scrutiny Panel had been

set up. Tania introduced Jan Raines, a tenant from Liskeard, who was

involved in the Panel work. The Localism Act now set out an enhanced

role for tenants in relation to scrutiny in respect of holding landlords to

account and to shape service delivery, tenants need adequate information

and effective influencing structures, and there should be a clearer role for

tenants in scrutinising performance. A timeline had been developed of 18

months for the first pilot panel and a tenants’ awareness session would be

held in May. A session for senior staff, Council Members and Board

Members would also be held. Panel training would take place during the

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Summer and the work could begin in September. Independent assistance

would be required for setting up the Scrutiny Panel and training and

supporting scrutiny panel members. It was estimated that £10,000 was

required for this assistance, plus £5,000 to assist the Scrutiny Panel.

Tania was therefore asking the Board to support the project and to assist

financially with the project. The Board discussed the project, finance and

timelines. The Board discussed delegating authority to Jane to approve

such requests for funding in the future. The Board agreed to support the

project and to make available £15,000 additional funding with the ability for

Jane to approve additional funding if required, to a limit in total of £25,000.

13 Communications Plan

The above document was circulated for information.

14 Contract Management Framework

Jane suggested that a small group of Board Members be set up to look at

the contract management framework documentation to ensure its

completeness. It was agreed that John Harris, Tony, Shelley, Gerald and

Peter would review the documentation. Daiman would be available if

required.

15 Generation of Renewable Electricity within housing stock

Daiman referred to the circulated report which presented an initial

summary of a delivery model for the use of Photovoltaic (PV) panels and

sought to identify the benefits of the Alliance Homes PV Framework. This

project would also contribute towards achieving the Cornish Housing

Standard and maintaining homes. A structured approach would be

followed to decide on the most appropriate way forward, including the best

funding solution based on a value for money assessment. It would be

necessary to engage a leading technical consultant (low carbon expert)

and the next report to the Board would contain a comprehensive appraisal

that would determine the best way forward based upon the best possible

advice.

16 Project Officer

On behalf of the Board, Nick thanked Asim for his help and assistance as

this was his last meeting.

The meeting closed at 8.25 pm

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Cornwall Housing Limited

Agenda No: 6

Report to: Cornwall Housing Board

Date: 28th May 2012

Title: Cornish Housing Standard

Author: Tony Studden Role: Home and Neighbourhoods Services Manager

Contact: [email protected]

For Board reports only

Committee: Name of committee

Date: Date of committee meeting

Recommendations:

1. That the board approve the Cornish Housing standard, for referral then to Cornwall Council Housing Task Group of Communities Overview and Scrutiny Committee.

2. That officers develop a programme of works that commit CHL to achieving this standard, within timescales to be agreed as part of the consideration of the capital programme.

1. Executive Summary:

The Decent Homes Standard (DHS) came into force in July 2000 as a standard definition of decency and as a tool to try and tackle disrepair in council housing. Although there have been several updates, the later being 2006, some landlords wanted to carry out work to a higher standard than that defined by the Government. The 3 former districts in Cornwall had managed their assets with a very different approach but were all influenced by tenant’s aspirations. The idea of the Cornish Housing Standard is to have one unified approach to the way we will deal with housing maintenance so that all tenants receive the same quality of housing. At the last board meeting Board Members were presented with the Cornish Housing Standard which sets out that unified approach. 2. Background and Cornwall Housing Objectives:

The CHS will create a positive affect by assisting in the achievement of Council objectives for:

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• Achieving the Cornish Housing Standard • Maintaining our homes • Creating new homes • Efficient use of resources • Providing an excellent housing service

3. Decision and Supporting Information (Including Options):

Options

• A single standard is crucial and will be the primary means through which the Board and the Council will be able to establish whether services are delivering better outcomes for our tenants.

• Delivering the service under the historic policies and the interpreted Decent Homes Standard will leave a service which will be fragmented and not delivering value for money.

4. Financial Implications and Budget:

The areas of work that need to be addressed have been identified and set out in the table below. Much of this work has been already allowed for in the current capital improvement programme which equates to around £12 million per year. It has been determined that if the work was prioritised and spread over the next 6 years there would be no necessity to acquire additional funding providing current predicted budgets are maintained for the 6year period. The above work would need prioritising and worked into a detailed programme that will be submitted to the board at a later date. 5. Other Resourcing Implications:

Anticipated resourcing implications:

a. Property – There will be no changes to the housing portfolio.

Classification Combined Catch Up Repairs for East & West

NE SE CHL Combined total LS

Kitchens £3,567,500 £591,500 £1,319,000 £5,478,000

Bathrooms £2,214,400 £92,552 £800,000 £3,106,952

Rewiring £2,058,100 £1,009,800 £0 £3,067,900

Environmental Works £2,478,856 £586,000 £1,391,000 £4,455,856

Central Heating £1,412,110 £675,000 £1,831,692 £3,918,802

Roof Covering £1,227,117 £1,474,000 £1,249,000 £3,950,117

Roof Structure £86,365 £0 £1,505,000 £1,591,365

Doors £429,950 £0 £0 £429,950

Windows £16,400 £7,446,400 £3,300,000 £10,762,800

Total £13,490,798 £11,875,252 £11,395,692 £36,761,742

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b. HR/Staffing – There should be no impact on staffing that has not been covered in the current staffing restructure.

c. Information Services – No impact on information services

d. Procurement and Contracts – This directly links to the Frame work report also to be discussed at this board meeting which will be used as the delivery model for the Cornish Housing Standard and beyond

6. Legal Implications:

This standard will exceed the current Decent Homes Standard which is the current standard set by the Government The standard will reduce crime and disorder and will ensure that we work towards properties that are safe and securer. Servicing such as gas servicing is required by legislation. Statutory obligations:- Decent Homes legislation (Updated 2006) Regulatory Reform (Fire Safety) Order 2005; Housing Act 2004 Part 1 Disability Discrimination Act 1995 and 2005; Equality Act 2010 Gas Safety (Installation and Use) Regulations 1994 Local Government and Housing Act 1989; Smoke Detectors Act 1991 7. Equality Impact Assessment:

Equality Impact Assessments have been carried out to all Policies set out and included within the CHS.

8. Significant Risks:

It should be noted that each of the former areas has different amounts of stock condition data collected (NE 70% SE 55% CHL 10%). There are some risks that the properties that have not been inspected could require more or less updating work than originally anticipated. This should be measured as a medium to low risk. This will be addressed by carrying out detailed surveys of the remaining stock over the next two years. If the CHS is not adopted it will mean that the service will continue to be fragmented with tenants receiving different levels of service. In the long run this method of deployment could have significant cost implications. 9. Consultation carried out including staff, Directors, specialist

advice and the community:

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Consultation with tenants representatives has taken place over the last one and a half years using a Stock Investment Group. The stock investment group made up of tenants and officers was set up to produce a 30 year capital programme and join up the policies and procedures of the three former districts. All meetings have had minutes taken and was chaired by the author. The completed report has been viewed at individual forums where by further comments were addressed until all participating stakeholders where happy to accept the document. It should be noted that the document is considered a ‘living’ document and will have regular review periods to address policy, regulation or board decisions which could affect the standard. 10. Board committee: (For Board reports)

N/A at this time Supporting Information

Appendices: The Cornish Housing Standard & Appendices as supplied at previous board meeting. Background Papers:

As above Approval and Clearance of Report

Report cleared by: Directors’ Leadership Team

Date: 21 May 2012

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Agenda No: 7


Date: 28 May 2012

Title: Capital Programme - Options

Author: Adrian Pengelly Role: Director of Assets

Contact: [email protected]


Committee:

Date:

Recommendations:

1. That the Cornwall Housing investment priorities for the use of the additional capital funding be confirmed as:

• Delivery of 150-200 newbuild properties over 4 years

• Commence an initial programme of photovoltaic installations to 150 properties securing the current Feed in Tariff prior to 1st July 2012 subject to Cornwall Council approval – Final business case liaison and approval to be delegated to the Chair of the Board

2. That delivery of the Cornish Housing Standard be programmed over 6 years and funded by the existing capital programme


From 1 April 2012, the Governments Housing Revenue Account (HRA) Self-financing policy introduced the opportunity for additional investment in the housing stock via borrowing by Cornwall Council to a stated debt cap. The sum available to Cornwall Council is £15m and consideration of a number of investment opportunities is required to enable a detailed business case(s) to be prepared. The main areas of investment that have been considered are acceleration of the delivery of the Cornish Housing Standard, new-build programme in line with the Cornwall Housing Investment Plan objective and the installation of Photovoltaic (PV) panels.

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2. Background and Cornwall Housing Objectives:

The prioritisation of additional resources which increases investment in the stock will contribute to all Company Objectives:

• Achieving the Cornish Housing Standard • Maintaining our homes • Creating new homes • Efficient use of resources • Providing an excellent housing service

The three main investment priorities have each developed in separate ways and have received consideration by different groups to date. However, it is clear that the use of the £15m additional borrowing requires initial prioritisation by Board Members in order that more detailed financial planning can proceed. The background to each of the three priorities is detailed below: HRA New-Build

In 2010 the Council adopted its first housing strategy. The strategy includes four strategic objectives for housing which are also embedded in the Housing Investment Plan – improving the quality of the housing stock, delivering new affordable housing, delivering good landlord and management services and meeting the needs of specific vulnerable groups. In early May 2012, the Council’s Communities Overview and Scrutiny Committee approved a report which set out proposals for a four year investment plan for housing in Cornwall. The plan has been approved at full council as part of the budget setting process. It proposes a number of ambitions in relation to housing services and priorities and for the first time identifies a realistic level of resources available to meet the Council’s medium term housing priorities. In relation to the provision of 2,900 affordable homes, a target has been set for the delivery of 150-200 Council homes via HRA borrowing on infill sites. Financial modelling of the delivery of 150 affordable homes concluded that funding in excess of £6m per year is required to deliver 50 properties annually. This calculation was based on assumed build costs of £125k per units. Photovoltaic Installations

The UK Government has committed to reduce its CO2 emissions by 34% by 2020, and 80% by 2050. This became law under the Climate Change Act (CCA 2008). In support of the CCA 2008, the Government set out its objectives in relation to our renewable energy and carbon reduction obligations and introduced a Feed in Tariff (FIT) in April 2010 to incentivise the uptake of installing small scale renewable technologies. This FIT is one part of a strategic plan to reduce our reliance on depleting fossil fuels, and help reduce the impact to our security of supply threats. The budget to pay for the FIT and other forthcoming incentives has been raised by obligations passed on to energy and utility companies who collect the money through increased tariffs to all homeowners throughout the UK.

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The opportunity for Cornwall Housing is that through a programme of installations, tenants will benefit from a level of ‘free electric’ and a return on investment would be generated via an export tariff. Currently, the level of FIT at 16.8p generates a positive return on investment. However, the FIT is potentially to be regressed on 1st July 2012. We still await the final outcomes of consultations 2A (New Proposed FIT Regression Rates) and 2B (Community Eligibility) - the deployment figures released by DECC for March/April 2012 installations indicates that higher rates will apply for the next 7 FIT regression windows up until April 2015 for new installations. Should this position be confirmed then more time could be spent on an implementation plan.

Acceleration of the Cornish Housing Standard

The Decent Homes Standard (DHS) came into force in July 2000 and was a standard definition of decency to be used as a tool to try and tackle disrepair in council housing. Although there have been several updates of the standard, the later being 2006, some landlords wanted to carry out work to a higher standard than that defined by the Government. The 3 former districts had managed their assets with a very different approach and asset management decisions were informed by tenant’s aspirations. The idea of the Cornish Housing Standard is to have one unified approach to the way we will deal with housing maintenance so that all tenants receive the same quality of housing. The implementation of the Cornish Housing Standard will require a level of investment above the DHS and although the capital programme has significantly increased from 2012 forward, additional funding would be required if delivery of the Standard was desired in a particularly short time scale. It should however be noted that a massive gearing exercise would need to be undertaken, both within the Assets team and with the contractor base to enable delivery the programme at an accelerated level.


Whilst the opportunity for additional investment via the HRA headroom is significant at approx £15m, there is a clear commitment for Cornwall Housing to deliver 150-200 new properties as part of the Housing Investment Plan objectives. As such, opportunities for investment in acceleration of the Cornish Housing Standard and/or a programme of PV installations are restricted by the available funding. Consequently, the basis of the proposed Recommendation for each of the options is detailed below: HRA New Build The Council’s Housing Investment Plan target of 150-200 new homes to be delivered from the HRA requires investment in excess of £6m per year for every 50 units developed. As the delivery of 150 properties will require investment of approx £18.7m other HRA surpluses will be used to support this priority. Given that the new-build target has been approved by the Council’s Communities Overview and Scrutiny Committee and that the Cabinet has approved the use of the headroom to delivery the priority, the Recommendation of this report reflects this position.

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Photovoltaic Installations A programme of PV installations offers a number of positive benefits including the opportunity of a return on investment and a level of free electric for tenants. However, the regression of the FIT and the limited financial capacity for investment means that the scope of this potential project is limited. As such, it is proposed that Cornwall Housing approves a programme of 150 installations at a cost of approx. £1m funded from HRA surpluses. This position will need to be confirmed with Cornwall Council Client Officers both in terms of investment and use of Council property for this programme. Acceleration of the Cornish Housing Standard Board Members will be aware of the significant increase in the current capital programme. Funding has increased from £7.5m in 2011/12 to £11.8m in 2012/13 and will increase to £12.5m in 2013/14. Consequently a significant programme of works has been developed which addresses many aspects of the Cornish Housing Standard. It is estimated that the Standard can be achieved in 6 years with capital investment at the level indicated and thus any additional funding would be challenging in terms of further gearing-up and would compromise the other priorities for investment highlighted above. For this reason it is not proposed to seek additional investment for delivery in the Cornish Housing Standard above the agreed capital programme.

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HRA New Build

The financial model for new-build is based on the Housing Investment Plan target of 150-200 new properties over a 4 year period. The unit build cost is assumed at £125k and whilst this is at the upper end of scheme development costs recently procured it allows for consideration of the fact that in-fill development could result in increased build costs. It is also assumed that schemes will be developed without grant with the funding source being the HRA headroom. Similarly, the model only plans for the delivery of 150 properties – as the Housing Investment Plan now refers to the delivery of 200 properties further financial modelling is required. The differential between the £15m headroom and the assumed scheme costs of £18.7m will be met from surpluses generated from the HRA.

HRA BUSINESS PLAN MODEL

NEW BUILD ASSUMPTIONS

INPUTS: Year 2 Year 3 Year 4

Units Built 50 50 50

Build Cost Per Unit £125,000 £125,000 £125,000

Grant Received 0% 0% 0%

Average Rent (52Wk) £75.00 £75.00 £75.00

% Rent In 1st Year 0% 0% 0%

Rent Losses 2.5% 2.5% 2.5%

NOT INCLUDED IN ACTUAL BUSINESS PLAN CASHFLOWS

CASHFLOW Yr 2 Yr 3 Yr 4

Net Rental Income £0 £195,829 £401,401

Build Costs -£6,250,000 -£6,406,250 -£6,566,406

Grants Received £0 £0 £0

Revenue Repairs £0 -£30,750 -£63,038

Capital Maintenance £0 -£10,250 -£21,013

Gross Contribution -£6,250,000 -£6,251,421 -£6,249,055

NOTIONAL ANALYSIS

Opening Balance £0 -£6,484,375 -£13,456,553

Gross Contribution -£6,250,000 -£6,251,421 -£6,249,055

Other Notional Contb

Notional Interest -£234,375 -£720,756 -£1,243,581

Closing Balance -£6,484,375 -£13,456,553 -£20,949,189

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Photovoltaic Installations

The financial model for the PV project has been developed with an Energy Consultant and uses the Alliance Homes Framework referred to at the previous Board Meeting. Two proposals have been included as examples; one a model for 150 installations and one for 300 installations. At this stage, in an attempt to secure the 16.8p FIT by 1st July 2012 and to allow more time to assess the HRA budget in relation to use of projected surplus it is proposed to proceed with a programme of 150 installation at a cost of £1,016,000. If the scheme could proceed and achieve the 16.8p FIT, a return on investment over 25 years is expected to be approx £4.1m. The annual resident savings are projected to be approx. £372. Following the assessment of the HRA budget, further consideration will be given to extending the programme of installation to 300.

Post April 1st 2012 @ 16.8p & 5% DF

Total No of Systems 150

Total Investment (£m) 1,016

Total Revenues Generated (RPI) 4,189

Costs (Incl Borrowing £m) 2,088

Lifetime Revenue NSH (£m) 2,101

NPV (£m) 1,188

CO2 Displaced Over Life (Tonnes) 4,574

Investment Year 2012

Cumulative Cashflow Break Even Year 2025

Break Even Year (Real Cashflow) 13

Annual Resident Saving (Discounted) £372.20

Monthly Resident Saving (Discounted) £31.02

Internal Rate of Return 11.5%

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Post April 1st 2012 @ 16.8p & 5% DF

Total No of Systems 300

Total Investment (£m) 1,981

Total Revenues Generated (RPI) 8,377

Costs (Incl Borrowing £m) 4,100

Lifetime Revenue NSH (£m) 4,277

NPV (£m) 2,427

CO2 Displaced Over Life (Tonnes) 9,149

Investment Year 2012

Cumulative Cashflow Break Even Year 2025

Break Even Year (Real Cashflow) 13

Annual Resident Saving (Discounted) £372.20

Monthly Resident Saving (Discounted) £31.02

Internal Rate of Return 11.8%

Acceleration of the Cornish Housing Standard Analysis of the business case for the acceleration of the Cornish Housing Standard has included consideration of the current and future capital programme which has increased from £7.5m in 2011/12 to £11.8m in 2012/13 and will increase to £12.5m in 2013/14. Given the substantial increase in capital expenditure, a higher proportion of the Cornish Housing Standard requirements can be achieved in a reasonable time scale without additional funding. The figures below identify that approx. £36.7m of investment is required to achieve the Cornish Housing Standard for the entire housing stock. Classification Combined Catch Up Repairs for East & West

NE SE CHL

Combined total LS

Kitchens £3,567,500 £591,500 £1,319,000 £5,478,000

Bathrooms £2,214,400 £92,552 £800,000 £3,106,952

Rewiring £2,058,100 £1,009,800 £0 £3,067,900 Environmental

Works £2,478,856 £586,000 £1,391,000 £4,455,856

Central Heating £1,412,110 £675,000 £1,831,692 £3,918,802

Roof Covering £1,227,117 £1,474,000 £1,249,000 £3,950,117

Roof Structure £86,365 £0 £1,505,000 £1,591,365

Doors £429,950 £0 £0 £429,950

Windows £16,400 £7,446,400 £3,300,000 £10,762,800

Total £13,490,798 £11,875,252 £11,395,692 £36,761,742

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Further analysis of the investment required, taking account of both the Cornish Housing Standard costs and the other resource requirements (environmental works, disabled adaptations, void works, structural works, stock re-modelling), indicates that delivery over 6 years ensures that adequate budget provision is continually maintained. Should we attempt to deliver the Standard over 5 years, the East budget (2015/16) and the Mid Area budget (2018/19) would need to be adjusted and works re-scheduled to accommodate budget pressures.

Predicted East Budget 5 years

commitment

remaining

funds

a Surplus

2013/14 £7,554,446 £5,073,210 £2,481,236 £2,350,000 £131,236

2014/15 £7,471,119 £5,073,210 £2,397,909 £2,350,000 £47,909

2015/16 £7,395,550 £5,073,210 £2,322,340 £2,350,000 -£27,660

2016/17 £8,184,179 £5,073,210 £3,110,969 £2,350,000 £760,969

2017/18 £8,160,094 £5,073,210 £3,086,884 £2,350,000 £736,884

2018/19 £8,350,742 £5,073,210 £3,277,532 £2,350,000 £927,532

Predicted East Budget 6 years

commitment

remaining

funds

Total Surplus

2013/14 £7,554,446 £4,227,675 £3,326,771 £2,350,000 £976,771

2014/15 £7,471,119 £4,227,675 £3,243,444 £2,350,000 £893,444

2015/16 £7,395,550 £4,227,675 £3,167,875 £2,350,000 £817,875

2016/17 £8,184,179 £4,227,675 £3,956,504 £2,350,000 £1,606,504

2017/18 £8,160,094 £4,227,675 £3,932,419 £2,350,000 £1,582,419

2018/19 £8,350,742 £4,227,675 £4,123,067 £2,350,000 £1,773,067

Predicted Mid Area Budget

5 years

commitment

remaining

funds

al Surplus

2013/14 £4,650,032 £2,719,138 £1,930,894 £1,385,000 £545,894

2014/15 £4,502,074 £2,719,138 £1,782,935 £1,469,000 £313,935

2015/16 £4,384,199 £2,719,138 £1,665,060 £1,433,000 £232,060

2016/17 £4,736,799 £1,619,138 £3,117,660 £1,376,000 £1,741,660

2017/18 £3,537,549 £1,619,138 £1,918,410 £1,456,000 £462,410

2018/19 £3,008,649 £1,619,138 £1,389,510 £1,397,000 -£7,490

Predicted Mid Area Budget

6 years

commitment

remaining

funds

tm Splus

2013/14 £4,650,032 £2,449,282 £2,200,750 £1,385,000 £815,750

2014/15 £4,502,074 £2,449,282 £2,052,792 £1,469,000 £583,792

2015/16 £4,384,199 £2,449,282 £1,934,917 £1,433,000 £501,917

2016/17 £4,736,799 £1,349,282 £3,387,517 £1,376,000 £2,011,517

2017/18 £3,537,549 £1,349,282 £2,188,267 £1,456,000 £732,267

2018/19 £3,008,649 £1,349,282 £1,659,367 £1,397,000 £262,367

Other Resources Balance




19

5. Other Resourcing Implications:

Guidance: Where significant, other resourcing implications should be detailed here. These may include:

a. Property – There will be no significant changes to the Council’s property portfolio.

b. HR/Staffing – The staffing re-structure currently being

developed will incorporate additional housing development resources to support the delivery of the new-build programme. There are no other significant staffing implications.

c. Information Services – No IS implications.

d. Procurement and Contracts – Individual Business Cases will

be prepared for the new-build projects and presented to the Property Development and Performance and Delivery Committees.


No legal issues have been identified as part of the new-build project – Cabinet and Communities Overview and Scrutiny Committee approval has been confirmed. The programme of PV installations will require a Tenancy Variation Notice for the respective properties. 7. Equality Impact Assessment:

Equality Impact Assessments will be completed for the individual projects as they proceed. 8. Significant Risks:

A key risk currently relates to the lack of development opportunities to enable the new build projects to proceed. It is anticipated that a scoping report will be presented to the first meeting of the Property Development Committee which will evaluate the precise position. In relation to the proposed PV installation programme, it should be noted that we may not be in a position to proceed with the scheme by the FIT regression date of 1st July 2012 due to approval requirements of Cornwall Council. Should the FIT be reduced, a further assessment would be carried out in terms of financial viability. 9. Consultation carried out including staff, SMT, Directors,

specialist advice and the community:

Consultation with tenants has been carried out on investment priorities during the preparation to form Cornwall Housing – via Newsletters, estate visits and Forum meetings. Senior Management Team and Cornwall Council Members have contributed to the prioritisation of the investment projects and Cornwall

20

Council Cabinet and Communities Overview and Scrutiny Committee have approved the Housing Investment Plan objectives. 10. Board committee: (For Board reports)

N/A Supporting Information

Appendices: None Background Papers: None Approval and Clearance of Report

Report cleared by: Directors’ Leadership Team Date: 28 May 2012

21

Cornwall Housing Limited Report Template for Board and Board Committee Reports

Agenda No: 8


Date: 28 May 2012

Title: Update on 2012 Annual Accounts and Pension Fund

Valuation

Author: John Shipley Role: Finance Director

Contact: 01872 224479


Committee: N/A

Date: N/A

Recommendations:

1. Salary growth inflation until 2015 of 1%

2. Salary growth inflation for all future years beyond 2015 of RPI


This report updates the Board on the latest position in respect of Carrick Housing Ltd’s draft Annual Accounts for the year to 31 March 2012 from the position reported to them at the Board meeting of April 23 2012

The draft profit has improved by 364K from £362K to £726K. The Pension Fund Surplus has reduced by £800K from £1.913K to £1,113K. The movements in both cases are entirely due to adjustments from the actuaries FRS17 pension fund valuation and are detailed in the body of the report. The accounts remain draft and are subject to external audit which is due to commence on 28 May.

2. Background and Cornwall Housing Objectives:

Carrick Housing Ltd is required by law to produce statutory accounts which comply with the Companies Act and are prepared in accordance with generally accepted accounting standards. The pension fund actuaries revalue the pension fund position each year and the results are incorporated into the company’s annual accounts to ensure they show a true and fair view of the financial position

22


Annual Report and Financial Statements for the year ended 31st

March 2012 Profit and loss account

The draft profit and loss account shows a reported profit before tax of £726K. This increase in the draft profit reported to the Board in April of £362K is entirely due to the FRS17 pension adjustments following receipt of the actuarial valuation update. The adjustments to the reported profit were as follows: £K £K Draft profit per management accounts as reported in April: 362

FRS 17 pension adjustments Actuarial valuation of pension benefits accrued in the year for current service (403) Employer pension contributions paid during the year 524 121 Net return on assets in excess of interest on pension liabilities assets

243 364 Draft profit per statutory accounts 726 The FRS17 pension adjustments have a net favourable impact on the profit and loss account The amount we are contributing to the pension fund continues to be greater than the cost of providing the future benefits that have been accrued from employees’ service in the current year by £121K. During the year we have been making contributions at rates based upon the position at the last triennial valuation in 2010 and the assumptions at that time. The cost of providing the future benefits earnt in the year to 2012 is revalued and contributions made in excess of this are added back to reported profit. In addition there is a benefit of £243K representing the amount by which the pension fund asset returns have exceeded the increase in the present value of the pension benefit liabilities during the year. Overall our retained reserves decreased by £435K, from £3,543K to £3,108K due to changes in actuarial assumptions relating to the valuation of the pension fund liabilities. This is addressed in more detail below. Balance sheet

The balance sheet as at 31 March 2011 shows a negative impact from this year’s FRS17 pension adjustments. The pension fund surplus is now £1,113K, compared with a surplus of £1,913K last year, an adverts movement of £800K. This is mainly due to changes in the financial assumptions underpinning the pension scheme valuation.

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There main elements contributing to this deterioration are:

Movement in Pension Fund £m

Actuarial loss (1.2) Contributions in excess of current service cost 0.1 Net return on assets 0.3 (0.8)

The actuarial loss of £1.2m arises mainly from a decrease in the real discount rate compared to last year. There are two elements to this:

• The actuaries have changed the basis for the discount rate this year. Previously it has been based on the yield available on a 15 year index of corporate AA rated bonds. However the liabilities for most employers are typically of a longer duration so this year it has been based upon the yield from a 20 year Government bond. Because Government bonds are more secure than corporate bonds the yield has been adjusted by an additional premium as indicated by the difference between a 15 year corporate bond index and a 15 year Government bond index. All these factors together have produced a discount rate of 4.8% compared to one of 4.6% had the basis remained the same as previous years. This would result in a lower value being placed on the liabilities but since LGPS benefits are linked to both price and salary inflation it is the real discount rate after inflation that needs to be used.

• The financial assumptions on inflation are derived from the difference in yields on fixed interest and index linked Government bonds and these have varied significantly over the 12 months. However at the valuation date of 31 December 2011 it has more than offset the positive impact of the change in the basis of the discount rate used. The net result has been a decrease in the real discount rate from 2.6% to 2.2%. A lower discount rate leads to a higher value being placed on the liabilities and a 0.4% movement has a significant impact on the valuation of the future liabilities which has been in the order of 6% to 10% for most funds.

Salary Growth assumptions

The directors have a responsibility to ensure the financial statements present a true and fair view of the company’s financial position which includes assumptions underlying any valuations incorporated into the financial statements such as the pension fund valuation. This is, of course, a very technical area and the directors of all companies rely on specialist advice to enable them to fulfil this responsibility. It would be unlikely, therefore, that directors would have good reason or would want to ignore this specialist advice. However, a key non technical assumption contributing to the overall result is the rate of salary inflation assumed. For the past two years we have departed from the actuaries assumptions regarding salary growth assumptions. This was because we believed that a lower salary growth inflation than assumed by the actuaries was

24

justified given the economic circumstances and particularly the pressures on public sector expenditure and the Governments public sector pay freeze. The differences between the assumptions for these years are shown in the table below. Last year the actuaries moved closer to our assumptions and this year they have extended the salary growth assumption of 1% until 2015 with increases beyond that at RPI + 1% to 1.5%. Our results are based upon instructions to the actuary of maintaining no real increase in salary growth assumptions beyond 2015 so increases would be at RPI only. The justification for this is unchanged from previous years and relates to actual salary experience, the impact on future contribution rates and the belief that this presents a more accurate view of the funding position. The external auditors will examine the assumptions used and express an opinion on the reasonableness in their management letter. In the two previous years they have been satisfied with the assumptions adopted. The Board are asked to approve the salary growth assumptions used in the valuation of: 1.0% per annum until 2015 RPI for all future years after 2015 4. Financial Implications and Budget:

The financial implications affect the statutory reporting position. There are no direct financial implications for the company’s immediate cash flow requirement. 5. Other Resourcing Implications:

e. Property - None

f. HR/Staffing – None

g. Information Services – None

h. Procurement and Contracts – None


None

Salary Inflation Assumptions Year 1 Year 2 Future

First Year 2010 Cornwall Council (RPI + 2.0%) 5.8% 5.8% 5.8%

CHL (RPI only) 3.8% 3.8% 3.8%

Last Year 2011 Cornwall Council (RPI + 1.5%) 1.0% 1.0% 5.1%

CHL (RPI only) 1.0% 1.0% 3.6%

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7. Equality Impact Assessment:

Not applicable 8. Significant Risks:

The Company would be failing to comply with accounting requirements if it did not incorporate the valuation results into its accounts and would receive a qualified audit opinion. Supporting Information

Appendices: None Background Papers: None

Approval and Clearance of Report

Report cleared by: Directors’ Leadership Team

Date: 22 May 2012

26

Cornwall Housing Limited Procurement of single Housing Management System

Agenda No: 9

Report to: Cornwall Housing Limited Board

Date: 28th May 2012

Title: Procurement of single Housing Management System

Author: Emma Blatchford Role: Finance and Governance Manager

Contact: Phone - 01579 341100 email – [email protected]


Committee:

Date:

Recommendations:

1.That approval is given to procure a single Housing Management System. The contract award is to be 10 years.

2. That approval is also given to test the market regarding the other housing systems to see if competitive replacements


There are two main Housing Management Systems (HMS) used. The systems are used to manage the following functions:

• Rent Management • Tenancy Management • Repairs Management • ASB reporting

In addition we have the following other main systems:

• Abritas – the Choice Based Lettings package • Peter Lally –Homelessness management package • Lifespan and Keystone – Asset management systems used by the

East and the West landlord services (two systems providing similar functions).

We have been forced to consider a new procurement exercise based on the method of procuring a HMS in 2009 which allowed us to roll the Capita

27

system into the North East area shortly after forming the unitary authority. The time limit this procurement exercise gave us with until December 2012 to retender We are seeking approval to start a procurement process to tender for a single system and at the same time seek to test the market on providers of other software to potentially replace the other systems used within the Company. 2. Background and Cornwall Housing Objectives:

There are inefficiencies in managing and using two HMS; combining reporting on the data is more susceptible to errors as it requires external manipulation, and it does provide a division in the service. Having one system to manage and report from will inevitably make the reporting more consistent and potentially reduce the on costs around managing two systems. The potential to be able to integrate more of our systems could also assist in our service delivery and reduce the number of inputs required and the efficiency in time saving will allow people to provide a more externally focussed service and help us make best use of our resources. A sound single system that provides accurate and timely information to inform decision making will also help us in our aspiration to be an Excellent Housing Service.


Current systems: The Housing Management Systems we currently use:

• The Capita system in the East holds data on 7,000+ council owned properties and all the gypsy and travellers rent accounts and the Private Sector Housing (PSL) rent accounts

• The Orchard system in the West holds the data on the 3,800 council

owned properties. Both systems interface with the Councils Housing Benefits, ERP and cash management systems. The reason we have to procure a new system is due to a previous procurement decision. In late 2009, following PAS approval (PAS reference 2009.67F), a direct contract award was made to Capita to extend the existing Capita Academy Housing Management System used in South East Cornwall Landlord Service into North East Cornwall Landlord Service. A formal OJEU award notice was made in this respect, the grounds for this type of award are time limited to 36 months in which time a compliant tender exercise should be undertaken. We will be reaching the end of our 36 month contract term on 30/11/12

In the Landlord service there are also two Asset Management systems currently in use.

28

• The East use Lifespan

• The West use Keystone

We are going to take this opportunity to obtain quotations on providing either an integrated asset management system as part of the package with the HMS or a quote to purchase and fully interface with another suitable package.

Within the Homelessness service we currently use the Peter Lally system which is standalone. Although, a small software provider it is a very functional product. We are going to take this opportunity to test the market on whet can be provided externally and to see if there is a module of a HMS that can provide this functionality.

And finally the Choiced Based Letting System Abritas is used by us to manage the Housing Waiting list. We are also using the opportunity o see if the market has moved on and what is available.

Options: As part of this procurement decision we have examined three main options as the do nothing option was not an option for us to undertake. The three options we have considered:

1. Seek proposals for a single solution from our two incumbent software suppliers. This however would not allow us the opportunity to consider other solutions in a competitive exercise, not providing proof of value for money. This route does not comply with EU directives and thus leaves us open to potential challenge from the losing incumbent supplier and others.

2. Tender for a new system for East Cornwall Landlord Service only. This runs the risk of ending up with two different software solutions and does not provide the opportunity to realise savings and efficiencies through operating one system.

3. Undertake an OJEU level competitive tender exercise for a single Housing Management System for Cornwall Housing Ltd. This allows us to consider solutions on the market of other housing software solutions, and also options for the other areas of business, namely: Choice Based Lettings, Asset Management & Homelessness case management.

The primary objective of this project is to obtain a single Housing Management System – with a secondary objective of testing the providers to see if any of them also provide fit for purpose systems that could cover some of the other areas of the service.

We are looking to award the contract for 10 years If we start the procurement now we should be able to award the contract in October 2012 and have a go live date of December 2013. Delays in project sign off mean that we will be delaying the go live date as it is approximately 13 month implementation. Appendix 2 provides the full business case and supporting documentation that is going to Procurement Assurance Scheme panel on 30th May 2012.

29


Appendix 1 shows the full costs of the procurement over 10 years. The cost of this project will be £1,893,500. Costs: Capital project costs are in the region of £660k which include indicative costs on the replacement of the Housing Management systems (incumbent providers gave estimates of cost). This includes a contingency cost for hardware and additional licence costs and includes the costs of corporate IS involvement in the project. The ongoing revenue costs each year are estimated to be £113,350, this is slightly lower than we are currently paying in our licence costs and equates to a saving of approx £18k over the life of the contract. An estimated cost to back fill posts to cover the implementation has also been included at this stage. Capital funding: There is £200k funding available in the HRA capital programme for this project for this Financial year. We are hoping that additional funding will be made available as part of the management fee for next financial year. The funding was agreed at £500k to be spread over two years but the second pat of the funding cannot be agreed until the budget round later in the year. This funding is available to cover the Housing Management System and the Asset management systems as these are both used to manage the HRA activities. If a suitable replacement for the Abritas and the Peter Lally systems are found we will need to consider where the funding comes from for these systems as they will either come from our own resources or from an increase in the management fee for this area. Revenue Funding: These costs are currently built into our budgets as they are an ongoing commitment. The procurement may actually reduce the funding required each year . Savings: There is likely to be efficiency savings across the organisation by using only one HMS which at this stage has not been quantified. The impending restructure means that this difficult to calculate as there are many variables. There will be a reduction in the cost for hardware usage as we will move to a single database this should reduce the charge corporately for storage use once we have decommissioned any archive systems. Risks:

• The introduction of a single system will result in consistent reporting for decision making purposes and reduce the risk of making decisions based on flawed data.

• There is a risk the council will not provide additional funding for either

30

o the HRA Housing Management System or Asset Management System – low risk as previously identified project

o the other software systems – medium risk as not previously registered as an investment project

• Failure to start a procurement process will leave us open to challenge for not meeting the terms of the OJEU notice placed in 2009. The delays in going live with a new system mean we will just have to pay a further annual licence fee next year – there are no penalties incurred.

5. Other Resourcing Implications:

The installation will be fully supported by the Councils IS team and they will be providing a project manager to assist in the implementation, the costs of which are budgeted for. The procurement process is being led by the Councils procurement team who are ensuring that the correct processes for an OJEU procurement are being followed. The business will be providing a team of people who will be dedicated to ensuring the implementation is successful and ensuring there is suitable involvement across the business. There is significant experience within the business of implementations of this nature. There may be a requirement to backfill for staff if they are seconded onto the project team to focus on the implementation a sum has been set aside to cover this. This will be scoped out as the project unfolds and will depend on a number of factors:

• If an incumbent supplier is successful – implementation may then be simpler

• The restructure and available resources within – how the internal IT teams are structured

• How much the project can be spread out and phased – in order to reduce the impact on the day to day work


There is a legal requirement to retender based on the notice that was placed in the OJEU in 2009. The retender process is going to be a full tender so there is a very prescribed timetable to follow which the procurement team will assist us in keeping to.


An equality impact assessment has been completed for this and is attached to the paperwork for the PAS meeting ( appendix 2)

31


The biggest risk for the project is around the funding that has not been agreed yet prior to the budget setting process this year.

9. Consultation carried out including staff, SMT, Directors,

specialist advice and the community:

Specialist advice has been sought from within the Company and from procurement specialists within Cornwall Council. The companies management team have also been consulted with around the procurement brief. Once the procurement has been approved and set up it is envisaged that the project would then report to the Performance and Delivery committee for regular updates. Staff will be fully including during implementation including specialist membership on the project implementation team. 10. Board committee: (For Board reports)

None Supporting Information

Appendices: Appendix 1 – Indicative costs for procurement of new systems Appendix 2 – copies of all paperwork put forward to the PAS panel/ meeting on 30th May 2012. Background Papers:

None/or list papers used. Approval and Clearance of Report

Guidance: All reports need to be cleared by a member of the Senior Management Team. Guidance for those clearing reports (SMT): Any implications you wish to add to the report should be made under the relevant paragraph in the main body of the report. Always refer such amendments back to the report author for agreement. Report cleared by: Directors’ Leadership Team

Date: 22 May 2012

32


Agenda No: 10


Date: 28/05/2012

Title: Housing Maintenance Framework

Author: Tony Studden Role: Homes and Neighbourhood

Services Manager

Contact: 01579 341352 [email protected]


Committee: Cornwall Housing Limited Board

Date: 28/05/2012

Recommendations It is Recommended that the Board approve the Maintenance Framework Model as proposed (Option 1) and that submission in the lots as set out above to Official Journal of the European Union (OJEU) at the earliest opportunity to prevent delays delivering the capital programme. This may require Council approval.


A Framework is a method that will enable Cornwall Housing to take advantage of lower procurement costs, simplified documentation, increased know-how using specialist contractors rather than general facility management companies which will reflect on better value for money outcomes. One particular advantage of this framework is the potential to encourage small and medium size enterprises (SME’s) and local firms to become a part of the framework. By establishing this framework there is an opportunity to bring a unified approach to the procurement of such works/goods; including simplifying and shortening the process, achieving savings in time and cost, and standardisation of documentation and management whilst ensuring all procurements are conducted within EU regulations. 2. Background and Cornwall Housing Objectives:

The Efficient Use of Resources is a key consideration of this report both in terms of the investment requirements and the value for money aspect of planned expenditure. The establishment of a Framework Agreement will also contribute towards Achieving the Cornish Housing Standard and Maintaining our Homes.

33

Outline of Need The report outlines the proposal to procure these services through a framework agreement established with a number of strategic partners in five lots. Once established, individual call offs for specific projects will be on a mini tender basis to ensure full price competition is obtained. The proposal is for a framework to be established in five lots:

1. Mechanical and Electrical Maintenance.

2. Ground Works.

3. Kitchen and Bathrooms.

4. Roofing.

5. General Building

a. Up to £150k

i. East

ii. West

b. £150k to £500k

Lot 1-4 will be established with four contractors. Lot 5 for General building will require 8 contractors for each area. The number selected will be a compromise between ensuring real competition can be achieved in the mini tender process, against ensuring that each contractor has sufficient workload to be able to properly resource the framework. The use of such a framework agreement to procure planned housing maintenance services has significant recognised advantages:

• Minimises the Companies exposure to the risks associated with variable and uncertain levels of capital and revenue funding.

• Reduces the duplication that exists in undertaking ad-hoc tendering and therefore the internal (Company) costs of procurement and the external (suppliers) costs of procurement.

• By procuring in lots based on value it will allow each project to be delivered by the most appropriate contractor to deliver the required work and will encourage Small Medium Enterprises to bid for works.

• Allows projects to be delivered in an efficient and flexible manner with a reduced staff base.

• Allows a small central client to deliver projects in line with the political aspirations of a commissioning local authority.

• Most suitable vehicle to deliver services in a manner that allows engagement with the big Cornwall and collaborative working agendas.

• Increase the ability to control performance management by providing a longer term partner approach with the supply chain and clearly expressed tools to monitor performance, (e.g. KPIs) in a much more meaningful manner than is possible in ad-hoc procurement. For example, poorly performing contractors will be directly linked to their ability to bid for work.

The larger partnering contracts (shown dotted in the pictorial diagram below) for Gas servicing and the Painting & redecoration will be subject to

34

the Council’s Procurement Assurance Scheme (PAS) as they fall outside the management agreement by exceeding the £500,000 threshold. These would be subject to separate consideration by the Council and involve individual OJEC procurement. The Framework itself does not at this stage involve tendering any monetary value and once set up individual mini tenders will not exceed the management agreement thresholds. This has yet to be decided if this requires Council approval.


Proposed Option 1

Procure a complete framework solution for capital project delivery through the OJEU restricted procedure tender route. The framework would be procured in five lots, each with four contractors appointed to each lot. (plus see intercompany trading at end of option 1) The lots to be procured would be mechanical and engineering, ground works, kitchen and bathrooms, roofing and general building (which is split into sub-lots). Subsequent call-offs under each lot would be on the basis of a mini competition held at each project inception. The approach has some distinct advantages. For example the use of a mini tender call off approach, combined with the use of lots, will allow each project to be tendered in current market conditions with the most appropriate contractor. It will also be procured in a way designed to allow SME’s to tender for the lower value lots and ensure the local economy can be best supported. This strategy will make use of an innovative approach in that it will, for the first time, actively promote all the Council’s planned housing maintenance procurement to be delivered through a single arrangement that can be corporately managed. The resultant framework seeks to exploit this arrangement, and the amalgamation of capital spending to seek efficiencies from the supply chain, and reduce the costs in both time and money from staff resource engaged in ad-hoc procurement activity. Strategic Benefits

• Aligns with ‘One Cornwall’ approach

• Demonstrates internal and external collaborative working

• Consolidation of spend achieves efficiencies and streamlines internal structures by reducing the time and costs of ad-hoc procurements. The cost of individual OJEU tenders is £25,000+ each, and tenders below the OJEU works limit are often of similar cost to the authority.

• Maximises purchasing power and leverage of the public sector by acting as a single purchasing body

• Consistent and rational approach to working with the private sector supply chain

• By including a sub £150k banding of the general building lot with east/west split should allow participation by smaller SME

35

companies thereby benefitting the local economy and ensures an appropriately sized contractor is appointed to smaller projects.

Operational Benefits • Achieve cost and time savings in procurement and delivery costs

• Applies consistent standards and legality of approach

• Efficient procurement

• Reduces number of contractual arrangements

• Standardised and far more rigorous approach to contract and performance management

• Ability to focus performance management and obtain genuine continuous improvements through stable mutually beneficial mid/long term relationship

Intercompany trading Cornwall Council (CC) has made significant steps in implementing the provision of services through its family of alternative service delivery vehicles (SDVs). It is the intention that where possible, appropriate and where value for money can be demonstrated the Council will provide support services to the SDVs, and will also passport contracts to the SDVs with similar value for money provisos. The Council has also made it clear that it considers it desirable also that the SDVs are able to trade with each other so far as possible and where appropriate, to ensure that the “family” of organisations can benefit from these opportunities. Cornwall Council SDVs can:

• have work awarded direct to them by the Council without a procurement exercise being undertaken provided that, for audit, fiduciary and governance reasons, value for money can be demonstrated through the placing of that work

• ask the Council for consent to request that work be undertaken by another of the CC SDV family Teckal companies that is already provided the services or works, i.e. provided the works fall within the functions of the Teckal company being asked to undertake the work or services

• commission works or services from other entities in the CC SDV family where the value of the contract is below the value that would require an EU procurement exercise but this is subject to any procurement requirements set out in the governance arrangements of the commissioning organisation

The SDVs cannot:

• place work with any of the CC SDV family which are not Teckal companies without going through a full public procurement process for contracts above the EU threshold value and the SDV being legitimately successful in the procurement process (see diagram 1)

• trade to an extent that prejudices the Teckal status. The permissible level should be taken to be not more than 10% of turnover as trading activity and advice sought from Legal if this might be exceeded

• disaggregate contracts to avoid procurement requirements

36

As part of the Council’s aspiration for promoting intercompany trading, and in recognition of the potential benefits to Cornwall Housing in doing so, the potential for such is built into this procurement framework. It is proposed that CHL offer Cormac Solutions the opportunity to bid at Call Off on equal Terms with selected Contractors for all Housing Maintenance Contractors work (or selected Lots) – in effect Cormac Solutions bypass the PQQ and OJEU process by virtue of the ‘Teckal’ exemption and become an automatic 5th partner Contractor within the Framework. Teckel is where open advertising and tendering rules for public contracts do not apply where a public body obtains services from "in-house" sources. This relationship will need to be expressly stated in the Framework procurement documentation. Cornwall Housing will also offer to terminate specific Framework Lots i.e. (Ground Works) after a 12/24 month period if Cormac Solutions consistently ‘won’ tendered works on a cost / quality assessment at this point CHL could then let directly to Cormac solutions In addition, Cornwall Housing will set a works threshold (proposed £50k) for ‘Ground Works’ as this is Cormac’s trading area, any works below this value to be procured directly via the internal partner – Cormac Solutions. Such an exclusivity clause would be managed with reference to Value for Money and performance criteria. Cormac Solutions would be added as a partner to the Direct Goods Contract and would thereby benefit financially in terms of purchasing materials procured through these lots. Alternative Options Potential benefits and risks of each alternative option are detailed in the options appraisal. Option 2

Individual OJEU tender to set up bespoke call off Framework Agreement

with one supplier

Main advantage using one supplier could be price however this

generally means reductions in quality and product variation as most

single entities sub contract the work trough their own frameworks and

agreements. This may not always present value for money. There is an

opportunity to reduce the amount of logistic and distribution cost

however this is could automatically achieved using the preferred option

1.

Once tendered a single contractor generally offers no competitive

challenge for length of contract this has been the case with the single

supplier used by the former North Cornwall DC as there is lesser

negotiating leverage. Loss of local suppliers and local economic

implications of this type of contract with little control one the

specification is set. The risk of ‘all eggs in one basket’ would mean that

37

CHL are highly dependant on that one supplier remaining finically

stable. Failure would put CHL in the high risk zone of failing to deliver

it capital programmes.

This was seen by other social landlords with the collapse of such large

single suppliers as ROK and Connaught and them being unable to

deliver their capital programmes.

It is also well know that single suppliers can become complacent

because they know that you can not find a better supplier than them

under their contract terms.

Option 3

Individual OJEU tenders to set up framework agreements to deliver the

requirements of one or each individual trade; M&E, Ground Works,

Kitchen & Bathrooms, Roofing, General Building

Large amount of admin and officer time to procure multiple tenders

This would certainly be unnecessary work when this can be carried out in

one submission

Option 4

Use of OGC or other nationally procured external framework

These can be generally offer value for money on some products but are a

bit ‘mix and match’ as preferred materials would not necessarily be the

same between the two partners. These do not generally provide a local

approach as national frameworks more than often use national companies

which would not fit Cornwall’s localism bill.

Option 5

Procure on an ad-hoc basis each time a project is identified

This method of procurement has been carried out in the past and been

proven to be lengthy and expensive in officer and admin time. There is

also the lack of ability to carry out continuous schemes with equal quality

due to different contractors winning bids. This type of arrangement would

give completely ad-hoc quality as this would be open for all contractors to

bid on without prior H&S and financial stability checks

Option 6

Collaborative procurement with other local authorities This type of arrangement can offer greater buying power and the additional combined knowledge can be seen to have many advantages. There are certain elements where duplication can be removed during the procurement. There are of course disadvantages whereby there are always differences in priorities and characteristics between council’s generally organisational differences.

38

Many current collaborations are known to have poor data sharing and data integration particular poor integration of financial management systems. There is also a resistance on the part of procurers to share on level playing field and have an unwillingness to agree on a standard approach. Lack of interest from lead authority in other partners local interests. Pictorial diagram of Framework is attached as Appendix 1. 4. Financial Implications and Budget:

The proposed fee for setting up Framework is fully budgeted. No actual expenditure needs to be committed until projects are offered to the successful framework partners under mini procurements. 5. Other Resourcing Implications:

i. Property – There will be no changes to the housing portfolio.

j. HR/Staffing – There should be no impact to staffing that has not been covered in the restructure led by the Managing Director.

k. Information Services – No impact on information services

l. Procurement and Contracts – This report proposes the delivery of

maintenance services via a Framework Agreement avoiding the need for regular procurement.


The proposal follows guidance received by the Council’s Procurement and Legal representatives.


Equality Impact Assessments will be completed as part of the individual tender process.


Currently within Cornwall Council and Cornwall Housing Ltd there is an acceptance that there is a need for change and a willingness to embrace it. The proposal is affordable as there will be no guarantees of volumes of work as this will be determined by budgets to achieve our objectives. There are currently contractual arrangements in place but some of these come to an end in May 2013. 9. Consultation carried out including staff, Directors, specialist


Initial consultation has been carried out with tenants as part of the development of the Cornish Housing Standard model. Further engagement with tenant representatives will take place as part of the Framework implementation. The Senior Management Team has been consulted with and specialist advice has informed the development of the document.

39

10. Board committee:

For consideration by the Board of Cornwall Housing Limited. Supporting Information

Appendices: Appendix 1. Pictorial diagram of Framework Background Papers:

None Report cleared by: Directors’ Leadership Team

Date: 28/05/2012

40

Cornwall Housing Ltd (10yr Company)

10yr Term

Paint & Dec

SE NE WEST

Windows & Doors (existing contract in place)

In House DLO

Direct Goods Contract (10yr Term)

Housing Maintenance Contractors (4yr Framework)

M & E Ground works

Kitchens & Bathrooms

Roofing General Building

Trade Counter

Boilers Kitchens Bathrooms

Up to £50k

£150k to

£500k

East West General Building

Gas &

Solid fuel

Servicing

Appendix 1

42


Agenda No: 12


Date: 28/05/2012

Title: Sheltered Housing Services Update

Author: Nicky Mannell Role: Housing Support Manager

Contact: 01872 224796


Committee: Cornwall Housing Limited Board

Date: 28/05/2012

Recommendations

1. Note the report and current issues

2. Agreement that Cornwall Housing Ltd submit an Expression of Interest to Adult Care and Support


An update on the current funding and future of older people’s support services provided by Cornwall Housing Ltd. Providers of support services to older people in CAT I and CAT II properties have been advised the funding for these services will continue until March 2013. With effect from April 2013 funding for CAT I support services will be separately commissioned via open tender. Discussion is talking place at Corporate Leadership Team to obtain agreement that the ALMO will be passported through this process. 2. Decision and Supporting Information (Including Options):

Cornwall Housing Ltd currently provide two separate and different support services to council tenants in the former Carrick and Caradon and North Cornwall districts. Colleagues from across the ALMO have been working together to identify areas of difference and how we can implement the changes needed to align the services across the new company and provide parity of service for our customers.

43

In 2010, Cornwall Council reduced the Supporting People budget by 40% to most providers. The total older people support contract value for Cornwall Housing is now £690,854.11 (£599,721.32 in the former Caradon and North Cornwall district and £91,132.79 for the former Carrick district), having reduced from £1,154,000.00. In addition funding of approximately £200,000 from the HRA is currently being used to support these services. We have been advised by Adult Care and Support that funding for CAT II accommodation will continue to be funded on a 1+1+1 year rolling contract basis and that ‘CAT I’ funding will be tendered later this year along with £1m of funding currently paid to voluntary sector organisations across Cornwall. This decision is currently being discussed by CLT with the understanding that Teckal (passporting) arrangements could apply to the ALMO in this case. If CLT decide that the CAT I funding for all providers should go out to tender £489,000 will be lost from our income, reducing the total contact value for older people’s support services to just over £200,000 with effect from April 2013. This cut will reflect the current element of the east Cornwall element of our contract for ‘CAT I’ support services. This could result in redundancies between 17 and 23 people from a team of 30, depending on whether the HRS continued funding the service. Cornwall Housing could then apply to tender on the open market along with other providers for this money based on a service specification yet to be finalised. It is also unclear how much this tender will be for and if the tender will be based on a county wide or local area contracting basis or around schemes etc. If the passporting of funding to the ALMO is agreed there will be an expectation from commissioners (Adult Care & Support) that we will develop our services in line with their strategic aims and direction though a service specification as mentioned above. On 14 May 2012 Adult Care & Support announced via Tenders in Cornwall an invitation to current and potential providers of older people’s and physical disability services, to express an interest to commissioners, our ideas for future service design and delivery. (See Appendix 1). The intention from commissioners is that these expressions of interest will be collated and ideas that interest the commissioning team will help form the service specification for future tendering. Even if we are successful in obtaining funding through passporting, it will be important for us to work with Adult Care & Support, to give us the opportunity to influence the service specification which we would be expected to deliver our services and be monitored against. The deadline for expressions of interest is 1 June 2012. The expressions of interest are expected to adopt the ethos of the Independent Living Service Pilot (see appendix 2 – additional appendixes available on request as there are 15) and the Changing Live principles (see appendix 3). Officers recommend that the expression of interest includes a commitment to:

• work with Age UK and adopt the Changing Lives principles

44

• continue to develop suitable sheltered schemes as community resources (hubs) in partnership with the community, the voluntary sector, health and Adult Care & Support

• identify and develop properties in areas of need where community hubs could be set up

investigate the idea of a community café with Age UK and how we can access grant funding to facilitate this 3. Financial Implications and Budget:

Current support budget of £690,000 from Adult Care & Support Additional HRA funding in the region of £200,000 4. Significant Risks:

Loss of substantial funding from April 2013 (£489,000) Limited support or total loss of support to vulnerable tenants Increased housing management and ASB costs Potential staff redundancies Support provided by an external provider 5. Consultation carried out including staff, SMT, Directors, specialist


All tenant forum groups have been involved in discussions about support service funding over the last 12 months. 6. Board committee:

Cornwall Housing Board

Supporting Information

Appendix 1 - Provider Input note from Adult Care & Support Appendix 2 – ILS Evaluation Appendix 3 – Changing Lives ethos Appendix 4 – CLT Report

Report cleared by: Directors’ Leadership Team Date: 22 May 2012

Indicative costs for new housing management system2012 2013 2014 2015 2016 2017 2018 2019 2020 2021

Installation etc ContractorHMS £140,000 £140,000 £0 £0 £0 £0 £0 £0 £0 £0CBL (estimated) £100,000Homelessness (estimated) £50,000asset management £30,000

IT costs (estimated) £50,000 £50,000

Contingency for IT, HW purchase etc** £100,000

back filling posts for project implementation £100,000

Total Installation costs £320,000 £340,000 £0 £0 £0 £0 £0 £0 £0 £0

Revenue Licence costsHMS £66,000 £66,000 £66,000 £66,000 £66,000 £66,000 £66,000 £66,000 £66,000 £66,000CBL (est)* £29,700 £29,700 £29,700 £29,700 £29,700 £29,700 £29,700 £29,700 £29,700 £29,700Homelssness (est) £10,000 £10,000 £10,000 £10,000 £10,000 £10,000 £10,000 £10,000 £10,000 £10,000Asset management (est)* £7,650 £7,650 £7,650 £7,650 £7,650 £7,650 £7,650 £7,650 £7,650 £7,650

Total Licence costs £113,350 £113,350 £113,350 £113,350 £113,350 £113,350 £113,350 £113,350 £113,350 £113,350

£433,350 £453,350 £113,350 £113,350 £113,350 £113,350 £113,350 £113,350 £113,350 £113,350* assume 10% saving in licence costsCurrent maintnance costsCapita £49,000 ** contingency covers poss new server or licences such as citrixOrchard £22,000Keystone £5,500lifespan £3,000Peter Laly £2,650 assumed this will be more for a new supplier as this is very lowAbitras £33,000

Total £115,150

Total

£280,000£100,000£50,000£30,000

£100,000

£100,000£0

£100,000

£760,000

£660,000£297,000£100,000£76,500

£1,133,500

£1,893,500

Business Case

Implementation of a single

New Housing Management

System for Cornwall Housing Ltd

Date 10/5/12

Communities

Cornwall Housing Ltd Author Emma Blatchford

PAS Reference Number 2012 10F

Business Case for a new Housing Management System 2

10 May 2012

Business Case - Contents

1. Strategic Fit – The Strategic Case 3

2. Options Appraisal – The Economic Case 9

3. Commercial Aspects – The Financial Case 13

4. Affordability – The Financial Case 15

5. Achievability – The Project Management Case 17


10 May 2012

1. Strategic Fit – The Strategic Case

1.1 Business Need and contribution to key objectives

The new Housing Company (Cornwall Housing Ltd) was formed in April 2012.

One of the key drivers for the creation of this company is the opportunity to provide consistency across the Housing landlord service by combining the two

landlord services. One of the ways we can become more efficient and make savings is by using a single Housing Management System.

A housing management system is a key underpinning technology to the landlord service, used to collect and monitor performance on rents, tenancy management,

property maintenance, anti-social behaviour and other key aspects of the landlord service.

The current use of two systems makes obtaining performance statistics and aligning processes and procedures difficult and inefficient.

In late 2009, following PAS approval (PAS reference 2009.67F), a direct contract

award was made to Capita to extend the existing Capita Academy Housing Management System used in South East Cornwall Landlord Service into North East Cornwall Landlord Service. A formal OJEU award notice was made in this

respect, the grounds for this type of award are time limited to 36 months in which time a compliant tender exercise should be undertaken. We will be

reaching the end of our 36 month contract term on 30/11/12

The following objectives of Cornwall Housing have been agreed by the Board and the Council:

• Achieving the Cornish Housing Standard and maintaining our homes

• Creating new homes • Efficient use of resources • Excellent Housing Services

• Good governance and tenant involvement

1.2 Organisational Review

Cornwall Housing was formed on 1st April 2012, by merging together the existing landlord services and incorporating Homelessness, Housing options and the Choice Based Lettings functions previously carried out within the Council with Carrick Housing.

As a result of this amalgamation a number of different software systems have

been inherited by the company and consideration is being given to consolidating as far as possible to ensure the business can run as efficiently as possible.

The landlord service provides a service to:


10 May 2012

• 10,507 Council owned properties,

• 2,473 garages tenancies, • 351 leaseholder flats • 18 stores,

• 21 shops • 48 play areas

• 25 commercial shops • 13 community rooms • 56 properties owned by Cornwall Housing

In addition the company also provides the following:

• Manage the Housing Options and Needs service, which delivers the

statutory duties of the provision of housing advice and homelessness functions including the provision and management of over 297 (subject

to fluctuation) units of temporary accommodation in the form of Private Sector Leased (PSL) properties, as well as development of delegated strategies.

• Management of the housing register and Cornwall Homechoice, the choice- based letting partnership, which allocates a majority of the social

rented homes in Cornwall. • Management of three Gypsy and Traveller sites in Cornwall and delivering and managing a number of new transient sites across Cornwall.

1.3 Stakeholders Stakeholders include Tenants, Contractors,

Our Board – The Business Case is to be presented to our Board for approval on

the 28th May 2012.

Our tenants - Support for this project has not yet been sought from the tenants, but this is not expected to be an issue.

Tenants have already recognised the benefits from having a great software

system and understand the need for a single system.

Our contractors – it is important for us to be able to pass onto our contractors particular information regarding the properties etc prior to visits. We share

warnings with contractors about asbestos, dangerous dogs, vulnerable tenants etc. it is therefore important to be consistent in the delivery and format of these warnings.

Other external stakeholders - anyone with a social housing need, and Gypsy

and travellers. We are not looking to have direct contribution to the project from these groups.

Our internal partners – Our system interfaces with Revenues and Benefits for

housing benefit postings and receives cash postings via a cash receipting system and these links will be essential to the success of this project and these service

improvements.


10 May 2012

But other benefits will be felt by the finance team, audit, corporate policy and alike as the reliance on core data top support performance indicators, complaint

handling, data management and other requests for access to information will be easier managed through one system.

1.4 Existing arrangements

Cornwall Housing has inherited two Housing management software system contracts, namely:

Former East Cornwall Landlord Service – use Academy Capita Housing and

Capita Open Contractor – end date November 2012

Former Carrick Housing Ltd use the Orchard Housing solution procured in 2005, no formal contract end date.

In addition as part of the procurement exercise, we wish to consider options to replace the following associated Housing Systems:

Abritas – Housing Register – currently there are over 20,000 applicants waiting

for a property.

Peter Lally – Homelessness and Housing Advice – this systems manages these functions and allows tracking of presentations

Lifespan and Keystone – Asset Management – all components of each council

house is held on these systems and they are updated from stock conditions surveys and the data is then used to shape the capital programme.

1.5 Scope (minimum, desirable and optional)

1. Seek proposals for a single solution from our two incumbent software suppliers. This however would not allow us the opportunity to consider

other solutions in a competitive exercise, not providing proof of value for money. This route does not comply with EU directives and thus leaves us

open to potential challenge from the losing incumbent supplier and others.

2. Tender for a new system for East Cornwall Landlord Service only. This runs the risk of ending up with two different software solutions and does

not provide the opportunity to realise savings and efficiencies through operating one system.

3. Undertake an OJEU level competitive tender exercise for a single Housing Management System for Cornwall Housing Ltd. This allows us to consider

solutions on the market of other housing software solutions, and also options for the other areas of business, namely: Choice Based Lettings,

Asset Management & Homelessness case management.

1.6 Constraints


10 May 2012

One of the main drivers is that one of the contracts is coming to the end of its extension and we have an obligation to retender. We are therefore taking this

opportunity to look at moving to a single Housing Management System and also look to see if any of the main suppliers also have any suitable fit for purpose systems to cover other aspects of our service.

1.7 Dependencies System must be able to interface with ERP and cash receipting systems as well

as Housing benefits.

1.8 Strategic benefits

Efficient use of resources:

• Only paying for servicing, licence costs and server use for one system.

• Interfaces will only need to be applied to one system

• Staff only need to know how to use the one system

• Data extraction and performance management will be made quicker and simpler

• Single IT team managing a single main system

1.9 Strategic risks We will always require a specialist Housing management system and will need to

ensure that the successful provider is in a position to keep the system up to date to cope with the emerging legislation and regularly upgrade it to meet the

changing demands of the service.

Strategic Risks

Option 1 - The principle risks related to the project recommendation of a direct award on one of the incumbent suppliers would be around the risk of challenge

through non-competing and demonstration of a value for money decision. The aspect of challenge would be from another provider of Housing Management solutions.

Option 2 – by only replacing one of the systems the opportunity to realise

savings is lost. This would also not assist us with any of our company objectives as two systems would mean we are in the same position as we are now.

Option 3 – this is our preferred option and we think this will provide us with a

opportunity to become more efficient in our data collection and retrieval and allow us to provide consistent performance monitoring and management

information. The risk is that the company that wins the contract is unable to provide us with a fit for purpose system over the longer term but the specification will be tailored to allow us to judge this capability.


10 May 2012

Business Risks

The main Business Risk to not installing a single Housing management system is

• Reputational risks due to the ability to provide consistent data for decision making and collating single sets of performance management information

from two systems

1.10 Critical success factors

A single HMS that will allow us to provide data that is consistent and accurate that is not required to be manipulated and combined outside the system. This will improve reporting timescales and accuracy.

Data will also be held in a consistent manner thereby increasing the reliability of the information used for decision making.

Annual maintenance fees should be lower than current costs

Server maintenance costs should also be lower

1.11 Health and Safety Stress involved in managing disjointed systems. And lack of safeguards around business continuity as the data is held and extracted in different ways

Safeguarding staff and contractors via consistent alerts on for instance potentially violent clients.

Currently for staff to operate across all areas within the landlord service they would need access and training on two systems which increases the stress and

difficulties in providing a joined up service.

1.12 Environment and Sustainability

Completed but project not applicable on all objectives

1.13 Resilience Business continuity would be improved with one system, which would hold all data. BC plans in place already for systems backup.

Significant system failure could result in loss of income to authority and potentially sustainability issues around tenancies, knock on effects for other service areas such as finance – receiving income but not able to allocate

anywhere.

The existing products can continue to be used past the end of contract date but we will incur a budgeted annual maintenance fee (currently approx £45k).

Both products currently used products are fit for purpose but reporting and

collating performance data is more difficult, time consuming and has to be done manually in all areas.


10 May 2012

1.14 Equality and Diversity

Key impacts will be on staff within Cornwall Housing and Cornwall Council systems that interface with the Housing management System

Course of action – I am recommending that the systems are tendered for and we review implications to service users at the award of contract stage and

communicate and involve key stakeholders within the council as part of the project implementation team.

Affected groups are mainly staff but due to changes to outputs there could be some impact on tenants but we will monitor this carefully and consult as we go. 1.15 Safeguarding Cornwall Housing has adopted the Councils Safeguarding polices.


10 May 2012

2. Options Appraisal – The Economic Case

2.1 Long and short list of options

There are three options we have considered:

1. Seek proposals for a single solution from our two incumbent software suppliers. This however would not allow us the opportunity to

consider other solutions in a competitive exercise, not providing proof of value for money. This route does not comply with EU directives and thus leaves us open to potential challenge from the losing

incumbent supplier and others.

2. Tender for a new system for East Cornwall Landlord Service only. This runs the risk of ending up with two different software solutions

and does not provide the opportunity to realise savings and efficiencies through operating one system.

3. Undertake an OJEU level competitive tender exercise for a single

Housing Management System for Cornwall Housing Ltd. This allows us to consider solutions on the market of other housing software solutions, and also options for the other areas of business, namely:

Choice Based Lettings, Asset Management & Homelessness case management.

The primary objective of this project is to obtain a single Housing

Management System – with a secondary objective of testing the providers to see if any of them also provide fit for purpose systems that could cover some of the other areas of the service.

Option 1 – Single solution from existing software providers

Strengths

• Will be a known provider already interfaced with ERP etc

• Knowledge & expansion of systems in house

• Skills to work with either supplier

• Good working relationships with providers

• Links with Revs and Bens package

• Market leaders

• Compatibility

• Potentially less expensive than full tender

• Installation is simplest less resources required to implement

• Little impact on one of the areas

• Staff in one areas already trained – ability to share/team build

• Automatic upgrades on system changes to account for changes in

legislation – both providers provide regular system upgrades

• Saving of staff time in the future


10 May 2012

• Efficiency saving – one lot of data testing/quality

Weaknesses

• Not testing the market

Opportunities

• Encourage collaboration in future with other RSL’s if successful

package used by other providers locally (share knowledge and skills)

• Service delivery in Cornwall streamlined – more efficient

• Link more services to customer First – one service platform

• Frees up resources for redeployment/staff time

Threats

• Challenged by other software providers for not allowing opportunity to

deliver their product.

Option 2 – Tender for the East only replacement

Strengths

• Potentially will be a cheaper procurement

• Orchard the other provider may be successful

Weaknesses

• Could still have two Housing Management Systems with all the same

issues this provides

Opportunities

• Test the market

Threats

• Challenged by other software providers if Orchard win – may be seen as foregone conclusion.

Option 3 – Full OJEU tender

Strengths

• Allows opportunity to see all solutions the market has to offer

• May end up with a provider that can also provide a system that covers

the other areas of housing

• Drive down costs and make savings to licence, hardware maintenance etc

Weaknesses

• Resources required to implement greater


10 May 2012

Opportunities

• Able to obtain a long term contract for the life of the ALMO

Threats

• The resources required and timing to implement

2.2 Opportunities for innovation and/or collaboration with others

By looking at the options any provider has for the other areas of housing that require systems we can potentially reduce procurement costs and drive down system costs.

2.3 Service delivery options – who will deliver the project? There will be a collaborative team delivering the project.

The business will

• Project manage business side

• Assist in migration

• Trained to train on product

• Assist in configuration

• Process plan

IS will

• Project manage IS side

• Implement

• Provide support via implementation

Supplier will

• Implement

• Providing training

• Provide support

2.4 Implementation options There will be a collaborative experienced team implementing the solution on

behalf of IS and the Business. IS project manager has been identified. And team within the business has also been identified.


10 May 2012

The project plan that was used to implement the previous housing management system roll out into the NE area will be reviewed and adapted

to fit this implementation. Work ahs already started on developing this plan.

It is anticipated that the main Housing Management system modules will be live during December 2013. But that a phase implementation may be

required if a replacement for one of the option systems is also procured.

2.5 Detailed options appraisal

Option 1 - Opening up to competition to the two incumbent software.

This would potentially cost less to resource than a full procurement exercise. Since we would end up with one of the solutions currently in use we would expect this to be less disruptive to the service as there may be

less staff to train, processes may not have to be rewritten just transferred, implementation would be quicker and cheaper.

However, this was would leave us open to challenge, does not allow us to

consider alternative solutions on the market and prove VFM.

Option 2 - tender for East Cornwall Landlord Service only

As this is the system that is triggering the procurement it was considered an option to tender just in this area therefore not disrupt Carrick team.

However, this potentially would not solve the problem of having two different software solutions and if this was the case we would not be able to achieve the savings and efficiencies required.

Option 3 - Undertaking a full proper procurement exercise

By undertaking a full procurement exercise we will have an opportunity to assess the market to ensure we have the chance to review other software options available and as a result we should be in a position to purchase the

best product available.

This will provide us with an opportunity to obtain competitive quotes from a variety of providers.

This option does however have the potential to cost more for the service. If

the successful new provider is not one of the incumbent providers then all processes and procedures may have to rewritten and training will have to

be rolled out across the whole service area. In addition the experience currently held within each service area will no longer be there as in both areas there are personnel that are very experienced in providing systems

support for the front end of the product.

2.6 Preferred option

Our preferred option is to undertake a full OJEU tender for a new Housing Management System whilst at the same time ask for additional fully integrated costs on providing other systems to cover:

• Choice based lettings


10 May 2012

• Asset management software

• Homelessness case management system

3. Commercial Aspects – The Financial Case

3.1 Output based specification

Requirements of system:

To provide a housing management system and associated modules/systems

that can be used by staff working in a number of locations, they should be user friendly and with full windows or GUI conforming to Microsoft Windows

standards or equivalents.

The system should allow for flexible searches on people or properties with fast easy access to more detailed information.

The housing management system should be secure and have proper,

permanent audit trails can be capable of recording every action and associated user ID.

Performance monitoring, reporting and management of data, the system

must have a core database of people and properties that are common across all modules thus ensuring that data is not duplicated. The system must have user friendly reporting, which is possible to download into MS

Office software.

A notepad facility is a mandatory requirement of any system purchased

The specification is in the process of being completed and should be ready during June 12.

3.2 Sourcing options

Due to the limited vendor solutions we are recommending an Open OJEU tender exercise.

3.3 Payment mechanisms

Payment milestones will be linked to deliverables within the implementation plan. Future annual support will be paid annually in advance.

3.4 Risk allocation and transfer

The risks associated with the installation of a new Housing Management System are around the collection of rent (£34m per annum), the delivery of the response repairs service (which is a flagship service of a Landlord

Service). Close working with the Corporate IT team and external provider means that a well managed project reduces the risk of the system not

meeting the requirements when switched over. The existing systems will be in able to be kept in place until such time that the new system was fully functional.


10 May 2012

3.5 Contract length

The contract will be for 10 years – this links it with the management agreement for Cornwall Housing Ltd.

3.6 Implementation timescales

Business Case approved May 2012. – by PAS and Board

Procurement exercise commences June – with a contract awarded by

October/November 2012

First phase Implementation completed by December 2013 main Housing Management System. Phased implementation of other systems if they are successful.

Dates shown are indicative at this stage.

Implementation Stage

Activity Date

Initial Project Scoping and Planning Oct 2012

Project PID – Produce PID for implementation project stage. Identity project manager(s), project board and management roles, implementation teams and detailed

project plans

Oct 2012

Procure and Implement Hardware (if appropriate) Oct 2013

Software Installation – Install core database and system software in Test and Live environments. Deploy to

implementation teams initially

Nov 2012

Initial System familiarisation, System admin and database

management training

Dec 2012

Data Conversion – Data extract, transform/clean, load into

new system Test environment

Mar 2013

Repeat per module:

Process review (As Is/To Be)

Module understanding, training and configuration sessions Load data (as required? Configure system

User acceptance testing User Training

Oct 2013

Interfacing – Define required interfaces, develop/implement, test

Aug 2013

Printing implementation – Configure printers Sept 2013

Reporting – Define requirements, develop essential reports Sept 2013

Live implementation Copy configuration from Test to Live (if possible).

System cutover


10 May 2012

Activity Date

Pre-Live review/testing

Go Live

Nov 2013

Dec 2013

4. Affordability – The Financial Case

4.1 Budget based on whole life costs

The following costs show the indicative costs for the first 3 years of the project. The phased implementation costs are shown over the first two

years.

For the 10 year life of the project the projected spend is £1,893,500 as the predicted year on year costs past 2013-14 are the annual licence costs

estimated at £113,350 per year.

Complete the following table, marking all funding already secured with * and any in-kind funding with #.

Amend table as appropriate. £

2011-12 £

2012-13 £

2013-14

Estimated Expenditure

New Housing Mgt System 140,000 140,000 0

Choiced Based Lettings system

(estimated costs)

100,000

Homelessness system

(estimated costs)

50,000

Asset management System

(Estimated Costs)

30,000

Corporate IT Costs (estimated) 50,000 50,000

Contingency for potential licenses and hardware costs

100,000

Backfilling of posts seconded onto project team

50,000 50,000

Licence costs for all systems (estimated)

113,350 113,350 113,350

TOTAL 483,350 503,350 113,350

Revenue & funding sources:

Budgeted Licence costs 115,150 115,150 115,150

Capital funding in HRA Capital

programme for Housing Management System

**200,000 **300,000 0

Funding from Cornwall Housing 168,200 88,200 0

TOTAL: 433,350 453,350 115,150

NET TOTAL: 0 0 (1,800)


10 May 2012

** prior to the set up of Cornwall Housing there was £500k set aside for the new Housing Management System. Due to changes made at the negotiation of the management fee the funding in 2012/13 was reduced to £200k for a phased funding but at the time of writing the funding for 2013/14 is not agree but is hoped to be £300k in line with original funding for the system The costs highlighted in bold are all or part attributed to the Housing Revenue

Account and can therefore be funded from this source.


10 May 2012

5. Achievability – The Project Management Case

5.1 Evidence of similar projects, where available

PAS ref 2009.67F Expansion of Capita Academy Housing Management System into North East Cornwall Landlord Services.

This was the contract that was approved that is now up for renewal and is the main trigger for this procurement. We successfully rolled the system in the South East into the North East area. This was a very successful project

which rolled out with no loss of service and was seamless for the tenants.

5.2 Project roles

The investment decision will be made by the Board of the Cornwall Housing

The Authorised officer – Interim Authorised officer Emma Blatchford (subject to change as a result of structure changes)

The Project Manager – Julie Treby – agreed by IS

The main stakeholders – Cornwall Council, Cornwall Housing

5.3 Procurement strategy

Open OJEU tender exercise. Outline project plan:

• PAS review 1 – 30 May 12

• Draft ITT & Spec –June • Issue advert & ITT – (1 day) 7 June • Tender response – 02 August (52 days) • Tender evaluation – Aug & early Sept (20 to 30 days) • Pas review 2 – 26 Sept 1 day

• Preferred bidder announced – end Sept • Standstill period – Oct 10 days

• Contract award – Mid/late Oct 10 days – start of Nov

5.4 Project Plan, Schedule and Milestones

Mobilisation of project team would occur October/November 2012 once product purchased and full implementation plan has been agreed with

supplier. An indicative timeframe provided below:

Initial Project Scoping and Planning Oct 2012 Project PID – Produce PID for implementation project stage. Oct 2012 Procure and Implement Hardware (if appropriate) Oct 2012

Software Installation Nov 2012


10 May 2012

System admin and database management training Dec 2012 Data Conversion Mar 2013

Repeat per module: Process review (As Is/To Be)

Module understanding, training and configuration sessions Load data (as required)

Configure system User acceptance testing User Training Oct 2013

Interfacing – Define & develop required interfaces Aug 2013 Printing implementation – Configure printers Sep 2013

Reporting – Define requirements, develop essential reports Sep 2013 Live implementation

Copy configuration from Test to Live (if possible).

System cutover Pre-Live review/testing Nov 2013

Go Live Dec 2013

5.5 Contract management

Project Managers for both Cornwall Housing Ltd and Cornwall Council IS should be in place from the beginning of the procurement phase, and

therefore through the contract award and subsequent implementation.

Effective contract management will be achieved by means of a PID and project plan identifying clear deliverables, timescales and payment

schedules. Regular project management meetings between the supplier, Cornwall Housing and IS throughout the project will monitor progress. Highlight reports to the project sponsor, project board and Cornwall

Housing Board will be required.

5.6 Risk management strategy

Standard risk analysis will be undertaken at appropriate stages of the project and mitigation and/or contingency measures identified. Review of

risk status will be a standard part of the project management meetings and form part of the regular highlight reporting.

5.7 Contingency plan

Continue with current software arrangements until such time that the new system can be implemented

5.8 Training Training will be incorporated as part of the project and costs will be included

in the contract


10 May 2012

Prepared by:

Emma Blatchford

Finance and Governance Manager

Cornwall Housing Ltd

10 May 2012

1

Equality Impact

Assessment Guidance

and Template Version 7

2

What is an Equality Impact Assessment (EIA)? An EIA is a tool that helps us to improve the delivery of services to our communities by:

• Ensuring that our services are free from discrimination

• Ensuring that we identify and address customer needs

• Improving transparency around the decisions we make

The EIA process involves looking at evidence (for example, service user

data, consultation outcomes, community profiles), engaging with people, staff, service users and others and considering the effect of what we do on the whole community.

What are the benefits from doing EIA’s?

Carrying out a good EIA makes excellent business sense.

It will help you to:

• Ensure services are targeted in the right way by assessing any

potential impacts – positive or negative

• Work with others to identify and plan how negative impacts can be reduced

• Make sure that your decision making is justified and transparent • Provide evidence of your decision. This is necessary should your

decision be challenged by staff, service users or any other stakeholder

• Create an opportunity for dialogue with the community, Members

and other staff • Ensure good customer service

Why do we do them?

EIA’s help us to ensure that equality is placed at the heart of policy development and service delivery. Addressing equalities issues is part of improving the way local government delivers services and employs people

In 2010 a major piece of Equality legislation was passed which replaced

previous anti-discrimination laws with a single Act – the Equality Act. The Act requires public bodies such as Cornwall Council to pay ‘due regard’ to (consider) the need to:

• Eliminate unlawful discrimination

• Advance equality of opportunity

• Foster good relations between people

3

An EIA is a way of meeting this requirement and helps us to understand the effect our policies and practices have on our communities and

workforce.

When do they need to be carried out?

EIA’s need to be carried out whenever you:

• Design a new policy • Review or amend an existing policy • Review your services

• Start a project or programme of work • *When submitting reports to your Directorate or Corporate

Leadership Teams, Scrutiny or Cabinet

It is important the EIA is carried out at the earliest opportunity to ensure that you have the time to undertake any additional work that will inform your decisions (for example community engagement).

Equality Impact Assessments are public documents and will be published

on the Cornwall Council website. For more information please refer to the Equality and Diversity pages on

the Intranet.

* For any Committee or Senior Management Report, you must include the outcomes from your EIA. You can easily do this by copying and pasting the ‘Summary of Outcomes’ section found in

the EIA template to the part of the report which asks for ‘equalities considerations’.

Remember: Equality Impact Assessments need to cover both the impacts on the workforce (employment) and

customers/public (service delivery).

Handy Tips 1. Try and complete this assessment with other officers, a group of

3 or 4 is ideal to discuss ideas with 2. Refer to the Equality and Diversity pages on the intranet for

guidance and other information 3. Use your DEAG to support you in completing the EIA if required

4. A good EIA is underpinned by robust data and community or stakeholder engagement. Use these links for guidance regarding Consultation and Community Intelligence

5. Use the Democratic Services page for guidance on reports 6. Send your completed EIA to your DEAG Equality Co-ordinator

who will provide feedback and official ‘sign-off’

4

Equality Impact Assessments and the Equality Act (2010):

The aim of the Equality Act 2010 was to harmonise discrimination law and to strengthen the law to support progress on equality. The Act extended

the existing legal protections to cover the 7 previous strands or characteristics plus marriage and civil partnerships, pregnant women and

new mothers. Your Equality Impact Assessment must pay ‘due regard’ or consider the following protected characteristics where relevant (this will depend on the service, policy or function you are impact assessing).

Definitions for the 9 ‘Protected Characteristics’ are:

Age

Where this is referred to, it refers to a person belonging to a particular age (e.g. 32 year olds) or range of ages (e.g. 18 - 30 year olds).

Disability

A person has a disability if s/he has a physical or mental impairment which has a substantial and long-term adverse effect on that person's ability to carry out normal day-to-day activities.

Gender Reassignment

The process of transitioning from one gender to another.

Marriage and Civil Partnership

Marriage is defined as a 'union between a man and a woman'. Same-sex couples can have their relationships legally recognised as 'civil

partnerships'. Civil partners must be treated the same as married couples on a wide range of legal matters.

Pregnancy and Maternity

Pregnancy is the condition of being pregnant or expecting a baby. Maternity refers to the period after the birth, and is linked to maternity leave in the employment context. In the non-work context, protection

against maternity discrimination is for 26 weeks after giving birth, and this includes treating a woman unfavourably because she is breastfeeding.

Race

Refers to the protected characteristic of Race. It refers to a group of

people defined by their race, colour, and nationality (including citizenship) ethnic or national origins.

Religion and belief

5

Religion has the meaning usually given to it but belief includes religious and philosophical beliefs including lack of belief (e.g. Atheism). Generally,

a belief should affect your life choices or the way you live for it to be included in the definition.

Sex

A man or a woman.

Sexual orientation

Whether a person's sexual attraction is towards their own sex, the opposite sex or to both sexes

These definitions are to help you complete the EIA but if you require more

information or guidance then please visit the Equality and Human Rights Commission website.

Additional characteristics important to Cornwall

Socio-Economic Cornwall as a whole is not deprived but there are areas where there are very high levels of deprivation. Income and other factors can have an impact on how someone may access services, their needs and their

quality of life.

Rural Isolation Cornwall is a very rural county and this can affect the way our users/the

public can access services, particularly if combined with poor public transport/lack of car ownership etc.

6

Equality Impact Assessment When completed, please forward to your Directorate Equality Action Group (DEAG) for feedback

and sign off. DEAG contact details can be found on our Equality and Diversity pages or please phone 01872 322223 if you cannot access Cornwall Council’s intranet

Directorate: Communities

Service: Cornwall Housing Ltd

Name of Officer/s completing assessment: Emma Blatchford

Date of Assessment: 10/5/12

Name of service/function or policy being assessed:

1. What are the aims, objectives, outcomes, purpose of the policy, service change, function that you are

assessing?

It is an integrated Housing management solution (HMS) that provides a number of key modules:

• Tenancy management • Rent collection

• Repairs management • Customer Services • Asbestos register

• Right to Buy management • Leaseholder services

• Mobile working for repairs

If we change the asset management system this will impacts mainly on internal staff to Cornwall

Housing

7

The choice based letting system if changed will mainly affect the Cornwall housing staff and shared

services as it may affect completing the forms or integration – it is not know at this stage if a change will mean an amendment of the forms currently

used.

The Homelessness module is a case worker system that would mainly impact upon the staff who have to use it as it is a database that is used to manage

caseloads.

2. Who implements or delivers the policy, service or

function? State if this is undertaken by more than one team, service, and department including any external

partners.

The system is implemented across the whole of the landlord service

Asset management system – is implemented across the landlord service

Choice based lettings – this is implemented across

the service and will affect less staff that the HMS Homelessness system – affects the homelessness

teams

3. Who will be affected by this proposal? For example who

are the external/internal customers, communities, partners, stakeholders, the workforce etc.

Stakeholders include

Cornwall Council Contractors

Tenants Staff Leaseholders

8

4. What are the likely positive or negative impacts for the

group/s identified in (3) above? What particular groups are affected more than others and why?

Positive impacts

• A single HMS will mean that all tenant data is held on a single system and consistency will be achieved

• If we can get homelessness and CBL systems or modules attached to this system then we

could share data easier on individuals and track them. This affects staff more than service users

Negative impacts

• Tenants may see a slight change in documentation but any changes will be consulted prior to roll out.

5. Have the impacts indentified in (4) above been assessed using up to date and reliable evidence and

data? Do you need to engage or consult with any identified group/s? If in doubt ask the Community

Intelligence Team for guidance.

We consult with tenants about all aspects of our

service and there will be tenant consultation as part of the project implementation

Changes to the other systems would probably not have such an impact externally as the HMS.

6. Are any of these identified groups considered to be vulnerable? If so have you engaged with or plan to

engage with any relevant representative organisation. For example if the impact is likely to affect people with a disability have you engaged with Disability Cornwall?

If staff are affected have the unions or staff forums

As above

9

been involved?

7. What plans do you have in place, or are developing,

that will mitigate the likely identified negative impacts? For example what plans, if any, will be put in place to

reduce the impact?

We will endeavour to ensure all outputs of any new

system will be as similar as possible to the current outputs.

We use a variety of methods for involving and consulting tenants

8. Do you have plans in place to monitor the impact of the proposals once they have been implemented? The

full impact of the decision may only be known after the proposals have been implemented.

We receive on going feedback on the service we

provide via tenant satisfaction surveys.

10

Summary of your proposals (Copy and paste into any report for CLT, Cabinet and Council)

• What are the key impacts – both negative and positive • What course of action are you advising as a result of this EIA

• Are there any particular groups affected more than others

Key impacts will be on staff within Cornwall Housing and Cornwall Council systems that interface with the

Housing management System

Course of action – I am recommending that the systems are tendered for and we review implications to service users at the award of contract stage and communicate and involve key stakeholders within the council as part

of the project implementation team.

Affected groups are mainly staff but due to changes to outputs there could be some impact on tenants but we

will monitor this carefully and consult as we go.

What course of action does this EIA suggest you take? More than one of the following may apply ��

Outcome 1: No major change required. The EIA has not identified any potential for discrimination or adverse impact and all opportunities to promote equality have been taken

��

Outcome 2: Adjust the policy to remove barriers identified by the EIA or better promote equality. Are

you satisfied that the proposed adjustments will remove the barriers identified?

Outcome 3: Continue the policy despite potential for adverse impact or missed opportunities to

promote equality identified. You will need to ensure that the EIA clearly sets out the justifications for continuing with it. You should consider whether there are sufficient plans to reduce the negative impact and/or plans to monitor the actual impact (see questions below)

Outcome 4: Stop and rethink the policy when the EIA shows actual or potential unlawful discrimination

11

DEAG Sign - Off

Name:

Date:

Comments/Action Required:

12

(For Corporate E & D use only) Published date: When the Equality Impact Assessment is completed send to [email protected] for publication

13

Appendix 1 – Helpful information about appropriate

language Using the appropriate language is important. We have worked with Disability Cornwall to ensure the guidance below is correct and to help you undertake the EIA:

USE DO NOT USE

Older people

Younger people/Young

adults/Teenagers

Pensioner or Senior Citizen, the elderly

Kids or children (aged 13-19)

Is disabled

Disabled people

Has…(an impairment)

Non - disabled

Has learning difficulties

Wheelchair user

Deaf/hard of hearing, hearing

impaired Deaf sign language/British Sign

Language user

Blind or partially sighted people, visually impaired people

Has mental health issues/mental ill health

Has cerebral palsy

Has autism or asperger syndrome

Cripple, handicapped or invalid

The disabled

Suffers from, victim of, is...(epileptic, dyslexic)

Able bodied, healthy, normal

Mentally handicapped, retarded, backward

Wheelchair bound, confined to a wheelchair, in a wheelchair

The deaf

Deaf and dumb, deaf-mute

The blind

Mentally ill, insane, mad, nutter, psycho, psychopathic, schizo, split

personality Spastic

Antisocial, out of control, retarded,

has behavioural problems

Police Officer

Chair or Chairperson Workers Nurse

Policeman

Chairman Workman Male Nurse

Black, Minority, Ethnic Community (BME)

Ethnic or Ethnic’s

14

Black, Asian, Minority ,Ethnic

Community (BAME)

Mixed race/Mixed Heritage Black

Coloured

Half caste Non - white

First name

Christian name

Lesbian, Gay, Bisexual

Homo, Dyke, Queer

Transgender/transsexual person

She-he, she-male, tranny

PAS Review 1:

Procurement Strategy & Route

Title of Project: Housing Management System

Date: 17 May 2012

Corporate Directorate: Communities

Service Area: Cornwall Housing Limited

Author: Jeff Goostrey

PAS Reference Number: 2012.10F

Contents

Contents 2

Executive Summary 3

1. Introduction 4

2. Background 4

3. Alternatives 4

4. Key Questions 4

5. Impact on funding 5

6. Recommendations 5

7. Procurement Strategy & Route 5

Signoff & Approval 7

PAS Review 1, Procurement Strategy & Route

06 Item 9 - Appendix 4.doc

3

Executive Summary

Project Details

Project Title Housing Management System

In April 2012 the new Cornwall Housing Ltd formed and as a result of bringing

together two organisations is operating two Housing Management Systems across

the landlord service. We are looking to procure a single Housing management

system that will be used across the new company.

OJEU Ref. Complete at Review 2 PAS Ref 2012.10F

Corporate Directorate Communities

Service Area Housing

Portfolio Area Communities

Authorised Officer Emma Blatchford

Procurement Contact Jeff Goostrey

Contract Details & Finance

Contract type Public Contract [If ‘other’ please detail here]

Total Value (Whole life, including options) £1.83M

Anticipated Annual Savings (Including options) £tbc

Proposed funding source Revenue and Capital funding (Cornwall Housing Ltd)

Duration of contract (Including options) 120 months

Proposed start date Oct 12

Is there a current contractual relationship? Yes

If ‘Yes’, name of incumbent supplier(s) If ‘Yes’, contract expire date

Carrick: Orchard Housing & East Cornwall:

Capita

annual rolling & Nov 2012

Procurement Details

Procurement Route * Open [If ‘other’ please detail here]

Is this a collaborative procurement? No

If ‘Yes’, name of collaborative partner(s)

* Please see Contract Procedure Rules 16 – 20 for regulations relating to

procurement routes.



4

1. Introduction

The Cornwall Housing Ltd formed in April 2012. One of the key drivers for the creation of this company is the opportunity to provide consistency

across the Housing landlord service by combining the two landlord services. One of the ways we can become more efficient and make savings is by

using a single Housing Management System.

A housing management system is a key underpinning technology to the landlord service, used to collect and monitor performance on rents, tenancy

management, property maintenance, anti-social behaviour and other key aspects of the landlord service.

The current use of two systems makes obtaining performance statistics and

aligning processes and procedures difficult and inefficient.

2. Background

In late 2009, following PAS approval (PAS reference 2009.67F), a direct

contract award was made to Capita to extend the existing Capita Academy Housing Management System used in South East Cornwall Landlord Service

into North East Cornwall Landlord Service. A formal OJEU award notice was made in this respect, the grounds for this type of award are time limited to 36 months in which time a compliant tender exercise should be undertaken.

We will be reaching the end of our 36 month contract term on 30/11/12

Carrick Housing Ltd used the Orchard Housing solution procured in 2005, no

formal contract end date.

In addition we wish to consider options to replace the following associated Housing Systems:

Abritas – Housing Register – currently there are over 20,000 applicants waiting for a property.

Peter Lally – Homelessness and Housing Advice – this systems manages

these functions and allows tracking of presentations

Lifespan and Keystone – Asset Management – all components of each council house is held on these systems and they are updated from stock

conditions surveys and the data is then used to shape the capital programme.

3. Alternatives

Alternative options are broadly:

1. Seek proposals for a single solution from our two incumbent software suppliers. This however would not allow us the opportunity to

consider other solutions in a competitive exercise, not providing proof of value for money. This route does not comply with EU directives

and thus leaves us open to potential challenge from the loosing incumbent supplier and others.

2. Tender for a new system for East Cornwall Landlord Service only. This runs the risk of ending up with two different software solutions



5

and does not provide the opportunity to realise savings and efficiencies through operating one system.

3. Undertake an OJEU level competitive tender exercise for a single Housing Management System for Cornwall Housing Ltd. This allows us to consider solutions on the market of other housing software solutions, and also options for the other areas of business, namely:

Choice Based Lettings, Asset Management & Homelessness case management.

4. Key Questions

Have all Key Questions been answered appropriately?

These questions appear in the PAS Guidance and are also available as a

separate document on the PAS intranet site.

Yes

5. Impact on funding

The cost will be borne by a combination of Capital and Revenue funding by

the company.

£ 2012-13

£ 2013-14

£ 2014-23

Estimated Expenditure

Capital:

Housing Management System 140,000 140,000

Choice Based Lettings System 100,000

Homelessness System 50,000

Asset Management System 30,000

Contingency (potential licenses & hardware)

100,000

Corporate IT Costs (estimated) 50,000 50,000

Back filling of posts for implementation

50,000 50,000

Revenue:

Support & Maintenance 113,350 113,350 906,800

TOTAL 483,350 503,350 906,800

Revenue & funding sources:

Capital funding in HRA Capital

programme

200,000 300,000

Funding from Cornwall Housing 168,200 88,200

Revenue Funding (Current License support costs)

115,150 115,150 921,200

TOTAL: 433,350 453,350 113,350

NET TOTAL: 0 0 (14,400)

6. Recommendations

The recommendation is to undertake a competitive tender procurement

exercise for a single Housing Management system for Cornwall Housing Ltd.



6

Options will be included to consider whether solutions also offer suitable replacement systems for the other systems identified, namely:

Choice Based Lettings System

Asset Management System

Homelessness case management system

7. Procurement Strategy & Route

Due to the limited vendor solutions on the market we are recommending an

Open OJEU tender exercise.

The intended top level evaluation criteria are:

Price (total cost of ownership) - 35%

Fitness for Purpose (quality) – 55%

Delivery (implementation & ongoing support) – 10%

Outline Procurement Project Plan:

• PAS review 1 – 30 May 12 • Draft ITT & Spec – by start June??

• Issue advert & ITT – (1 day) 7 June • Tender response – 02 August (52 days)

• Tender evaluation – Aug & early Sept (20 to 30 days) • Pas review 2 – 26 Sept 1 day • Preferred bidder announced – end Sept

• Standstill period – Oct 10 days • Contract award – Mid/late Oct 10 days – start of Nov



7

Project Title Housing Management System

OJEU Ref. N/A PAS Ref 2012.10F

Signoff & Approval

Procurement Category Manager (or equivalent) Date

Steve Sandercock

Category Manager

17 May 2012

Head of Service Date

Jane Barlow

Managing Director Cornwall Housing

17 May 2012

PAS Panel * Date

[Submitted on / Approved at Panel meeting on]

* For High Value procurements (£50,000 – OJEU threshold) please give the date completed

documents were submitted to the PAS Panel. For procurements above OJEU thresholds

please enter the date of the Panel meeting attended.

Sustainability Objective

Relevance of objective Supplier Pre-qualification Question Contract Specification Evaluation (How Providers will meet Objective) Future Development/Continuous Improvement Initiatives

Protecting human health N/A

Promoting fair working conditions N/APromoting social enterprise and improving local skills N/A

Promoting local employment and economy N/A

Reducing soil, water & air pollution N/A

Reducing energy consumption & climate change N/A

Reducing water consumption N/A

Reducing materials, packaging & waste N/A

Protecting habitats and biodiversity N/A

Sustainability Checklist for New Housing Management System

Action

Appendix 1

C:\Documents and Settings\swahid\Desktop\Board Meetings\08 Item 12 - Appendix 1.doc

Provider Input Older People / Physical Disabilities Early Intervention Services

Background In Spring 2012, Cornwall Council published its commissioning strategies for

Adult Care and Support services. One of these strategies is focussed on Wellbeing, Early Intervention and Prevention, which includes the strategies

priorities for the future commissioning of those services currently provided under the Supporting People programme and by the Voluntary and Community Sector.

This advertisement is aimed at prospective and current providers of

preventative services for older people and people with physical disabilities that would like to share their ideas and help shape future services for people in Cornwall.

Definition

Prevention is defined as: “...stopping a problem arising in the first place … This approach seeks to ensure that people are not forced into using health and social care earlier than they need to; and that they are enabled to live

an active life as a citizen for as long as possible.” (IDeA, 2010)

Early Intervention aims to identify people at risk and to halt or slow down any deterioration of physical or mental health, actively seeking to improve their situation. Interventions will identify individuals at risk of specific health

conditions or events, such as strokes, or falls, or those who have existing low level social care needs.

Adult Care and Support, often in partnership with agencies such as Health, Housing and Probation, commissions a wide range of early intervention

services. They range from day opportunities for older people to support services for people with complex needs to innovative technological solutions for independent living.

What we want to achieve We recognise that you, the providers, will have ideas on the types of services that you feel would meet the needs of the service users. It may be

a service that you already deliver and is working well, an idea of how either by changing the service offering or working with other organisations you

feel the needs of the people using services would be better meet, it could also be where you consider there is a gap in provision that should be addressed. We want to hear your ideas around how we can deliver early

intervention services for older people and people with physical disabilities across Cornwall.

You should consider the strategic intentions set out in the Wellbeing, Early Intervention and Prevention strategy, which can be found at Cornwall

Council - Adult Care and Support Commissioning. Specifically you should make reference to the list of recommendations included in the executive

summary on page 11, and the full recommendations in Section 3, which can be found from pages 44 - 59.

Your response should set out your ideas on delivering solutions to these recommendations. Your proposals should be sustainable, flexible,

affordable, and deliver personalised services for vulnerable people living in Cornwall.

Please submit an outline brief (approximately 1000 words) of your ideas. The brief should include the following elements:

• Outline of your idea

• How the idea could be delivered in practice • How people needing to use services will access the service • How your idea supports carers of people needing a service

• An indication of the cost of delivering the service. (per session, per hour, per intervention etc)

• How your idea will impact on the wider community, including any added and social value.

Please note that this list is not exhaustive and you should also include any additional information that you feel is relevant.

Submissions by email are preferred as there is less cost involve. Emails should be sent to [email protected]

However if you would rather submit your information by post, the address is; S Moore, Room 706, Old County Hall, Station Road, Truro TR1 3AY

What will the Council do with the information?

All information submitted will be collated and used to inform the development of a Business Case. This Business Case will include options

appraisals which will analyse the different suggestions for preventative services and how they can be delivered across Cornwall. Your suggestions

will be incorporated into this process, which will ultimately inform the development of service specifications for services in Cornwall.

Please note that we cannot guarantee that your specific idea will be commissioned in the future, however all ideas received will be considered

and analysed through the Business Case. We would like to thank you for taking the time to read and submit your

ideas. If you do have any further questions please contact [email protected]

Closing date: 16.00, Friday 1st June.

Please Note – The amount stated on this advertisement does not

relate to any contract values, a box is required to be selected in order to complete the advertisement.

Appendix 2

February 2011 Palmer Housing Consultants Ltd Page 1

The Independent Living Service Pilot (ILS)

A hub & spoke model of delivery of sheltered housing support services for

Cornwall Council.

An evaluation

Appendix 2


Contents Page

Executive summary 3

Background 5

The Pilot Providers and the aims of the project 6

Changing the service 9

The Findings 13

Gap analysis 15

Conclusions 16

Appendix list 17

Appendix 2


Executive summary

A review of the 5 year Supporting People Strategy identified a need to improve

quality and balance costs in sheltered housing services. Cornwall Supporting People

team (SP) with pilot providers looked at how this could be achieved.

The largest proportion of the SP budget in Cornwall is spent on older person’s

services. The review found that significant savings could be made by commissioning

a need’s led service as opposed to the current model of a static contract linked to the

bricks and mortar. For example, if you move into sheltered housing you receive SP

services regardless of whether you have a need for support. A survey completed as

part of the review demonstrated that over a third of tenants did not want the support

service they received. Simply by changing to a need’s led service, over a million

pounds of SP grant could be released and used more efficiently.

Cornwall’s population is ageing with a significant increase in the over 85’s and

councils face a number of challenges including:

• how to reduce spend on residential care;

• improving housing options for older people by making better use of sheltered

housing and increasing use and availability of Extra Care;

• completion of stock appraisals of sheltered housing and consider remodelling

and possible decommissioning of schemes no longer fit for purpose;

• meeting the demands of a consumer led generation with much higher

aspirations;

• investigating how services can be provided from people’s homes rather than

hospital or residential care;

• meeting the personalization agenda

Future services need to be person centred, giving the service user choice and

control, be flexible and responsive to need, provide value for money and be tenure

neutral.

SP commissioned Palmer Housing Consultants Ltd to work with them to design a

service that met the aims of the principles discussed above.

The SP team agreed to pilot a hub and spoke model of delivery designed to provide

outreach and in-reach services to the local community, a model with proven success

Appendix 2


elsewhere in the UK. The SP team invited expressions of interest from all sheltered

housing providers operating in Cornwall. Three organisations were successful.

To ensure the pilot achieved its aims:

• Strategic Pilot meetings were held 6 weekly, with providers meeting in

between to work through the project plan

• Pilot providers visited several other local authorities in the region to research

good practice elsewhere.

• Raised the profile of the ILS by giving presentations at South West Learning

and Improvement Network (LIN), Cornwall Sheltered Housing Group and

Cornwall Sheltered Housing Conference.

• Attended events facilitated by Age Concern to share their findings to date.

The pilot providers worked together over the last 2 years to make more efficient use

of SPG by:

• developing a chargeable banding system, based on delivering support to those

who need it;

• increasing capacity through the banding system which would enable pilot

providers to extend the service to an additional 900 older people;

• a reduction in bureaucracy by removing the need to complete SP1a forms

and reducing the amount of time spent on reconciling accounts; and

• Providing joint training across providers.

Improved quality by:

• working in partnership to share skills and good practice;

• shared training to develop a more professional workforce with specialist areas

of expertise;

• provide outcome focus support;

• delivery of a crisis band, reducing the need for acute intervention and

avoiding unplanned placements to residential care, enabling greater choice

and control for the client;

• meet the personalisation agenda; and

• provide a potential platform for Virtual Extra Care

Appendix 2


It needs to be stressed this pilot is still not complete, further work needs to be done

to ensure the banding system is working and decisions need to be made on how to

take this model forward as a countywide service. However, Cornwall now has the

basis of a model of service that fulfils the aims and objectives of an ageing

population.

It should be mentioned that the Comprehensive Spending Review in 2010 had a

significant affect on services in Cornwall. Although the SP grant for Cornwall was not

significantly reduced, the Council decided to cut the SP budget by 40% with effect

from April 2011. There will now be a transition phase in which the results of sector

reviews can be interrogated and new services designed. This means a significant

year of change for commissioners, providers and older people themselves.

In short, we face both demographic and financial challenges, and one of the biggest

challenges of all is the cultural shift that is needed to ensure that new services are

implemented and embraced by all agencies involved in providing service to older

people. Adult Care and Support, Health and Housing must work together more

efficiently to meet the needs of older people, whilst providing better value for

money.

Background

Since the introduction of Supporting People (SP) in 2003, sheltered housing has seen

significant changes. The traditional ethos of sheltered housing was to provide a

good neighbour service in the form of a resident warden. The wardens were

expected to be available 24 hours a day 7 days a week.

A number of issues have driven changes to the warden’s role, such as;

• European Working Time Directive, preventing employees working very

long hours

• Recruitment difficulties in attracting residential staff

• The need for staff to be trained, supervised and supported in order to

be able to work with frail tenants and those with complex needs,

providing a professional, consistent, quality service.

• Resident staff can sometimes have greater difficulty than non-resident

staff in maintaining clear professional boundaries.

• Difficult to let sheltered housing - buildings were not designed for

people with mobility difficulties and do not meet modern day

aspirations, e.g. bedsits, no lifts, poor locations.

• No choice of service – research shows that between a quarter and a

third of tenants move into sheltered housing with no support needs at

Appendix 2


all, they just want to be near family or to downsize or to have better

accommodation.

• One size fits all – everyone charged the same regardless of their

individual need

In 2007 the Supporting People Team in Cornwall commissioned a revision of their 5

year strategy. As part of this work a needs assessment of the existing Supporting

People services was undertaken.

The strategy identified sheltered housing as a popular choice for older people;

however a number of gaps and inconsistencies were identified. The review

highlighted that many older people, not fortunate enough to be living in sheltered

housing, could benefit from housing related support services if these were available

in the wider community. The current SPG contract is linked to sheltered housing

schemes and therefore is restricted to the tenants of those schemes. In Summary

there is:

• disparity of costs across the County for similar services;

• inconsistent standards in the quality of service delivery;

• no transparency in costs;

• limited choice for the service user;

• 94% of over 65’s live outside of Sheltered Housing;

• no flexibility within service delivery;

• no services delivered into the community;

• a service delivered regardless of need;

• contracts linked to bricks and mortar and not to individuals;

• approximately 100,000 people aged over 65 in Cornwall;

• Supporting People grant funding 5,528 units of Sheltered across Cornwall; and

• 35% of people in sheltered housing do not need Housing Related Support –

this equates to over a million pounds;

The issues identified above have driven the need to change service design and

delivery, as well as a number of Government initiatives, such as;

• Putting People First (Communities and Local Government (CLG), 2007)

• National Dementia Strategy (Department of Health, 2009)

• Communities and Local Government - A National Strategy in an Ageing

Society –Delivering Lifetime Home, Lifetime neighbourhoods. (CLG, 2008)

The Pilot Providers and the aims of the project

Appendix 2


In 2008 Cornwall Supporting People Team produced a Service Delivery Method

Statement (appendix A) detailing a number of proposals to develop and modernise

older people’s services in Cornwall.

The key objectives of the method statement were to;

• develop and maintain the capacity of older and/or vulnerable people to live

independently in accommodation including those in crisis or recovering from

short term crisis;

• provide service and service advice and signposting in order to prevent crisis;

• deliver a target based user led support service to Cornwall tenants and the

wider community;

• work in partnership with other providers to achieve a common goal;

• ensure fair access to support services for those assessed as most in need;

• ensure delivery of equitable Supporting People services regardless of tenure;

and

• ensure the future viability of the Independent Living Service

In January 2009, SP invited expressions of interest (EOI’s) from sheltered housing

providers to work with them to design a flexible model of service, based on a

prepared specification. Nine sheltered housing providers submitted EOI’s. A scoring

system was used to evaluate the EOI. Coastline Housing Ltd, Devon & Cornwall

Housing Group (now, known as Independent Futures) and Carrick Housing Ltd were

successful as the Independent Living Service (ILS) Pilots in Cornwall, following

excellent submissions of interest.

From the EOI’s it was identified that the pilot providers had a desire to make better

use of under used communal facilities. It was agreed by pilot providers and the SP

team to investigate and identify suitable schemes from which to develop the ‘hub

and spoke’ model.

The objectives of the Pilot link to the aims identified in the ‘Putting People First

Report’:

• Prevention • Early intervention and re-enablement • Personalisation • Information, advocacy and advice

It is widely accepted that preventative approaches have both improved the quality of

life for older people and offered value for money.

Appendix 2


The common principles across Government which underpin the policies and delivery

of housing, health and care are:

• the transformation and in particular Personalisation of public services • the achievement of better outcomes • increased value for money through cost effective use of public funds • placing communities at the heart of decision making

The Pilot Providers and the Cornwall Supporting People team have demonstrated a strong commitment to work together to improve the housing related support services to older and vulnerable people. This was achieved by looking at a range of traditional and innovative solutions, to meet the challenges faced by organisations in an ageing society. Providers fully support the aim to use SPG more effectively by diverting funds from

those with no support needs to those with an assessed need for housing related

support.

Pilot providers undertook a considerable amount of risk by choosing to take part in this pilot in respect of:

• managing the expectations and demands of services users during a time of change;

• changing the way the services are delivered using assumptions about the levels of demand from the wider community;

• the loss of the ring fence of Supporting People Grant and it moving into the Area Based Grant system; and

• The threat of future tendering as has been demonstrated in other parts of the country.

To alleviate some of these risks and to allow the ILS providers more flexibility within their resources, the SP Team agreed to pay providers their maximum contract value, via a Block Gross Contract. The ILS and SP used this as an opportunity to test out a banding system to inform future contracting arrangements. In the year prior to implementation of the Block Gross service contract, the Supporting People team agreed to pay the maximum contract value to enable providers to look at administrative processes to identify efficiencies. For the first time in the history of Supporting People providers were prepared to openly discuss the financial information relating to their contracts. The differing size of the providers together with differences in capacity in the existing contracts could have led to the larger providers receiving a disproportionate benefit. However, the providers mutually agreed that the additional money should be aggregated and divided equally between the parties to provide a level playing field. This was a very positive outcome and signified a true commitment to working in partnership

Appendix 2


Providing a Block Gross contract for the implementation year gave providers a guaranteed income of 95% of their maximum contract price. This enabled providers to undertake detailed work in respect of the banding in a safe environment. Providers no longer had to submit SP1a forms or reconcile Supporting People grant significantly reducing administrative requirements. In addition providers worked in partnership to trial an activities coordinator for the duration of the pilot. Having a guaranteed income rather than an income based on the number of eligible service users enabled this to happen. The additional 5% of the contract value provided the funding and the opportunity to trial the transitional/ crisis banding on a draw down basis. Changing the service

The ILS providers were asked to develop a

• Service Method Statement (appendix B);

• Staffing method statement (appendix C);

• Communication Strategy (appendix D );

• Project Plan (appendix E);

• Consultation Project plan (appendix F); and

• Staff Consultation Results (appendix G)

To ensure that the work progressed and targets were met the pilot organisations met

on a fortnightly basis.

To make sure that the views of service users were incorporated into the design and

outcomes of the pilot a considerable amount of time and effort was spent consulting

with service users. Various methods were used throughout this process including

postal surveys, face-to-face interviews and group consultation.

Response rates varied from 44% - 77% depending on how the consultation was

carried out which demonstrates the considerable effort to ensure service users views

were included in the pilot.

Below are some examples of the combined survey results, for full results (see

appendix H)

Would you like to see a banded system introduced? This would mean that you would

only pay for the services you actually use

Appendix 2


Yes 70%

No 8%

Don’t Know 22%

We hope to extend support to other older people not currently living in sheltered

accommodation. Do you think that this is a good idea?

Yes 65%

No 13%

Don’t Know 22%

We are looking at how lounge facilities could be used by older people in the wider

community to enjoy activities. Would you be happy with this?

Yes 63%

No 18%

Don’t Know 19%

Do you currently receive any care? For example, help with washing, cooking, taking

medication e.g.

Yes 30%

No 69%

Don’t Know 1%

Who provides your care?

Family 47%

Care Agency 38%

Friend/ Neighbour 15%

Appendix 2


Would you like to see care provided from a scheme?

Yes 51%

No 15%

Don’t Know 34%

As can be seen from the results above the aims of the ILS are strongly supported by

the majority of existing tenants.

The results of the consultation demonstrated some concerns from tenants about

sharing their communal facilities with those living in the surrounding community and

this will need to be carefully managed.

Integral to the success of the pilot was the need for all staff to be fully engaged and

supportive of the pilot’s objectives. Staff needed to be committed to the changes

and understand why they needed to be implemented. This enabled staff to deal

effectively with any worries or concerns tenants had and to be able to fully support

them through a period of change.

To this end, consistent processes were developed and universal procedures

encouraged. This was achieved by:

• a county-wide support plan developed and training given;

• the ILS organising two staff conferences to include attendance from staff from

all three organisations, Staff were encouraged to share issues, identify

solutions and training needs and drive the aims of the pilot forward;

• joint training with all providers (including non ILS providers);

• sharing staff resources; and

• Trusted Assessor training.

During the pilot Supporting People provided funding for the county-wide support plan

training and the Trusted Assessor training. These two areas of training were

identified as priorities for two reasons. The support plan training built capacity

across the whole older persons sector and ultimately provides for a seamless service

for service users. In the event that a service user transfers to a different provider

the processes will be familiar and the existing support plan can be reviewed reducing

the need to repeat information. Trusted Assessor training was funded to ensure that

service user’s needs for minor aids and adaptations could be met at the earliest

opportunity, negating the need to be referred elsewhere and potentially having to

wait for an assessment; preventing the need for a potentially more intense, costly

Appendix 2


intervention because the level of need did not escalate. Both of which provide for a

more efficient service to the service user.

Staff consultation results can be seen in (appendix G)

Bandings

The introduction of a banded charging system is to provide a fair and equitable service that allows for flexibility and provides a person centred approach to support delivery. The system links charges to support needs and offers several levels of support that give transparency of charging to people without being overly prescriptive. Capacity of existing staff is more accurately monitored and hours of capacity identified that will enable staff to provide support to those living in the community.

A considerable amount of time and effort has also gone into developing a chargeable banding system (appendix I parts 1, 2 & 3). This included working with all pilot providers’ financial departments to ensure that the charges for each band were accurately costed. This resulted in a rate of £20 per hour of support delivered, including travel and admin time as well as face to face contact. The pilot providers were then able to allocate a maximum time per client within each band. As a result of feedback from the staffing event and the announcement of 40% cuts, the bandings have been revised. The original bands included additional hours above the contract value, which allowed increased flexibility. The revised bandings now have a maximum number of hours available, which relate to the cost and capacity of each band. As part of the banded system, all tenants needed to be assessed. The pilot providers developed a self assessment tool (appendix J) which was sent to all tenants to complete. Staff then worked with tenants to ensure that the correct assessment had been made and the tenant was suitably banded. Following the amendments to the bandings, this process will need to be repeated. Pilot Providers created a workbook (appendix K) to monitor movement within the bands and time spent within each band. The purpose of this was to monitor capacity, as well as report performance indicators to SP. It also provided a wealth of intelligence which can be used for future commissioning. The amount of time spent on administration was significantly reduced through the change to a Block Gross contract. Providers no longer had to complete and return SP1a forms (the form used to validate eligibility for Supporting People Grant). Reconciliation of Supporting People Grant was also much simpler from a provider perspective as Tenant Subsidy Schedules no longer reconciled. Supporting People also had a reduction in administration for the same reasons. There were also potential administrative saving in terms of Performance Indicators where providers reconfigured their staff teams and services (the staffing performance indicator was

Appendix 2


mandatory in Cornwall at the time of the pilot). This too would reduce bureaucracy for Supporting People. Hubs The pilot providers and the SP team have been working towards the implementation of a hub and spoke model. The aim of this model is to develop suitable existing sheltered housing schemes that could be used as a facility by the wider community and not just those living at the scheme. Many of the communal lounge facilities are currently little used by those living there. The pilot providers have identified nine suitable existing sheltered housing schemes

as possible hub sites (appendix L). The schemes listed were chosen because they

all have:

• excellent communal lounge facilities; • are in good locations, in areas with local demand; • in many cases these schemes will only need a small capital investment to

provide good facilities that can be accessed by older people in the wider community, whilst maintaining the safety and security of existing tenants; and suitable office facilities.

Providers have utilised previous residential staffing accommodation (generally 3 bed flats) and converted to office accommodation. The longer term hope for this is that the providers will be able to work with other organisations to deliver services from geographical locations. The development of the hubs is seen as an ongoing project, which will happen through development of events and social activities, as well as future opportunities for capital funding. The pilot providers produced a role profile and advertised for an Activities co-coordinator post (appendix M). Following interviews the providers were unable to recruit due to relevantly skilled applicants not applying for the post. This was then put on hold due to uncertainties over future funding. A menu of services was developed but due to the unsuccessful recruitment of an Activities Coordinator this piece of work was also put on hold. However within the individual organisations social events are arranged and held, including:

• Exercise sessions, including provision of Wii’s • IT classes • Cognitive Stimulation Therapy • Cultural events

• Pamper sessions • Darts • Foot clinics

Appendix 2


The Findings

Discussions with SP and the ILS providers regarding performance monitoring gave an

opportunity to review these requirements.

This work demonstrated the need to concentrate on outcomes for service users,

housing, social care and health in terms of quality of life, prevention of unnecessary

hospital admissions, more speedy discharge from hospitals, delayed admission into

care homes, reducing crisis admissions to acute services, enabling people to stay in

their own home for longer, As providers of housing related support services

delivering the aims of the preventative agenda, the ILS providers needed to record

information in a way that evidences what housing related support can achieve and

save for service users, housing, health and social care.

The ILS providers will be working towards a more evidence based, outcome focused

monitoring tool. This will provide evidence for housing, health and social care as to

the benefits of investing in housing related support.

A number of significant efficiencies have been identified during the pilot. These

include:

• Removal of the SP1 process. No need to complete an SP1 form and send to

SP team manually for receipt. Under the previous contracting arrangements a

SP1a or SP2 form had to be completed to claim Supporting People grant for

eligible clients. Removing the process represented a significant saving against

staff resources for both the providers and Supporting People.

• Providers no longer needing to reconcile SP list against individual accounts. A

further saving of staff resources.

• No delay in funding for people moving in or out of the service reducing

anxiety for service users and reducing the amount of front line support time

spent chasing payments.

• Equal regular monthly payment to providers making budgeting easier for

providers and Supporting People.

• Service users can move seamlessly between services with a common support

plan process across the older person sector this also saves staff time.

• SP team no longer producing a list of individual payments per client by

address to each pilot provider (over two thousand individual payments that no

longer need calculating and reconciling).

• Utilising staff resources to the maximum e.g. Coastline provided staff to

Carrick during a period of maternity leave – saved on expensive agency staff

and the need to train the staff member when only needed for a short period.

Appendix 2


Coastline staff was already familiar with ways of working, gave an opportunity

to test joint working and demonstrated a trusting relationship.

• SP funded ‘Trusted Assessor’ training for ILS staff members to develop

specialism’s within their portfolios, supported heavily by the ILS pilot providers

• The pilot has proven both to providers and the SP team the value in

partnership working and what can be achieved through working together. The

ILS project has developed a model of ‘Hub & Spoke’ that can be replicated

across the County.

• The value placed on the service by those who are Self funders. At the start of

the pilot the 3 providers had a total of 139 self payers; this has now risen to

144.

The chart below demonstrates that self payers value the service and have continued

to pay at various levels according to their need.

Joint providers results

0

20

40

60

80

100

120

140

160

Alarm

Only

Low Medium High Opted

Out

Total

Apr-10

Jan-11

During this financial year providers received 5% less of their contract value, which

has been withheld to pay for the transitional banding. A process was not developed

to collect this and it has proven to be an unwieldy and inefficient process. It would

be better for providers to receive the full contract value and monitor and report on

those in crisis. This would not restrict providers to delivering 5% of their contract

values to crisis and would therefore reflect need more accurately. (See transitional

Banding, Appendix N)

The above efficiencies, coupled with the introduction of the banding system have

meant that capacity has increased. A major success has been the potential to

support an additional 900 older/vulnerable people within the wider community at the

same contract value. This equals a 47% increase in service capacity

Appendix 2


Gap analysis

Further areas of work needed;

• Improvements in remote monitoring/out of hours/mobile services by

community alarm centres.

• The potential to increase to a seven day service

• Delivering support services into the wider community

• The recruitment of an Activities Co-ordinator

• The mainstreaming of Telecare/ Telehealth

• Consideration needs to be given to the integration of the proposed health and

social care hubs and the hub and spoke model to identify further efficiencies

• Culture change, training across all stakeholders.

• Specialist Skills

• Integrating care and support

• Long term planning for efficiency savings

• Implement the Trusted Assessor training

• Further investigation into the financial viability of the banding charging system

• Development of systems to ensure that self funders are identified.

Conclusions

The ILS pilot has achieved its main aim of identifying and delivering a model of high

quality housing related support services that offer the following:

• A hub and Spoke method of service delivery

• A banding system that can be used across a variety of support services

• A banding charging system that is needs led

• A service that can be delivered tenure neutral

• Value for money/efficient use of funding

• Flexible and responsive to need

• Prevents crisis and provides a greater focus on promoting independence and

re-enablement

• Compliments and dovetails with statutory and voluntary organisations

• Listens to and incorporates the views of the service user

• Enables people to make informed choices about their home, support service

and care needs

• Transparency in costs

• A menu of services

• Seamless transfer between services

Appendix 2


The ILS providers have produced an interim progress report (see appendix O)

detailing the work achieved up to March 2010. It also includes areas for further

improvement.

Appendices

Appendix A – Service Specification

Appendix B – Service Method Statement

Appendix C – Staffing Method Statement

Appendix D – Communication Strategy

Appendix E – Project Plan

Appendix F – Consultation Project Plan

Appendix G – Staff Consultation Results

Appendix H – Resident’s Survey Results

Appendix I – (Parts 1&2&3) – The Banding System

Appendix J – A Self-Assessment Tool

Appendix K – A workbook

Appendix L – Potential Hub Sites

Appendix M – Activities Coordinator Role Profile

Appendix N – The Transitional Banding

Appendix 2


Appendix O - The ILS Providers Interim Report

Authors:

Pat Palmer Housing Support Unit Lead/SW LIN Regional lead -

[email protected]

Cornwall Supporting People team - [email protected]

Sylvia Evans Coastline Housing Ltd - [email protected]

Alice Blenes Coastline Housing Ltd - [email protected]

Appendix 2


Nicky Mannell Carrick Housing Ltd - [email protected]

David Davies Independent Futures - [email protected]

Shaping Services Around Individuals and Communities

Changing Lives in Cornwall: A Briefing

SummaryThis briefing paper provides the context for Changing Lives, an outline of health and well-being services delivered through this approach and the impact it has on individual lives.

Changing Lives is an approach pioneered by Volunteer Cornwall and Age UK Cornwall with support from our statutory and voluntary partners. The focus is to create local solutions by joining up what already exists and demonstrating the positive impact of community-based activity on reducing health inequalities, tackling social exclusion, improving cohesion and enhancing the health and wellbeing of our population.

The Changing Lives framework: * Place individuals at the centre of locality commissioning and service delivery* Develop services based on evidence of multiple outcomes and impact * Build on what people can do through self management and self care.* Create access points which make sense to people* Don’t layer solutions, connect local services and people together * Provide individual navigation, brokerage and signposting* Mainstream prevention throughout* Add value to specialist interventions* Create a shift towards mutual aid and reciprocity* Create new communities of practice across disciplines in collaboration with members of local communities

What can this approach offer? Using this approach, Volunteer Cornwall and Age UK Cornwall have developed a menu of services which enables people to live healthy independent lives and help prevent unnecessary hospital admission, and readmission, through good social integration, the delivery of flexible and progressive services, and partnership working with volunteers and communities. These services offer: * an opportunity for personalised care planning and ongoing case management* flexible delivery to complement and support primary care functions and delivered against QIPP priorities* a call and/or visit by a trained and supported team member in the community who will provide a gateway to a range of practical and emotional support* individual navigation, brokerage and signposting to agencies; including specialist teams* help to identify gaps in local services that need addressing and assist in shaping where priorities and resources should be targeted* opportunities for those receiving services to increase their participation in community activities* access to a simple portal which will access a range of community support services


What can we provide?The response will differ according to individual circumstances and need, and is delivered flexibly. It may range from answering an enquiry or wellbeing visit, to more in-depth, complex assistance. The level of support depends entirely on the needs of the individual. Where required, an holistic assessment will be offered through a trained Promoting Independence Team which operates countywide. The response often falls into the following categories but is tailored to local and individual needs:

Improving Hospital Discharge/Preventing Hospital Admissions (Get Well, Stay Well)This service is aimed at individuals who have been discharged from hospital and who may be at risk of readmission or declining health; perhaps due to a lack of social networks or poor mobility. Trained volunteers will visit to identify potential risk factors and assist in signposting or navigating individuals to the most appropriate assistance. This might include support to access specialist teams, help with housing, practical support and benefits advice.

Following a NHS/Cornwall Council funded pilot project in Camborne and Redruth in March, of the 7 individuals

supported through the project and who were considered to be at high risk of hospital admission, none returned to hospital within a three month period.

Preventing Falls (Steady-On) Through a nationally accredited programme, volunteers are trained to identify and support individuals who may be at risk of falling or who have fallen already and require ongoing support. This service offers access to a trained Postural Stability Instructor who is able to develop one to one or group activity to encourage exercise and improve balance.


In the Pool GP practice, Rosie has been employed by Age UK Cornwall and supported jointly with the practice for the last 12 months. Funded by the practice and the NHS, in that time she has:

* increased the dementia register by 33%* provided 100% of individuals on the register with a health check, personalised care plan and information pack* supported all carers to receive a carers assessment* helped avoid inappropriate hospital admissions* supported two people to remain at home; saving £30K in the first 6 months* supported access to memory cafes and cognitive stimulation groups * increased referrals to respite/day services

Maintenance Cognitive Stimulation TherapyCognitive Stimulation Therapy (CST) is an evidence based form of treatment for people with mild to moderate symptoms of dementia. CST has been proven to improve memory and cognition and is the only non-pharmacological intervention for cognitive symptoms recommended by NICE (National Institute of Health and Clinical Excellence). Although it must follow a structured programme it offers a simple, flexible and fun support group for people with dementia and their carers. Currently, Cornwall Partnership NHS Foundation Trust (CFT) run an initial CST group attached to a Memory Assessment Service. The Maintenance Cognitive Stimulation Programme was commissioned by Cornwall and the Isles of Scilly NHS, tasking Age UK Cornwall with the delivery of a further 14 week programme to 10 groups across the County offering ongoing support to that provided by CFT. These 10 groups are funded until 2013 and mostly full to capacity although demand continues to grow.

Mrs. G is an older lady with balance problems. She falls regularly often resulting in a call to, and a visit from, the GP. In the last 6 months, she has also called out the ambulance service and had an emergency admission to hospital. She started attending a balance course run by Age UK Cornwall’s trained postural stability instructor. She pays £3 a week for a class and attends weekly with nine other people identified as at risk of falling by the GP. Each

contribution pays for the instructor’s time. The GP recently reported that the lady had fallen again, but rather than resulting in a call out, had rung to say that she had used all the

techniques provided to her, managed to get back on her feet and continued with her day. None of the other 9 individuals attending have reported a fall since undertaking the course.

Memory Support (GP Practice based worker)Working as part of Age UK Cornwall’s Promoting Independence Team, the memory support worker forms part of the practice team. The role offers low level intervention for individuals with memory loss and/or dementia together with ongoing support for the carer and family. The role is flexible and can be tailored to meet the needs of the practice and population, but might include case management, home visits, signposting, practical support, befriending, cognitive stimulation and connections with the local community. It enables early identification of physical health concerns and provides an enhanced secondary care function whilst increasing capacity in primary care.


VivaViva is an initiative being run by Volunteer Cornwall, supported by Cornwall Council Adult Care & Support. It focuses on people with a physical, mental, learning or sensory disability and people with long term illness. We find welcoming, fun and meaningful volunteering opportunities for people who may never have volunteered before, but have an incredible amount to give. The aim is to make volunteering accessible to anyone who wishes to give their time freely to a host organisation. The project provides support, encouragement and training to enable a person to get started and thereafter maintain their volunteering. Viva works with a person’s existing key worker, Community Psychiatric Nurse, Occupational Therapist, Physiotherapist and others, offering support during initial meetings with a host organisation and provides ongoing advice and assistance until a placement is firmly established. It allows people to go from being passive recipients of a service to becoming actively involved in, and contributing towards, the community in which they live.

Time BankingIn 2009, Volunteer Cornwall opened the first Cornish Time Bank in St Austell. Time Banking is a skill exchange scheme which enables members to swap their skills with other people. Whatever time a person gives to help someone, they get back from someone else. Time Banks work on the basis that everyone’s time is worth the same so for every hour you give, you get a one hour time credit which you can then use to have someone help you for an hour. Time credits don’t have an expiry date and any time banking activity can be fitted around an individual’s other commitments. Time Banking is particularly popular amongst people on lower income who are less likely to engage in formal volunteering. It is also particularly good for providing low level support which is not covered by statutory provision.

Working with partners, Volunteer Cornwall will be rolling out a further 6 Time Banks during 2011 and is also exploring a plan to extend Time Banks across the entire county.

All participants undertake a mini-mental state examination (MMSE) and Quality of Life assessment near the beginning, in the middle and at the end of every 14 weeks they attend. Of the participants

in the current 210 groups, 73% have scored the same or increased their MMSE and Quality of Life. Using the Changing Lives approach, many participants in the classes have been supported to

develop their skills with some taking an active part in running classes. The groups have also fostered a spirit of cooperation and mutual support with several going on to provide ongoing help outside the

group structure.

A regular attendee at the Truro group, Mr K waited behind to talk about his experience of living with dementia. His previous occupation meant that he was used to presenting and teaching and he wanted to help people through the initial stages following diagnosis. Mr K is now a seasoned

presenter at sessions and training and was the first volunteer for our ‘mentor for dementia’ scheme in Pool and is helping with a training video.

Volunteer Cornwall has developed a national accredited training programme for the recruitment and training of more MCST trainers across the county to underpin the growth of this much needed service.


Changing Lives works! Far too often, we concentrate on a specific condition, a specific intervention or a specific service. Using the Changing Lives principles, Volunteer Cornwall and Age UK Cornwall have developed services which offer multiple outcomes and are flexible enough to be delivered against local priorities and needs. Our services are subject to ongoing evaluation to ensure that we are providing services to the individuals, who really need our help and support, and to ensure that the services we do provide have a real and lasting impact on their ability to remain living independently in their own homes.

Assisting Patients To Travel To Health AppointmentsBetween them, TAP, hosted by Age UK Cornwall and the transport division of Volunteer Cornwall provide over 200,000 journeys a year with over 500 volunteer drivers.

One centralized booking system brings together 12 local voluntary car schemes through a single telephone portal - 01872 223388. Through this number, callers will be given information on a range of transport options, including eligibility for subsidised transport, public transport and parking, with their journey booked for them with a community car if needed. By matching individual needs to appropriate types of transport, we can even help to find taxis with disabled access if a community car is not suitable.

The service provides a vital link to transport for people in more remote locations when other options are not easily available, reducing the sense of isolation and increasing independence. We currently run several dial a ride and community car services in GP locality areas, to and from community and acute hospitals, providing safe and secure transport for individuals needing to reach health related appointments. Both organisations have experience in developing transport solutions at a local level.

Truro Wellbeing CentreA range of partners who support the health and wellbeing of people and communities in and around the Truro area, led by Volunteer Cornwall and Age UK Cornwall, have come together to open the Truro Wellbeing Centre situated in the old Tourist Information office on Boscawen Street in the Municipal Buildings. The idea behind this exciting new initiative is to provide information on community health and wellbeing projects and activities in and around the Truro area. We aim to find the right support for an individual’s needs by bringing together health professionals, statutory, voluntary and community sector organisations and individuals to help improve health and wellbeing within the local community. Both staff and trained volunteers will signpost people to relevant services and if we don’t know the answer we’ll try to find out. As the Centre develops we hope to build on the excellent services that already exist by listening to suggestions and ideas from users and partner organisations.

We want to develop more Wellbeing Centres across Cornwall in places that local people connect to, including GP practices. They are vital places where people can access a range of services and support, through one portal.


How can we help deliver Changing Lives? Some of the services mentioned require a level of additional investment to increase capacity and respond to local need, whilst others require a blended approach to funding; mixing contributions from individuals with commissioned services. However, we believe that all the services identified will result in cost savings to NHS and social care through a mix of low level interventions and carefully targeted preventative work.

We want to help develop a radical and innovative approach in Cornwall where commissioners and local providers work together, using the Changing Lives framework, to have a positive and lasting impact on the health and wellbeing of our population.

For further information contact either Ian Jones, Scott Bennett or Tracey Roose.

Here are a few interesting facts about our current services:* 80 people a day ring our advice line for help and assistance or come into our offices* 1,000 people a year are supported through our Promoting Independent Team* 5,000 people are registered with us for volunteering * We delivery practical shopping, cleaning and home care services paid for by the individual, to 500 people a year* 400 people have taken part in one of our exercise classes* 500 people with learning disabilities are supported through our service* Together, our organisations provide 516 volunteers who drive over 4.5 million miles every year

Ian [email protected] 265305

Scott [email protected]

Tracey [email protected] 266388

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Cornwall Housing Ltd Summary

If passporting arrangements are agreed for Cornwall Housing Ltd (CHL) in respect of support services we will commit to working with Adult Care & Support as a strategic partner to help them deliver their aims and objectives. The ALMO currently supports this service to an amount of approximately £200,000 per year and will continue to do whilst support funding remains in place. Cornwall Housing Ltd is committed to working in partnership with a range of organisations including the Health, Social Care and the voluntary sector. We believe we can make more efficient and effective use of our funding through the ALMO by:

• Restructuring the service • Working in partnership with the voluntary sector • Building and supporting social capital to help deliver and support

our services to vulnerable people • Provide free office accommodation and venues for colleagues from

other agencies (where available) where they help meet customer needs and link to Cornwall Council aims and objectives

• Develop our low level adaptation assessment service to reduce the need for low level referral into Cornwall Council

• Investigate how housing advice could be made available from local health care settings to improve hospital discharge waiting times and services to individuals

• Investigate health and social care ‘hotspots’ and how housing working in partnership can help tackle some of these prior to more expensive acute intervention

• CHL provides safe, warm and energy efficient homes • CHL has defined timescales for completing repairs reducing

potential negative impact on the household • CHL has an in-house repairs service that provides appropriate

repair solutions for older and vulnerable tenants quickly and efficiently

• CHL has a support infrastructure to maintain its hostel and gypsy and traveller support services and gives us the potential to expand its services into other areas

• retain staff without making substantial redundancies or negatively affecting our infrastructure

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Cornwall Housing Ltd (CHL) provides housing services to over 10,000 properties in the previous Carrick, Caradon and North Cornwall districts. We are also responsible for administering the Cornwall Homechoice Register and for the provision of the Housing Advice and Homelessness services. Our vision is “to deliver high quality homes and housing services to the communities of Cornwall.” Our services include:

• Housing management and rent collection • Repairs and maintenance to tenants homes • Building new homes • Supporting vulnerable tenants • Community Engagement • Management of Antisocial Behaviour • Homelessness and housing advice • Administration of the Cornwall Homechoice Housing Register

CHL currently holds two contracts for support services to vulnerable older people 5081 and 5083. The current contract values for the older people’s

services amount to £690,854.11, (£599,721.32 in east Cornwall and £91,132.79 in the former Carrick area). Cornwall Housing Ltd currently subsidises these services through the Housing revenue Account (money collected from tenants) in excess of £200,000. The newly formed CHL intends to develop its support services over the coming months and this is a priority for the new company. This report seeks to inform the Corporate Leadership Team of the intentions and ideas of the ALMO. We wish to work with Cornwall Council Commissioning Team to develop our services in partnership to meet the aims and objectives of the new ALMO and those of the Commissioning Team in Adult Care & Support. Housing staff by the very nature of their jobs see their tenants and members of the wider community on a regular basis. They are well placed to pick up on issues and work innovatively with a range of internal and external staff and other organisations to find solutions to these issues. This includes engaging and empowering communities to develop their own solutions. Service Restructure and Design

A review of the current structures to agree one single structure for housing support services is currently underway. The new structure will help:

• realise efficiencies that can be used to increase our capacity to support greater numbers of older and vulnerable people

• align services across CHL in full consultation and involvement of those people affected

• implement principles of the ILS throughout the service As part of this restructure the skills and experience of support staff will be assessed and support and training to meet and gaps will be provided.

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Additional Housing Revenue Account (HRA) funding Money collected from rental income.

• Cornwall Housing tenants contribute over £200,000 from the HRA to help run the support services across CHL

• Some of this money helps ensure tenants referred by HomeChoice are able to access appropriate housing support; however demand far outweighs capacity at this time.

Independent Living Service (ILS) and Hub & Spoke The former Carrick Housing played a lead role in the development of the ILS Pilot and it develop and introduction in Cornwall. The skills and expertise in this area will be used to role the ILS model out across the new company. We will

• work with the commissioning team to develop this service in line with an agreed service specification

• implement a consistent banded charging system using learning from the ILS across CHL

• investigate and develop Hub & Spoke at suitable locations in various geographic areas across CHL. We will be working together with the voluntary sector in Cornwall to look at developing these schemes into community resources for older people. This may include the conversion of accommodation to ‘hubs’ in locations where a need has been identified. These hubs would provide access to a range of services including advice, support, advocacy, activities, events as well as health and social care services, to older and disabled people from community locations that are accessible regardless of tenure.

• work with health and social care to develop preventative interventions reduce the need for more costly and acute service interventions. Appropriate and timely hospital discharge.

• availability of shared office accommodation at geographic locations • investigate and consider accessing lottery funding to develop a

community café in partnership with the voluntary sector • we will work with statutory and voluntary partners to look at

applying for additional sources of funding to further pieces of work • look at how we can work in partnership with neighbouring housing

organisations to gain some level of parity of service across Cornwall • increase and improve our joint work with the voluntary sector and

care sector to help deliver services

Older Persons Accommodation Review The former east Cornwall has nearly 2200 properties currently designated for the sole occupation of older people. (Tenants in these properties have access to flexible support is they need it.) Evidence being gathered indicates that current supply exceeds the present demand. Over the next 12-18 months we will be:

• collating the evidence demonstrating a need from other households such as singles and couples on the Housing Register who currently have very little opportunity to access social housing

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• investigating the impact of the Welfare Reform Act and how this process may assist CHL

• reviewing the existing designated accommodation in full consultation with tenants

• consider and plan potential decommissioning of inappropriate accommodation. This may include identifying areas of land/accommodation suitable for demolition and building of family housing or more suitable older people’s housing

• work with ACS, VS and Health to look at properties that may be suitable for other client groups e.g. Learning Disability

• investigate and plan for the potential for CHL to fund the development of virtual extra care by improving facilities at sheltered schemes such as increased security

• planning and resourcing the remodelling or improvement of suitable properties that can be adapted at minimal cost to make them more easily accessible for older and disabled people.

Changing Lives The Changing Lives ethos aligns itself well with the way in which CHL delivers services and engages with its customers. We will:

• adopt the Changing Lives principles working together with Age UK to make even greater use of our limited financial resources

• develop the use of social capital – support and encourage volunteering

• identify the impact of good quality housing on the health and social care needs of communities

Low Level OT Assessments

Cornwall Housing recognises that a quick response to minor adaptation requirements can have a big impact on preventing more acute intervention at a later date.

• Repairs and support staff are trained to assess and provide low level adaptations without the need to make a referral to ACS. This training and the resources to provide the equipment could be rolled out across the organisation.

• CHL are currently talking the colleagues in health and social care at a community level to investigate how we can develop this service further

Community Engagement One of Cornwall Housing’s strategic objectives is good governance and tenant involvement. Cornwall Housing recognises its contribution to sustaining local communities and helping them thrive and to improve their quality of life. We are able to do this by:

• having a dedicated team of staff who work with communities (tenants and other residents including owner occupiers and those privately renting)

• helping to set up Tenants and Residents Associations

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• give community group access to training and help with setting up community initiatives and events

• help with accessing grants etc to obtain or improve communities facilities in the local area

• assisting staff across the organisation to ensure they appropriately engage communities with any changes that may affect them

• support specific older resident groups who we consult and engage in assisting us to redesign our services

Repairs and Maintenance Cornwall Housing is responsible for the repairs and maintenance of over 10,000 homes it manages. Whilst most of our properties meet minimum requirements for housing standards they can have a negative impact on the health and wellbeing of tenants. As an organisation we believe in providing good quality housing and understand the impact good quality housing can have in improving the lives of individuals and their communities. Repairs and maintenance of our homes is done in such a way as to consider the health and financial needs of its tenants. We do this by:

• investing in low cost forms of heating and improved insulation to help reduce fuel poverty

• installation of double glazing to improve efficiency and security • make use of technology to produce our own electricity to help fund

heating and lighting of communal spaces • repairs are completed in a timely manner which has the potential to

reduce any impact to a health or social care need • implementing a large planned maintenance programme for east

Cornwall where the Cornish Housing Standard for repairs and maintenance will be implemented

• causal link between good quality housing and the impact to health and social care intervention. Previous example at the Beacon, as a result of funding (£50,000 investment) from health to combat asthma at the Beacon, Falmouth, a reduction in asthma and other respiratory disorders was evidenced. By involving the Community Engagement Team who worked with the community including the local schools a community partnership was set up and still runs today. The knock effect and added value is a thriving community resource owned and managed by the community. We have evidenced a reduction in truancy, teen pregnancy, ASB and people are much happier living in this area.

Housing Advice, Allocations and Homelessness Cornwall Housing Ltd now has the statutory responsibilities to maintaining the Cornwall Homechoice Register and managing homeless applications including the access to B&B and managing temporary accommodation. This service operates across Cornwall. There are a number of areas where Cornwall Housing’s expertise in housing advice and homeless prevention could be utilised such as:

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• considering the potential benefits of basing a housing officer in a hospital or community care setting to provide expert advice to staff and patients

• develop a register of specialist housing that can be linked to those in need making more effective and efficient use of housing stock.