Berneslai Homes Board 4.00 p.m. – 7 th March 2019 Board Room, Gateway Plaza AGENDA 1. Apologies 2. Declarations of Interest 3. Minutes of meeting held 13 th December 2018 4. Matters Arising REPORTS FOR DECISION 5 Quarter 3 Performance Summary Report (LR) 6. BH Financial Performance (FW) Appendix A – BH Management Financial position as at 31/1/2019 Appendix B – Construction Services Financial Position as at 31/1/2019 7. Berneslai Homes Strategic Plan 2016-21- Update for 2019/20 (HJ) Appendix 1 – Track changes to Opportunities and Challenges text Appendix 2 – Strategic Plan 2016-21 containing indicative targets for 2019/20 8. Strengthening the Tenant Voice – a review of our Customer Engagement Framework (DF/SB) Appendix 1 – TPAS Report Appendix 2 – Federation Draft Response Appendix 3 – Feedback from the TARA and SEAP Event Appendix 4 – Media Releases REPORTS FOR DISCUSSION/INFORMATION 9. SCR Housing Update (HJ) Appendix 1 – SCR Housing Compact Summary 2018 CONFIDENTIAL ITEMS REPORTS FOR DECISION 10. Brexit Implications (HJ) Appendix 1 – Letter from the Regulator of Social Housing Dated 14/2/2019 11. Construction Services 2019/20 Draft Budget (FW) Appendix A – Construction Services Draft Budget 2019/20 12. BH Annual Investment Strategy 2019/20 (AR) A fresh approach to people, homes and communities
Transcript
B Berneslai Homes Board
4.00 p.m. – 7th March 2019 Board Room, Gateway Plaza
AGENDA
1. Apologies2. Declarations of Interest3. Minutes of meeting held 13th December 20184. Matters Arising
REPORTS FOR DECISION
5 Quarter 3 Performance Summary Report (LR)
6. BH Financial Performance (FW)Appendix A – BH Management Financial position as at 31/1/2019 Appendix B – Construction Services Financial Position as at 31/1/2019
7. Berneslai Homes Strategic Plan 2016-21- Update for2019/20 (HJ)Appendix 1 – Track changes to Opportunities and Challenges textAppendix 2 – Strategic Plan 2016-21 containing indicative targets for 2019/20
8. Strengthening the Tenant Voice – a review of our CustomerEngagement Framework (DF/SB)Appendix 1 – TPAS ReportAppendix 2 – Federation Draft ResponseAppendix 3 – Feedback from the TARA and SEAP EventAppendix 4 – Media Releases
MINUTES OF BERNESLAI HOMES BOARD – 13TH DECEMBER 2018
In Attendance
Paul Hayes - Board Member (Chair) Gary Ellis - Board Member Liana Khachatryan - Board Member Caroline Makinson - Board Member Roya Pourali - Board Member Laura Rawnsley - Board Member Simon Rogers - Board Member Adriana Rrustemi - Board Member Asa Steele - Board Member Helen Jaggar - Chief Executive Officer Stephen Davis - Director of Assets Regeneration and Construction Alison Rusdale - Director of Corporate Services Faye Williams - Head of Finance Lee Winterbottom - Construction Services Manager Phillip Spurr - Service Director, Culture Housing and Regulation (BMBC)
Before commencing the meeting Lee Winterbottom, Construction Services Manager was introduced.
Item 1 - Apologies
Apologies were received from Councillor Dorothy Coates, Board Member and Dave Fullen, Director of Customer and Estate Services .
Item 2 – Declarations of Interest
No declarations of interest were declared.
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Item 3 – Minutes of meeting held 1st November, 2018
The minutes were agreed as a true and accurate record.
Item 4 – Matters Arising
Board noted the actions from the last meeting.
Service Review Closure – HJ advised she had discussed with PS. The Service Review closure document was presented and discussed at the last ALMO quarterly liaison meeting in November - document to be circulated to Board for information. It was agreed that future meetings would include more thematic discussions. The next meeting will focus on the Local Plan which will be adopted early January.
Social Housing Regulatory Framework – Board noted that the TPAS report will be submitted to Customer Services Committee. Discussion will be held with the Federation in January and a briefing is also arranged with Councillor Miller. It is hoped Board will receive the report in March.
HJ
Item 5 – Service Improvement Plans
AR presented the Service Improvement Plans for each directorate for comment and approval. These are set in the context of the Service Plan and key objectives. Progress against the plans are monitored by SMT and are also discussed with third tier leaders. SMT will escalate where required. It was noted that some of the objectives are rolling and some are picked up at other forums i.e. HR Committee, Board etc.
It was noted that the purpose of sharing the SIPs was for assurance as monitoring took place through the normal performance management framework. The overall impact would be captured within quarterly reports and at away days.
Board were provided with clarification on the reference to the health and wellbeing areas, in particular the priorities from the Public Health Strategy and how Berneslai Homes contributes. HJ advised that some of these are on the periphery for BH, mainly involving information sharing/promoting. Sometimes input from BH can be indirect or direct, for example in relation to mental health resilience where a resource is in place.
Any risks in relation to the plans are captured in the Strategic Risk Register and monitored by SMT and reported into Audit Committee. Comment was made with regard improving the repairs customer satisfaction KPI which is already high and whether this is achievable as budgets reduce. Board were advised that the KPI’s are contained within the incentivised suite and BH do not want to become complacent. However, they will be looked at against the PRIP KPI’s. LW outlined some proposals being considered for CS.
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Resolved:
Board approved the 2019-20 Service Improvement Plans. Item 6 – Housemark Annual Benchmarking Summary of Results 2017/18
AR presented to Board the 2017/18 Benchmarking data. This shows Berneslai Homes compared to other LA’s and ALMO’s with housing stock of more than 10000. The key points were brought to Board’s attention.
Performance on two of the indicators has fallen from upper to middle upper, as outlined at section 4.3 of the report. One relates to the average re-let time, which was 24.9 days, just outside the upper quartile of 23.7 days. Board are aware of the actions that have been taken on this and current performance is 18.4 days, well within the upper performance category.
Attention was drawn to the full report at Appendix 2 and in particular to Section 4.4.4 which shows the overall position is similar to previous years, high performing and low cost.
Discussion followed on the feasibility of comparing with other social housing providers. AR advised that Housmark are the only organisation carrying out benchmarking, so this could be difficult. HJ advised that the new regulatory regime will give much closer scrutiny to KPI’s and it is likely that more social housing providers will re-join Housemark. The NFA have also indicated that league tables will probably be introduced.
Board expressed their satisfaction with the report and noted the excellent efficiency ratios which demonstrate a value for money service. They expressed a little concern over the performance on gas servicing as 100% is not being achieved. SD provided assurance that this indicator is closely monitored to ensure the properties are in a regime that leads to court action when required.
HJ concluded that it is important to note that when compared to our South Yorkshire neighbours, Sheffield, Doncaster and Rotherham, Berneslai Homes are constantly out- performing all three.
Resolved: Board noted the benchmarking data for 2017/18 and considered it within the overall context of the budget and service plan preparations.
LR presented the report which demonstrates the excellent performance results. The circumstances continue to be challenging but the results are good.
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A significant amount of work continues to take place to improve the figures. Customer Services Committee are interested in looking at what is taking place that may impact on the data i.e. the Tenants First Service and the potential for a positive impact on the KPI’s. The Committee also recognise the issue with regard to performance levels within BMBC Call Centre which will impact on tenant satisfaction in relation to repairs. SD advised that discussions have been taking place with the Council, looking at resolutions for the front end service as this is an urgent priority. Artificial intelligence is being considered and it is hopeful this may make a difference, but it is currently in the early stages. Therefore, for the foreseeable future call centre targets will not be achieved and there are no short term solutions.
PH referred to his attendance at a recent clienting meeting and Berneslai Homes being held to account for performance. He suggested It may be appropriate to focus in the quarterly report how BH contribute to the strategic priorities of the Council. HJ acknowledged this was the purpose of the spotlight reports and that the alignment could be clarified more and within the overall reporting.
Resolved: Board considered and accepted the performance information and were given the opportunity to express any views on issues where they would wish to see further improvements being made
SMT
Item 8 - BH Financial Performance
FW presented the report which provides an update on the financial performance of Berneslai Homes. The key points were brought to the meeting’s attention.
A saving pf £709K has been made against the approved budget. The variations were outlined as detailed in Table 4.2 of the report. The most significant are in relation to salaries and mobile working
Board noted that as the next Board meeting is not taking place until March 2019 a financial update will be circulated towards the end of January 2019.
Resolved:
Board were assured of the company’s financial position and approved the report.
FW
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Item 9 – Berneslai Homes Draft Budget 2019/20
FW presented the report and highlighted the key points.
The draft Management Fee is £11.7m compared to the original budget of £13.8M. The main variations were brought to Board’s attention as outlined in Appendix A. The main variation in the fee relates to the transfer of services to the Council that were previously provided by Berneslai Homes. The retained reserves position is just under £13M at the end of March 2018, some of this is earmarked for housing growth projects. Board were asked to note the contingency level, which is quite low, not preferred by Berneslai homes, particularly when entering into a new PRIP contract and the Board may wish for this to be revised.
Resolved: 1. Board approved the Berneslai Homes 2019/20 budget , subject
to Council approval to the Management Fee of £11.779M 2. Board noted that the earmarking of Berneslai Homes Company
Reserves as set out in Section12.2, and 3. Board authorised the Chief Executive and Director of
Corporate Services, in Consultation with the Chair of the Board be authorised to conclude negotiations with the Council’s representative on the Management Fee and to agree any amendments required.
Item 10 – Investment in the Energise Barnsley Bond
SD presented the report that asks the Board to approve a further investment of £17,500 of company reserves into the scheme.
BH Invested previously which resulted in the community benefitting from the installation of solar pv to 350 council properties and office buildings. This generates income from a feed in tariff over a 25 year period.
In October 2018 Energise Barnsley announced there was an opportunity for bondholders to increase their bond holdings and Berneslai Homes are proposing to take up the offer for the remaining 3 years.
Board referred to the risks associated with the proposal. SD advised that the investment is not risk free; there is no guarantee on a return on investment and if the scheme failed BH would lose the investment. Board were reminded that the investment does not sit within the criteria of Berneslai Homes Company Investment Strategy, however it is about looking at the corporate social responsibility and the benefits to tenants and supporting the Energise Barnsley Community Benefits Society.
Resolved: Board approved a further investment of £17,500 of company reserves into the Energise Barnsley Bond.
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Item 11 – Green and Sustainable Energy Use Update
SD presented the update report to Board and highlighted the key areas.
EPC rating performance is good, the majority fall into categories ‘C’ and ‘D’. High energy condensing boilers continue to be installed, the majority are gas. Where possible work has progressed on reducing fossil fuels in properties and 632 air source heat pumps have been fitted, generating a RHI income of £773K to the HRA. It has been established these are not suitable for smaller properties and some concerns have been raised , particularly by the Federation. BH have been liaising with them and a report will be submitted to Customer Services Committee. 24 heat networks have been converted to either bio mass or ground source. The council have invested £1.8 m in microgeneration and fitted 388 properties with solar pv. These have performed well as the highest feed in tariff was secured. This has generated £1.8M into the HRA. Following the Energise Barnsley project to install solar pv systems to properties across the borough, support has been given to them on battery technology. The Council have launched an energy tariff, all voids will be switched to this and it will be promoted to tenants.
Resolved:- Board considered the progress made towards green and sustainable energy use.
Berneslai Homes Board Recruitment - Following successful interviews, PH welcomed LK, AS and CM back on the Board, subject to the AGM.
BMBC CEO - HJ advised that Diana Terris, CEO, BMBC has announced her retirement in 2019.
MATTERS ARISING ACTIONS LIST
Board Meeting 13th December 2018
PUBLIC ITEMS
Item Action By Whom Comments
Item 4 Matters Arising
Service Review Closure
Service Review closure document to be circulated to Board for information.
HJ Actioned
Item 8 – BH Financial Performance
Finance update to be circulated end of January 2019
FW Actioned
Item No. 4
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Agenda Item 5
Berneslai Homes Quarterly
Performance Report
Quarter 3 2018/19
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CONTENTS
Executive Summary 3
Key Exceptions 4
Quarterly Spotlight Reports 5
Key Performance Indicator Data Set 10
Core Performance
• New Supply 11
• Rents 11
• Voids 13
• Lettings 13
• Repairs and Maintenance 16
• Barnsley Homes Standards 17
• Regulatory Compliance 19
• Early Help, Prevention and Intervention 20
• Customer Involvement 21
• Digital First 22
• Complaints and Compliments 23
• HR & Equality and Diversity 24
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Executive Summary It is at the end of the third quarter of the financial year that we start to see, with more certainty, how we will perform against our targets at the end of the year. It is once again extremely pleasing to report continued excellent performance across all areas of the organisation. This puts us in a healthy position for meeting and exceeding our key performance indicators at year end. It has been a year of change so it is great to be able to report that the new teams have performed extremely well. The new Tenants First team is an example of the difference services make to the lives of tenants. Nearly £500,000 has been sought for service users in unclaimed benefits. If this is added to the additional grants and funding and the benefit gains from the Money Advice Worker, over £614,000 has been received by tenants which they would have otherwise been unclaimed. There have been many challenges this year and demand on the Tenant First Team is one example. There is already a backlog in referrals and waiting time is increasing as demand outstrips the number of support workers. Another challenge is Universal Credit, which has certainly made rent collection more difficult. It is therefore pleasing that arrears remain low.
The overall rent collection rate is better than our target figure at 97.72%. Of all the accounts in arrears, 71% have a balance of less than £250 which shows rent account management is working. For Universal Credit accounts, we are reporting a collection rate of 93.47%. Arrears owed by Universal Credit claimants represent over 45% of all arrear owed. From August the number of new Universal Credit claimants reduced significantly from a monthly average of 149 to 68. Findings from the National Housing Federation Universal Credit survey for Quarter 2 (2018/19) provide some reassurance that we are seeing similar trends to other housing providers. Survey findings showed that 73% of Universal Credit accounts were reported to be in arrears with a median value of £668.66 in comparison to our 76% of accounts in arrears with an average value £504.84.
Performance across all repair and maintenance indicators is extremely good with our constructor partners meeting or exceeding key performance targets. It is acknowledged that Tenant Satisfaction with the responsive repairs service is marginally lower than the target but it is felt that 92.18% is still very high customer satisfaction given the number of repairs that have been carried out throughout the year. Of the 11 capital works schemes, which we have satisfaction figures from, only 1 scheme is less than 100% satisfied with the work which was undertaken and that is above 95%. Work has progressed well this year and plans for the 2019/2020 programme are being finalised. An increasingly important element of work is ensuring compliance where we have a legal duty to ensure our tenants continue to live in safe and healthy homes. We have managed gas servicing checks and asbestos management for some time but newer areas of work include water hygiene control measures and fire safety. This Quarter we have included a ‘Spot Light’ on Fire Compliance which highlights some of the fantastic work which is being carried out. All Fire Risk Assessments are up to date and the buildings we manage are fully compliant with the Regulatory Reform Fire Safety Order.
In 2018 ourselves and the Council reviewed the Lettings Policy to ensure it was fully compliant with the Homelessness Reduction Act 2018. The purpose was to prevent and where possible relieve homelessness. As part of the implementation plan it was agreed to monitor the effect of the changes to ensure that it met the needs of homeless households and did not impact significantly on other priority groups. Although the changes have only been implemented for 2 months, and therefore it is early to draw conclusions, it is clear that the number of households being accepted as being potentially homeless has risen dramatically during the last quarter. We will be working with the council to ensure that priority to prevent homelessness is only being awarded where homelessness cannot be avoided in accordance with the requirements of the lettings policy and will continue to monitor the effects of the revised policy over the coming months.
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Key Exceptions
Call Centre performance has improved this quarter although it does remain under target. The service, which is provided by Barnsley Council, deals with around 180,000 calls a year from tenants and customers and has a target of answering 80% of calls within 20 seconds. During quarter 3, 69% of calls were answered within target time. Work has started to look at introducing new ways of reporting repairs and at how new technology could be used within the call centre to help manage the high volume of repair calls they receive each week. We support this approach and will be working closely with BMBC to introduce this to tenants.
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QUARTERLY SPOTLIGHT REPORTS #DOINGTHERIGHTTHING Preventing Homelessness #LiveIt In 2018 ourselves and the Council reviewed the Lettings Policy to ensure it was fully compliant with the Homelessness Reduction Act 2018. The purpose was to prevent and where possible relieve homelessness. Priority bandings were reviewed and Band 1 remained for full duty homelessness cases and Band 2 extended to cover prevention of homelessness and Band 3 for relief of homelessness. As part of the implementation plan it was agreed to monitor the effect of the changes, in the first few months of implementation, to ensure that it met the needs of homeless households and, importantly did not impact significantly on other priority groups on the waiting list as the number of houses for letting is not increasing. Although the changes have only been implemented for 2 months and therefore it is early to make any conclusions as to the likely effect of the changes, we have detailed below the number of applications being awarded priority for homeless and the numbers rehoused for homelessness reasons; Number of households awarded priority for homelessness reasons: Band 1 Band 2 Band 3 Q1 2018/19 2 3 6 Q2 2018/19 1 8 7 Q3 2018/19 5 36 10 Number of households rehoused with priority for homelessness reasons: Band 1 Band 2 Band 3 Q1 2018/19 8 5 2 Q2 2018/19 3 13 4 Q3 2018/19 5 13 5 From the information contained in these tables it is clear that the number of households being accepted as being potentially homeless has risen dramatically during the last quarter compared to previous quarters. Putting this into context we have seen a marked shift in which bands people are being rehoused from with a decrease from band 3, more likely to be general needs housing to band 2, prevention of homelessness. 2017/18 full year 2018/19 YTD Band 1 17.5% 17.5% Band 2 31.37% 41.7% Band 3 21.03% 14.1% Band 4 29.55% 26.5% We will be working with the council to ensure that priority to prevent homelessness is only being awarded where homelessness cannot be avoiding in accordance with the requirements of the lettings policy and will continue to monitor the effects of the revised policy over the forthcoming months.
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Fire Safety Compliance #ProtectIt
Fire Safety Compliance – “The act of obeying an order, rule, or request “ – this means that Berneslai Homes, must comply with the Regulatory Reform Fire Safety Order 2005. This legislation transferred the responsibility of identifying fire safety issues from the Fire and Rescue Service to the business owner. Below is a summary of how Berneslai Homes currently perform against what is required by the law. Fire Risk Assessment – The law says we must carry out a fire risk assessment and review it regularly.
• 100% of our buildings that require a Fire Risk Assessment in place have one and these are carried out by a qualified assessor and managed by our Fire Safety Officer. All documents and recommendations are stored in our Asset Management data base, PIMSS.
• Reviews are carried out every 12 or 24 months depending on the occupancy. • Staff help to keep our buildings safe, with some of the recommendations given
within the fire Risk Assessments being addressed by Housing Management Officers and Community Buildings Team Managers.
• We have recently recruited a Person Centred Fire Safety Officer based within the Community Buildings Team. The role involves carrying out a personal fire risk assessment for individuals living within our 11 Retirement Living Schemes, and giving advice and making referrals as appropriate.
Fire Fighting and Detection – The law says we must provide (where necessary) appropriate firefighting equipment, detectors and alarms.
• 100% of our buildings which require, by law to have Dry Risers or Fire Alarm systems has one or both.
Maintenance – The law says we must maintain all fire safety features throughout our building stock regularly.
• All Fire Alarms are serviced every 6 months • All Emergency Lighting systems are serviced yearly • All Dry Risers are serviced every 6 months • All Fire Extinguishers are serviced every year • All Sprinkler / Misting Systems are serviced every year • And, on our taller buildings Lightening Protection is serviced annually
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Because the safety and wellbeing of our tenants is paramount, we have also implemented additional fire safety measures which are over and above what we are required to do so by law. Sprinklers – Seven out of eleven older people’s independent living schemes now have a full sprinkler system fitted with more installations planned for the remaining four schemes. Funding has also been approved to fit sprinkler systems in the Sheffield Road flats. Although all these buildings are fully compliant with fire safety legislation we have decided to improve our safety features giving our tenants the highest level of protection possible. Two separate bungalows in Barnsley have already had independent domestic sprinklers fitted as a result of the tenants having had two or more fires in their homes. Another property has also been identified as a potential risk and this too will have a system fitted in January.
Misting Units
Where a tenant is considered a specific fire risk misting units can be fitted. These units are stand-alone misting systems that will discharge a fine water mist if two smoke detectors are activated at the same time. Berneslai Homes currently have 2 in one property and 4 more units that can be used for anyone who is identified as a specific fire risk. These units are portable and can be removed and reused in another property as required.
Kitchen Suppression Systems
These are misting units that fit above the hob in the extractor fan. Two of these units are fitted in flats where the tenants have had previous cooking fires. We liaise closely with South Yorkshire Fire and Rescue Service who have more units available for anyone who is identified as a specific fire risk.
Working with Barnardo’s to help young carers #AchieveIt #LiveIt We have been working in partnership with Barnardo’s for a number of years. Initially they delivered their ‘Identifying Young Carers’ training to our front facing staff. The relationship then developed further and we have supported the Barnardo’s Young Carers Council to raise the awareness of young carers in Barnsley and the support available to them. “A young carer is a child or young person under 18 who provides care for a family member who has a physical illness or disability, mental health difficulties, sensory or learning disability or has a problematic use of drugs or alcohol.” The Young Carers Council feel that there is a stigma attached to being a young carer and wanted to encourage other Young Carers to come forward and access the support available. They decided to design an information card that could fit into their wallets and include QR codes so young people could access the information in their own privacy, as most young people have a mobile phone or access to use one. The card also directs users to the Berneslai Homes website via the QR code so that Young Carers can access information if they live in one of our properties and signposts back to the support provided by Barnardo’s.
To launch the information card the Young Carers Council agreed that it would raise the profile and create a positive buzz if the young carers went into schools and delivered a school assembly highlighting the issues faced by a young carer and the support available in Barnsley. The presentation has now been delivered by the young carers in Shafton ALC, Carlton Community College and Holy Trinity, with the cards being distributed to 3,000 pupils, so far with plans to deliver to the other secondary schools within the borough soon. As a result of the project we are currently in the process of including notifications on our IT system to highlight where we know there is a young carer in our properties so that we can tailor our services to meet their needs. This will hopefully take a little bit of pressure off, making things easier for the young carer. Kate Hensby from Barnardo’s commented: “There are a lot of Young Carers in Barnsley, many are unknown to the service and are unaware of the support available. Working with Berneslai Homes to develop the card has given us the opportunity to further raise awareness and potentially reach those Young Carers, providing them with the opportunity to access support and advice.”
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Our Employer Promise #AchieveIt #DevelopIt The Barnsley Employment and Skills Strategy: More and Better Jobs, 2016–2020 aims to create a shared ambition for better jobs that grow Barnsley’s businesses in the long term, to ensure that Barnsley’s people are able to thrive. Barnsley businesses have been invited to sign up to an initiative from the Strategy - The Employer Promise.
Berneslai Homes have signed up to the Employee Promise and in doing so are committed to the actions below. 1. Getting ready for work:
We are actively supporting schools with their mock interview process and help with their CV preparation e.g. Netherwood Academy.
We give talks at schools to introduce young people to the opportunities at Berneslai Homes and provide work experience for young people.
2. Getting into work:
We attend events such as Ambition Barnsley, which aims to give young people the opportunity to explore different pathways after their secondary education.
We organised a Girl Power event which was successful in bringing more women into our construction trades and offer flexible working patterns so people can work around other commitments, such as childcare.
The national apprenticeship target is set at 2.3% but we exceed this, employing 3.8% of our workforce as apprentices.
We promote on our vacancies and encourage diversity in the workplace. Our status as a 'Disability Confident Employer' recognises this and we guarantee to interview all disabled applicants who meet the essential requirements.
We are also a Mindful Employer and support the recruitment and retention of staff with mental health issues.
3. Getting on (and staying) in work:
We promote and continually encourage ongoing training and professional development providing employees with loads of opportunities to widen their knowledge and experience.
We are IIP Gold and Health and Wellbeing accredited. Our Special Leave policy, aims to balance the dual demands of
domestic and work responsibilities at times of unforeseen need and employees with disabilities are entitled to time off under the Disability Leave Policy for on-going treatment.
Our Health and Wellbeing champions and support employee’s health and wellbeing, regularly arranging health and wellbeing events.
BH1 The percentage of all tenants satisfied with the overall service provided
89% 90% 89%
BH2
The percentage of tenants that are satisfied with their neighbourhood as a place to live
90% 85% 86%
BH3 Number of complaints received (cumulative) 129 +/-20% 30 61 88 -
BH4
The percentage of tenants satisfied with the repairs and maintenance service
88% 86% 89%
BH5
The proportion of local authority dwellings which are non-decent dwellings at the start of the financial year
3.98% 4% 3.94% Measured at the
start and end of the year
BH6
Priority 1 Repairs – 24 hours percentage completed on time (PRIP KPI 6)
99.92% 99.50% PRIP 99.90% 99.88% 99.86% -
BH7 Average time for non-urgent repairs PRIP KPI 13 (days)
8.66 9 Days PRIP
8.9 days
8.69 days
8.71 days -
BH8
Percentage of responsive repairs for which the LA made and kept an appointment PRIP KPI 12
99.51% 99.10% PRIP 99.40% 99.56% 99.43% -
BH9 Average time to re-let local authority housing (calendar days)
24.89 24 18.37 18.47 20.15 -
BH10
Rent collected by the local authority as a proportion of rents owed on HRA dwellings
97.95% 97% 98.24% 97.33% 97.72% -
BH11
We will employ as a minimum 3% of our workforce as apprentices
3.6% 3% 3.36% 4% 3.89% -
BH12
We will spend at least 50% of our funds locally supporting the Barnsley economy (cumulative)
74.88% 65% 77.68% 72.88% 77% -
Definitions Green Meeting or exceeding target Amber We narrowly missed the target Red Performance is below target
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New Supply Berneslai Homes contribution to new social and affordable housing supply is through the acquisitions of ex-Right to Buy properties, market acquisitions and Section 106 acquisitions plus conversions. Many of the properties bought on the market are long term empty properties which attract Homes England funding and contribute towards the councils target to reduce empty homes in the borough. (Table 1) Properties Acquired
2017/2018 Q1 Q2 Q3 Q4
Number of Properties Acquired (cum) 84 12 24 30 -
Rents (Table 2) Trend in current rent arrears
Year end 2017/2018
Target 2018/2019 Q1 Q2 Q3 Q4
Rent Collected 97.95% 97% 98.24% 97.33% 97.72% -
Rent arrears as % of debit 1.85% 1.5% 2.06% 2.15% 1.87% -
Number of tenancies with arrears 7,323 N/A 7,342 6,732 5,858 -
Total arrears £ 1,322,196 N/A 1,456,007 1,512,602 1,313,824 -
(Table 3) Universal Credit Accounts
2016/2017 2017/2018 Q1 Q2 Q3 Q4
Total No. of accounts on UC that include assistance for housing costs
141 1,099 1,493 1,753 2,037 -
No. of accounts on UC in arrears 103 866 1,157 1,334 1,389 -
Value of arrears (£) 57,729 462,324 577,359 673,450 708,923 -
Average debt (£) N/A 533.86 499.01 504.84 510.38 -
No. of accounts on UC in credit/balanced 38 233 336 419 648 -
No. of accounts paid by an APA 29 328 463 573 657 -
No. with deductions for rent arrears 24 227 254 354 375 -
The overall collection rate at Quarter 3 remains within target and the number of accounts in rent arrears 71% (4178) have a balance less than £250.
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For UC accounts we are reporting a collection rate of 93.47% with the arrears owed by claimants representing 45.33% of the gross arrears. 32% of the accounts are being paid by the DWP through a managed payment and whilst this provides an element of certainty on income collection, there are a number of associated financial risks arising from the fluctuations APA’s create on arrears. In December the DWP held £191,981in rental payments outstanding from November. Once credited it reduced the overall arrears as a percentage of the debit from 1.87% to 1.58%. From August the number of new UC claimants reduced significantly from a monthly average of 149 to 68. An isolated peak in numbers in October (136) coincided with a 0.83% reduction in rental collection in November which reinforces the negative perceptions of UC on rental income. The findings from the National Housing Federation Universal Credit survey for Quarter 2 in 2018/19 provides some reassurance we are seeing similar trends. 73% of UC accounts were reported to be in arrears with a median value of £668.66 in comparison to our 76% of accounts in arrears with an average value £504.84. A more noticeable difference relates to organisations approach towards APA’s with the survey reporting a range of 2.2% to 48.4% of UC accounts (median of 22.3%) in comparison to the 33% we reported. (Table 4) Arrears Actions
Arrears Management 2016/2017 2017/2018 Q1 Q2 Q3 Q4 2018/2019 Cum
Number of accounts with a valid notice. 1,568 1,731 - 1,509 1,528 -
Possession orders granted 187 202 44 53 28 - 125
Evictions set 209 180 40 48 59 - 147
Evictions carried out 22 32 5 8 15 - 28
The Court in December followed precedent and did not set any warrants. It also cancelled the scheduled possession hearings. This in part explains the 21% reduction in possession orders compared to the same Quarter in 2017/18. Actions however have escalated at the serious arrears level and it has resulted in a 27% increase in evictions. The recovery of former tenants arrears remains a priority within the service. This is demonstrated by the continuous increase in the value of FTA’s recovered over the last 3 financial years. Arrangements agreed with the Council in June 2018 to facilitate our using its Bailiff Service has enhanced the recovery methods available and contributed towards ensuring this trend continues. At Quarter 3 £230,479 has been recovered which is a 16% increase on the same quarter in 2017/18.
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Voids (Table 5) Void Turnaround Times/Rent Loss
Voids BH9
(calendar days when empty to
Let)
BH9 (Ex. bedsits and 1 beds -
calendar days when empty to
Let)
% of debit lost via voids process
£’s Lost via void process
Global Global Global Global 2017/2018 24.89 20.62 0.75% £532k Q1 18.37 17.19 0.6% £104k Q2 18.47 17.42 0.58% £204k Q3 20.15 18.78 0.61% £312k Q4 - - - -
Void performance continues to be excellent and under the target set for the year and is reflected in our rent loss that has been consistently low during 2018/19. Lettings (Table 6) Total number of applications on the housing register
Month General applications (none BMBC tenants)
Transfer applications (existing BMBC
tenants)
Total on housing register
2017/2018 Q1 Q2 Q3 Q4
5,283 5,391 5,488 5,560
1,542 1,572 1,578 1,552
6,825 6,963 7,066 7,112
(Table 7) Analysis of lettings made by priority band
Lettings 2 2 100 2 100 Wakefield & District Housing
New Build 0 0 0 0 0
Lettings 0 0 0 0 0
Total N/Build 14 14 100 11 80
Total Lettings 97 71 70 54 56
Grand Total 111 85 76 65 59%
N.B. Reporting of Registered Provider nomination performance is 1 quarter behind as nomination returns do not meet the deadline for this report. All Registered Providers achieved the requirements of the nomination agreements during this period.
16
Repairs and Maintenance The Property Repairs and Improvement Partnership (PRIP), now in its ninth year, continues to deliver excellent performance across all the repairs and maintenance key performance indicators. As at Quarter 3 our partners, Construction Services and Kier Services, have achieved the targets in 85% and 90% respectively of the challenging PRIP KPIs, exceeding the required 80% threshold. (Table 9) Headline Targets
Description 2017/2018 Outturn
Target 2018/2019
Actual
Q1 Q2 Q3 Q4
Average time for non-urgent repairs PRIP KPI 13 (days)
8.66 days 9 days 8.9 days 8.69 days
8.71 days -
Percentage of responsive repairs for which the LA made and kept an appointment PRIP KPI 12
Right first time (%) PRIP KPI NI 2 81.74% 80% 78.89% 80.36% 80.89% -
(Table 10) Major Adaptations Performance (Cumulative) Our approach to providing major and minor adaptations ensures we support our younger, older and vulnerable tenants and their families to live independently in their homes. The number of families benefitting from Major Adaptations during Quarter 3 is 487. One significant adaptation (extension) is approved to be provided during 2018-19.
Calendar days 2017/2018 Outturn
Standard 2018/2019 Q1 Q2 Q3 Q4
Referral to Completion 52.86 days 58 days 69.25 days 69.85 days 65.19 days -
* Referral to panel 23.06 days 28 days 40.29 days 41.46 days 35.96 days -
Panel Approval to Completion 29.80 days 30 days 28.96 days 28.39 days 29.23 days -
* Berneslai Homes make a financial contribution to fast track specialist assessment for equipment and adaptations, however our partners (SWYFT) are struggling to meet the 28 day target.
17
(Table 11) Minor Adaptations Performance (Cumulative) The number of Minor Adaptations orders completed in Quarter 3 is 713.
Calendar days 2017/2018 Outturn
Target 2018/2019 Q1 Q2 Q3 Q4
Minor Adaptations (Order to Completion) PRIP KPI 11
7.59 days 8 days 7.47 days 6.82 days 7.34 days -
Barnsley Homes Standard Berneslai Homes fulfilled its Decent Homes target by achieving full decency of its housing stock in December 2010. The decency standard is a time/condition based elemental standard. When a number of elements in a property require replacement because of their age and because of their condition, the property is classified as non-decent and requires improvement. The Barnsley Homes Standard improves such properties in planned improvement programmes based on a whole house approach. Expenditure and the number of properties improved within any one financial year matches affordability within the Business Plan and is smoothed over a period of time to provide a stable programme of works. At the end of the third quarter, 3.94% of the housing stock was deemed non-decent against the target of 4%.
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(Table 12) Barnsley Homes Standard Programme 2018/2019
Number of Dwellings
Target start date
Actual start date
Target completion
date
Actual completion
date On Site Contractor Approved
Budget Satisfaction
level
Athersley South 142 23/07/2018 23/07/2018 08/03/2019 - Yes Construction Services £1,330,388 100%
Gas servicing is a legal requirement and as such it is vital that we gain access to a property to service and maintain gas appliances. Unfortunately there are times when we have no option but to apply to the courts to obtain a power of entry to a property in order that we can carry out our legal duty and to ensure the safety of our tenants. We have a robust procedure in place to keep ‘No Access’ issues down to an absolute minimum. At the end of Quarter 3 there are no properties with a gas service more than 2 months overdue and 4 properties in the legal process to gain access. Our partners have resilience plans in place to ensure business continuity in the event of severe weather during the forthcoming winter period. (Table 14) Legionella Management (Non-Domestic)
Number of premises requiring water hygiene risk assessment N/A 54
% Premises with water hygiene risk assessment carried out in last 12 months
100% 100% 100% 100% -
Water hygiene control measures are ongoing with weekly, monthly, quarterly, six monthly and annual inspections/treatments carried out, including flushing, temperature monitoring, shower/spray cleaning, cold water tank inspections and plant inspections. (Table 15) Asbestos Management in Domestic Dwellings
Asbestos Q1 Q2 Q3 Q4
Number of domestic dwellings that require an asbestos survey 18,151 18,114 18,290 -
% with asbestos survey 94.70% 94.66% 94.83% -
Asbestos data is gathered through Barnsley Homes Standard works, central heating schemes and project works. Data on shops, community centres and estate offices are not included in the figures, but all have as a minimum an asbestos management survey. Domestic dwellings built after 2000 are also excluded as these are asbestos free. The small number of domestic properties with no data (and not on a planned programme of work) is being surveyed to complete the data base.
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(Table 16) Statutory Fire Risk Assessments
Fire Risk Management Target 2018/2019 Q1 Q2 Q3 Q4
Number of premises requiring fire risk assessment N/A 228
% premises with a fire risk assessment in place 100% 100% 100% 100% -
Fire Risk Assessments (FRA) are carried out on an annual or bi-annual basis and all our buildings that require one have one in place. Premises which have a sleeping risk (blocks of flats) have a FRA carried out every 12 months; all other buildings such as offices and community centres are completed every 24 months. The Fire Safety Officer manages the FRAs and actions/delegates any significant findings highlighted including placing remedial works orders. The number of premises requiring a FRA differs from last year due to each block now having its own FRA recorded on PIMMS. Early Help, Prevention and Intervention (Table 17) Tenancy Support
2017/2018 Q1 Q2 Q3 Q4 Cumulative 2018/2019
Low Level early support visits carried out 2,080 511 761 229 - 1,501
Mental Health Support – Referrals received New 35 17 25 - 77
- Successful outcomes New 31% (5/16)
80% (4/5)
80% (8/10) - 54%
(17/31) Intensive Tenancy Support – Referrals received New 33 41 28 - 102
- Successful outcomes New 72% (18/25)
92% (12/13)
72% (13/18) - 77%
(43/56) (Table 18) Estate Environment
2017/2018 Q1 Q2 Q3 Q4 2018/2019
No of estate inspections (% of advertised inspections completed)
148 (100%)
41 (100%)
43 (100%)
30 (100%) - 114
(100%)
21
(Table 19) Customer Involvement
Community Buildings Team Residents in all our schemes took part in various seasonal activities. The Golden Memories Café took a trip down Memory Lane with Keith, a local historian who brought in some nostalgic photos of Hoyland and the surrounding areas. In October Tesco’s provided us with some Halloween themed crafting materials, and Hoyland Community Choir entertained with Christmas songs and carols.
2017/2018 Q1 Q2 Q3 Q4 Cumulative
2018/2019
Your Community Your Say (Steering Group) meetings held 78 21 18 18 - 57
Strategy and Policy Review group meetings held 4 1 0 0 - 1
No of Local Offers being met (6 monthly) 26/28 25/26 - 25/26
* This denotes an aspirational reduction in phone calls of 5% and 5% increase in online ,the step change required will be delivered through a BMBC/BH Digital First programme. (Table 21) Self Serve
2017/2018 Target 2018/2019 Q1 Q2 Q3 Q4 Cumulative
2018/2019
Percentage of contacts online via Berneslai Homes self-serve Applying for homes 92.4% 96% 94.1% 96.7% 94.1% - 95.0%
Complaints and Compliments Complaints (Table 22) Complaints and Compliments
2017/2018 Q1 Q2 Q3 Q4 Cumulative 2018/2019
Stage 1 complaints received 129 31 33 24 - 88
% of stage 1 complaints upheld 46.51% 35.48% 45.45% 58.33% - 45.45% % of stage 1 complaints responded to within target 83.72% 88% 87% 94% - 81%
Stage 2 complaints received 30 8 7 6 - 21
% of stage 2 complaints upheld 50% 25% 30% 50% - 38.10% % of stage 2 complaints responded to within target 60% 75% 71.42% 100% - 81%
New Ombudsman complaints received 4 2 1 1 - 4
No maladmin 2 0 1 1 - 2
Maladmin 0 0 0 0 - 0
Closed cases, satisfied with actions 1 0 0 0 - 0
Service failure 0 1 0 0 - 1
Outstanding 1 2 2 2 - 2
Compliments received 650 322 218 181 - 721
Complaints There are no concerns in relation to the number of complaints being received but there is a trend in complex issues being presented as part of the complaint investigation. The upheld rate and both Stage 1 and 2 has increased this Quarter. Learning points continue to be discussed at the regular learning review meetings. Responses at both stages are within target. Ombudsman We have received one new Housing Ombudsman case this quarter. This relates to a tenant alleging they are being harassed and discriminated by Berneslai Homes. It also includes a dispute in relation to a recharge from a former tenancy. There has been one decision reached of no maladministration in relation to the handling of an ASB case. The findings support our complaint resolution.
24
HR & Equality and Diversity
Human Resources
(Table 23) % of staff defining under the Equality Act definition of disability
80 Leaders from across Berneslai Homes will partake in an exciting and extremely valuable opportunity to invest in their personal development.
All Leadership forum attendees alongside those who supervise staff will undertake the programme which will further empower and equip them to continue being a positive and strong role model of our Leadership Competencies.
The Programme objectives are:
• Our leaders understand their impact on others and inspire those around them• Our leaders are effective collaborators within and between teams• Our leaders are resilient and open to and positive about change• Our leaders develop external networks to share best practice and learn from others• Our leaders are resilient and confident in having courageous conversations• Our leaders work effectively with their staff to engage, develop and empower them and
identify star performers
The Programme will consist of delegates undertaking a 360 assessment and 1 to 1 feedback sessions followed by two x 1 Day workshops which will include but is not exhaustive: positive leadership behaviours; resilience and emotional intelligence; empowering and enabling. The Programme will commence in January 2019 and will be completed by July 2019.
Agenda Item 6
Report of the Director of Corporate Services
to Berneslai Homes Board
BERNESLAI HOMES LTD FINANCIAL PERFORMANCE Financial Position as at 31st January 2019
A fresh approach to people, homes and communities
1. Executive Summary
1.1 To provide an update on the financial performance of Berneslai Homes Ltd.
2. Recommendation
2.1 That the Board seek assurance on the company’s financial position and approve the report.
3. Introduction/Background
3.1 This report provides a summary of the financial position as at the 31st January 2019 for Berneslai Homes Ltd.
4. Current Position
Berneslai Homes Management
4.1 At its meeting on 14 December 2017 Berneslai Homes Board agreed an original budget for the Company of £13.987M. The table below shows how this budget is funded and changes that have been approved since the original budget position.
Funded From Expenditure
£000’s Management Fee £000’s
Reserves £000’s
Original Budget 13,987 13,840 147
Plus Carried Forward Savings from 2017/18
474 0 474
Less services transferred to the Council (HRA Finance & Housing Growth)
186 186 0
Less Grounds Maintenance Budget transferred to the Council
1,266 1,266 0
Approved Budget 13,009 12,388 621
4.2 The projected outturn as at 31 January shows a surplus of £0.230M, a saving of £0.851M against the approved budget. This has increased by £0.060M since the last reported position as at the end of December (£0.791M saving). The detailed budget position is shown at Appendix A and a summary is provided below of the main variations.
£M Variation Comment 0.209M Salaries Key areas within salary savings,
includes delays in appointing to graduate scheme & other posts, restructure of customer and estates directorate, vacant posts in Human Resources & Investment & Regeneration. £0.106M requires carrying forward into 2019/20 to fund the 2nd year of established trainee posts.
0.013M Utility Costs Forecast overspends on electricity, water and biomass of £46K offset by forecast savings on gas of £59K.
0.082M Legal costs Using alternative payment arrangements for tenants on universal credit as an alternative to pursing action through Courts, thus expected underspend on Court Fees. This has been identified as a budget saving for 2019/20.
0.059M Allpay Costs Reduction in costs due to debt strategy to encourage tenants to use more cost effective payment options. This has been identified as a budget saving for 2019/20.
0.271M Mobile Working Value of the contract with the IT system developer is lower than anticipated, and the project implementation date has been delayed. £0.050M requires carrying forward into 2019/20 to fund delayed implementation costs
0.089M Income Additional income earned from recharges to Construction Services & Investment Interest.
0.034M Welfare Reform Full impact of Universal Credit not yet impacted. £0.030M required carrying forward into 2019/20 to fund delayed costs
0.094M Other Various other savings
Berneslai Homes Investments
4.3 The seven day LIBID (London Interbank Bid rate) rate for the third quarter of 2018/19 was 0.58%. The average yield on Berneslai Homes investments exceeded this rate at 0.67%.
4.4 The table below shows Berneslai Homes cash balances as at the end of December.
Balance on 31/12/2018
Barclays Current Account Balance £0.07M Amundi MMF £1.50M Blackrock MMF £1.50M Blackrock MMF £1.50M Fidelity MMF £1.50M Goldman Sachs MMF £1.50M Invesco MMF £1.50M Morgan Stanley MMF £1.50M State Street MMF £1.35M Svenska Handelsbanken £1.50M TOTAL CASH £13.42M
4.5 The level of cash investments will start to fall once spend of the Company surplus as approved by Board in September commences. We met with the Council in January and have agreed a process in principle for draw down of the Company surplus. Payments to the Council will be made at 6 monthly intervals in arrears based on actual costs. A statement will also be provided for each project outlining operational performance and achievement of key milestones. To date no monies have been invoiced, but by year end we are expecting a call of around £30K against empty homes and £490K on strategic acquisitions. The position will continue to be updated in future reports.
4.6 Appendix B provides an updated list of schemes using Company surplus. A planned mixed tenure development scheme is now no longer going ahead hence the table shows an uncommitted balance.
5. Options
5.1 The report is for information only hence there are no options included forconsideration.
6. Consultations
6.1 Discussions have taken place with budget holders and Senior ManagementTeam has been consulted.
7. Equality and Diversity
7.1 None arising directly from this report.
8. Risks
8.1 Effective financial management arrangements are a key element of the riskmanagement framework.
9. Financial Implications/Value for Money
9.1 There are no financial implications arising directly from this report.
10. Employee Implications
10.1 There are no employee implications arising directly from this report.
11. BMBC Strategic Alignment
11.1 Effective financial management contributes to being a well managed company that helps Berneslai Homes deliver sustainable strong and resilient communities in line with BMBC’s corporate priorities.
12. Proposal
12.1 That the financial position is noted.
13. Glossary
13.1 HRA – Housing Revenue Account BH – Berneslai Homes Ltd MMF – Money Market Fund
14. List of Appendices
14.1 Appendix A – Berneslai Homes Management Financial Position as at 31st January 2019 Appendix B-Company Surplus Proposed Schemes as at January 2019
15. Background Papers
15.1 Berneslai Homes Ltd 2018/19 Management Accounts as at 31st January 2019
Officer Contact: Tel. No. Date: Head of Finance 772757 25 February 2019
APPENDIX ABerneslai Homes Ltd Financial Position as at 31st January 2019
Original Approved Profile Actual Variance Comments on Column 6 Probable Variance Comments on Column 8Budget Budget Outturn
Heating Services Unit 875 881 717 665 -52 Seasonal expenditure on utilities 888 7
Community Buildings Team (includes Communal Provisions/Community Buildings/Centres/ Sheltered Hsg)
882 878 687 634 -53 Savings on salaries due to vacant posts & seasonal utilities expenditure
851 -27 Vacant posts
Maintenance of Grounds 1,266 0 0 0 0 0 0
Customer Services & Engagement Team
525 530 435 394 -41 Deletion of E-Communication Post & savings on supplies & services
480 -50 Deletion of E-Communication Post & savings on supplies & services
Tenants First 542 545 447 450 3 542 -3
Chief Executive 174 175 146 155 9 185 10
Board 57 57 48 40 -8 48 -9
Central Housing Management Services
1,457 1,725 1,651 1,607 -44 Underspend on Legal Costs 1,647 -78 Anticipated savings on Legal Fees & on Welfare reform budget
Performance & Information Management Team
936 939 495 471 -24 668 -271 Expected underspend in 2018/19 on the mobile working project
Lettings Team 753 768 640 607 -33 Savings on staffing and supplies & services 737 -31 Anticipated savings on staffing and supplies & services
Housing Management North 938 967 833 778 -55 Vacant posts and savings on supplies and services
942 -25 Vacant posts and savings on supplies and services
Rents Team 996 1,004 838 669 -169 Vacant Posts and savings on cash collection 844 -160 Vacant Posts and savings on cash collection. Fully staffed from 1/1/2019
APPENDIX AOriginal Approved Profile Actual Variance Comments on Column 6 Probable Variance Comments on Column 8Budget Budget Outturn
Investment & Regeneration 665 610 561 436 -125 Vacant Posts 553 -57 Additional income generated, plus predicted savings on salaries partially offset by new Regeneration Officer post starting January 2019
Asset Management 966 1,032 827 827 0 1,001 -31 Savings on Apprentice Surveyor post needed to fund post until August 2020
Community Refurbishment Scheme 256 256 213 184 -29 Savings on building materials 233 -23 Savings on building materials
Finance 449 328 257 262 5 324 -4
Human Resources & Corporate Admin Team
700 757 593 538 -55 Savings on salaries due to vacant posts 675 -82 Savings on salaries due to vacancies & delay in appointments of office apprentice and appointments under the graduate scheme
Gateway Plaza 618 618 541 529 -12 598 -20 Predicted savings on printer costs & other supplies & services
Company Surplus – Proposed Schemes as at January 2019
Proposed Scheme (s) £ M
Strategic site acquisition with future option of mixed tenure development, including BH affordable units 1.550
Mixed tenure developments, including BH affordable units
1.120
Affordable Warmth Boilers 0.250
Strategic site acquisition for employment purposes 0.461
Homelessness 0.200
Empty Homes programme 1.500
Property acquisition and conversion (direct delivery) 0.998
Payments to BMBC
Berneslai Homes Schemes
Uncommitted Company Surplus
5.081
0.998
2.340
Total 8.419
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Agenda Item No. 7
A fresh approach to people, homes and communitiesReport of the
Chief Executive Officer to Board
7th March 2019
BERNESLAI HOMES STRATEGIC PLAN 2016-2021 – 2019/20 Update
1. EXECUTIVE SUMMARY
1.1 To inform the Board of the details of the proposed updates to the Strategic Plan for 2016-2021 and request approval of the revised document.
2. Recommendations
It is recommended that the Board:
2.1 Approve the refreshed 2016 - 2021 Strategic Plan.
2.2 Authorise the Chief Executive to carry out any amendments to the Strategic Plan and agree the 2019/20 key performance targets in liaison with the Chair, following negotiations with the Council.
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3. Introduction/Background
3.1 Berneslai Homes is required to produce a Strategic Plan for submission tothe Council to demonstrate alignment to the Council’s strategic priorities andacts as the Board’s and BMBC’s monitoring document.
3.2 In November 2015 Cabinet approved the contract extension of our ServicesAgreement from April 2016 to March 2021 and in March 2016 they agreedour new Strategic Plan. The Strategic Plan is now a more focussed andstreamlined document with reduced word content and increased graphics.
The Plan is arranged around seven sections:
• Foreword by the Chair and Chief Executive• Executive Summary• About Us• Our Vision and Values• Our Opportunities and Challenges• Our Service Offer• Our People
3.3 The Strategic Plan which has been approved covers the contract period up until 2021. However, it was agreed that there would be an annual review of the appendices to the Strategic Plan and updates provided to the Council as necessary.
3.4 Following the independent housing stock options review which concluded in February 2017 it was agreed that the Strategic Plan would ensure it demonstrated both operational and financial outputs and the added value of the ALMO model in its contribution to Future Council and the three priorities of a Thriving and Vibrant Economy, People Achieving their Potential and Strong and Resilient Communities. This model was introduced in the 201819 version.
3.5 Since then the Council has launched Town Spirit in late 2018 which seeks to promote and celebrate how individuals, communities and organisations work together for a Better Barnsley. Town Spirit embodies eight themes and these have been aligned to our outcomes to further demonstrate Berneslai Homes strategic alignment.
4. Proposal
4.1 The Company’s main priorities remain the same and they are still the areasour customers and shareholder tell us are important to them and have thegreatest impact on the wellbeing of individuals and communities.
Our four priorities which will help us to achieve our vision are:
• Excellent customer services• Sustainable communities• Partnership working• Successful and well-managed company
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4.2 The opportunities and challenges section of the Strategic Plan has been updated to reflect both internal and external changes in our operating environment, appendix 1 shows the track changes proposed.
4.3 To ensure line of sight and visibility through the performance management framework the quarterly performance report will continue to ensure all outcomes are captured within this document with key initiatives promoted through the quarterly spotlight reports. The quarterly performance report is reported to both Board and the Council as part of the service agreement and automatic contract renewal mechanism.
4.4 The key performance indicator data set and targets for 2019/20 have been shared with the client and initial views sought. There are a number of targets within the outcomes framework that are dependent on year end outturn results, these need to be agreed with the client and reported to the next Board meeting.
5. Options
5.1 The content of the Strategic Plan reflects previously identified priorities andthere is no alternative option.
6. Consultations
6.1 The strategic direction and alignment of Berneslai Homes with FutureCouncil core objectives are a constant focus of the Board in its discussions.
6.2 Initial consultation on the key performance indicators for 2019/20 have takenplace as part of the clienting arrangements.
6.3 Consultation on the company’s direction of travel is undertaken with thewider tenant body through the customer engagement framework.
6.3 Strategic leaders are aware of the need to embed the outcomes frameworkkey performance indicators within the quarterly report prepared for Boardand BMBC.
7. Delivering Sustainable Community Strategy Ambitions and Local AreaAgreement Outcomes
7.1 Significant implications will arise from the adoption of the Strategic planwhich contains a number of initiatives/priorities which will have local areaimplications.
8. Long Term Sustainability of the Proposal
8.1 Not applicable.
9. Impact on Local People
9.1 The Strategic Plan focuses on delivering high quality services to localcommunities and has a significant impact on local people.
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10. Compatibility with European Convention on Human Rights
10.1 Not applicable to this report.
11. Reduction of Crime and Disorder
11.1 Significant implications arise from the adoption of the Strategic Plan which contains a number of initiatives/priorities relating to the reduction of crime and disorder including creating sustainable communities, reducing void properties and the further development of our housing management services.
12. Conservation of Biodiversity
12.1 The Strategic Plan is set within the strategic context of supporting a low carbon agenda.
13. Equality and Diversity
13.1 Our approach to equality and diversity is embedded within our performance framework and the Strategic Plan reaffirms our commitment.
13.2 Where new policies are developed Equality Impact Assessments will be undertaken.
14. Risks
14.1 Our approach to risk is contained within our Risk Management Strategy, presented and discussed at both Audit Committee and Board. Assessing our business strengths and weaknesses and developing actions within the strategy specifically designed to deal with areas of weakness and poor performance mitigates against risks.
15. Financial Implications/Value For Money
15.1 These will form part of the company budget setting process.
16. Employee Implications
16.1 Not applicable at this stage although the Plan contains many actions which relate to employees.
17. Agreement of the Council required or divergence from the Strategic Plan
17.1 The agreement of the Council is required.
18. Proposal
18.1 It is proposed that the refreshed Strategic Plan for 2019/20 be approved and delegate to the Chief Executive in liaison with the Chair to finalise the 2019/20 key performance indicator targets with the Council.
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19. List of Appendices
19.1 Appendix 1 - Track changes to Opportunities and Challenges text.
19.2 Appendix 2 - Strategic Plan 2016-21 containing indicative targets and commentary for 2019/20
Financial Implications/Consultations
_____ __________________________________
Officer Contact: Helen Jaggar Tel. No. 2794 Date: February 2019
B E R N E S L A I H O M E S S T R AT E G I C P L A N 2 0 1 6 - 2 1
Berneslai Homes recognises its role in the delivery of a Better BarnsleyFuture Council and our contribution includes;
• Making the best use of and maintaining the existing housing stock
• Supporting Investing in new housing development through new build andacquisitions
• Bringing private sector empty homes back into use as social housing
• Providing early targeted support for households and families facingmultiple problems
• Allocating social housing fairly and to those in most housing need
• Investing in renewable energy
• Providing choice and options to help vulnerable and older people liveindependently in their own homes
• Providing a managing and lettings agent service to private rented landlords
• Supporting neighbourhood management initiatives within targeted privaterented sector areas
• Community involvement and engagement to support strong andresilient communities
• Being a key a partner and signed up to the Apprenticeship Pledge,Local Spend targets and Employer’s Promise.
• Premier Supply partner
• Major employer in the locality
• Providing financial inclusion and digital inclusion support for people tomaintain their tenancies and access employment
• Making links between housing and health to mitigate or prevent escalatinghealth and social care costs
7
Appendix 1
B E R N E S L A I H O M E S S T R AT E G I C P L A N 2 0 1 6 - 2 1
About Us
Berneslai Homes is a company limited by guarantee and is overseen by a Board of Directors who meet six times a year.
Human Resources Customer Services Audit
Underpinning this structure is our co-regulatory tenant involvement and engagement model the Customer Involvement Agreement, a commitment made between Berneslai Homes, the Council and Barnsley Federation of Tenants and Residents to ensure our customers are fully involved in developing and shaping our services.
Our service standards are regulated by the Regulator for Social HousingHomes and Communities Agency.
The implementation of policies and the day to day running of Berneslai Homes is delegated to the Chief Executive and the Senior Management Team. The executive are held to account by the Board against annual Service Improvement Business Plans. Overall performance is reported to the Council on a quarterly basis against headline priorities and asks of the shareholder.
Director of Corporate Services
Director of Customer & Estate
Services
Director of Assets, Regeneration &
Construction Services
BOARD
CHIEF EXEC
B E R N E S L A I H O M E S S T R AT E G I C P L A N 2 0 1 6 - 2 1
Our Opportunities and Challenges Financial Landscape – The company operates a zero based approach to establishing its management fee and year on year continues to contain budgetary pressures and deliver savings to the Housing Revenue Account. Value for money is as the forefront of all decisions and the efficiency register captures annual efficiencies.
Since its establishment in 2002 the company has accrued surplus due to efficiencies and successful delivery of the repairs and maintenance contract. This surplus is reinvested in the modernisation of the company and housing growth projects to support the economic development of Barnsley.
The viability of the Housing Revenue Account (HRA) is dependent on rental income collection, the Chancellor’s decision to reduce rents by 1% a year over the period 2016/17 to 2020/21
will mean a £13.2m rent loss to the business plan. From 2020/21 the Government has confirmed that rents will increase by Consumer Price Index (CPI) plus1% for a five year period and this has been factored into our Business Plan. Despite this, significant savings will still be required, leading to a remodelled service offer to our customers.
In addition the revised Government rent policy means it is no longer possible to repay the debt within 30 years, therefore a revised future debt repayment policy has been agreed with the Council.
Policy Landscape – In August 2018 the Government published a consultation paper entitled ‘A New Deal for Social Housing’. The paper focussed on a number of principles, ensuring homes are safe and decent, ensuring swift and effective resolution of disputes, empowering residents and making sure their voices are heard, tackling stigma and boosting the supply of social housing and supporting home ownership. Berneslai Homes responded to the paper and await the Government response which is expected in Spring 2019. The sector will also be taking into account the post Hackett review implementation plan ‘Building a Safer Future’. In September 2017 the Government announced their intention to bring forward a Green Paper on Social Housing in England in the spring of 2018. The paper will be a wide ranging review of issues facing the sector and an opportunity to think about the future
B E R N E S L A I H O M E S S T R AT E G I C P L A N 2 0 1 6 - 2 1
and the role of social housing. The Housing and Planning Minister met with social tenants across the country in the autumn of 2017 listening to their views and concerns. Tenants from the Board of Berneslai Homes and the Barnsley Federation of Tenants and Residents attended and
New legislation in 2016 introduced significant changes to the policy direction of social housing. Company surplus is reinvested in modernisation and housing growth
1 0
shared their views. The focus of the review will look at the overall quality of homes, the safety of those homes, the way homes are managed and repaired and the rights of tenants and how their voice is heard. Berneslai Homes are well placed to respond to this agenda which will see social housing have a re-emerging role in the housing market.
Demographics – Our current customer profile shows that 39% of customers have a disability and over 34% are aged 66 years and above. All indications are that people are living longer with increasing support needs but with the desire to remain independent in their own home. The number of households who are vulnerable with dependency and support needs is growing. Health inequalities continue to be a challenge with many communities in Barnsley being ranked in areas of deprivation. A large number of our customers have Our customer base is likely to shrink but be more dependent with increasingly complex lifestyles as the public sector focuses on early help and prevention within the community. company and its partners have fewer resources to provide personal support.
Tenants Voice Customer Expectations – As a local council housing company we listen to our tenants and talk to our Council and we do more than just manage homes – we help develop communities and support the needs of tenants. We believe that tenant engagement is essential in shaping and improving services as well as building trust and communication with our customers. Our customers continue to tell us that the repairs and maintenance service is the main determinant of satisfaction with the the company and we will take this into account in ensuring the Council’s assets are protected within our remodelled service offer. Customer expectations are changing with people wanting to use the website and social media to contact us, and our focus continues to be ensuring a balance between self serve on line and personal face to face dependent on the service required. in the next few years is to have an increasing number of services that are self-serve within the financial and ICT constraints that exist.
Strategic Plan 2016-21
A fresh approach to people, homes and communities
Appendix 2
Our shareholder has set its vision as working together for a brighter future, a better Barnsley.
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Welcome to our Strategic Plan which sets out what Berneslai Homes aims to achieve over the next five years for our customers and our community. It explains who we are, what we do and outlines the opportunities and challenges that we face.
The next five years will bring further changes to how social housing providers operate and we want to ensure we remain at the forefront of cutting edge service provision and remain true to our ethos of customers at the heart of everything we do. At the same time we will have to work within new financial parameters and ask ourselves what do we do, can we do it differently, do we need to do everything we
do now, in order to evidence continuing value for money.
In 2015 we were very pleased that our shareholder, Barnsley Metropolitan Borough Council agreed to extend our service agreement for a further five years from April 2016 to March 2021. Our shareholder has set its vision as working together for a brighter future, a better Barnsley. We know that Berneslai Homes is a key partner within this and will always ensure that our strategic direction and priorities are aligned
to those of the Council.
Berneslai Homes has a fantastic track record and that comes down to the efforts of all our staff and the Board working with key partners. We would particularly like to acknowledge the strong working relationship we have with the Barnsley Federation of Tenants and Residents and all of the Tenants and Residents Associations and
individual tenants who work alongside us to maintain our excellent service offer.
Our strong delivery and spirit of partnership working means that we are well placed to respond to the new policy framework, to the challenges of devolution and the priorities of our shareholder. We know that the next five years will present challenges but we also know that by working together we can build a bright future for our customers and Berneslai Homes.
Foreword by the Chair and Chief Executive
Helen JaggarChief Executive Officer
Paul HayesChair of the Board
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Contents
Executive Summary 06
About Us 08
Our Opportunities and Challenges 10
Our Service Offer 13
Our People 22
Appendices 24
Executive Summary
Berneslai Homes was established in December 2002 and is the Council’s Managing Agent for the management and maintenance of council housing in Barnsley.
Barnsley Homes Standard
24/7 Responsive Repairs
Rent Collection
Visible and Accessible Front Line Staff
Choice Based Lettings
Housing and Estate Management
Tenant Engagement
CORE
New Supply
Getting Connected
Tenant Support
Helping People into Work
Fuel Poverty
ADDEDVALUE
Barnsley Homes Standard
24/7 Responsive Repairs
Rent Collection
Visible and Accessible Front Line Staff
Choice Based Lettings
Housing and Estate Management
Tenant Engagement
CORE
New Supply
Getting Connected
Tenant Support
Helping People into Work
Fuel Poverty
ADDEDVALUE
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jaynew
Sticky Note
Berneslai Homes recognises its role in the delivery of a Better Barnsley and our contribution includes;
• Making the best use of and maintaining the existing housing stock
• Investing in new housing development through new build and acquisitions
• Bringing private sector empty homes back into use
• Providing early targeted support for households and families facing
multiple problems
• Allocating social housing fairly and to those in most housing need
• Investing in renewable energy
• Providing choice and options to help vulnerable and older people live
independently in their own homes
• Providing a managing and lettings agent service to private rented landlords
• Supporting neighbourhood management initiatives within targeted private
rented sector areas
• Community involvement and engagement to support strong and
resilient communities
• Being a key a partner and signed up to the Apprenticeship Pledge,
Local Spend targets and Employer’s Promise.
• Premier Supply partner
• Major employer in the locality
• Providing financial inclusion and digital inclusion support for people to
maintain their tenancies and access employment
• Making links between housing and health to mitigate or prevent escalating
health and social care costs
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Berneslai Homes is a company limited by guarantee and is overseen by a Board of Directors who meet six times a year.
Underpinning this structure is our co-regulatory tenant involvement and engagement model, to ensure our customers are fully involved in developing and shaping our services.
Our service standards are regulated by the Regulator for Social Housing.
The implementation of policies and the day to day running of Berneslai Homes is delegated to the Chief Executive and the Senior Management Team. The executive are held to account by the Board against annual Service Improvement Plans. Overall performance is reported to the Council on a quarterly basis against headline priorities and asks of the shareholder.
About Us
BOARD
Human Resources Customer Services Audit
CHIEFEXEC
Director ofCorporate Services
Director ofCustomer & Estate
Services
Director of Assets, Regeneration &
Construction Services
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A fresh approach to people, homes and communities
Great Place, Great People, Great Company
Our Vision is
Our Values are
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Financial Landscape – The company operates a zero based approachto establishing its management fee and year on year continues to contain budgetary pressures and deliver savings to the Housing Revenue Account. Value for money is as the forefront of all decisions and the efficiency register captures annual efficiencies.
Since its establishment in 2002 the company has accrued surplus due to efficiencies and successful delivery of the repairs and maintenance contract. This surplus is reinvested in the modernisation of the company and housing growth and fuel poverty projects to support the economic development and well-being of Barnsley.
Policy Landscape – In August 2018 the Government published aconsultation paper entitled ‘A New Deal for Social Housing’. The paper focussed on a number of principles, ensuring homes are safe and decent, ensuring swift and effective resolution of disputes, empowering residents and making sure their voices are heard, tackling stigma and boosting the supply of social housing and supporting home ownership. Berneslai Homes responded to the paper and await the Government response which is expected in Spring 2019. The sector will also be taking into account the post Hackett review implementation plan ‘Building a Safer Future’.
Our Opportunities and Challenges
Company surplus is reinvested in modernisation and housing growth.
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Demographics – Our current customer profile shows that 39% ofcustomers have a disability and over 34% are aged 66 years and above. All indications are that people are living longer with increasing support needs but with the desire to remain independent in their own home. The number of households who are vulnerable with dependency and support needs is growing. Health inequalities continue to be a challenge with many communities in Barnsley being ranked in areas of deprivation. A large number of our customers have increasingly complex lifestyles as the public sector focuses on early help and prevention within the community.
Tenants Voice – As a local council housing company we listen to ourtenants and talk to our Council and we do more than just manage homes – we help develop communities and support the needs of tenants.We believe that tenant engagement is essential in shaping and improving services as well as building trust and communication with our customers. Our customers continue to tell us that the repairs and maintenance service is the main determinant of satisfaction with the company and we will take this into account in ensuring the Council’s assets are protected within our service offer. Customer expectations are changing with people wanting to use the website and social media to contact us, and our focus continues to be ensuring a balance between self serve on line and personal face to face dependent on the service required.
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BARNSLEY
ROTHERHAM
DONCASTER
RETFORD
WORKSOP
BOLSOVERCHESTERFIELD
SHEFFIELD
Sheffield City Region – As a member of the Housing andEnergy Board and Housing Expert Panel Berneslai Homes are fully engaged in the housing growth agenda for Barnsley and the region. We are keen to seek out innovative partnership approaches to delivering new supply to meet housing need. The Chief Executive chairs the Sheffield City Region Housing Providers Forum and the priorities of the Housing Compact are development, homelessness, place and regulation.
Our Service Offer
Our main priorities have remained the same and they are still the areas our customers and shareholder tell us are important to them and have the greatest impact on the wellbeing of individuals and communities.
Our four priorities which will help us to achieve our vision are:
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Excellent Customer Services
Sustainable Communities
Partnership Working
Successful Well Managed Company
BARNSLEY
ROTHERHAM
DONCASTER
RETFORD
WORKSOP
BOLSOVERCHESTERFIELD
SHEFFIELD
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Our Journey So Far• We have achieved consistently high tenant satisfaction ratings
• We have a tenant led organisation evidenced byexternal accreditation
• We have a 24/7 responsive repairs service which focuses onquality, cost and time
• We have improved all homes to the Barnsley Homes Standard
• We have 88% of tenants satisfied with the repairs service and98% with Barnsley Homes standard work
• We have supported tenants to sustain their tenancies andcontribute to the wider community
• We have achieved a low level of voids and few difficult to letproperties and areas
• We have an open and fair housing register
What will we deliver in the next five years?• We will make best use of the council’s social housing assets
• We will maintain all homes to the Barnsley Homes Standard
• We will have a high quality repairs and maintenance standarddelivered within a much tighter fiscal framework and an alignedservice offer
• We will have an Access to Services strategy promoting selfservice and value for money including a range of e-enabledservices for customers
• We will provide a tenancy support service that help tenantspay their rent
• We will sign post support to help tenants in fuel and food poverty
• We will have robust tenant engagement practices to helpcommunities be resilient and shape local services
Excellent Customer Services
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How will we measure our results?• We will strive to maintain our overall satisfaction levels• We will deliver an annual Barnsley Homes
Standard programme• We will ensure core business processes
and outcomes are at or aboveindustry standard
• We will ask customers if theywould recommend BerneslaiHomes as a provider of choiceto family and friends
• We will ask customers if theybelieve we treat them fairlyand with respect
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Our Journey So Far• We have successfully delivered mixed tenure whole
estate regeneration
• We have built and acquired properties for the first time in 30 years
• We have supported the development of cohesive communities wherepeople get on well with each other
• We have increased the use of sustainable energy sources for heatingand electricity
• We have provided support to the private rented sector and boughtempty homes back into use
• We have remodelled our sheltered housing provision
• We have provided a comprehensive housing and communityengagement service
What will we deliver in the next five years?• We will encourage new housing development in partnership
• We will build or acquire quality, affordable and sustainable homeswithin budget constraints
• We will have a viable private rented managing agent service
• We will continue to move towards sustainable energy sources
• We will identify and support vulnerable people to live independently
• We will support communities to be strong and resilient
Sustainable Communities
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How will we measure our results?• We will acquire stock within budget parameters• We will be a key partner of choice in strategic housing
growth programmes• We will increase the number of properties
with sustainable energy technology• We will have a manageable level
of tenancy turnover• Wewillfindoutwhether
customers believe people fromdifferent communities get onwell together
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Our Journey So Far• We are a member of the Health & Wellbeing Board
• We have senior representation within Community Safety Partnership,Stronger Communities Partnership and Safeguarding Boards’governance arrangements
• We are a member of the Housing & Energy Board
• We have a tripartite Community Involvement Agreement with theBarnsley Federation of Tenants and Residents Association and BMBC
• We are a major contributor to the work of the National Federationof ALMOs at Board and Executive level and recognised as anational exemplar
• We have undertaken proactive work with the third sector andpromotion of volunteering
What will we deliver in the next five years?• We will be strategically aligned to BMBC’s housing strategy
and growth priorities
• We will maintain our reputation at a national level
• We will have a strong and sustainable tenant engagement andinvolvement framework
• We will work with partners at a local and regional level to seekshared value for money solutions
• We will work with partners to assist in tackling anti social behaviourand community tensions
• We will continue to be engaged with the third sector
Partnership Working
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How will we measure our results?
• We will be a key partner of choice in strategic housinggrowth programmes
• We will contribute to Future Council outcomes• We will be partner of choice within
partnership frameworks• We will contribute to the national
policy debate throughrecognised trade bodies
• We will increase uptake ofvolunteering by the communityand staff
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Our Journey So Far• We have achieved a financially viable business plan
• We have generated efficiencies and savings which have beenreinvested in front line services
• We have managed prudently to enable the company to be resilientin times of adversity
• We have successfully secured external funding
• We have a successful and profitable in house Construction Servicestrading arm employing a skilled and safe workforce
• We have achieved Investors in People and Health & Well Being bestpractice award demonstrating our credentials as an employer of choice
• We have achieved Top 100 Best Company not for profit listing
• We have a fit for purpose governance and co regulatory framework
• We are a socially responsible company providing employment andinvesting in communities
What will we deliver in the next five years?• We will maintain our focus on delivering high performance services
at value for money cost
• Within increasing financial constraints we will continue to invest incommunities to the best of our abilities
• We will continue to focus on generating efficiencies to supporteconomic development and affordable housing growth in Barnsley
• We will be an employer of choice
• We will retain a skilled and flexible workforce which is responsiveto change
• We will ensure that our working methods are modern which make thebest use of technology
• We will have a profitable in house Construction Services trading armemploying a skilled and safe workforce
Successful Well Managed Company
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How will we measure our results?• We will maintain staff satisfaction levels • We will spend at least 50% of our funds locally supporting the Barnsley economy• We will have an in house Construction Services tradingarmwhichisprofitableandhas afirstclasssafetyrecord• We will have technology that enables our front line employees to work effectively • We will employ as a minimum 3% of our workforce as apprentices• We will maintain our company wide Health and Safety audit ratings • We will meet our equality and diversity commitments
Our People
We are committed to being an employer of choice by offering an attractive reward package and a positive working environment. We seek pride and commitment from all our staff.
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Total Workforce 508
• 4.5% of our workforce are Apprentices• 30% of our Apprentices are women• 47% of the top earners are women• 6% of our workforce classify themselves as disabled
To be anEmployer
ofChoice
To valueDiversity
andInclusion
To be anDeveloper
ofPeople
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The company utilises the highly regarded Investors in People national framework to drive continuous improvement. It was reacredited the Gold Standard and the Health and Wellbeing Good Practice Award in 2017.
The company is also recognised as a top 100 not-for-profit sector organisation, which demonstrates the company’s commitment to providing a great workplace.
The commitment demonstrated by our staff and our continuous drive to always improve the services we deliver resulted in the company being awarded Social Housing Equality Framework’s ‘Excellent’ accreditation in 2015.
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1. Strategic Alignment
2. Outcome Framework
3. Key Performance Indicator Data set 2019/20
4. Financial Statement
5. Board and Committee Structure
6. SMT Structure
7. SWOT/PEST Analysis
Appendices
1. Strategic Alignment
Berneslai Homes Functions
• Rent Collection• Debt Recovery• Housing
Register• Assessment &
Allocations• Tenancy
Support &Sustainability
• Gypsy Traveller Site
• Community Assets
• Tenant & Estate Management
• Independent Living
• Tenant Involvement & Engagement
• Commu- nications & Marketing
• Leaseholder Management
• ResponsiveRepairs
• Planned Maintenance& Programmed Repairs
• Barnsley Homes Standard
• Equipment & Adaptations
• Capital Projects• PRIP Client
• Conversions• Acquisitions• Estate Regeneration
• Private Rented ManagingAgent
• Landlord Accreditation
• Empty Homes• Community Refurbishment Scheme
• Servicing the HRA & Business Plan
• Performance Management
• Housing IT Systems
• Digital Inclusion
• Apprenticeship Scheme
• Finance
• Human Resources
• Organisational Development
• Equality & Diversity
• Risk• Health & Safety • Governance• Procurement
Future Council Outcomes
• People are healthier, happier, independent and active• Children and adults safe from harm• Customers can contact us easily and use more services online
• People volunteeringand contrib-
uting towards stronger communities
• Reducing demandthrough access to early help
• Protecting the borough for future generations
• Create more and betterhousing
• Create more and better jobsand businessgrowth
• Protecting the borough for future generations
• Increasing skills to get more
people working• People are healthier, happier, independentand active
• Customers can contact useasily and usemore services online
• Create more and better jobsand businessgrowth
• Create more and betterhousing
• People volunteering and contrib-
uting towards stronger communities
• Increasing skills to get more
people working• Protecting the borough for future generations
Future Council Priority
• People achieving theirpotential
• Strong and resilient communities
• Thriving and vibranteconomy
• Strong and Resilient Communities
• People achieving theirpotential
• Thriving and vibranteconomy
• Strong and Resilient Communities
Health & Wellbeing Board Outcomes
• Early help & Resilient Communities
• Mental Health
• Older People- Falls- dementia
• Older People- Falls
- dementia
• Smoking & Alcohol
Contribution to Future Council Indicators
• Tenant satisfactionlevels
• Community cohesion
• Early help interventions
• Online service
• Rent collected• Property void
time• Benefit gain• Tenancy Support
• Affordable new homes delivered
• Stock at decency levels
• Property void time
• Long term empty homesback into use
• Landlords Accreditation Scheme
• Energy efficient homes
• Renewable energy sources
• Equipment and adapta-
tion spend and provision
• Well managed• Local Spend• Local employer• Apprentices employed
• Work experienceplacements
• HRA Business Plan provides capacity todeliver KPI’s
• Digital engagement
• Social and healthy lifestyle activities
• Employee and CommunityVolunteering
Berneslai Homes Strategies
Berneslai Homes has an overarching Strategic Plan 2016 to 2021 which aligns to the outcomes in the Housing and Energy Strategies. Complimenting this are a suite of strategies and policies – see key.
• Housing Strategy*
• Barnsley Plan*• Safer Barnsley Strategy*
• All Age Early Help Strategy*
• Corporate Performance & Debt RecoveryStrategy*
• Lettings Policy+• Tenancy Strategy+
• Customer Services &Channel Shift*
• Tenancy Policy+• Estate ManagementStrategy
• Digital Inclusion Strategy
• Vulnerability Strategy
• Financial Inclusion Strategy
• Rent Arrears Strategy
• Housing Strategy*• Energy Strategy*• Asset Management Strategy
• Our People Strategy
• Employee Health &Wellbeing Strategy
• Board Code of Conduct
• Treasury ManagementStrategy
• Communica- tions Strategy• Digital Inclusion Strategy
• Berneslai Homes Investment Strategy
• VFM Strategy• Risk Manage- ment Strategy• Anti-Fraud & Corruption Strategy• IT Strategy• Procurement Strategy
• BMBC StandingOrders* & BH Financial Regulations
Berneslai Homes Directorates
Customer and Estate Services Assets Regeneration & Construction Corporate Services
Delivering for Barnsley: Berneslai Homes strategic alignment to the 2020 outcomes frameworkThis table sets out how Berneslai Homes activities support the delivery of the council’s corporate priorities.
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+ BMBC Policies administered by Berneslai Homes as part of Service Agreement *BMBC and partnership place based strategies formally adopted by Berneslai Homes.
All others internal Berneslai Homes strategies
2. Outcome Framework
2020 Outcome
Contribution to achievement 2017/18Out-turn
2018/19 Out-turn
2019/20Target
Create more and better jobs and good business growth
• Major employer with the majority ofemployees living within the Barnsley area and directly contributing to the economy.
• Support to local businesses and supply chains byensuring a maximum spend of funds locally.
79%
74.88%
Increase skills to get more people work-ing
• Improving Skills, Improving Neighbourhoodsapprentice programme includes both office and craft apprentices, with a focus on NEETs, people with learning disabilities and gender diversity.
• Number of apprentice new starts.
• Community Refurbishment Scheme providing workbased experience to NEETs on estates in conjunction with third sector partner.
• Community interventions to support channel shiftagenda with a focus on excluded groups including visually impaired and people with learning disabilities.
• More and Better Jobs Task Force.
3.6%
2.94%
29
451
Employers Promise
Create more and better housing
• Investment in council housing stock to ensure regu-latory Homes Standard is met, and ensures viability of HRA Business Plan.
• Low council housing void turnaround times supportmeeting housing need, rehouse people from the hous-ing register and mitigate rent loss to support viability of HRA Business Plan.
• High rent collection rates ensures viabilityof HRA Business Plan, tenancy sustainability, community cohesion and lower levels of household debt.
• Conversions and S106 acquisitions mitigating stockloss and contributing to viability of HRA Business Plan and income generation in the forum of new homes bonus and council tax.
• Individual acquisitions to council housing stockmitigating stock loss and contributing to viability of HRA Business Plan in a cost effective way.
• Including long term private sector empty homesacquired to council housing stock by delivery of HCA Empty Homes Programme. Increases affordable housing stock, reduces blight on neighbourhoods and generates income via new homes bonus and council tax.
• Energy efficient council housing to reduce fuelpoverty and associated health problems – average stock rating.
96.02%
24.89 days
97.95%
44
50
15
C
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2020 Outcome
Contribution to achievement 2017/18Out-turn
2018/19 Out-turn
2019/20Target
Reducing demand throughimprovingaccess toearly help
• Early help and prevention interventions atlocality level
• Mental health support interventions at locality level
• Access to minor equipment and adaptations viarepairs hotline, 8 day turnaround from request (PRIP)
• Provision of major adaptations, 60 day turnaroundfrom OT approval to completion (PRIP)
• Community interventions to support digitalinclusion and channel shift
• Targeted tenancy sustainment interventions
• Benefit gain generated by Tenancy Support Team
• Proactive and visible contribution to PartnershipWorking, Boards/Steering Groups
2,080
391
7.59 days
52.86 days
451
2,223
£805,000
Achieved
Children and Adults are safe from harm
• Early help and interventions at locality level
• Mental health interventions at locality level
• Targeted tenancy sustainment interventions
(all contribute to reducing escalation to intensive support/ and or enforcement)
2,080
391
2,223
People are healthier, happier, independentand active
• Access to minor equipment and adaptations viarepairs hotline, 8 day turnaround from request (PRIP)
• Provision of major adaptations 60 dayturnaround from OT approval to completion(PRIP)
• Community interventions to support digitalinclusion and channel shift
• Flu vaccination offered to front line staff
• Investors in People Health and Wellbeing BestPractice employer 2017 - 2020
7.59 days
52.86 days
451
95
Achieved
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2020 Outcome
Contribution to achievement 2017/18Out-turn
2018/19 Out-turn
2019/120Target
People volunteering and contributingtowards strongercommunities
• Tenants engaged in volunteering activities
• Cashable value of tenants volunteering
• Volunteer hours through the Berneslai Homesemployer supported volunteering scheme
• Funds raised for the Mayor’s charity and staffnominated charity
• Satisfaction with neighbourhood as a placeto live
• Satisfaction with people from different backgroundsget on well together
3,277
£70,503
20
£6,166
90%
88%
Protecting the borough for future generations
• Investment in renewable energy across the councilhousing stock- solar pvs- air source heat pumps- ground source heat pumps- biomass
6956288 network9 network
Customers can contact us easily and use more servicesonline
% of contacts online via Berneslai Homes self serve
- Applying for homes- Paying rent- Requesting a repair
Number of contacts via BMBC Customer Services telephony
Number of face to face interviews via BMBC Customer Services
Number of determinations upheld by Ombudsman
Number of website eforms submitted
% of complaints responded to within agreed times
79%13.4%2.8%
184,312
228
0
13,040
83.70%
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3. Key Performance Indicator Data set 2019/20
Indica-tor Ref.
Description 2017/18 Out-turn
2018/19 Out-turn
2019/20Target
BH1 The percentage of all tenants satisfied with the overall service provided
89% +/- 3%
BH2 The percentage of tenants that are satisfied with their neighbourhood as a place to live
90% +/- 3%
BH3 Number of complaints received (cumulative)
129 +/- 20%
BH4 The percentage of tenants satisfied with the repairs and maintenance service
88% +/- 3%
BH5 The proportion of local authority dwellings which are non decent dwellings at the start of the financial year
3.98% To Deter-mine at
year end
BH6 (PRIP KPI 6)
Priority 1 Repairs– 24 hours percentage complet-ed on time
99.92% PRIP
BH7(PRIP
KPI13)
Average time for non urgent repairs 8.66 PRIP
BH8(PRIP
KPI12)
Percentage of responsive repairs for which the LA made and kept an appointment
99.51% PRIP
BH9(BV212)
Average time to re-let local authority housing (calendar days)
24.89 To Deter-mine at
year end
BH10(BV66a)
Rent collected by the local authority as a proportion of rents owed on HRA dwellings
97.95% To Deter-mine at
year end
BH11 We will employ as a minimum 3%of our workforce as apprentices
3.6% 3%
BH12 We will spend at least 50% of our funds locally supporting the Barnsley economy
74.88% 70%
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4. Financial Statement
Berneslai Homes Management Fee £11.71m
Housing Revenue Account funded services which Berneslai Homes performance manage
Grounds Maintenance £1.26m
Barnsley Connects £0.79m
Repairs and Maintenance £19.79m
Housing Capital Investment Programme elements which Berneslai Homes performance manage
Core Programme £22.91m
Acquisitions £2.59m over 3 years
S106 Acquisitions £1.5m over 2 years
Berneslai Homes surplus contribution to Housing Growth £8.9m
4. Financial Statement
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5. Board and Committee Structure
6. SMT Structure
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Director ofCorporate Services
Alison Rusdale
Chief ExecutiveHelen Jaggar
Director ofCustomer & Estate
ServicesDave Fullen
Construction ServicesManager
Lee Winterbottom
Director of Assets, Regeneration &
Construction ServicesSteve Davis
ChairSimon Rogers
ChairPaul Hayes
ChairLaura Rawnsley
ChairGary Ellis
Tenant MemberAsa Steele
Tenant MemberAdriana Rrustemi
Tenant MemberLiana Khachatryan
Independent MemberLaura Rawnsley
Independent MemberSimon Rogers
Independent MemberGary Ellis
Council MemberCllr Roya Pourali
Council MemberCllr Dorothy Coates
Council MemberCllr Caroline Makinson
Human Resources Customer Services Audit
7. SWOT/PEST Analysis
Strengths Weaknesses
• Clear strategic vision and objectives• Strong brand identity• Track record of continual improvement• Sustained high customer satisfaction• Value for money demonstrated
by benchmarked low cost and highperformance
• Stability through 5 year rolling contractwith BMBC
• Commitment to Barnsley, its communityand economy
• A strong co regulatory relationship witha strong and effective BarnsleyFederation of Tenants and Residents
• Successful partnership working bothlocally and nationally
• Slow progress/capacity to implementmajor ICT initiatives which wouldsupport VFM
• Blurring of company identity and rolewith ‘the Council’ in public eyes
• Debtprofileandcapacityforinvestmentin replacement stock to meet customerneeds
Opportunities
Threats
• Public Health and Wellbeing agenda• Chanel shift agenda• SCR Devolution Deal• Ability to trade• Housing growth models• Housing policy recognised as a
national priority
• Direct/indirect implications from publicsector cuts
• Impact of public sector reform includingNHSreform,benefits/welfare/UniversalCredit and impact on collection costsand rent arrears.
• Abolition of lifetime tenancies• Public unrest/disorder and breakdown
in community cohesion/rise of far rightextremism
• Staff morale and retention• FRS17/changes to pension
arrangements
B E R N E S L A I H O M E S S T R AT E G I C P L A N 2 0 1 6 - 2 1
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Political and Legal
Socio-cultural
Economic and Environmental
Technological
• Government’s spending cuts andpolicy reviews
• Future Council• The Health and Wellbeing Board• Barnsley Economic Partnership• Community cohesion• Changes in regulatory requirements• Impact of Brexit decision and future
trading arrangements on procurementand supply chains.
• Demographic changes leading toshifts in demand for location and typesof property
• Dependency culture• Crime, anti-social behaviour• Health and Wellbeing – focus on early
help and preventionNeed for provisionof new and affordable rented housing/intermediary tenancies
• Increase in customer aspirations• Stock turnover• Migration of workers• Increasing ethnic diversity in Barnsley• Regeneration of Town Centre• East/West Borough divide• Community Strategy• Volunteering Strategy
• Global economic instability• Inflation/interestrates• Change from use of RPI to CPI• Ability to diversify• Poverty and deprivation• Unemployment/worklessness• Rising house prices/affordability• Risk of increased homelessness• External funding opportunities• Low Carbon Agenda• Climate Change – Flood risk• Increased competition from private
sector as council rents move totarget rent
• Digital Agenda• Capacity of ICT• Barnsley Library and Information
Services including Call Centre• Mobile working/homeworking
B E R N E S L A I H O M E S S T R AT E G I C P L A N 2 0 1 6 - 2 1
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Berneslai Homes Limited(a company registered by guarantee)
Registered company number 4548803
Join the conversationBerneslai Homes on Social Media
Report of Director of Customer and Estate Services
Berneslai Homes Board 7th March 2019
Strengthening the Tenant Voice – a review of our Customer Engagement Framework
A fresh approach to people, homes and communities
1.0 Executive Summary
1.1 The report presents the following:
• The findings and recommendations made by the independent review of ourexisting engagement framework by the Tenant Participation AdvisoryService (TPAS).
• Berneslai Homes’ proposals for changing the current engagementframework to strengthen the tenant voice which include:
- To end recognition of the Federation as our main consultative body.- To set up a new arrangement to involve tenants in co-regulation and
scrutiny of our service. - To continue to support the Tenants and Residents Associations we
work closely with. - To improve our social media activity to reach out to a wider
audience. - To expand our Service Excellence Assessment Programme.- To support and improve our Customer Panel.- To review our local engagement arrangements.
• Consultation and feedback regarding the report and our preferred option.• Proposals to work in partnership with tenants to develop and implement a
new model.
2.0 Recommendation
2.1 It is recommended that Board: • consider the independent report, recommendations and feedback;• support the preferred option for change as outlined at 5.1;• note the intention to develop this revised model in consultation with
tenants and nominate a Board representative/s to work jointly;• delegate responsibility to Customer Services Committee to approve the
revised model;• note the intention to engage TPAS to independently review the impact
of the revised model 12 months after its implementation; and• offer recognition to members of the Federation for their hard work over
many years and encourage them to continue to be involved withBerneslai Homes.
3. Introduction/Background
3.1 ALMOs have a specific duty, to meet the regulatory requirements as set by the Regulator for Social Housing (RSH).
3.2 The objectives of consumer regulation are: - To support the provision of social housing that is well-managed and
of appropriate quality. - To ensure that actual or potential tenants of social housing have an
appropriate degree of choice and protection. - To ensure that tenants of social housing have the opportunity to be
involved in its management and to hold their landlords to account. - To encourage registered providers of social housing to contribute to
the environmental, social and economic well-being of the areas in which the housing is situated.
3.3 The duty on landlords to involve tenants in the management of its homes is called co-regulation.
3.4 Our Customer Involvement Agreement 2018-2021 (with co-signatories of BMBC, Berneslai Homes and Barnsley Federation) sets out our model of co-regulation and central to this is our longstanding relationship with our main consultative body, Barnsley Federation of Tenants and Residents and their tenant led Challenge Berneslai programme.
3.5 In the summer of 2018 it was agreed with the Federation of Tenants and Residents, to procure the services of TPAS to undertake a review of the existing model for the following reasons:
- The Green Paper – "A new deal for social housing" is looking to offer major reform to improve fairness, quality and safety for residents living in social housing.
- In April 2019 we'll have new areas for our housing management teams so we needed to reflect and review our approach to community engagement.
- The Federation of Tenants and Residents has reduced membership, is no longer representative of our tenant population, and has not demonstrated a capacity nor willingness to modernise. These growing issues have been highlighted over a number of years and the Federation, in 2015, acknowledged change was required and they arranged an independent review of their organisation. However, little progress has been made on the recommendations, with membership continuing to decline, internal relationships between members declining and scrutiny projects not being managed in the sprit of co-regulation. Whilst scrutiny have raised some valid concerns on behalf of tenants, had they worked closer with officers they would have been better placed to make more balanced and founded conclusions.
- We are seeing more and more tenants actively engaging with us on social media and around 70% of our tenants now tell us they are online (STAR 2018).
3.6 The aim of the review was to ensure that we were fulfilling our duties and were effectively:
- involving tenants in the running, monitoring and shaping of thehousing service;
- providing opportunities for community based issues to be raised andresponded to; and
- supporting and developing communities and volunteers incommunities to enhance their neighbourhoods and the lives of residents.
4. Current Position
4.1 The Review
4.1.1 In the autumn of 2018, an independent TPAS advisor, who had no previous involvement with Berneslai Homes, completed the review by undertaking a desktop assessment of key documentation and then spending four days on site talking to staff, tenants and board members.
4.1.2 The report, (attached in full at appendix 1) highlighted several areas of strength and weakness and made 6 recommendations for change. These are outlined on page 10 and 11 of the report. TPAS outlined various options for developing a principal consultative body, including both maintaining and decommissioning the Federation. They also made the following recommendations to ensure Berneslai Homes continue to meet the regulatory requirements and ensure the tenant voice is strengthened.
• Berneslai Homes and Barnsley Borough Council continue to provide supportto existing TARAs; and to support any new TARAs that require/ask forsupport.
• Increase the number of SEAP assessors to better reflect the demographicsof the wider tenant body.
• Reconsider the role and remit of Your Community Your Say to work closerwith the Council. This presents an opportunity to deliver this communitybased involvement in a different way
• Create a Customer Co-Regulation Panel, with responsibility for themonitoring and oversight of the Consumer Standards which will provideassurance to the Board that Berneslai Homes is meeting its regulatoryobligations and it promises to customers. It will commission scrutiny projectsbased on performance information and other data and deliver scrutiny using‘task and finish’ approaches. This enables a wider group of customers to beinvolved in scrutiny. This builds skills and capacity and should support theprocess of succession planning for recruitment to the Co-RegulationCommittee.
4.1.3 Given the significant change recommended to the Federation no longer being the main consultative body and conduit for scrutiny, the proposals were considered by the Executive of Berneslai Homes, Customer Services Committee and with BMBC before we commenced formal discussions with tenants and residents. This approach has caused disappointment with some members of the Federation who feel they were delivered a “done deal” and
had no option to influence the change. We acknowledge this but given the clear independent advice which was based on industry expertise and the views of all parties involved in the review, it was and still is our view that we needed to be firm in our belief that maintaining a Federation was no longer a viable option.
4.1.4 These findings and recommendations were shared in detail with Board at a briefing 7th February 2019 and with BMBC in a separate meeting, along with outline proposals for change as set out in 4.2
4.2 Proposals for a stronger tenant voice
Berneslai Homes’ proposals for changing the current engagement framework to strengthen the tenant voice include:
4.2.1 To end recognition of the Federation as our main consultative body. This will not in itself close the Federation, it is for them to decide whether they wish to continue, but to do so they would need to reconstitute. It does mean that they will no longer receive an annual grant of £24,616 from the Housing Revenue Account, will not have the support of two staff members and their agreement to occupy the Resource Centre will end.
4.2.2 To set up a new arrangement to involve tenants in co-regulation and scrutiny of our service. Finer detail on these arrangements will be developed as outlined in 4.4. This group will be formal body who offer assurance to BMBC and the Board that we are meeting the regulatory requirements. They will direct scrutiny on a task and finish basis.
4.2.3 To continue to support the Tenants and Residents Associations we work closely with. We are proud of the TARAs and the difference they make in their communities. We feel the new arrangements will strengthen our relationship with them.
4.2.4 To improve our social media activity to reach out to a wider audience. This is critical to ensuring a strong tenant voice and the proposals will release resources to further develop our social media presence.
4.2.5 To expand our Service Excellence Assessment Programme. This successful programme offers a structured way for tenants to give views about services, including mystery shopping, surveys and focus groups, and the release of resources will allow this to be developed further and our digital offer expanded.
4.2.6 To support and improve our Customer Panel. This is a proven and valued way for customers to influence policy and issues affecting tenants. We need to do more to increase membership and initial ideas are around developing a virtual customer panel in addition to the current panel, with a group of tenants who want to be part of an online group receiving information and giving views and opinion
4.2.7 To review our local engagement arrangements. We accept that our local Your Community Your Say Meetings and our Estate Walkabouts need to be reviewed. But in doing so, we will work with the Housing Management Teams, BMBC engagement teams and the local communities to ensure that we deliver local engagement appropriate to the needs and wishes of the community. Again we will maximise the use of social media in addition to a more “pop up” approach to community based discussions.
4.3 Feedback on the proposals
Section 6 of this report details the various consultations that have taken place since the report was received. A summary of the feedback as a result of those consultations is set out here, and generally offers assurance that change is needed and is supported, and that the proposals as set out in 4.2, when developed, will offer a stronger tenant voice.
4.3.1 BMBC officers in both Place and Communities Directorate support the proposals.
4.3.2 The proposals have received the support of the Cabinet Spokesperson for Place through delegated decision protocols.
4.3.2 We have received no direct feedback (either negative or positive) from elected members. There were a few elected members at the Federation’s meeting on 8th February 2019, and we have been advised by a member of the Federation that one councillor supported the recommendations in the report and Berneslai Homes’ view.
4.3.4 At the time of producing this report we have not received a formal response from the Federation, but the Chair of the Board has been sent a draft reply (appendix 2), and this view will be summarised below. We have been invited to attend a further meeting 28/2/18 which does not allow sufficient time to include comments into this report. Any reply and our response to it will be presented verbally to Board by officers at the 7th March Board meeting.
Positively, the Federation agree there is a need to change and they support the majority of recommendations, including the need to develop new arrangements for co-regulation and scrutiny. However, they do not agree with the recommendation to end recognition of the Federation as they feel there is a need to support and fund the Federation moving forward as an independent tenant voice with a particular focus on individual tenants and complaints, including for Berneslai Homes and Council Services. They also feel there is a need for an independent “tenant led” scrutiny which is not managed by Berneslai Homes. They use the term “glass wall” between Berneslai Homes and the Federation. Our view is that a “glass wall” is not in the spirit of a co-regulatory framework, which should be co-productive by nature.
We note that the Federation acknowledge their membership has declined, and they have not acted on their independent review in 2015. However, despite stating their intentions to change and grow, there is no evidence within their response or actions over the last three years to offer assurance that change will happen. Their aspiration to represent the wider tenure in Barnsley is not realistic, given their limited reach to date and their declining internal relationships. Their stated intentions, also contradict the role of the Ward Alliances supported by the Council.
We disagree with this view that TARAs no longer attend because they are supported by officers who work in a different team. The evidence set out in 4.3.5 gives a direct view from TARAs. Neither do we feel it is a realistic ambition for them to set up new TARAs in unrepresented areas. All the evidence we have and experience, which is shared with many other landlords, is that TARAs are no longer popular as they require time and commitment from volunteers to make them effective – in the last 10 or so years we have seen the number of TARAs decline from around 25 to 13, with only a few new ones being set up.
We note the comments regarding the Customer Involvement Agreement 2018-2021 having recently been signed. The Federation were fully aware and had agreed to the review when they signed the agreement.
The draft response was circulated to an open e-mailing list of people who have had contact with the Federation and not solely Federation members. The majority of TARAs have been in contact with Berneslai Homes seeking clarification on the nature and content of the e-mail received. A number of TARAs have made written and verbal comments on the existing Federation model and support the changes. However, they do not wish these to be produced in a public report as they are concerned at the response they may receive from the Federation. These details can be shared in confidence with the Board. We have concerns that this draft response provided by the Federation has not been compiled in the spirit of their existing constitution. We are aware that an e-mail was circulated to individual tenants using a contact list, the origin of which is unsure. This generated contact from a concerned tenant who feels there was a data breach in the manner in which the e-mail was sent.
TARAs were also contacted by the Federation by e-mail and asked to respond. Most of the 13 TARAs have since been in contact with Berneslai Homes and discussed the e-mail. Our conclusion from this direct contact is that while some have responded they did not entirely understand the nature and content of the mailing. Details of the TARAs who have shared concerns are recorded but not included in detail in this public report due to the sensitivities raised by some TARAs who do not want negative contact from the Federation.
Several members of the Federation have also contacted Berneslai Homes in a confidential manner to express concern about the manner in which the feedback from the Federation has been obtained and presented and, some individual members have stated they have felt intimidated by membersand felt unable to make their views heard above a determined few. We are therefore concerned that the draft response and e-mail (which was also shared with the local media) are not wholly representative of membership and there has even been confirmation by the Chair of the Federation that they did not approve the e-mail to be shared with the media and subsequent quotes used in their articles.
4.3.5 The TPAS report and review was shared at a recent engagement event. The seven TARAs and eight Service Excellence Assessors worked in six separate groups to discuss a range of questions regarding the proposals (Appendix 3). All but one group gave full support including the need to end recognition of the Federation, and develop a new co-regulatory panel and scrutiny model. The only group to give mixed views was a small group made up of Service Excellence Assessors who are also active members of the Federation and who are known to support the retention of the Federation.
4.3.6 There has been very limited feedback as a result of the media interest (Appendix 4) in the proposed changes. At the time of writing the report, there were only 6 comments on Barnsley Chronicle’s social media – 2 of which specifically supported the changes (one from a local TARA) and 4 of which appeared to be general negative comments not directly linked to the Federation. There were also only 3 comments on their further post, one of which is from a local TARA asking what support has ever been given to them by the Federation. This is very limited interest from a page which has 40,000 followers.
4.3.7 There has been very little feedback from our wider tenant base despite the February e-bulletin being issued to 5658 tenants, our social media post, and our web story. This supports the fact that 89% of tenants feel we treat them fairly and 75% of tenants are happy with the opportunity to make their view heard (STAR 2018).
4.3.7 This feedback should offer assurance to Board that the proposals for change as set out in 4.2 sets out a positive way to ensure effective co-regulation and a strong tenant voice.
It also confirms both the TPAS Assessor’s view and our concerns about the ability of the Federation to change and act effectively as a representative tenant body.
4.4 Developing and implementing the proposals
4.4.1 Whilst general principles for change are outlined in 4.2, it is not in the spirit of co-regulation to develop a new model with limited input from tenants. Clearly, more detailed conversations will also be needed at local level with TARAs, current Your Community Your Say members, and other interested parties to ensure that we develop effective local engagement methods.
4.4.2 To this end it is proposed, to invite interest from a small panel of tenants, to work together with officers to co-ordinate, develop and implement a revised central co-regulatory and scrutiny model on a task and finish basis and oversee the development of revised local engagement plans. It would be advantageous to have Board representation on this panel. We would hope to engage the support of currently involved tenants.
4.4.3 This panel will ensure regular communication with staff, tenants and other interested parties throughout the development process.
4.4.4 It is proposed to delegate the development of local engagement arrangements to the Housing Management Teams with the support of the Community Engagement Officers.
4.4.5 It is proposed that this panel will meet on a fortnightly basis between March and the end of May 2019, by which time a clearer model will be detailed and ready to present to Customer Services Committee for approval.
4.5 Assessing and reviewing the impact of the proposals
4.5.1 The review panel will agree success measures as part of the implementation plan. It should be noted though that it is likely that the new model will evolve and adapt after implementation, using interim measures and feedback. These are likely to include a range of both quantitive and qualitative measures.
4.5.2 We propose to procure the services of TPAS to undertake a post implementation review 12 months after we implement the changes.
5. Options
5.1 Board support the proposals set out in 4.2 of this report. This is therecommended option as it offers to develop a fresh engagementframework which maximises resources, is representative, balances thetraditional with a modern approach and ultimately strengthens the tenantvoice.
5.2 Board do not support the proposals set out in 4.2 and the currentarrangements as set out in the Customer Involvement Agreement 2018-2021 continue. This is not the recommended option as it seeks tosupport a main consultative arrangement which:- is no longer effective;- is not representative;
- in our opinion given the feedback we have received recently may nothave the majority support of its small and decreasing membership, TARAs and involved tenants;
- is unsure of its own future given the recent calling of an EGM by amajority vote of executive members with a view to dissolve the partnership (to take place 14th March 2019); and
- does not have the drive or capacity to change.
6. Consultations
6.1 Consultations have taken place with officers in both BMBC Place and Communities directorates who supported the proposals for change. The proposed changes received full support of Place DMT when they were presented 14th January 2019.
6.2 Consultations have taken place with the Cabinet Spokesperson for Place and they received full support under delegated decision protocols at their briefing on 27/01/19.
6.3 An Elected Member briefing has also been issued and we are aware that a question was asked by one member at full Council on 7th February 2019. At the time of writing the report we have not received any direct formal (either supportive or unsupportive) representation from any other Elected Member.
6.4 An initial presentation detailing the report and our preferred option for change was made to Barnsley Federation of Tenants and Residents on 24/1/19. There were mixed views during the meeting and given the significance of what we were proposing we asked the Federation to discuss the proposals and present their findings for consideration. We are attending a further meeting 28/2/19. Detailed outcome from this consultation is set out in 4.3.4
6.5 We held a review event for TARAs and Service Excellence Assessors on 13th February 2019 with around 40 people attending representing 7 of the 13 TARAs and our 35+ strong Service Excellence Assessor Panel. More detailed feedback is contained in section 4.3.5 but there was collective support for the proposals and detailed discussions were held.
6.6 We have posted a summary of our proposals on our website and sent to 5658 tenants in our February Berneslai Bulletin. At the time of writing this report 22% of tenants had read the bulletin and we had received no comments.
6.7 We have posted an article on our Facebook site and at the time of writing this report it had reached 436 people on social media with no comments being posted or web feedback received.
7. Equality and Diversity
7.1 To ensure services are delivered effectively to our diverse range of tenants it is essential that our actively engaged tenants are as representative as possible and that our routine communications are delivered in such a way as to maximise engagement from a wide range of tenants. Whilst our social media presence has reached out to younger tenants, we still focus our main consultative arrangements on the traditional Federation model whose make
up is predominantly white British and over 60. Our Customer Panel is a similar make up, as are the attendees at our Your Community Your Say meetings. To continue engaging in this way is not an option.
7.2 The proposals contained at 4.2 of this report will free up and maximise staff resources to support a more modern and flexible approach to the communication and engagement of as many tenants as possible.
8. Risks
8.1 There are a number of risks associated with this report.
8.2 There is a risk that if we continue with the same model, the availablepool of engaged tenants reduces as people age and is not replaced givenyounger tenants do not want to engage in these traditional methods. Theproposals contained within 4.2 of this report will offer a balance betweentraditional and modern engagement.
8.3 There is a risk that we receive more negative publicity as a result of thedecision to end recognition of the Federation. This risk can be managed byensuring regular and open communication with all tenants. It is to be notedthat despite a couple of recent media articles, there has been very littlepublic, TARA and other engaged tenant support for the Federation model.
8.4 There is a risk that we do not attract enough interest in the new co-regulatory arrangements, resulting in us being unable to provide assurancefrom a tenant perspective that we are delivering services to a high standard.This risk can be managed by ensuring the new model is developed inconsultation with tenants, does not solely rely on meetings and is accessibleto a wide range of people. Full training and support will also be given.
8.5 There is a risk that a new independent Federation may be formed and thatgiven recent interactions with a minority of existing members – this groupwould start from a point of unfounded negativity, and they could generate agrowing following. It is unlikely that this will happen given our highsatisfaction feedback, disinterest from the public in their current campaign togenerate support for their views and the current low membership of theexisting Federation. Whilst we do not have to recognise such anorganisation, we would need to listen to and respond to feedbackappropriately.
8.6 There is a risk that we disengage with some of the existing involvedmembers who currently are supportive of the changes. We will minimise thisrisk by ensuring regular and positive dialogue with them.
8.7 There is a risk that applications for the new co-regulatory panel come onlyfrom currently involved tenants and that we simply replicate the Federationmodel. It is anticipated that some members will apply and we wouldencourage the setting up of a panel which includes experienced and newmembers. We will minimise the risk and ensure a balanced membership byeffective recruitment.
8.8 There is a risk that we do not develop an effective model for co-regulation and as such fail to meet our duties. This risk is minimal and the proposals and actions outlined in this report will minimise this risk. We have already received interest to be part of the new model from several TARA members and other engaged tenants.
9. Financial Implications/Value for Money
9.1 The proposals set out in 4.2 offer significantly better value for money thancurrent arrangements. It is anticipated that we will generate higher levels ofcustomer feedback from a wider demographic of tenant using the same levelof staffing resource and budget.
9.2 Dependent upon future usage of the Federation Resource Centre therecould be a direct annual saving to Berneslai Homes’ management fee of£7,000 for the utility and cleaning costs which we currently pay for thecentre.
9.3 There is the potential to make savings for the HRA if the new model canoperate with reduced budgets from the existing HRA annual grant of£24,616 which is paid to the Federation. Until a new model is developed it isnot possible to quantify any savings. Discussions with BMBC will need totake place to establish agreed budgets to support the new model andarrangements moving forward as currently any direct funding to TARAs andthe Federation is aid directly from the HRA.
9.4 It is not proposed at this stage to amend the current Berneslai Homesbudget allocated to Community Engagement. It is felt that for the 2019/20financial year the allocated budget will be sufficient to support thedevelopment of a new model.
10. Employee Implications
10.1 There are two staff who currently support the Federation. There is no risk to the employment status of these employees and they fully support the changes.
10.2 The deterioration in the relationship between Federation members and some members’ unfair, manipulative and aggressive treatment of staff have resulted in staff having been relocated to Gateway Plaza earlier than planned. If the proposals are not approved then we would need to take effective action to protect these staff from future or ongoing experiences.
10.2 These officers will support the development, implementation and operation of a stronger and more representative model of engagement.
10.3 There will be employee implications for Barnsley Norse who employ a cleaner for four hours each week to clean the Federation Resource Centre under a direct contract with Berneslai Homes. We will need to give 3 month’s notice to end our contract.
11. Alignment with BMBC priorities
11.1 Developing a stronger tenant voice fully supports BMBC’s priority to develop strong and resilient communities and deliver excellent customer services.
11.2 The proposals to strengthen the tenant voice and develop more effective local engagement supports the outcome of BMBC’s service review undertaken in 2017/18.
12. Proposal
12.1 It is recommended that Board:
• consider the independent report, recommendations and feedback;• support the preferred option for change as outlined at 5.1;• note the intention to develop this revised model in consultation with
tenants and nominated Board representatives;• delegate responsibility to Customer Services Committee to approve the
revised model; and• note the intention to engage TPAS to independently review the impact of
the revised model 12 months after its implementation.
13. Glossary
13.1 None
14. List of Appendices
14.1 Appendix 1 – TPAS Report
14.2 Appendix 2 - Federation Draft Response
14.3 Appendix 3 - Feedback from the TARA and SEAP event
14.4 Appendix 4 – Media releases
15. Background Papers
15.1 Customer Involvement Agreement 2018-2021
Financial Implications/Consultations
Officer Contact - S Barnes Tel. No. 787671 Date 27/2/19
Berneslai Homes
Review of formal engagement model
October 2018Report Author: Jackie Grannell Tpas Associate Consultant
Introduction TPAS was commissioned in September 2018 to undertake an independent review of the formal engagement structure at Berneslai Homes; we were also asked to review the role of Barnsley Federation of Tenants and Residents who are Berneslai Homes’ main partner for planning, delivering and reviewing the landlord services.
The methods used to undertake the review were A desktop review of key documentation Interviews/focus groups with different tenants and residents involved in different engagement mechanisms
including the Federation and TARAs Interviews and group discussions with Berneslai Homes’ executive team and staff and Board members from
the Customer Services Committee.
The focus groups and interviews were all structured around the following questions How does tenant involvement impact your role? What is good about the current tenant involvement structure and methods What needs to change? What has changed at Berneslai Homes as result of tenant involvement?
Background and Context Berneslai Homes is required to meet the Regulatory Standards for Social Housing in England. Specifically, it is required to meet the Consumer Standards (Home Standard, Tenant Involvement and Empowerment Standard, Tenancy Standard and Neighbourhood and Community Standard) and the expectations of co-regulation. The objectives of consumer regulation as set out by the Regulator for Social Housing (RSH) are:
1. to support the provision of social housing that is well-managed and of appropriate quality2. to ensure that actual or potential tenants of social housing have an appropriate degree of choice
and protection3. to ensure that tenants of social housing have the opportunity to be involved in its management
and to hold their landlords to account4. to encourage registered providers of social housing to contribute to the environmental, social and
economic well-being of the areas in which the housing is situated
Co-Regulation Model: The diagram below aims to illustrate the how the co-regulation model, prescribed by the RSH, operates
Co-Regulation
Self-regulation by landlord
Good Governance by the Board
Tenant Involvement
Scrutiny by tenants
External Regulation by RSH
Sets the Consumer and Economic
Standards
3 | P a g e
The current co-regulation model – An overview of the findings from interviews and focus groups
Tenants and Residents Associations (TARAs)
The desktop review highlighted that there are 13 TARAs and each has delivered and supported a number of key activities in their local area. The tenants who attended the focus group session were able to identify the aims of their group and explain how the TARA benefited the local area. Examples given include
Providing social activities , for all ages, in their areas: Working with Community Safety Partnerships; Working with Berneslai Homes on specific housing issues; and Dealing with wider neighbourhood issues such as street lighting and road safety.
There was recognition from these groups that it is getting more difficult to get local people involved in the TARA. They identified that demographic and lifestyle changes means the younger people don’t have time or an interest in being part of a TARA. In some cases the TARA is run by less than a handful of people and with no obvious succession planning some groups will inevitably close in the near future. It should be noted that the TARA model of engagement is no longer the common model seen across the housing and local authority sector. The influence of digital engagement and social media make it easier for more tenants/customers to be involved in an organisation and it must be recognised that the majority of people don’t want to give up their spare time to attend meetings. The Federation’s 2017 Constitution states the “all Berneslai Homes constituted TARAs in the Borough will automatically become members of the Federation”. This gives the TARA one voting right at Federation Management Meetings and AGM. It also enables the TARA members to nominate to and be elected to the Federation’s Executive Committee.
During the focus groups we discussed the TARA’s working relationships with the Federation. Key points that were made included:
The location of the Federation office means parking can be difficult so we tend not to go the office One group advised it always attended the Federation’s AGM but it did not attend the Management
meetings The timing of Management meetings makes it difficult to attend the meetings A feeling that the Federation expect groups to go to them. TARAs feel that the Federation needs to be
more outward looking and come to the areas were the TARAs are operating The Federation does very little now The Federation used to be a voice for tenants to the ALMO and the council It is time to look at the Federation’s structure – there is no need to have a Management Committee and
Executive The Federation has lost its ‘outward’ focus The Federation spent so long reviewing the constitution that it has become ‘inward’ in its focus
If TARAs are not willing to attend and actively support the Federation it raises the question of what the Federation does to ensure effective succession planning. Tenants said they enjoyed the ‘Talk-up TARAs’ event as it enabled them to meet groups from other areas and gave them the opportunity to network and learn from each other. TPAS understands that Berneslai Homes’ staff have organised these events for many years. It begs the question as to why networking and
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learning from each other does not take place via the Federation which is the principle body to which the TARAs are affiliated.
Your Community Your Say (YCYS)
This involvement method has a role in ensuring the landlord meets the expectations of the Neighbourhood and Community Standard. TPAS understand that it used to be known as Steering Group Meetings and that the areas had devolved budgets that enabled them to make decisions about local spending priorities; and that the devolved budget ended three years ago as direct response central government’s 1% rent cut.
YCYS does not have responsibility for a devolved area budget and this has led to tenants and residents questioning the purpose and value of the meetings.
Tenants expressed mixed views of the purpose and value of the Your Community Your Say meetings. Comments to note included
Since losing the devolved budget no-one comes to meetings The Steering Groups involved other agencies e.g. police and other council departments, but that doesn’t
happen so much now at YCYS. The impact of taking away the devolved budget means we feel we have no say over what our area needs We get letting information which is good Councillors and Berneslai Homes staff attend the meetings which is good Since losing the devolved budget we are not seeing the benefit of the Steering group meetings and it is
little more than a ‘tick-box’ exercise for the Council There is confusion as to the purpose of the YCYS meetings Attendance across the borough is inconsistent Communication about the meetings could be improved
The staff views mirrored the tenants’ views with observations as follows It’s a lot of administration for BH and I’m not sure what we get out of it It is hard to see YCYS a priority for involvement It is the same people at YCYS as at other meetings so we are not capturing new ideas and opinions
The most pertinent point made about YCYS was ‘The name is not important. What is does and what it achieves is what matters’
Estate Walkabouts
We understand that these are organised by Berneslai Homes’ staff and feedback from tenants and staff is that they are not well attended by partners and tenants. It was felt by some tenants that the estate walkabouts are not advertised in a proactive way.
Tenants noted that many of the issues that give local people cause for concern are not housing related; rather they are issues such as dog fouling, dog bins, speed-bumps, parking enforcement, pelican crossings, grass cutting. Berneslai Home staff will pass the information to the relevant council department but there is often no response from the council.
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Customer Panel
These are open to every tenant and leaseholder and happen four times per year. It gives tenants and leaseholder an opportunity to ask question of senior staff and the Board who become the ‘question time panel’. The notes from the most recent panel show the breadth of questions and concerns expressed by customers e.g. questions about ASB, grass cutting, heating and energy efficiency, Grenfell
Tenants who attend this group enjoy the experience because ‘it helps Berneslai Homes to provide better services’ and ’it gives tenants a voice and influence’
Property Repairs Improvement Partnership (PRIP)
This is a partnership between Berneslai Homes, Barnsley Council and contractors to deliver the day to day and repairs and improvement service to Berneslai Homes’ properties and tenants. It has a strategic function and tenants, nominated by the Federation, sit alongside staff and contractors to monitor the repairs and improvement service.
Berneslai Homes’ staff and tenants reported this approach as being positive and successful. Tenants expressed very positive views about PRIP, specifically how it made a difference having the tenant voice at the heart of the repairs and improvement service.
Service Assessment Excellence Programme (SEAP)
This is described as being part of the culture of continuous improvement at Berneslai Homes. The staff team who manage the SEAP have a bank of 25-30 trained tenants to call upon to deliver activities such as mystery shopping exercises, void spot checks, grounds maintenance checks. SEAP assessors are also ‘commissioned’ by other teams to undertake tenant focussed research on their behalf.
Staff advised that tenants are keen to be involved and to be on the list of assessors; and that as the role is incentivised i.e. tenants are given a gift voucher for doing the activity, there is a need to ensure that everyone gets an opportunity. Staff keep a record of who has been part of SEAP in order to ensure that as many of the volunteer pool as possible participate in activities i.e. it is not the same people doing every activity. The advantage of this approach is that different tenants are involved in different ways and at different times. Staff advised that the profile of the current bank of assessors does not reflect the profile of the wider customer base and that a recruitment exercise will be taking place.
Tenants really enjoy being part the SEAP. They highlighted the following They enjoy the fact they are quality checking services and standards They like the fact that they can choose whether or not to get involved in a project/activity so being part of
SEAP doesn’t impact of the rest of their life. They enjoy the interaction with other tenants They know when their recommendations have been accepted and so they feel they are making a
difference They like the mystery shopping and phone surveys They enjoy the void property checks It enables tenants to find out more about the issues that affect them
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Questions the SEAP assessors asked about Berneslai Homes included Communication channels within the organisation don’t always seem clear and anecdotally they reported
that they have to repeat a request/complaint to number of people before anything is done Are the service standards clear to staff and tenants?
SEAP are also involved in reviewing complaints via the Customer Review Panel. Again, tenants reported this as a positive, informative and enjoyable experience as it ‘makes a difference for all other tenants’. Staff are also positive about this Panel and its work.
Challenge Berneslai
This group has two clear functions To provide assurance that the consumer standards are being met; and To undertake scrutiny activities
On paper the assurance and scrutiny model is clear, transparent and accountable.
The interviews and focus group session, however, raised some issues that cause concern to the effectiveness of the current model. Tenants and staff advised that the scrutiny model has worked well in the past and that the scrutiny investigations and reports have led to service improvements.
It is the most recent scrutiny report that has caused disharmony and a break down in relationships between Challenge Berneslai members, the Federation and Berneslai Homes’ staff.
Barnsley Federation of Tenants and Residents
The Federation is described as the ‘umbrella organisation for tenants’ and residents in the borough’. Since 2010 it has provided the scrutiny function via the Challenge Berneslai group.
Berneslai Homes has had serious concerns, for many months, about the Federation and it this concern that led to the Board approving this independent review of involvement. For the avoidance of doubt the following is from the Board report in September 2018:
‘…We highlighted to Customer Services Committee, our reduced assurance that Barnsley Federation of Tenants and Residents has a sustainable and representative future. This clearly impacts on our ability to effectively co-regulate’
The conversations about and with the Federation were the most difficult part of this project and the issues raised and demonstrated during the interviews need to be highlighted as they inform the options/recommendations of this report.
After much reflection, it is the author’s view that the Federation i.e. the structure is currently not fit for purpose. It is with great regret that this needs to be stated but the evidence to support this is shown in the following:
The Federation received dedicated consultancy support through 2015 as part of the Third SectorSustainability Programme. A full report and action plan was produced in December 2015 and this includedplans for becoming more outward focussed and for attracting new members. To date this plan has not
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been realised. This raises the question of the ability of the Federation to proactively manage change in order to ensure its survival
TARAs do not see the benefits of working with the Federation and this has led to there being a small teamof people willing to sit on the Federation Executive and Management Committee. This has led to animositybetween members with claims that there are ‘conflicts of interest’ and that ‘scrutiny is not independent’.The fact is there are too few people involved in the Federation and the burden of being the principleconsultative body and the scrutiny body is placing pressure on the Federation and the relationshipsbetween members
There is a belief by some Federation members that scrutiny is being done ‘behind closed doors’ and that itis not independent of Berneslai Homes
There is a belief by some Federation members that the Federation is being ‘controlled’ by Berneslai Homesand the Council. The reason behind this links to changes in the employment status of staff. TPASunderstands that the Federation Support staff were employed by Barnsley Council until 2012 and after fullconsultation with the Federation the staff became part of the Berneslai Homes establishment. The salariesare included as part of the management fee paid to the ALMO. In effect, nothing changed as meetings andsupport was still provided. It is unfortunate that some Federation members appear to have nounderstanding of or a respect for the employment rights of staff and the duty of care the employer has forthem; and are using their misguided beliefs to make the working environment for support staff difficult.
During the focus groups it was acknowledged that there is too much animosity between some Federationmembers and this means people are ‘walking away from the Federation’
There is a belief amongst some Federation members that the TARAs and other tenants need to come to theFederation and provide information about services and complaints. This demonstrates that the purpose ofthe Federation is not clear or fully understood and it has led to the relationship between landlord and theFederation becoming adversarial
There is a perception that the Federation is dealing with too many ‘red-tape issues’ such as Terms ofReference and is failing to make proactive decisions; doing the work and delivering on actions
The Federation’s demographic could be perceived as not being representative of the wider tenant andcustomer base
More positively it needs to be stated that Federation members participate in other involvement methods and do so in a positive manner. Their
knowledge and experience is valued on PRIP, SEAP and Customer Panel. Staff and Federation are all proud of the work and achievements of the past e.g. The creation of the ALMO,
delivering improvement programmes, representing Barnsley tenants at national events The Federation and it members have contributed to the success of Berneslai Homes by ensuring that the
tenant voice is at the heart of the organisation.
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Involvement models at other ALMOs
There are 32 ALMO’s in England. *Our review of their involvement models using their websites as our primary source of research shows: *(please note: this is not an in-depth analysis of their models but seeks only to highlight the ways that similar organisations to Berneslai Homes operate their co-regulation model.)
2 ALMOs have a Federation which delivers the scrutiny function and acts as the principle consultative body 7 ALMOS provide the scrutiny function through the TARAs (TARA members are selected/elected to be on
the scrutiny panel) 14 ALMOs have a specific group set up to undertake scrutiny activities and be the key assurance body for
the landlord 3 ALMOS use area based panels Your Homes Newcastle has recently changed its structure and has a tenant only committee that provides
assurance to the board on delivery of the consumer standards. This leaves the board to deliver on itsstrategic priorities.
Sutton Housing Partnership operates a performance committee made up of board members and tenants
The principle that a Federation is the only way to engage with tenants is not dominant amongst Berneslai Homes peer group.
TPAS can report that the impact of changing lifestyles and demographics, coupled with the use of social media and digital engagement, is resulting in social landlords taking a different approach to tenant involvement. This means fewer formal meetings but taking a more targeted approach to engagement by identifying concerns and issues from customer insight and then reviewing the issue with tenants. For some of those tenants it might be the only time they are ‘involved’. However, the outcome and impact of that involvement might be significant i.e. it results in a change of service that ultimately benefits other tenants.
What could we do differently?
The hierarchical models of engagement are not as attractive to tenants as they used to be and, it can be argued, that such models are not representative of the wider customer body as they attract a limited demographic/type of tenant. The fact remains, however, that the landlord needs to have a full understanding of customer experience and needs.
During the interviews and focus groups staff identified other methods of engagement that they would like to use more. These include
Project based ‘task and Finish’ group activities Pop-up engagement as and when needed Being proactive when identifying how and when tenant involvement can be incorporated into service area
action plans e.g. If you are about to carry out a planned maintenance programme create a steering groupof tenants, on a task and finish group basis, to work with the repair teams to manage, communicate andoversee the project.
Use digital and social media to engage with more tenants to improve customer insight Presenting data about performance in more user friendly way to tenants and other customer
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The use of local community champions to be the eyes and ears for Berneslai Homes on the ground in areaswhere there isn’t a TARA
The development of an E- Voice (on line consultation panel that is a virtual panel to respond to surveys;policy changes, service reviews etc.
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Recommendations - What is needed to ensure co-regulation and involvement is fit for the future?
On paper the Berneslai Homes model for co-regulation has a formal structure and has clear links to the Board and to the Local Authority. (The model referred to is as shown in the Customer Involvement Agreement 2018/21.). The formal model is supported by a variety of less formal methods that aim to encourage involvement from a wider demographic of the Berneslai Homes tenants.
The model has much strength but it is the heart of the model i.e. the Challenge Berneslai Group and the Federation that are the weak links because there are too few people involved in the Federation and the burden of being the principle consultative body and the scrutiny body is placing pressure on Federation and the relationships between members.
The question facing the Federation and the landlord is whether or not to dissolve the Federation and create a different structure that meets the needs and expectations of the co-regulatory regime. The question facing the Federation is whether it is willing to change and adapt and become more outward in focus; and work, again, in a trusting partnership with the Berneslai Homes
Recommendation 1 That Berneslai Homes and Barnsley Borough Council continue to provide support to existing TARAs; and to support any new TARAs that require/ask for support.
Recommendation 2 Increase the number of SEAP assessors to better reflect the demographics of the wider tenant body.
Recommendation 3 Reconsider the role and remit of YCYS. TPAS understands that the Council is reorganising its operational areas and that Berneslai Homes will need to align with this. This presents an opportunity to deliver this community based involvement in different way
Recommendation 4 Give scrutiny to an independent panel i.e. outside of the Federation.
Consider using a model of formal appointment to the scrutiny panel; advertising the roles to all Berneslai Homes tenants, and ensure that training and support is provided. This will mean having to revise your approach to selecting a scrutiny project. The scrutiny panel might, for example, review and monitor data, customer insight, complaints etc. and it will commit to deliver a specific number of projects per year.
Recommendation 5
Options to consider
A principle consultative body for Berneslai Homes
a) Revise the Federation’s current structure of a management committee andexecutive committee so that it has one committee that acts as the principleconsultative body. The Federation continues to manage its own finances. Scrutinyis delivered by a separately recruited independent panel; or
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b) Revise the Federation’s current structure of a management committee andexecutive committee so that it has one committee that acts as the principleconsultative body. Give the Federation access to a delegated budget and decisionson spending the budget but take away the administrative burden from theFederation by bringing the budget management into Berneslai Homes. TheFederation must commit to accepting intensive support from Berneslai Homesstaff to instigate managed change including being more outward focussed,supporting TARAs and attending meetings, ceasing the power struggles betweenmembers and building positive relationships. A full action plan with time specificmilestones must be developed along with clearly defined measures of success; or
c) Appoint tenants to serve alongside Board members on the Customer ServicesCommittee. Data, insight and performance would be reviewed and monitored bythe Committee. They could commission scrutiny projects from a separate group oftenants either a fully constituted scrutiny panel or by delivering the projects on a‘task and finish’ basis.
d) Create a Customer Co-Regulation Committee. This should be a formal group withTerms of Reference, Code of Conduct, and role profile for members and for theChair and Vice-Chair. Members are appointed to the Committee. We suggest thatthe Committee has responsibility for the monitoring and oversight of theConsumer Standards and will provide assurance to the Board that BerneslaiHomes is meeting its regulatory obligations and it promises to customers. It willcommission scrutiny projects based on performance information and other data.We suggest that you do not need a separate scrutiny panel within this model.Rather you deliver scrutiny using ‘task and finish’ approaches. This enables a widergroup of customers to be involved in scrutiny. This builds skills and capacity andshould support the process of succession planning for recruitment to the Co-Regulation Committee.
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TPAS view of the recommendations
We have presented a wide array of recommendations and options for consideration. The fact is that a change of some sort must happen soon or the organisation is risking non-compliance with the regulatory standards. It is the Board who must make the decision on the preferred way forward.
TPAS advise that the following are accepted:
That Berneslai Homes and Barnsley Borough Council continue to provide support to existing TARAs; and tosupport any new TARAs that require/ask for support.
Increase the number of SEAP assessors to better reflect the demographics of the wider tenant body.
Reconsider the role and remit of YCYS. TPAS understands that the Council is reorganising its operationalareas and that Berneslai Homes will need to align with this. This presents an opportunity to deliver thiscommunity based involvement in different way
Create a Customer Co-Regulation Committee. This should be a formal group with Terms of Reference, Codeof Conduct, and role profile for members and for the Chair and Vice-Chair. Members are appointed to theCommittee. We suggest that the Committee has responsibility for the monitoring and oversight of theConsumer Standards and will provide assurance to the Board that Berneslai Homes is meeting its regulatoryobligations and it promises to customers. It will commission scrutiny projects based on performanceinformation and other data. We suggest that you do not need a separate scrutiny panel within this model.Rather you deliver scrutiny using ‘task and finish’ approaches. This enables a wider group of customers tobe involved in scrutiny. This builds skills and capacity and should support the process of succession planningfor recruitment to the Co-Regulation Committee. We advise you use a Steering Group methodology to takethis forward
Acknowledgements
TPAS would like to thank the tenants, staff, executive and Board members who took time to talk to TPAS about their experiences; and to share their ideas on how formal and informal involvement could be changed and improved.
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Independent Voice of Tenants and Residents in Barnsley
Barnsley Federationof Tenants and
Residents
Formal reply toreport and
presentationReview of Formal Engagement Model
Appendix 2
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Independent Voice of Tenants and Residents in Barnsley
The Federation welcomes the report and work carried out by Tpas on behalf ofBerneslai Homes which was received in October 2018 by Berneslai HomesManagement Team (BMBC Agent).
We acknowledge that the report highlights a number of areas in which changes needto be made in the operation of the Formal engagement model which is currently inplace to strengthen the tenant’s voice in the operation and working of BerneslaiHomes.
There are a number of options which are part of the report and its recommendations
There are five clear recommendations in the report by Tpas which are clearly aimedat increasing the involvement of Tenants and ensuring their voices are heard withinthe company and the services provided by Berneslai Homes (BMBC Agent).
Recommendation 1 That Berneslai Homes and Barnsley Borough Council continueto provide support to existing TARAs; and to support any new TARAs thatrequire/ask for support.Recommendation 2 Increase the number of SEAP assessors to better reflect thedemographics of the wider tenant body.Recommendation 3 Reconsider the role and remit of YCYS. TPAS understandsthat the Council is reorganising its operational areas and that Berneslai Homes willneed to align withthis. This presents an opportunity to deliver this community based involvement in adifferent wayRecommendation 4 Give scrutiny to an independent panel i.e. outside of theFederation.Consider using a model of formal appointment to the scrutiny panel; advertisingthe roles to all Berneslai Homes tenants, and ensure that training and support isprovided. This will mean having to revise your approach to selecting a scrutinyproject. The scrutiny panel might, for example, review and monitor data, customerinsight, complaints etc. and it will commit to deliver a specific number of projectsper year.Recommendation 5Options to considerA principle consultative body for Berneslai Homesa) Revise the Federation’s current structure of a management committee andexecutive committee so that it has one committee that acts as the principleconsultative body. The Federation continues to manage its own finances. Scrutinyis delivered by a separately recruited independent panel; or
b) Revise the Federation’s current structure of a management committee andexecutive committee so that it has one committee that acts as the principleconsultative body. Give the Federation access to a delegated budget and decisionson spending the budget but take away the administrative burden from theFederation by bringing the budget management into Berneslai Homes. TheFederation must commit to accepting intensive support from Berneslai Homesstaff to instigate managed change including being more outward focussed,supporting TARAs and attending meetings, ceasing the power struggles between
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Independent Voice of Tenants and Residents in Barnsley
members and building positive relationships. A full action plan with time specificmilestones must be developed along with clearly defined measures of success; orc) Appoint tenants to serve alongside Board members on the Customer ServicesCommittee. Data, insight and performance would be reviewed and monitored bythe Committee. They could commission scrutiny projects from a separate group oftenants either a fully constituted scrutiny panel or by delivering the projects on a‘task and finish’ basis.d) Create a Customer Co-Regulation Committee. This should be a formal group withTerms of Reference, Code of Conduct, and role profile for members and for theChair and Vice-Chair. Members are appointed to the Committee. We suggest thatThe Committee has responsibility for the monitoring and oversight of theConsumer Standards and will provide assurance to the Board that BerneslaiHomes is meeting its regulatory obligations and it promises to customers. It willcommission scrutiny projects based on performance information and other data.We suggest that you do not need a separate scrutiny panel within this model.Rather you deliver scrutiny using ‘task and finish’ approaches. This enables a widergroup of customers to be involved in scrutiny. This builds skills and capacity andshould support the process of succession planning for recruitment to the Co-Regulation Committee.
Taking each of the point raised in the Recommendations as set out in the report wewould make the following points.
In the first instance there is in place from August 2018 an agreement betweenBarnsley Metropolitan Borough Council, Berneslai Homes and Barnsley Federationof Tenants and Residents which covers all aspects of Customer Involvement andthis was agreed and signed by a representatives only a two month before the reviewwas carried out. This was a review of a previous agreement which covered a periodof three years from 2015 to 2018 and the new agreement covers a period from 2018to 2021. This is a formal agreement entered into by the agreement of all three partieswith open and honest intentions and following discussion between all parties.
1. We agreed that Barnsley Borough Council via Berneslai Homes shouldprovide continued support of all existing Tara’s and support any new Tara’s as
required throughout the Borough.2. We also agree that the function of the SEAP assessors the demographics
needs to reflect the wider tenant body across the borough.3. We also agree that the role of YCYS (Your Community Your Say) groups
need to match the Council’s areas and this needs to be reflected in theBerneslai Homes structure.
4. Is agreed that the role and function of the Scrutiny Group needs to beindependent. This group need to be able to review the services provided byBernslai Homes without undue influence from all other parties and it must beTenant lead. Training and support needs to be provided to this group and aclear “Terms of Reference” set out with a glass wall between BernselaiHomes and the group. This group need to be able to review all servicesprovided on behalf of BMBC and its Agent Bernslai Homes to provideassurance to the Board and the Council.
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5. Within this section there are a number of options which the Federationacknowledge need to be addressed by itself.1. We acknowledge that the Federation needs to revise its structure and this
is a matter for the members of the Federation to consider in light of thereport and the report in 2015. We also agreed that this has been a slowprocess for a number of reasons which are internal to the Federation.
2. The Federation needs to maintain its Independence from both BarnsleyCouncil and Bernslai Homes as it not only should represent tenants butthat of the wider community in Barnsley Borough in all matters which effectboth Tenants (Private and Council) and Residents of the Borough
3. We agree that there should be greater involvement and directcommunication between the Customers Services Committee of the Boardand the Scrutiny Group. We also agreed that the Customer Servicesmembers can refer matter to the group if they feel a matter needs a closerlook by the scrutiny group.
4. We agree that there should be a separate Customer Co-RegulationCommittee which should have a very clear Terms of Reference, Code ofConduct and roles set out clearly. We don’t agree that this should replacethe Federation but rather should become the conduit between Tenantsand the Board. As with the Customers Services Committee of the Board ifthis group feel a matter needs further investigation then it can refer thematter to the Scrutiny Group to look into.
The Reply to the Presentation received on the 24th January
We agree that this report has highlighted a number of areas which need to beconsidered by not only Bernsley Homes and the Council but also by the Federationof Tenants and Residents.
We are concerned that the report has made a number of assumptions and there area number of areas in which we feel there is incorrect conclusion.
We don’t feel the current model of customer involvement is outdated and although it
has been in place for a number of years the structure is still robust. We do find thatthere is a need to ensure it works and is not weighted too much in any direction.
1 TARA’s
The TARA groups around have in essence ben isolated from the Federation in thatthey have been managed by a team separate from the customer involvement areawhich was the case in the past. This has resulted in the groups having little or noinvolvement with the activities of the Federation and little information being passed
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which was the case in the past. We feel this needs to be corrected and that the Taragroups should be more supported via the Federation and that the support offeredcan be channelled better this way. Most TARAs operated from the needs to thecommunities in the area they are based and are better at this response rather than acentral support to fit all.
We are also aware that in some areas there are No TARAs and we feel that theFederation can help this and encourage new groups which cover these areas.
We do see the need for the Federation to be more proactive and to spend more timegoing out to events and listening to local tenants and residents so that they can morereflect the views from all areas of the community. This would not be limited to justTenants but in the wider role of the Federation in supporting other groups whichcover the wider communities of the Borough.
We do feel that in some ways the Federation has become to focused on mattersrelated to Berneslai Homes and has lost the wider focus on the “Whole” Borough and
that this needs to change.
We also feel that Bernslai Homes needs to remember that it needs to have a handsoff approach to the Federation as it seems to have undue influence over theFederation and what it does. The Federation is and always should be theINDEPENDENT Voice of Tenants (Both Council and Private) and Residents of theBorough.
Groups like TARA’s, YCYS, Federation, Estates Walkabouts, while managed on
behalf of the Council and Supported by the Council via Bernslai Homes are not justfor Tenants but for all the Community both Tenants and Residents of the area andare Independent of Bernslai Homes. Support offered is very good but they need tomanage with the knowledge that they are not exclusive but inclusive of all.
2. YCYS
In some areas these meeting are very well attended and can help in resolving issuesrelated to all the residents of an area. We do feel that in some areas they havebecome like little clubs where new people find it hard to get involved. It can be veryhard to know what they do or what the role is depending on the area of the Boroughthey take place. There should be a concerted effort to make them more open andinclusive and make people aware of them. In some cases they take place with littleor no local information available to when and where they take place.
More effort needs to make via all channels of the media to ensure all local peopleare aware of them and what their role is in the community.
3. Estate Walkabouts
Where in the past there were large estates of just Council properties they are nowvery much a mix of Council and Private estates as a result of both newdevelopments and the right to buy scheme. While they are still organized they shouldbe linked to YCYS groups and involve a greater involvement of other partners. This
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would help link them with other services and partners who are involved in the othergroups.
There is always wider community issues which can be looked at with these eventsand greater use of all forms of media not just social media or a website is sufficientto make these events know. They should also be staggered and not just once a yearevents.
4. Customer Panel
These events are always centered on one site and while useful they should be moreavailable in other areas of the Borough. They are correctly focused on Tenant issueswith the chance to ask questions of members of staff in attendance.
These events give tenants a chance to have a voice and influence services.
In relation to Prpoerty Repairs and Improvement and Service assessment PRIP andSEAP we agree with the comments in the report on these matters.
The only exception is we feel there should be a separate panel for dealing withcomplaints from Tenants.
5. Challenge Berneslai
This group have a clear terms of reference which has been set out for some time.For some time these terms of reference have not been adhered to as the model offor Challenge Berneslai Homes been left to drift. In the comments about the recentreport on the Heating systems it is claimed that there was disharmony between theFederation and Bernslai Homes Staff.
Bringing the terms of reference and the Challenge Model back in line which is whatshould have been happening for a number of years is important as is its function ofbeing a critical friend of Bernslai homes while watching out for tenants to ensureservices are provided in the best way and at the most economical cost to both BMBCand Bernslai homes is not something that should be missed in this section. Rules arein place for a reason and need to be adhered to avoid the group being brought intodisrepute.
6. Overall Federation
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Overall the Federation over the years has provided a very good INDEPENDENTsupport for both Tenants and Residents to both the Council and to its agent BernslaiHomes.
Yes the Federation needs to change and move forward to build on the past andmove with the times. It needs to take back control of its core function and to interactwith a wider community. Social Media and other ways of communication need to beexploited to make it more relevant to new younger people from the many backgrounds that now live and work in Barnsley.
Support is needed from the Council and Bernslai homes to do this….but we will
stress support not management.
In all cases and from studies by many groups including the Housing Ombudsmanservice the best way to enact with tenants is by tenants being in touch.
Part of the move forward for the Federation is to make changes and we willencourage this to happen over the next period.
We would see the Federation being more active in areas like supporting Tenantsfrom all areas with an advocacy support service. We would see the Federation beinginvolved from day one with complaints to ensure tenants have the support whereneeded to deal with all issues of their tenant.
Removing the Federation from the position of the designated body is not in the spiritof all the reports which make the main aim as involving tenants more.
The Federation has always been a very constructive partner and will remain that forthe coming years.
We regret the presentation which was given to us on the 24th January and decisionswere made by the management of Bernslai Homes without discussions taking placeand in the light of an agreement already being in place signed by the Chair ofBernslai Homes and The Cabinet member for Places from BMBC.
We would urge both BMBC and the Board of Bernslai homes to consider how thesedecisions were made and why by the management in light of both the agreementalready in place and to what end it is justified and can be of benefit to either body.
We are happy to honor the agreement which was entered into in good faith with bothparties and we will work to make sure the Federation upholds their side of theagreement we hope that both other partners will do the honorable thing and do thesame.
Appendix 3
TARA and SEAP Assessor Event 13th February 2019
Feedback
1. Co-regulatory group
We asked the following questions.....
Do you generally think it’s a good idea to change our co-regulatory model?
What do you think to the idea of scrutiny being task and finish approach? How can we get members?
When setting up the new co-regulatory panel how do you think we should recruit members?
Who should interview group members?
We’re proposing on interviewing people – what sort of questions would you like to be asked?
How often do you think this group should meet?
What relationship should this group have with Board, Customer Services Committee and SMT?
In addition to face to face and traditional consultation what do you think about developing a virtual consultation panel – a group of tenants and residents in a private group who we go to with ideas and questions for example.
If you like the idea – should members of the virtual panel have an agreed code of conduct?
Feedback received
• Good idea to change coregulatory model and 5/6 tables supported the idea of a new modelwith only table giving mixed views
• SEAP assessors didn’t know much at all about the Federation
• Some TARAs said the following of the Federation:
• “Got to be better that now as people don’t know about the Fed”
• “Too many people bothered about status”
• “It’s a 2 way conversation – but not happening”
• 5/6 tables gave full support Scrutiny as task finish
• In terms of advertising common feeling was that open advertising as widely as possible toencourage interest
• 5/6 agree that interviewing would be a good idea with a job role which needs to be clear
• There was support for an interview panel with Tenants, Taras, bmbc rep, board member• We should ask questions such as why interested, explore conflict or negativity, can they
commit time, Are they good listeners, do they have interest in their own are• It should be more of an informal chat to check attitude and ability to learn• The general view was the group should meet every three months and review after a year.• In terms of a relationship with the board they should be direct link to Customer Services
Committee but no need to attend, just feed in updates.• Virtual consultation - Not all discussed but those who did supported the idea as it opened up
the voice to a wider group. Need to make sure it’s balanced and representative
2. Your Community Your Say (YCYS)
We asked the following questions.....
What do you think of the recommendation to review the YCYS groups? We’re thinking of ending the groups and developing a new model
How do you think we can engage better and differently on a local level?
Do you think pop up/pop in engagement is a good idea? Tell us more....
Feedback received
• General support to change the model.• Some groups are good and should be kept.• Online engagement through social media.• More invites• Like the idea of pop up engagement and virtual online engagement• Need to respect those not online though
3. TARA
We asked the following questions.....
How can BH strengthen relationship further with TARAs?
What sort of information do you want from BH at your TARA meetings?
Do you want BH to offer more support to TARAs in terms of IT and social networking?
Feedback received
• Review what the grant can be spent on• Help work with schools• Board minutes shared• Area council minutes shared• Training on data protection• IT training and equipment
• Well supported and should continue• More info about what’s happening• Tailor support to each TARA
4. SEAP
We asked the following questions.....
Are there any improvements we can make to SEAP programme?
How do you see SEAP feeding in to the new co-regulatory panel?
Feedback received
• Share outcome more• Nee to ensure co-regulatory group see findings and can monitor service improvement• Co-regulatory group can request SEAP do additional reality checks
Appendix 4
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Agenda Item No. 9
Report of the Chief Executive to Berneslai Homes Board
7 March 2019
SHEFFIELD CITY REGION HOUSING UPDATE
A fresh approach to people, homes and communities
1. Executive Summary
1.1 In October 2014 Sheffield City Region (SCR) local authorities agreed a £900m devolution deal with the government. The deal was an economic one focusing on business growth, transport, skills, employment and education and public assets, planning and housing. The housing aim is to double housing delivery to 7,000 new homes per annum to the region. Although the actual devolution deal has not materialised, a City Region Mayor was elected in 2018 and a combined authority operates at a city region level with a housing infrastructure.
1.2 In 2016 Berneslai Homes signed the Sheffield City Region Housing Compact and has continued to contribute to this work with the Chief Executive chairing the Provider Forum.
1.3 This report provides an update on the SCR housing infrastructure and the Housing Compact and how Berneslai Homes is connected.
2. Recommendation
2.1 Board are requested to note the report.
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3. Introduction/Background
3.1 In October 2014 Sheffield City Region (SCR) local authorities agreed a£900m devolution deal with the government. The deal is an economic onefocusing on business growth, transport, skills, employment and educationand public assets, planning and housing. The housing aim is to doublehousing delivery to 7,000 new homes per annum to the region. A group ofsocial housing landlords from across the region have been working togetherto develop a common set of principles that all landlords could sign up to.The Compact will focus not just on expanding the supply of new housing butwill include supporting and investing in existing stock, understanding theproducts and services that need to be delivered, ensuring vulnerable peoplecan continue to access good quality affordable housing and ensure a rangeof low cost home ownership solutions are available across the region.
3.2 The specific housing asks within the devolution deal were:
- To develop an Assets Board which will unlock land for development andmake better use of the totality of public assets across the city region.
- For government to devolve to the SCR as part of the single pot the key capital grant and loan programmes that currently sit within the Homes and Communities Agency for the delivery of a programme of already identified quick win housing sites where there is a clear funding viability gap. This will enable the establishment of a long term Housing Investment Fund with the aim of delivering at the least 7,000 new homes a year.
- To devolve powers to drive up the standards of private rented sector housing by approving Selective Licensing applications where the application covered more than 20% of the stock or geographical area of the housing authority.
3.3 In October 2015, facilitated by the National Housing Federation, an open meeting was held for all social housing providers in the SCR, with the intention of establishing a Forum and identifying how providers wished to contribute to the SCR devolution deal. It became clear at the first meeting that the issues for providers were wider than just housing growth and there was a need for this agenda to be articulated to the key players and governance bodies within SCR. This led to the development of the SCF Housing Compact.
4. Current Position
4.1 The SCR Housing Providers Forum meets on a quarterly basis and is hostedby each of the regions on a rotational basis and chaired by Berneslai HomesChief Executive.
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4.2 The Provider Forum established an action plan with established outcomes and targets, but due to the diverse nature of the group it has been difficult to progress some areas. The action plan was closed in December 2018 and a copy is attached at Appendix 1. The main successes to date of the Provider Forum has been the engagement in the More New Homes priority for the region and working with SCR on establishing a Housing Fund of £10m which has seen funding of £3.5m allocated to date to deliver 320 new homes in the region with a further £15m added to the fund. The purpose of the fund is to unblock and accelerate housing growth over and above existing funding regimes. The other success is raising the profile of homelessness in the area and holding the SCR Mayoral Homelessness Summit in November 2018.
4.3 The Provider Forum has identified four themes it wishes to focus upon and will form task and finish groups to progress collaborative regional working. The themes are Development, Homelessness, Place including health and wellbeing and Regulation.
4.4 The Provider Forum sits within a reporting structure as part of the SCR Combined Authority as below
SCR Combined Authority (Leader BMBC)
SCR Housing and Infrastructure Board (Executive Director BMBC) 1
SCR Housing Directors Group (Service Director BMBC)
SCR Housinig Providers Forum (CEO Berneslai Homes)
More New Homes Group 2(No attendees)
1. From April to be split into 2 Boards and these will be member boards with eachBoard having a lead Chief Executive.
2. This group will evolve into a Development Group with invitations to bothBerneslai Homes and BMBC
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5. Options
5.1 The decision could be taken for Berneslai Homes to not engage with theSCR housing agenda, this is not the recommended option.
5.2 The housing environment continues to evolve and it is important thatBerneslai Homes continue to be well placed to take advantage of anyopportunities that arise from regional developments but are also well placedto mitigate any risks.
5.3 The recommended option is for Berneslai Homes to continue to support theSCR housing compact.
6. Consultations
6.1 Berneslai Homes represented by the Chief Executive has been an activemember of the Provider Forum. Regular updates are provided throughofficer meetings and representatives of the Council attend the other groups.
7. Equality and Diversity
7.1 All partners to the compact are focused on meeting the housing needs ofpeople living and working in the region and that homes are located inbalanced, sustainable communities. Equality and diversity issues will beconsidered within the wider context of the sustainable communities theme.
8. Risks
8.1 Our approach to risk is contained within our Risk Management Strategypresented and discussed at both Audit Committee and Board. The StrategicRisk Register identifies risks against the Business Plan and the company’sfour key priorities. The SCR Housing Compact and work streams will bringopportunities for collaboration at a regional level and will also positionBerneslai Homes to be alert to any proposals that may place our business atrisk.
9. Financial Implications/Value for Money
9.1 There are no financial implications arising from this report directly, howeverfuture compact work streams may lead to efficiencies, savings and/or investto save proposals. All proposals would be reported and agreed separatelythrough the appropriate delegated decision mechanism.
10. Employee Implications
10.1 There are no employee implications arising directly from this report.
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11. BMBC Strategic Alignment
11.1 BMBC is one of the pivotal players in the region and have economic growth and regeneration as a key priority which the work of the Provider Forum is supporting. The Housing Compact also compliments the objectives contained within the Borough’s Housing Strategy.
12. Proposal
12.1 Board are requested to note the update position on the work of the SCR Housing Provider Forum.
13. Glossary
13.1 SCR - Sheffield City Region (Barnsley, Bassetlaw, Bolsover, Chesterfield, Derbyshire Dales, Doncaster, North East Derbyshire, Rotherham, Sheffield).
1 Local authorities, ALMOs and housing associations working together towards the commitment set out above and a clear shared understanding of each provider’s contribution to delivery
All local authorities, ALMOsand active housingassociations signed up
SCR endorsement of theCompact
Clear definition of eachprovider’s role / objectives
Terms ofReference agreed
Compact launchedDecember 2016
19 providerssigned up
Sheffield CC to signby March 2018
To maintainattendance andcontribution of allsignatories
Outcomes 2018 Quarterly meetings
held with fullcontribution by allproviders
2 A clear understanding of where both new supply and disinvestment will occur, mapped against housing need and growth targets
Clear portrait of eachorganisation’sdevelopment/disinvestment plans, pulledtogether at SCR level
Housing needs datashared, integrated plan inplace
Increased awarenessacross housingassociation/developersector of priority investmentareas
LA data providedfrom 6 out of 9SCR authorities –deadline31st December,2017
HousingAssociations datasupplied, focus onkey players in SCR
Production of SCRmap of stock,housing need to beoverlaid with SCRinvestment sites
8 Housing delivery expedited through collaborative working, sharing skills and joint procurement, between organisations and geographical boundaries
Planning policy for crossboundary developments
Numbers of developmentsdelivered that wouldotherwise have beenprevented or against abaseline trend
Compile list of all procurement frameworks each SCR organisation currently subscribes to
Assess feasibility of a SCR wide procurement consortium
Workstream deleted
9 Agreed, shared core principles between social housing providers regarding sustainable communities
Commonly adopteddefinitions of need andsustainable communities
STAR survey results –satisfaction with the areaas a place to live
Outcome 2018 No work
undertaken in2018, Forumagreed this area tobe a priority taskgroup for 2019linked to theforthcoming newregulatoryframework and thepositive campaignsto destigmatisesocial housing.
10 Other City Regions viewing the Compact as an example of good practice
