(public pack)agenda document for yhn limited, 21/06/2016 17:00 · 6/21/2016 · to exclude the...
TRANSCRIPT
Your Homes Newcastle Limited. Registered in England and Wales Registration Number 5076256 Registered Office: Newcastle Civic Centre, Barras Bridge, Newcastle upon Tyne NE1 8PR. A company controlled by Newcastle City Council
YHN Board
Tuesday 21 June 2016 at 5.00 pm
YHN House, Benton Park Road, Newcastle upon Tyne NE7 7LX
Contact: Jill Davison Tel: (0191) 2788624 Email: [email protected]
AGENDAPage No
Introduction items
1. Reminder to switch off mobile phones
2. Apologies for Absence
3. Declarations of Interest
4. Chairs Items
Items for approval
5. Group Governance Handbook 1 - 40
6. Slavery & Human Trafficking Statement 41 - 50
Items for discussion and decision
7. Implications of the Housing and Planning Act 51 - 64
8. Voids Time Limited Committee Report 65 - 74
9. Minutes 10 May 2016 75 - 82
Items for information
(a) Health & Safety six month update 83 - 94
(b) Delegated Decisions 95 - 96
(c) Board Forward Plan 97 - 98
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(d) Committee Minutes 99 - 116
Service and Strategy Delivery Committee 19 January 2016Group Audit Committee 18 February 2016Service and Strategy Delivery Committee 22 March 2016
To exclude the press and public during discussion of agenda item 11 - 12 because of the likely disclosure of confidential information. The definitions of what is considered confidential are contained within Section 16 of the Company's Standing Orders
11. Confidential Minutes 10 May 2016 117 - 120
12. Service Agreements with Abri Trading and Asfaleia 121 - 162
Date of next meeting 2 August 2016 5pm YHN House
Board 21 June 2016
Revision of YHN Group Governance Handbook Report by Company Secretary
For Approval
1. Background information
1.1 The current Group Governance Handbook was approved by Board on 22 September 2015. The handbook was written to reflect the new disaggregated group structure and to incorporate the new committees, which were put in place.
2. Review period
2.1 Since the new company structure has been in operation, the Group Governance Handbook has been under review by the Company Secretary to ensure the governance framework is fit for purpose. The review has included discussions with the Chair and Board members, as well as senior officers.
2.2 The Service and Strategy Delivery Committee and Group Audit Committee have both reviewed their terms of reference and proposed amendments.
3. Proposed amendments
3.1 The proposed revised Group Governance Handbook is attached as Appendix 1.Headline changes:
Reference to the HCA has been removed following de-registration
Reference to 10 year management agreement included
Reference to the deleted post of Assistant Chief Executive and Director of Corporate Services has been removed,
All references to Chief Executive have been amended to Managing Director
Annual approval of the Strategic risk register has been included in matters reserved for the Board,
Subsidiaries service agreements and quarterly Chairs meetings have been added,
Group Audit Committee terms of reference amended,
Service and Strategy Delivery Committee terms of reference amended,
Remuneration Committee terms of reference amended,
Functions and responsibilities of the Managing Director has been amended to reflect the new Managing Director job description,
List of policies and strategies updated
4. Other Issues to be incorporated later
4.1 External Governance ReviewThe amendments included in this version are to ensure that the handbook is up to date. Following the governance review there may need to be further changes, but it was felt good practice to keep the document relevant and accurate pending any further changes.
4.2 DirectorsReferences to Chief Executive have now been replaced with Managing Director as the post is confirmed. As the new Managing Director is likely to instigate some management restructuring, it is proposed that the references to Directors are left for the time being, and reviewed at a later date.
5. The Business Implications
Good governance is about having systems, processes, cultures and values in place to ensure decisions are robust and that the Board and staff are held to account for how the company is run.
The Governance Handbook reflects the organisations approach to all of the business implications, and the proposed amendments do not have any direct impact on any of the areas below.
Mission and Strategic Objectives:
Value for money/efficiencies:
Financial Implications:
Resources (financial, property, technological or human):
Impact on services/performance:
Outcomes for tenants/leaseholders:
Risk (reputation, relationship):
Environmental:
Legal:
Equality and Diversity and Community Cohesion:
Stakeholder Involvement/consultation:
6. Conclusion and recommendations
6.1 Board is recommended to approve the revised YHN Group Governance Handbook in appendix 1.
7. Implementation
7.1 Subject to approval, the revised YHN Group Governance Handbook will be published on the YHN website, and a copy made available for all Board members.
Contact Officer: If you have any questions about this report that you would like clarifying before the meeting, you can contact Jill Davison by telephone on 0191 278 8624 or email [email protected]
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GROUP GOVERNANCE HANDBOOK
[Type text]
Group Governance HandbookContents
1 Introduction 1
2 YHN Group Structure 2
2.1Legal Structure
2.2Legal name
2.3Membership
2.4Organisational structure
2.5Management structure
2
3
3
4
5
3 Governance Structure 6
3.1 Matters reserved to the YHN Board 6
3.2 Major decisions 7
3.3 Subsidiary Boards- Abri Trading Limited- Asfaleia Limited
9
3.4 Matters delegated to Committees
3.4.1 Group Audit Committee3.4.2 Service & Strategy Delivery Committee3.4.3 Remuneration Committee3.4.4 Time Limited Committee
3.4.5 Committee Remit Protocol
3.5 Standing Orders
3.6 Financial Regulations
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17
17
3.7 The Role of Board, Subsidiary or Committee Members
3.7.1 Code of Conduct 3.7.2 Board member development
18
4 Responsibilities of key positions 20
4.1 Chair’s Responsibilities 20
4.2 Vice Chairs’ Responsibilities 22
4.3 Subsidiary and Committee Chairs’ Responsibilities 22
5 Matters delegated to Officers 23
5.1 General 23
5.2 Conditions 23
5.3 Staffing Conditions 24
5.4 Managing Director and Management Team Responsibilities
25
6 Officers’ Areas of Responsibility 26
6.1 Functions and Responsibilities of Managing Director 26
6.2 Functions of the Company Secretary 28
6.3 Other Functions 29
7 Conflicts of Interest Policy 30
8 Group Policies and Strategies 31
- Governance- Corporate
Version Control Table
Version number 2Date current version produced June 2016Due date for next review June 2017Author Jill Davison
Company Secretary0191 278 [email protected]
Contact for further information As above
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1 IntroductionThis handbook sets out the governance arrangements, which underpin the day to day operations of the Your Homes Newcastle (YHN) Group, how the organisation is run and how it makes its decisions.
Governance is about making sure an organisation does the right things, in the right way, at the right times. Good governance is about having systems, processes, cultures and values in place to ensure decisions are robust and that the Board and staff are held to account for how the company is run. Governance affects the whole organisation. The board, the management, staff and stakeholders all have a duty to uphold excellent standards of governance.
The organisation signs up to the Good Governance Standard for Public Services, which comprises of six core principles of good governance;
1. Good governance means focusing on
the organisation’s purpose and on
outcomes for citizens and service
users
2. Good governance means performing
effectively in clearly defined functions
and roles
3. Good governance means promoting
values for the whole organisation and
demonstrating the values of good
governance through behaviour
4. Good governance means taking
informed, transparent decisions and
managing risk
5. Good governance means developing
the capacity and capability of the
governing body to be effective
6. Good governance means engaging
with stakeholders and making
accountability real
Our core values are at the heart of the business, and are the principles and standards that influence the way we work and behave. They make a difference by giving us a sense of pride and belonging at work, and show we care and are committed to people and the work we do. Our core values are what will help us to achieve our organisational objectives and are instrumental to this governance handbook.
Accountability – acting openly and taking responsibility Integrity – acting fairly and honestly Passion – working positively with enthusiasm Respect – treating everyone with care and professionalism Forward thinking – proactively seeking improvements and solutions
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YHN LIMITED(Parent)
ASFALEIA LIMITED(Subsidiary)
GROUP AUDIT COMMITTEE
ABRI TRADING LIMITED
(Subsidiary)
SERVICE & STRATEGY DELIVERY
COMMITTEE
REMUNERATION COMMITTEE
2 YHN Group Structure
YHN is an Arms Length Management Organisation (‘ALMO’) set up and solely owned by Newcastle City Council (‘NCC’). YHN was created on 1 April 2004 and is one of the largest ALMOs in the country. YHN manages over 26,000 council homes and around 2,200 tenanted homes for other organisations.
In 2015, a group structure (the “Group”) was created with two subsidiary companies; Abri Trading Limited and Asfaleia Limited, with three committees servicing the group.
2.1 Legal Structure
Your Homes Newcastle (YHN) Your Homes Newcastle Limited is a private company limited by guarantee (company number: 05076256). Newcastle City Council is the sole member of YHN. YHN was incorporated in 2004 as an ALMO of Newcastle City Council. YHN as the ALMO, is responsible for all the core landlord services. YHN operates under a 10 year management agreement for Newcastle City Council which is due to expire in 2026. YHN is constituted by their Memorandum and Articles of Association. The remit of the YHN Board is set out in section 3.1 Matters reserved to the YHN Board.
Abri Trading LimitedAbri Trading Limited is a private company limited by shares (company number: 09772167). Your Homes Newcastle is the sole shareholder and parent company of Abri Trading Limited. Abri Trading Limited was constituted as a separate subsidiary company to facilitate the commercial activities undertaken in the business. Abri Trading Limited is responsible for the external trade of Newcastle Furniture Services and Palatine Beds.Abri Trading Limited is constituted by their Memorandum and Articles of Association. The remit of the Abri Trading Limited Board is set out in section 3.3 Subsidiary Boards.
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Asfaleia LimitedAsfaleia Limited is a Community Benefit Society (CBS) registered with the Financial Conduct Authority (FCA) under the Co-operative and Community Benefit Societies Act 2014 (registered number 7221). It has charitable status but is exempt from registration with the Charities Commission, it is a “charity” but not a “registered charity”. Asfaleia Limited was constituted as a separate subsidiary company to facilitate the services which operate as a benefit to the community. Asfaleia Limited is responsible for Community Care Alarm Service, Sheltered Housing Service, Employability, Young Peoples Service, and Advice and Support. Asfaleia Limited is constituted by their Rules and charitable objects. The remit of the Asfaleia Limited Board is set out in section 3.3 Subsidiary Boards.
CommitteesThe YHN Board may delegate any of their powers to any committee consisting of three or more Board members together with any such person the Board considers fit to exercise such powers. The current governance structure of YHN comprises three committees;
Group Audit Committee Service & Strategy Delivery Committee Remuneration Committee
The remit of these committees are set out in section 3.6, as well as Time Limited Committees, which may be convened in order to scrutinise in closer detail areas of concern identified by the YHN Board.
2.2 Legal names
The Group operate different business names such as Palatine and Newcastle Furniture Service, but there are specific circumstances in which the ‘legal name’ is required to be used instead of or in addition to the ‘business name’:
legal documents must be entered into using the relevant legal name; and a sign showing the legal name must be displayed at the registered company address
and wherever the business operates; and on all company documents, invoices, letterhead and publicity.
The legal names in the Group are; Your Homes Newcastle Limited Abri Trading Limited Asfaleia Limited
It is the responsibility of the Company Secretary to ensure compliance with all legal requirements.
2.3 Membership
Upon the formation of a company, under section 112 of the Companies Act 2006, the subscriber of the company’s memorandum are deemed to have agreed to become the members of the company. The following section lists the members of each of the group companies.
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Your Homes Newcastle - company limited by guaranteeNewcastle City Council is the sole member of Your Homes Newcastle and is listed in the register of members. The articles of association state that no person other than the Council shall be admitted to membership of the organisation. The liability of the member is limited.
Abri Trading Limited – company limited by sharesYour Homes Newcastle is the sole shareholder of Abri Trading Limited and is listed in the register of members. The liability of the shareholder is limited.The articles of association state that the directors may not exercise any power to allot shares or to grant rights to subscribe for any shares in the company unless they are authorised by ordinary resolution of the shareholder(s), Your Homes Newcastle.
Asfaleia LimitedAs a Community Benefit Society, the Board members become a shareholder on appointment as a Board member and will be listed in the register of members. The rules of the society state that the parent (Your Homes Newcastle) and the Board members shall be the only shareholders, no other person or body may be admitted as a shareholder. A shareholder who is a Board member shall automatically cease to be a shareholder when they cease to be a Board member.
It is the responsibility of the Company Secretary to maintain an up to date and accurate register of members for each company.
2.4 Organisational StructureThe Group is a large organisation with around 850 members of staff. A large number of our staff work in housing management and support services positions but we also have people working in support service roles to ensure that the business runs smoothly. We operate in three distinct organisational directorates: Tenancy ServicesOur Tenancy Services division provides strategic and operational responsibility for all central, neighbourhood and citywide functions related to the day to day management of tenancies and care and support of our customers.
Property ServicesOur Property Services division incorporates all of the services that client the improvement and maintenance of the city council's housing assets.
Corporate ServicesThe Corporate Services division provides strategic and business leadership and support services to the organisation.
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2.5 Management Structure
The operational day to day running of the organisation is delegated to the Managing Director and the Executive Team. The Managing Director and Executive Team are not members of the Board.
Managing DirectorResponsible for all management, operational and non-major decisions regarding all key functions of the oganisation.
Director of Tenancy Services Strategic and operational responsibility for all central, neighbourhood and Citywide functions directly related to the quality day to day management of NCC’s tenancies and the successful care and support of YHN’s customers.
Director of Property Services Ensures YHN makes the optimum use of its assets in planning and delivery of investment in YHN’s stock. Also has responsibility for health & safety and property maintenance which covers the clienting of repairs and maintenance.
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3 Governance Structure
This section sets out the responsibilities and working methods of the Group, its subsidiaries and committees. This includes matters reserved for the YHN Board and those of the subsidiary boards as well as the terms of reference for the established committees which the YHN Board has delegated responsibility to.
These governance arrangements have been written with a view to encapsulating the relationships specific within the Group. Should there be any conflict between YHN supporting governance policies and the articles or rules of the subsidiary companies, the articles and rules take precedence.
3.1 Matters Reserved to the YHN Board
The YHN Board reserves to itself the following powers except only to the extent that such powers have either in part or in their entirety been expressly delegated by the YHN Board to a Committee or an Officer:
3.1.1 adopting and changing the governance arrangements;3.1.2 approving and adopting strategies, policies, business plans and work
programmes, including the YHN Business Strategy and Delivery Plan; 3.1.3 Annual review and approval of the strategic risk register; 3.1.4 Approving the statement of accounts, income and expenditure and balance
sheets;3.1.5 appointing the Vice Chair of the YHN Board;3.1.6 agreeing and/or amending terms of reference for Committees, deciding on
their composition and making appointments to them including the appointment of Chairs;
3.1.7 approving procedures for the recruitment for tenant YHN Board members;3.1.8 recommending persons for appointment as independent YHN Board
members;3.1.9 approving proposals to provide services on behalf of other organisations;3.1.10 making recommendations to general meetings of Your Homes
Newcastle; 3.1.11 appointing external auditors;3.1.12 approving membership of, and appointing representatives to, outside bodies
unless the function has been delegated to an Officer;3.1.13 confirming the appointment of the Managing Director;3.1.14 making arrangements for the discharge of any of Your Homes Newcastle’s
functions by another organisation;3.1.15 considering recommendations from the City Council and/or City Council
Chief Exectuiveor make recommendations to the City Council and/or City Council Chief Executive regarding action following receipt of reports of external auditors, external inspectorate and the Local Ombudsman;
3.1.16 agreeing changes to policies, strategies and procedures that are a major decision;
3.1.17 making decisions about any functions that by law are the responsibility of Your Homes Newcastle and have not been delegated to a Committee or Officer;
3.1.18 approving the Your Homes Newcastle Budget;3.1.19 agreeing the Investment Programme delegated to Your Homes Newcastle;3.1.20 making recommendations to the Council on its Housing Strategy, Lettings
Policy, Community Safety Strategy and other matters within the Council’s Policy Framework;
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3.1.21 monitoring the Your Homes Newcastle budget, outturn, performance and implementation and effect of policy decisions;
3.1.22 undertaking activities relating to virement and other issues specified under Financial Regulations;
3.1.23 forming partnerships as necessary to facilitate the delivery of the objectives of Your Homes Newcastle;
3.1.24 considering and responding to consultation papers from Government, Council or other bodies;
3.1.25 agreeing personnel policies, other than minor or technical changes to existing policies which do not affect the underlying principles of the policies;
3.1.26 changes to staffing levels or organisational structures that have an additional cost of £100,000 a year or more or where there is no budget provision unless in either case the change is incidental to a key decision taken by the Board;
3.1.27 governance of major procurement projects;3.1.28 Reviewing and monitoring YHN’s income, expenditure and budgets and the
associated Medium Term Plan (on a six monthly basis);3.1.29 Reviewing and monitoring YHN’s investment programme high level
expenditure, funding and budgets; and3.1.30 Receiving and approving annual reports from its subsidiary companies and
committees.
The procedures with regard to meetings of the YHN Board are outlined in the Standing Orders, this include details of notice of meetings, quorum, minutes and the general conduct of meetings.
For further detail please see:Standing Orders for Board and Committee meetings
3.2 Major Decisions
3.2.1 Major decisions referred to in 3.1 are:
(a) any decision in relation to Your Homes Newcastle’s function which results in the incurring of expenditure which is significant, having regard to the Your Homes Newcastle’s budget for the service or function to which the decision relates; OR
(b) any decision that is likely to have a significant impact on two or more electoral wards within the Council.
3.2.2 The threshold for “significant expenditure” (under (a) above) is £100,000.
3.2.3 In order to ensure that the Board has sufficient oversight of:
significant changes to an approved budget; and/or any unbudgeted investments and/or related expenditure
The following delegations are effective:Approved Budget
Where there is an approved budget, for example, as set out in the investment programme (i.e. the Board has approved the revenue or capital budget), a delegated decision from a member of the Management Team is sufficient approval to proceed with the planned expenditure.
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Where there is an approved budget but there is a ‘significant change’ to the proposed expenditure (i.e. cost increase) any additional expenditure should be approved by the Board. A ‘significant change has been defined as a change where expenditure exceeds 10% of the original budget. In order to avoid Board having to approve ‘minor’ changes to budgets a de minimus level has been set at £100k variance (i.e. Board will be asked to approve changes above 10% which equates to more than £100k) unless the change is deemed to potentially have a significant positive or negative impact in environmental, physical, social or economic terms and is considered by the Management Team worthy of the Board’s consideration.
Where costs exceed 10% of budget but the actual expenditure is less than £100k, Management Team will have the authority to approve the additional expenditure. The additional spend will be recorded via the delegated decision process which is reported to Board as an information item at each Board meeting.
Unapproved Budget
The Board will have authority to approve capital or revenue spend where no budget has been previously agreed for values of £100k or above; and
Management Team will have the authority to approve capital or revenue spend where no budget has been previously agreed for a value of under £100k
3.2.4 The definitions are qualified by the following:1. Decisions that are a direct consequence of implementing a major
decision will not, in themselves, be “major”. An example is the delivery of individual Capital schemes already agreed by NCC as part of the annual Investment Programme.
2. Decisions to bid for sums over £100,000 are not included, provided that expenditure is within the agreed budget and policies of Your Homes Newcastle.
3. “Significant impact on two or more wards” means any decision which is likely to have a significant positive or negative impact in environmental, physical, social or economic terms on people living or working in communities in two or more Council wards.
4. Any decision involving the making of a grant or loan to any organisation or individual will require the approval of the Board, unless it is less than £10,000 or in accordance with a policy already approved.
3.2.5 Because of the cycle of Board meetings, it is possible to need to make urgent major decisions ahead of the next Board meeting. In this event, an urgent major decision will be made as follows:
1. The Managing Director of Your Homes Newcastle will prepare a report in the format of a Board report for the Chair of Your Homes Newcastle, who will then approve the major decision, subject to approval by at least one other Board member, who should be the Vice Chair of the Board or the Chair of a Committee of the Board.
2. The full report and the decision of the Chair and other Board
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member(s) should then be reported to the next available Board meeting for information.
3.3 SubsidiariesYour Homes Newcastle set up the following subsidiary companies in 2015 in order to achieve increased efficiencies within the business.
Abri Trading Limited Asfaleia Limited
Alongside the formal and legal relationships established by the articles of association and rules of each company, there are Intragroup Agreements set up which are intended to regulate key aspects of interaction between YHN as the parent and its subsidiaries. These agreements include; internal governance arrangements, and the adoption of group policies and business plans. Service Agreements which agree the provision of services between YHN and the subsidiaries are also signed.
Matters Reserved to the subsidiary boards;
Abri Trading Limited All matters reserved for the Board as set out in section 3.1.1 to 3.1.29 where
applicable, and Any aspects of the matters delegated to the Service and Strategy Delivery
Committee which relate to the traded elements of NFS (including HRA elements) and Palatine beds.
Asfaleia Limited All matters reserved for the Board as set out in section 3.1.1 to 3.1.29 where
applicable, and Any aspects of the matters delegated to the Service and Strategy Delivery
Committee which relate to the elements of Care Services, Employability, Advice & Support and Young Peoples Service.
For further detail please see:Your Homes Newcastle and Abri Trading Limited Intragroup Agreement
Your Homes Newcastle and Asfaleia Limited Intragroup Agreement
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3.4 Matters delegated to committees
3.4.1 Group Audit Committee1 Purpose1.1 The purpose of the Group Audit Committee is to make sure that the Group’s
internal control systems and risk management systems are effective and meet regulatory requirements.
2 Delegations2.1 The Committee will satisfy themselves that there are proper systems and
allocations of responsibilities for the following areas of activity: Internal audit; External audit; Internal control system; Risk Management systems;
2.2 The Committee will oversee the following areas of activity: Monitoring the integrity of the financial statements of the Group and any
formal announcements relating to the company’s financial performance, reviewing significant financial reporting judgements contained in them;
Reviewing the Group’s internal financial controls and the internal control and risk management systems;
Monitoring and reviewing the effectiveness of the internal audit function; Monitor the Group’s policies on fraud, whistleblowing and bribery, and anti-
fraud arrangements Recommending to the YHN Board the appointment of the external auditor; Recommending the remuneration and terms of engagement of the external
auditor; Reviewing and monitoring the external auditor’s independence and objectivity
and the effectiveness of the audit process, taking into consideration relevant UK professional and regulatory requirements;
Developing and implementing policy on the engagement of the external auditor to supply non-audit services, taking into account relevant ethnical guidance regarding the provision of non-audit services by the external audit firm;
Annual assurance statement Developing and implementing policy on business continuity Reviewing progress on the implementation of recommendations made by the
Auditors to address system weaknesses and improve internal controls Annual review of the Gifts and Hospitality register in relation to the register of
sales and purchase contracts to provide assurance of probity and transparency throughout the organisation.
3 Matters Reserved to YHN Board3.1 The following matters will be reserved to YHN Board for decision:
Approval of the Group Directors’ Annual Report and Financial Statements (following recommendation by the Audit Committee).
Appointment of external auditors.
3.2 The Committee will report to the Board of YHN or subsidiary companies on any matters in respect of which it considers that action or improvement is needed and make recommendations as to the steps to be taken.
3.3 Where a matter has a financial implication under £100,000 but has a major or
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material impact or change the Lead Officer of the Audit Committee in consultation with the Committee Chair or Vice Chair will determine whether the matter should be decided by the YHN Board or the Committee.
4 Responsibility of Committee Members4.1 Committee members will be expected to prepare themselves for meetings by
reading the Committee papers in advance of the meeting. Where Committee members are unable to attend a meeting, they should forward their views/comments on the matters to be discussed to the Chair/Lead Officer ideally not less than twenty four hours in advance of the meeting.
5 Reporting to Board5.1 Minutes of Committee meetings will be submitted to the YHN Board for
information.
5.2 The Committee Chair will report to the YHN, Abri Trading Limited and Asfaleia Limed Board at least once a year on the work of the Committee.
5.3 Where there are matters that (a) require YHN Board approval under delegations and/or (b) matters that have arisen during the course of the Committee’s work and require YHN Board’s approval, these should be reported to YHN Board as needed (outside of the annual reporting programme).
6 Reporting between Committees6.1 There may be occasions when Committee wishes a particular piece of work to
be carried out that is not within these terms of reference. The Committee Remit Protocol should be used to make a request to the appropriate Committee
7 Membership7.1 The membership of the Committee will be made up of YHN Board members
from each of the three constituent groups, a representative from each of the subsidiary companies and an independent chair.
7.2 The membership will be proposed annually by the YHN Chair for agreement by the YHN Board at the first meeting after the Annual General Meeting.
7.3 The Committee Chair will be appointed by the YHN Board for a term of three years.
7.4 The Committee will appoint a Vice Chair.
8 Frequency of Meetings8.1 The Committee will meet quarterly. The date and time of Committee meetings
will be agreed by the Committee members where possible at least six months in advance of the meeting dates.
9 Quorum9.1 The quorum for the transaction of business at meetings of the Committee will be
the Chair or Vice Chair and three members.
10 Lead Officer10.1 The Lead Officer for Audit Committee is the Head of Business Strategy.
Heads of Services will attend committee meetings to support the Lead Officer. The Lead Officer will nominate an Officer to co-ordinate the agenda and reports for each committee meeting on his/her behalf.
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11 Agenda dispatch and Minuting of meetings11.1 The Council’s Democratic Services Team will allocate a named Democratic
Services Officer to support the Group Audit Committee. This Officer will a) dispatch the agenda and papers no later than five working days before the date of the meeting and b) minute meetings of the Committee. Lead Officers will be responsible for making sure that the agenda and papers are sense checked before being provided to Democratic Services.
3.4.2 Service and Strategy Delivery Committee
1 Purpose1.1 The purpose of the Service and Strategy Delivery Committee is to gain
assurance that services are being delivered effectively and service objectives are being met by;
Agreeing the scope of service reviews, ensuring that they are conducted according to the scope and project plan, agreeing the subsequent service improvement plans and monitoring their delivery and associated risk
When strategies have been previously approved by Board, monitoring and scrutinising the delivery of their action plans as approved
1.2 The committee will also receive and scrutinise detailed information on specific performance issues in response to board and stakeholders queries and concerns.
1.3 Where there is cause for concern that service objectives may not be met, strategic KPI targets may be missed, key risks are identified or financial viability is threatened the committee will also scrutinise the recovery approach at a strategic level.
2 Delegations2.1 The Committee will oversee services delivered by the ALMO (but not
those in Abri Trading Limited or Asfaleia Limited) as well as key cross-cutting strategy action plans.
2.2 The Committee will review its terms of reference on an annual basis and recommend any necessary changes to the YHN Board.
3 Matters reserved to YHN Board3.1 The following matters will be reserved to YHN Board:
3.1.1 Approval of key strategies3.1.2 Review and monitor YHN’s income, expenditure and budgets
and the associated medium term plan.
4 Responsibility of Committee Members4.1 Committee members will be expected to prepare themselves for
meetings by reading the Committee papers in advance of the meeting. Where Committee members are unable to attend a meeting, they should forward their views/comments on the matters to be discussed to the Lead
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Officer ideally not less than twenty four hours in advance of the meeting.
5 Reporting to YHN Board5.1 The Chair will report to YHN Board on decisions taken by the Committee.
5.2 The Committee will report to the YHN Board annually on its overall work programme.
5.3 Where there are matters that (a) require YHN Board approval under delegations and/or (b) matters that have arisen during the course of the Committee’s work and require YHN Board’s approval, these should be reported to YHN Board as needed (outside of the annual reporting programme).
6 Reporting between Committees6.1 There may be occasions when the Committee wishes a particular piece
of work to be carried out that is not within these terms of reference. The Committee Remit Protocol should be used to make a request to the appropriate Committee.
7 Membership7.1 The membership of the Committee will be made up of YHN Board
members from each of the three constituent groups.
7.2 The membership and chair of committee will be proposed annually by the YHN Chair for agreement by the YHN Board at the first meeting after the Annual General Meeting.
7.3 The Committee will appoint a Vice Chair.
8 Frequency of Meetings8.1 The Committee will meet every eight weeks. The date and time of
Committee meetings will be agreed by the committee members where possible at least six months in advance of the meeting dates.
9 Quorum9.1 The quorum for the transaction of business at meetings of the
Committee will be the Chair or Vice Chair and three members.
10 Lead Officer10.1 The Lead Officer for the Service and Strategy Delivery Committee will be
the Director of Property Services. Heads of Services will attend committee meetings in support of the Lead Officer. Lead Officers will nominate an officer to co-ordinate the agenda and reports for each committee meeting.
11 Agenda dispatch and Minuting of meetings11.1 Democratic Services will allocate a named Democratic Services Officer to
support the Service and Strategy Delivery Committee. This Officer will a) dispatch the agenda and papers no later than five working days before the date of the meeting and b) minute meetings of the Committee. Lead Officers (or a nominated officer) will be responsible for making sure that the agenda and papers are a) sense checked before being provided to Democratic Services and b) sent in accordance with agreed deadlines.
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3.4.3 Remuneration Committee
1 Purpose1.1 The purpose of the Remuneration Committee is to review on an annual
basis the level of remuneration of the Managing Director and to agree the level of remuneration that should be paid to the Managing Director.
1.2 The Committee will also be provided periodically with information by the Managing Director relating to the remuneration of the senior management team (currently the Director of Property Services and the Director of Tenancy Services).
2 Delegations2.1 The Committee will carry out the following duties on behalf of the YHN
Board:
2.1.1 Determine and agree the framework or broad policy for the remuneration of the Managing Director.
2.1.2 Determine the remuneration package for the Managing Director within the terms of the agreed framework or policy. The Committee will make its decision after taking into consideration remuneration packages of other ALMOs, relevant Boards and the Council’s Executive Management Team.
2.1.3 Be responsible for establishing the selection criteria, selecting, appointing, determining the remuneration and setting the terms of reference for any consultants who advise the Committee.
2.1.4 Receive information periodically from the Managing Director about the remuneration of the senior management team, taking account of any other specific pay issues of a significant and strategic dimension.
NB: No Officer shall be involved in any decisions about their own remuneration.
2.2 The YHN Chair and nominated Committee Members will be the panel for the appointment of the Managing Director together with the Chief Executive of the Council and a relevant external person, as an adviser.
2.3 For the appointment of the senior management team, the interview panel will include the Chair of the YHN Board and another member of Remuneration Committee.
2.4 The Committee will review its terms of reference on an annual basis and recommend any necessary changes to the YHN Board.
2.5 Meet to agree to make urgent major decisions ahead of the next Board meeting as outlined in 3.2.5.
3 Matters reserved to YHN Board3.1 The following matters will be reserved to YHN Board:
3.1.1 The appointment of the Managing Director;
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3.1.2 The dismissal of the Managing Director; and3.1.3 The appraisal of the Managing Director.
4 Reporting to YHN Board4.1 The Chair will report to Board on decisions taken by the Committee.
5 Membership5.1 The membership of the Committee will be made up of the Chair of the
YHN Board, the Vice Chairs, the Chairs of the Subsidiary Boards and the Service and Strategy Delivery Committee.
5.2 The Chair of the YHN Board will chair meetings of the Committee.
5.3 The Company Secretary will act as Secretary to the Committee.
5.4 The Strategic HR Manager will attend all or part of meetings of the Committee by invitation to advise on matters of remuneration and policy.
6 Frequency of Meetings6.1 The Committee will meet as necessary but is not expected to need to
meet more than twice each year.
7 Responsibility of Committee Members7.1 Committee members will be expected to prepare themselves for meetings
by reading the Committee papers in advance. Where Committee members are unable to attend a meeting, they should forward their views/comments on the matters to be discussed to the Lead Officer before the meeting not less than twenty four hours in advance of the meeting.
8 Quorum8.1 The quorum for the transaction of business at meetings of the
Committee will be the Chair and three of the Committee members as listed at clause 5.1 above.
9 Administration of Meetings9.1 Meetings of the Committee shall be arranged by the Company Secretary
at the request of the Chair.
9.2 The Company Secretary will ensure that minutes are taken at all meetings. Minutes will formally record any decisions made and include the names of those present and in attendance.
9.3 Unless otherwise agreed, notice of each meeting together with an agenda and papers for discussion, will be forwarded to each member of the Committee no later than five working days before the date of the meeting.
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3.4.4 Time Limited Committee
1 Purpose1.1 The purpose of Time Limited Committees are:
To scrutinise in closer detail areas of concern identified by the YHN Board;
To ensure that all the relevant issues are identified and dealt with; To act as a forum for debate on potential courses of action; To consider good practice and/or innovation identified elsewhere; To ensure that appropriate action is taken and the impact evaluated;
and To report back to the YHN Board at regular intervals and at the
end of the time-limited project.
2 Membership2.1 Membership of a Time Limited Committee will comprise:
Three YHN Board Members; and may include One expert critical friend.
2.2 When appropriate the following may also be asked to send representatives to participate in membership of the Time Limited Committee:
One Council nominee (officer or Councillor)
3 Principles of operation The Committee’s inaugural meeting will set out the required end
result and will identify key milestones. Clear tasks, roles, timescales and resources will be set out in a
project plan which will be used to monitor and evaluate progress. The date and time of Committee meetings will be agreed by the
Committee members at the inaugural meeting. A working group of Officers will carry out the tasks as directed by the
Committee. The Officer group will be cross-divisional and will represent a portfolio
area of expertise which is specific to the area being scrutinised by the Committee.
Where possible the Officer group will identify and develop expertise and learning previously developed through Best Value Reviews and the programme workstreams.
The focus of the Committee will be on issue resolution and/or service and performance improvements.
The Committee will be empowered by the YHN Board, where something needs to be done, to do it without referring such matters/requests to the YHN Board for approval.
The Committee will not get embroiled in operations, but will oversee them.
Committee members will be required to commit time to understand the issues under consideration and therefore add
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value to the subject in question. The Committee will give the Lead Officer(s) clarity about the
content and periodicity of progress reports and the frequency of Committee meetings.
Meetings of the Committee will be formally minuted. The quorum for meetings of the Committee will be two YHN Board
members. The findings of the Time Limited Committee will be reported to the
YHN Board and/or a Committee for information
3.4.5 Committee Remit Protocol
IntroductionThe purpose of this protocol is to provide guidance on dealing with matters where a committee wishes a particular piece of work to be carried out that is not within their terms of reference.
ProcessWhere a committee has identified concerns or matters that they consider should be further investigated, and this matter is not within their terms of reference, the Lead Officers will be responsible for bringing this matter to the appropriate committee.
The Lead Officer of the Committee making the request will present a report on their behalf to the appropriate Committee.
This should be a brief document describing the issues that have arisen and what the Committee is being asked to do. It is the responsibility of the Lead Officer to write this report and to present to Committee.
ReportingThe Committee will decide what action it will take and this will be reported back to the requesting Committee. A schedule of remits between committees will be reported to YHN Board for information.
3.5 Standing Orders
High standards of corporate and personal conduct are essential for the organisation. The Standing Orders set out the procedures which apply to all meetings of the Group, and regulate the way in which business of the Group will be conducted.
For further detail please see:Standing Orders for Board and Committee meetings
3.6 Financial Regulations
Financial Regulations provide the framework for the financial administration of the Group with a view to ensuring that the financial affairs are conducted in a sound and proper manner, constitute value for money and minimise the risk of legal challenge. Financial Regulations are not intended to constitute a set of detailed rules to respond to every contingency. The regulations apply to all companies within the Group.
For further detail please see:Financial Regulations
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3.7 The role of YHN Board, Subsidiary and Committee members
As a Company Director, all Board members have fiduciary and statutory duties and take collective responsibility for the decisions that are made.
All Board members are required to;
be responsible for carrying out the legal responsibilities of a Director as specified in Companies Act 2006;
Act with powers as set out in the articles of association Promote the success of YHN for the benefit of its members, employees, and
tenants Exercise independence of judgement when making decisions Exercise reasonable care, skill and diligence and to use the general knowledge, skill
and experience that you have for the benefit of YHN Avoid conflicts of interest Not to accept benefits from third parties Declare interest in any proposed transaction or arrangement
In addition; Follow the YHN Board member code of conduct Read the agendas and prepare for and attend all meetings Undertake training appropriate to the role Serve on committees and task and finish groups as required Constructively challenge and contribute to debates at meetings Support the decisions objectives and policies agreed by the Boards Understand importance of handling confidential and sensitive information
For further detail please see:Board Members Role Description
3.7.1 Code of ConductAll Group Board Members must observe the YHN Board Member Code of Conduct and other arrangements put in place to assure good governance whenever they:
Conduct the business of the organisation; Act as a representative of the organisation.
For further detail please see:Board Members Code Of Conduct
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3.7.2 Board Member Development
The Group is committed to supporting its Board Members. Board Members receive a formal induction on appointment and an annual review meeting with the Chair, during this meeting Board Members have the opportunity to identify future training and development requirements.
For further detail please see:Board Appraisal and Development Programme
3.7.3 Succession Planning
The process of appointing Board members to the parent and subsidiary boards is set out formally in the constitution documents of each company.
It is crucial that the Board members have the right skills, knowledge and behaviours for today’s activities and also for future changes and challenges. The Board Succession Plan aims to ensure that the Group takes a strategic approach to board continuity, demonstrates how the group plans for the future and ensures that effective and efficient governance of the Group is assured at all times through the board, subsidiaries and committees.
For further information please see:Board Succession Plan
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4 Responsibilities of the YHN Chair and Vice Chair
This section sets out the responsibilities of key positions within the governance structure.
4.1 YHN Chair’s responsibilities
Strategic Direction
To establish constructive working relationships with the Managing Director and the Senior Management Team and to attend meetings with the Managing Director on a regular basis.
To represent Your Homes Newcastle at external public events and to meet with Your Homes Newcastle tenants on a regular basis.
To make comments on behalf of Your Homes Newcastle to the press and other media.
To take decisions (if any) delegated to the Chair with the advice of the Managing Director.
To ensure when a vacancy arises that the Managing Director is replaced in a timely and orderly fashion.
To agree with the Managing Director the agenda for all the YHN Board’s meetings.
To meet with subsidiary Chairs on a quarterly basis to communicate group information
To take action on disciplinary and other personnel matters concerning the Managing Director in accordance with Your Homes Newcastle’s personnel procedures.
To liaise with the Managing Director on the strategic development and planning of Your Homes Newcastle, bringing such reports and recommendations to the Board for discussion and approval.
To meet regularly with the Leader, Chief Executive and other senior officers of the Council.
To review the performance of individual Board members on an annual basis. To ensure that an annual review of the performance of the Managing
Director is carried out. To attend such training and development programmes that may be
considered necessary. Not to engage in any activity or practice that is likely to bring Your Homes
Newcastle into disrepute and to abide by all policies and procedures as appropriate.
To be an ex-officio member of all Committees and attend meetings as appropriate.
To chair the Your Homes Newcastle Remuneration Committee.
(i) Conduct of Meetings
To ensure the efficient and proper conduct of the YHN Board’s business and general meetings of the Company.
To ensure that all YHN Board members are given the opportunity to express their views before any important decision is taken, but at the same time to ensure that only those who are eligible to speak (for example, those without a conflict of interest) are invited to do so.
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On a resolution where there is an equality of votes, the Chair shall have a second or casting vote and shall use it to vote against any resolution which proposed to alter the existing situation unless this would be detrimental to the best interests of Your Homes Newcastle.
To ensure that the YHN Board delegates sufficient authority to any Committees and Officers it may establish to enable the business of Your Homes Newcastle to be carried on effectively between meetings of the Board and also to ensure that the YHN Board monitors the use of these delegated powers.
To invite members of staff to comment on matters considered at YHN Board meetings as appropriate and to ensure that the Board receives timely professional advice when it is needed.
To ensure that the YHN Board complies with all the group governance arrangements.
To determine at YHN Board meetings whether any late items will be accepted onto the agenda and if so tabled at the meeting.
Where new YHN Board members or observers are present or in attendance at YHN Board or general meetings, to invite such members, observers and staff to introduce themselves to the meeting.
To satisfy him/herself that the minutes of the YHN Board’s meetings are an accurate and complete record and if so satisfied, to sign the same.
To satisfy him/herself that every meeting of the YHN Board has been properly convened and that such meetings are properly constituted by the attendance of a quorum.
To attend consultation meetings with tenants, leaseholders and residents.
To guide the meeting through the items on the agenda in the order they appear (unless modified with the agreement of the meeting).
To give immediate rulings on complaints or queries relating to the procedure and conduct of the meeting, the Chair’s ruling being final.
At the end of each item on the agenda, to ascertain the ‘sense of the meeting’ and to sum up the general agreement of the YHN Board members on a particular recommendation.
To ensure that questions from members of the public are dealt with in the manner provided in the governance arrangements.
To adjourn any meeting of the YHN Board or a Committee for the purposes of restoring order.
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4.2 Vice Chairs’ responsibilities
To assist and support the Chair in fulfilling his/her duties and responsibilities. To deputise for the Chair in his/her absence. To assume responsibility for a particular area of responsibility or interest
as may be agreed by the Board, such as chairing a committee. To meet with the Chair and Managing Director as required in between Board
Meetings. To undertake such other duties as may be delegated to him/her by the Board.
4.3 Subsidiary and Committee Chairs’ responsibilities
As separate legal entities, each subsidiary company has a Board of Directors (Board members) and a Chair. All Board members of subsidiary boards are responsible for managing and directing the affairs of the company and have a fiduciary duty to act with due care, in good faith and in the best interests of the subsidiary company.
Committees of YHN have written terms of reference outlining their remit which is delegated to them from the YHN Board.
In respect of their particular board meetings, Subsidiary and Committee Chairs are responsible for;
agreeing the agenda for the meetings with the Lead Officer ensuring meetings are properly constituted by the attendance of a quorum guiding the meeting through the items on the agenda in the order they appear
(unless modified with the agreement of the meeting) Ensuring that the meeting allows sufficient time for discussion in proportion to the
importance of the agenda item satisfying him/herself that the minutes of the meetings are an accurate and a
complete record monitoring the implementation of action points from previous meetings inviting members of staff to comment on matters considered at meetings as
appropriate, and to ensure that the meeting receives timely professional advice when it is needed
enabling discussions, ensuring that all members have the opportunity to contribute and that discussions remain focused
ensuring that all members are given the opportunity to express their views before any important decision is taken
ensuring the work is consistent with its agree remit and that issues of interest to other committees or the wider organisation are appropriately referred
consulting with other members and providing advice and support supporting and advising new members ensuring members comply with all the group governance arrangements adjourning any meeting for the purposes of restoring order reporting to the YHN Board annually on the work programme meet with the group Chair quarterly
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5 Matters delegated to Officers
This section sets out the key responsibilities delegated to officers in the organisation.
5.1 General
5.1.1 This scheme delegates to the Managing Director and other Officers the powers and duties necessary for the discharge of Your Homes Newcastle’s functions subject to the specific conditions as stated in 5.2 and 5.3 below. It is adopted with the aim of streamlining and simplifying the decision making processes of Your Homes Newcastle and accordingly the Scheme should be interpreted widely rather than narrowly. Where functions are delegated these should be taken to include all powers and duties necessary to carry out those functions delegated by Newcastle City Council to Your Homes Newcastle.
5.1.2 Where under these delegations a function has been delegated to a specific Officer (“Delegated Officer”) the decision may be taken in the name of (but not personally by) such Delegated Officer by another Officer (’Authorised Officer’) in accordance with arrangements made from time to time by such Delegated Officer for this purpose.
5.1.3 For the purposes of these delegations the ‘“Management Team’, headed by the Managing Director, consists of: Director of Property Services; and Director of Tenancy Services;
5.2 Conditions
5.2.1 The Scheme does not delegate to the Managing Director or other Officers any major decisions. Major decisions are defined in section 3.2 of this document.
5.2.2 All powers and duties that the Managing Director or other Officer are authorised to exercise or perform must be exercised or performed on behalf of and in the name of Your Homes Newcastle and in accordance with the governance arrangements and, in the case of a Senior Manager or other Officer, any direction and/or advice of the Managing Director.
5.2.3 Where any matter involves professional or technical considerations not within the sphere of the competence of the Managing Director, Management Team or other Officer they must consult the appropriate professional or technical officer of Your Homes Newcastle and/or Newcastle City Council before authorising action.
5.2.4 In exercising delegated powers the Managing Director, Management Team or other Officer should only act within the approved policies and budgets.
5.2.5 The Chair of the Board must be consulted about draft responses to consultation papers issued by Government departments or national or regional bodies.
5.2.6 Consultants may only be appointed in accordance with Your Homes Newcastle Contract Procedure Rules and Regulations and subject to the approval of the Managing Director.
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5.2.7 Any reference to the Managing Director or other Officer includes any other person authorised by that Officer to act on their behalf.
5.2.8 In addition to the general powers conferred upon them as Managing Director, these Officers will be authorised to exercise all the powers and duties specifically conferred on subordinate officers in their department. All powers and duties conferred upon subordinate officers will be exercised in accordance with any direction issued by the Managing Director.
5.2.9 Reference to any statutory provision includes any statutory provision amending, consolidating, or replacing it for the time being in force.
5.3 Staffing Conditions
5.3.1 The Managing Director will be responsible for appointing, managing, disciplining and dismissing all employees within Your Homes Newcastle subject to complying with: employment policies and conditions of service; any appropriate schemes or arrangements laid down by Your Homes
Newcastle or the Board; and any directions that may be issued from time to time by the Board.
5.3.2 The following matters must be dealt with by the Board: agreeing personnel policies, other than minor or technical changes
to existing policies which do not affect the underlying principles of the policies; and
changes to staffing levels or organisational structures that have an additional cost of £100,000 a year or more or where there is no budget provision unless in either case the change is incidental to a key decision taken by the Board.
5.3.3 The following matters must be dealt with by the Managing Director or his delegated officers in consultation with the Your Homes Newcastle’s Strategic HR Manager, who will consult with Newcastle City Council’s Head of Operational HR authorising payments of honoraria that exceed £2,000 in the case of
any one employee or in circumstances that are not covered by the policy guidelines.
reviewing and authorising changes to departmental structures and establishments where there is a cost of less than £100,000 in a financial year and there is budget provision.
determining applications from employees for their post to be re-graded. authorising payments for employees in the case of early retirement,
voluntary redundancy and redeployment. authorising the creation of additional temporary posts for more than six
months, where budget provision exists. authorising requests for leave which are either not covered by a
policy or which exceed the limits in the relevant policy. paying compensation to employees for pain and suffering incurred by
them as a result of assault and/or harassment and/or attacks by animals whilst undertaking their duties and responsibilities.
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5.4 Managing Director and Management Team Responsibilities
5.4.1 The Managing Director in conjunction with his/her Management Team is responsible for:
taking action to secure the safety and welfare of employees and to take immediate action where in his/her opinion there is danger to life and limb.
developing, reviewing and monitoring personnel policy and standards. establishing and maintaining effective consultation and negotiation
arrangements with recognised trade unions. developing, reviewing and monitoring employment policy in relation
to equality of opportunity. reviewing annually the amounts of compensation provided for in
Newcastle City Council’s employment policies to make sure they remain at appropriate levels and in line with inflation.
approving the implementation of grades resulting from the job evaluation process.
approving changes to terms and conditions of employment where there is a cost of less than £100,000 in a financial year.
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6 Officers Areas of Responsibilities
6.1 Functions and responsibilities of the Managing Director of Your Homes Newcastle
The Managing Director will have responsibility for all management, operational and non-major decisions about the following functions and areas of responsibility. The Board has delegated to the Management Team the responsibility of jointly assuming the powers and duties of the Managing Director in his/her absence.
6.1.1 Job purpose
i. Ensure YHN fulfils its leadership role on behalf of both YHN and Newcastle City Council and delivers priorities in accordance with the Management Agreement and Articles of Association.
ii. Assist the YHN Board in ensuring its vision and priorities are translated into delivery and its values are embedded at all levels of the organisation
iii. Work in collaboration and partnership with others to improve the outcomes for tenants and to deliver services that maintain decent neighbourhoods
iv. Lead and inspire others to ensure YHN remains responsive and builds strong relationships with the City Council, partners, staff and tenants
v. Explore and maximise entrepreneurial opportunities for improving trade, and strengthening the commerciality of YHN
Principal Accountabilities:
i. Encourage innovation and ensure service improvement in all of YHN’s services, seeking and implementing imaginative solutions that reflect the values of the organisation while motivating and empowering others to succeed
ii. Ensure that YHN’s budget is delivered through astute financial planning and governance, appropriate and timely monitoring of progress and taking such action as is necessary to achieve business targets and key objectives
iii. Lead, manage and direct the senior management team to ensure a focussed and co-ordinated approach to the development of policy/strategy, which enables the delivery of YHN’s operational objectives
iv. Create and develop sustainable services for the future by helping to build tenant capacity. Seek and encourage the generation of new service delivery, trading and income generation models and opportunities
v. To maximise the benefits to tenants of the Housing Revenue Account
vi. To fulfil any statutory requirements, including those as delegated by Newcastle City Council
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vii. To lead YHN’s promotion of equality and diversity, ensuring a fairer City where inequalities in health, wealth and quality of life are improved
viii. To carry out such other duties as are required and appropriate to the role of Managing Director
6.1.2 Statutory Executive Functions
To ensure proper exercise of the functions of Newcastle City Council as the housing authority as delegated to Your Homes Newcastle under the Management Agreement, in particular:
provision and management of housing by the Council; and public sector housing regeneration and maintenance.
6.1.3 Acting as Authorised/Proper Officer for the following matters
The Managing Director of Your Homes Newcastle is the appointed/proper Officer for all purposes concerned with the local authority landlord function under the Housing Act 1985 in particular has delegated authority to authorise:
notices of seeking possession under s83 Housing Act 1985 (for secure tenancies) and s128 Housing Act 1996 (for introductory tenancies) and notices to quit for other tenancies and licenses of Council dwellings, garages, garage sites and other land and premises.
institution of possession proceedings for such properties and sites.
eviction proceedings in all such cases. institution of possession proceedings against any persons in
unlawful occupation of Council dwellings.
6.1.4 Assisting in the drawing up of the following Policies that form part of the Council
The plans and strategies that comprise the Housing Investment Programme, Lettings Policy and other items within the Council Budget and Policy framework.
6.1.5 Legal proceedings by Your Homes Newcastle
The Managing Director of Your Homes Newcastle is authorised to institute, defend or participate in any legal proceedings in any case where such action is necessary to give effect to decisions of the Board or in any case where the Managing Director of Your Homes Newcastle considers that such action is necessary to protect the company’s interests.
6.1.6 Structure
The Managing Director will determine and publicise a description of the overall departmental structure of Your Homes Newcastle showing the management structure and deployment of Officers. The Managing Director will report to the Board on the manner in which the discharge of Your Homes Newcastle’s
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functions is coordinated the number of officers required for the discharge of functions and the organisation of Officers.
6.2 Functions of the Company Secretary
(a) Governance Arrangements.The Company Secretary is responsible for ensuring that governance arrangements are robust and reflect current legislation and best practice and will maintain an up-to-date version of all current governance documents ensuring that they are widely available for consultation by members, staff and the public.
(b) Ensuring lawfulness and fairness of decision makingAfter consulting with the Managing Director the Company Secretary will report to the Board if he or she considers that any proposal, decision or omission would give rise to unlawfulness or if any decision or omission has given rise to maladministration. Such a report will have the effect of stopping the proposal or decision being implemented until the report has been considered.
(c) Standards of Conduct.The Company Secretary will contribute to the promotion and maintenance of high standards of Board member conduct through the provisions and implementation of the Board Members Code of Conduct and also implement procedures to help Board members discharge their statutory duties especially in promoting the success of the company and avoiding conflicts of interest
(d) Receiving reportsThe Company Secretary will receive and act on reports concerning codes of conduct and ethical standards in comparable organisations.
(e) Conducting investigationsThe Company Secretary will conduct investigations into matters concerning the Code of Conduct and make reports or recommendations in respect of them to the Board.
(f) Proper officer for access to informationThe Company Secretary will ensure that Board decisions, together with the reasons for those decisions and relevant Officer reports and background papers are made publicly available as soon as possible. The Company Secretary also has responsibility for making all necessary disclosures on corporate governance and ensuring that all requisite types of information are made available in an appropriate format.
(g) Advising whether Board decisions are within the budget and policy approved by Your Homes Newcastle
The Company Secretary will advise whether decisions of the Board are in accordance with the policies and budgets of Your Homes Newcastle and consistent with its Management Agreement with the Council.
(h) Providing adviceThe Company Secretary will develop a proactive relationship with Board members and provide a source of information and advice and act as a primary point of contract. The Company Secretary will also provide advice on the scope of powers and authority to take decisions, maladministration, financial impropriety, probity and governance issues to all Board members.
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(i) Governance consentThe Company Secretary shall advise the Board and the Council of any matters under consideration which appear to modify the application for consent made by the Council under s27 of the Housing Act 1985 and therefore must be subject to one month’s prior written notice to the Secretary of State before implementation.
(j) Restrictions on postsThe Managing Director cannot act as the Company Secretary.
6.3 Additional Functions
(a) Ensuring lawfulness and financial prudence of decision makingThe Managing Director, after consultation with the Directors and/or Company Secretary, will report to the Board in relation to its functions, and Your Homes Newcastle’s external auditor if he/she considers that any proposal, decision or course of action will involve incurring unlawful expenditure, or is unlawful and is likely to cause a loss or deficiency or if Your Homes Newcastle is about to enter an item of account unlawfully.
(b) Administration of financial affairsThe Managing Director will have responsibility for the administration of the financial affairs of Your Homes Newcastle.
(c) Contributing to corporate managementThe Managing Director, after consultation with the Directors and/or Company Secretary, will contribute to the corporate management of Your Homes Newcastle, in particular through the provision of professional financial advice.
(d) Providing adviceThe Managing Director, after consultation with the Directors and/or Company Secretary, will provide advice on the scope of powers and authority to take decisions, maladministration, financial impropriety, probity and budget and policy issues to all Board members and will support and advice Board members and officers in their respective roles.
(e) Give financial informationThe Managing Director, after consultation with the Directors and/or Company Secretary, will provide financial information to the media, members of the public and the community.
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7 Conflicts of Interest
This section outlines the acknowledgement of conflicts of interest within the organisation’s group structure.
7.1 Commitment All Group board members have a duty to act in the best interests of the organisation
and Board Members must not generally put themselves in a position where there is a conflict between their personal interests and the duty they owe to the Group.
7.2 Records All board members are expected to sign a declaration of interests which will be held
with the statutory books by the Company Secretary and are open for public inspection.
They should inform the Company Secretary promptly of any change of circumstances that affect their declaration of interests or affects information supplied to Companies House to register them as a board member.
An annual review will be complete to ensure up to date records are held
7.3 Governance Requirements for declarations of interest are covered in;
Articles 25, 26, 29 and 30 of the Your Homes Newcastle Articles of Association
Article 16 and 17 of the Abri Trading Limited Articles of Association Rule D14-23 of the Asfaleia Limited Rules
7.4 Subsidiary Conflicts The articles of Abri Trading Limited pre-authorise the conflict arising due to a
director of the subsidiary being a YHN board member (article 17) and the directors will be allowed to vote on any matter in which a conflict arises as a result of their overlapping responsibilities to YHN and Abri Trading Limited, so long as the directors have declared their interest in any matter to the other directors either at the meeting where the matter is being discussed or in advance in writing (article 16).
Asfaleia Limited comprises of a majority independent board members. A conflict arising due a director of the subsidiary being a YHN board member is pre-authorised (Rule D22) .
The Chair will ensure there is always adequate YHN board members, who are not directors of Abri Trading Limited or Asfaleia Limited, to be able to form a quorum at the YHN board meetings. This is so there is always enough un-conflicted YHN board members to form a quorum and authorise a transaction between the parent and the subsidiaries where a conflict arises for those who are on both boards.
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8 Group Policies and Strategies
Governance
YHN Business Strategy
Risk Management Strategy
Financial Regulations
Code Of Conduct
Standing Orders
Succession Plan
Board member appraisal and development programme
Board member allowances
Corporate
YHN Delivery Plan
Anti-Bribery Policy
Asset Management Strategy
Corporate Procurement Strategy
Digital by Choice Strategy
Domestic Abuse Policy
Employability Strategy
Environmental Sustainability Strategy
Equality and Diversity Strategy
Finance Strategy
Freedom of Information Policy
Health and Safety Policy
Income Management Strategy
People Strategy
Safeguarding Policy
Value for Money Strategy
Whistleblowing Policy
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Board 21 June 2016Slavery and Human Trafficking StatementReport by Managing Director
For Approval
1. Background information
1.1 Evidence from a variety of sources suggests that modern day slavery affects almost every industry and although modern day slavery is illegal it is a problem which exists in every country in the world.
1.2 New legislation, in the form of the Modern Slavery Act 2015 (the Act), received Royal Assent on 26 March 2015.
1.3 The Act consolidates various offences relating to human trafficking and slavery. It covers
Slavery – where ownership is exercised over a person;
Servitude – involving the obligation to provide services imposed by coercion;
Forced or compulsory labour involving work or services exacted from any person under the menace of a penalty and for which the person has not offered himself voluntarily and;
Human trafficking involving arranging or facilitating the travel of another with a view to exploiting them.
1.4 The act includes provisions to:-
Enable the Secretary of State to make regulations relating to the identification of and support for victims;
Make provision for independent child trafficking advocates;
Introduce a new reparation order to encourage the courts to compensate victims where assets are confiscated from perpetrators;
Close gaps in the law to enable law enforcement to stop boats where slaves are suspected of being held or trafficked; and
Require businesses over a certain size and threshold to disclose each year what action they have taken to ensure there is no modern slavery in their business or supply chain.
1.5 An additional clause was added retrospectively and came into force in October 2015, which requires all commercial organisations carrying out business in the UK, with a turnover of £36million or more to disclose, in an annual slavery and human trafficking statement on their website, what steps they have taken during the financial year to ensure their business and supply chains are slavery free.
1.6 Failure to produce the required statement, where applicable, could result in the Secretary of State seeking an injunction but in practice is more likely to risk being “named and shamed”.
1.7 This statement must be approved by the Board and signed by a director before being published to the company’s website with a prominent link on the homepage within 6 months of the financial year end.
2. Details
2.1 Whilst a statement template is not provided under the legislation, the Act does recommend that it contains:
An outline of the organisations structure, business and supply chains.
Policies in relation to slavery and human trafficking.
Due diligence processes in relation to slavery and human trafficking in the organisation’s business and supply chains;
Identification of parts of the business and supply chains where there is a risk of slavery and human trafficking and the steps taken to assess and manage that risk;
An assessment of its effectiveness in ensuring slavery and trafficking are not taking place in its business or supply chains measured against performance indicators it considers appropriate; and
Information about training concerning slavery and human trafficking that’s available to staff.
2.2 Appendix 1 details YHN’s first annual statement under this new legislative requirement, which represents an ongoing commitment to address the issue of Modern Slavery.
2.3 It should be noted that the annual statement only applies to YHN’s supply chain and does not include suppliers that undertake work for the Council that YHN manages but are funded through the Housing Revenue Account. The Council has been consulted about this and agrees with the approach we are taking.
2.4 Whilst there is no requirement and it is perhaps impossible to guarantee that slavery and trafficking does not exist somewhere within an organisations supply chain, the annual statement is:-
Designed to demonstrate that an organisation is aware of the issue;
Is not driving the use of modern day slavery practices through
purchasing and procurement practices; and is
Taking effective steps to stop modern day slavery practices in its supply chains.
3. The Business Implications
3.1 Mission and Strategic Objectives: The adoption of this legislation is consistent with YHN’s strategic objective to “Promote health and wellbeing and support vulnerable people to enjoy independence.”
3.2 Value for money/efficiencies: It is possible that ensuring our supply chains are slavery free may lead to an increase in the price of the products that we purchase, but this increase in cost will be offset by the impact it will have in ensuring we are meeting our strategic objectives and statutory requirements.
3.3 Financial Implications: None.
3.4 Resources (financial, property, technological or human): The additional resource required to comply with the legislation will be absorbed within existing budgets.
3.5 Impact on services/performance: None
3.6 Outcomes for tenants/leaseholders: Reassurance in the knowledge that YHN is taking appropriate actions to ensure our business and supply chains are slavery free.
3.7 Risk (reputation, relationship): Failure to publish a Slavery Statement could technically lead to the Secretary of State seeking an injunction but in practical terms is likely to increase the risk of being “named and shamed” resulting in adverse publicity and increased public scrutiny.
3.8 Environmental: None
3.9 Legal: YHN is legally obliged to comply with the Modern Slavery Act 2015.
3.10 Equality and Diversity and Community Cohesion: Compliance with the Modern Slavery Act 2015 will help YHN promote equality, diversity and community cohesion across its business, the City and its supply chain generally.
3.11 Stakeholder Involvement/consultation: None
4 Conclusion and recommendations4.1 Board is recommended to:
- Approve the Slavery and Human Trafficking Statement (Appendix 1) for publication on the YHN website by 30 Sept 2016.
5 Implementation
5.1 The Statement will be published on our website, with a prominent link on the homepage, following Board approval.Actions identified within the statement will be incorporated into the Corporate Procurement Action Plan.
Contact Officer: If you have any questions about this report that you would like clarifying, you can contact Chris Nicholson, Procurement Manager by telephone on 0191 278 8632 or email [email protected]
Appendix 1
Your Homes Newcastle(“YHN”)
Slavery and Human Trafficking Statement
FY 2015/16
Appendix 1
Introduction-
Your Homes Newcastle (“the company”) is a not-for-profit Arms Length Management Organisation (ALMO) and a wholly owned subsidiary of Newcastle City Council. We were set up in 2004 to manage the Council’s properties, to improve housing in order to meet the Government’s Decent Homes standard and to provide a range of support services for Newcastle City Council and other landlords. We currently manage:-
25,947 council homes on behalf of Newcastle City Council; 1,817 homes on behalf of the Byker Community Trust; and 529 homes on behalf of Leazes Homes.
Our structure, business and supply chains
We have a group structure with Your Homes Newcastle as the parent company along with two subsidiaries. The two subsidiaries are Asfaleia Ltd, a charitable subsidiary, and Abri Trading Ltd, a trading subsidiary.
Your Homes Newcastle provides our core housing management and administrative functions;
Asfaleia Ltd delivers our community care alarm service, sheltered housing service, young peoples’ service, advice and support service and employability services; and
Abri Trading Ltd includes the Newcastle Furniture Service (NFS) and Palatine Beds.
Further information about our activities is detailed on our web site at http://www.yhn.org.uk/
Our tier one supply chain is made up of UK/European based suppliers. Total buying value in 2015/16 for the group was £4.1m across 444 suppliers with 20 (5%) suppliers accounting for £3.4m (83%) expenditure. The main categories are summarised below:-
White goods, small electrical and furniture items for NFS £1.6m (39%)
Information technology and telephony £0.9m (22%)
Raw materials to manufacture beds for Palatine £0.6m (15%)
Printing £0.2m (5%)
Miscellaneous other £0.8m (19%)
TOTAL £4.1m (100%)
Appendix 1
Policies in relation to slavery and human trafficking
Whilst we do not currently have a policy specifically covering Slavery and Human Trafficking we do have a comprehensive Corporate Procurement Strategy, supported by a number of policies including Anti Bribery, Fraud and Corruption, Whistle blowing and Corporate Equality, as part of our public sector equality duty which includes the elimination of unlawful discrimination.
YHN are also committed to continually assess the recruitment procedures and practices in order to comply with current employment legislation, and recruit staff according to best practice. Equality impact assessments are carried out on all HR related policies to ensure they promote equality of opportunity.
In addition as an organisation we have been assessed as excellent under the Social Housing Equality Framework and are a Stonewall top 100 employer, demonstrating our commitment to equality.
Due diligence processes in relation to slavery and human trafficking in our business and supply chains
As a group we are governed by the Public Contract Regulations 2015, which are underpinned by our Financial Regulations, incorporating a comprehensive supplier accreditation process. This includes, as appropriate, a supplier suitability or pre- qualification questionnaire containing checks relating to a suppliers economic and financial standing, as well as compliance with labour law.
In addition our standard contract terms require our suppliers to adhere to all of our policies and rules, together with compliance at all times with the Law in the performance of the contract.
Parts of our business where there is a risk of slavery and human trafficking taking place, and the steps we have taken to assess and manage that risk.
We have mapped out our third party spend and categorised the supply areas we think are most at risk of modern slavery. The areas we think that are most at risk are due to their relatively high level of spend and the fact that we do not have supply chain visibility below our tier one suppliers:-
Supplies of white goods, small electrical and furniture items for NFS. Supplies of raw materials to manufacture beds for Palatine.
Appendix 1
Effectiveness in ensuring that slavery and human trafficking is not taking place in our business or supply chains
This is our first slavery and human trafficking statement. We therefore recognise that there are actions we need to undertake in order to ensure that slavery and human trafficking is not taking place in our business or supply chains.
We are confident that slavery and human trafficking is not taking place amongst our first tier suppliers due to the due diligence processes that we currently have in place, but we cannot be as certain that slavery and human trafficking is not taking place further down our supply chains.
Training about slavery and human trafficking available to staff
Whilst YHN staff do not currently undertake specific slavery training, following the introduction of the Care Act 2014 and the Modern Slavery Act 2015, ‘modern slavery’, a new category of abuse is covered within our in-house safeguarding adults training course. This training is targeted at staff / managers who are responsible for making a referral to other services or those managers who have organisational or professional responsibility to safeguard adults at risk and who partake in risk assessments and protection planning.
Actions to be delivered during 2016/17
We intend to:-
Develop a corporate anti-slavery policy to supplement our existing processes and procedures, which will form the base line for our supplier compliance.
Update our procurement processes to include specific prohibitions against the use of forced compulsory or trafficked labour, or anyone held in slavery or servitude, whether adults or children.
Take a risk based approach to ensuring that slavery and human trafficking is not taking place in our supply chains. We spend a relatively large amount, £1.6m (39%), on the purchasing of white goods, small electrical and furniture for the NFS, where supply chains may extend beyond the UK, possibly from countries with a higher risk of slavery and human trafficking. Our priority for 2016/17 is therefore to undertake supply chain mapping for this category using guidance from the Chartered Institute of Purchasing and Supply. The supply chain mapping exercise will enable us to identify actions we need to take to ensure that slavery and human trafficking is not taking place in this supply chain. We intend to continue this supply chain mapping in 2017/18 targeting the next highest risk supply category.
Develop training for relevant staff relating to our roles and responsibilities in relation to the eradication of slavery and human trafficking within the organisation and our supply chains.
Appendix 1
This Statement is made pursuant to section 54(1) of the Modern Slavery Act 2015 and has been approved and published by the YHN Board and will be reviewed annually.
Signed: ………………………………..
Position: ………………………………..
Date: ………………………………..
Board 21 June 2016
Implications of the Housing and Planning ActReport by Managing Director
For Discussion
1.0 Background information
This report provides Board with an overview of the Housing and Planning Act 2016. It will introduce to Board some of the anticipated implications for Newcastle City Council (NCC) and Your Homes Newcastle (YHN) based on the information we have.The Act is a piece of enabling legislation which allows the government to introduce a number of key policy changes, but it does not provide all the detail of how these policies will be implemented. It is expected that more detailed information will be published by October in the form of guidance and, where required, secondary legislation. In light of this, more detailed analysis will be provided to Board in due course.
1.1 The Housing and Planning Bill received Royal Assent on 12 May 2016 setting out fundamental changes to social housing and planning in England and Wales. This followed significant debate in the House of Commons and the House of Lords which resulted in some of the housing measures being substantially amended and several non-government and government amendment clauses being added. The government has stated that the Act is intended to support their perceived aspiration that most people want to own their own home and that social housing should only be viewed as a short term solution. Social housing is deemed by the government to have encouraged state dependency and the Act is intended to help reverse this.The Act contains a number of key legislative changes which will have considerable impact on Newcastle City Council and Your Homes Newcastle. This report focuses on the changes which will have the greatest impact.
1.2 Key changes contained in the Act include the following:
A new levy on stock owning local authorities to be paid by selling their ‘higher value’ housing assets;
Introduction of mandatory ’high income social tenant policy’ for local authorities;
End of lifetime secure tenancies for council tenants; Reform to the planning system, including new statutory brownfield land
registers, and Introduction of Starter Homes, which will have to make up 30% of 1
million homes built by 2020. These are new build homes sold at a 20% discount to first time buyers aged under 40.
2.0 Summary of the changes most relevant to YHN
2.1 Rents for High Income Social Tenants (HIST) The Act allows for regulations to make provision about the levels of rent a Local Authority must charge a high income tenant of social housing in England. As of April 2017 a rents policy comes into force meaning those earning £31k and above in Newcastle will have to pay somewhere near the market rent.What we know so far: Income threshold is based on the taxable income of the top two
household income earners who could be joint tenants, spouses, partners or civil partners. Non-dependent children living at home who are not joint tenants will not be included.
All tenants receiving Housing Benefit (HB) or the housing element of Universal Credit (UC) will be excluded from this policy.
The duty will be on the tenant to disclose their household income with supporting evidence to the local authority.
Local authorities must charge market rent to any tenant who fails to disclose their income information.
The rent rise will be tapered at 15% of income over threshold capped at market rent. Thresholds will also be up-rated every year in line with the Consumer Price Index (CPI).
This legislation also means that the planned 1% rent cuts to social housing rents will not apply to the higher rents charged to HIST.
Additional revenue raised by local authorities must be paid to the Treasury minus ‘reasonable’ administration costs.
Information still to be confirmed: Guidance to be provided by the Secretary of State about the setting of
market rent levels. Definition from government of what is determined as ‘reasonable’
administration costs to be deducted from income generated.
2.2 Impact for NCC and YHN 63% of current tenants would be excluded because they are in receipt
of housing benefit or universal credit.
The number of tenants above the income threshold is unknown as we do not currently collect income information from tenants. The Act contained a provision for ALMOs to have access to the relevant information from HM Revenue and Customs to enable them to properly enforce the policy.
Further guidance from Department for Communities and Local Government (DCLG) is required to understand how market rent levels will be determined.
There will be a staff and resource implication to administer the information provided by HMRC. The full extent of this resource will be determined once further details on how the policy will be implemented are published.
Any tenant that does not provide the information within the specified time will have to be charged market rent. This is likely to have an impact upon arrears levels and associated resources in collecting the required information and/or debt.
Additional revenue raised by increased rental charges may not cover the additional costs to administer the policy. The government has stated that consideration will be given to cases whereby it is not cost effective to implement the policy but this is expected to be exceptional.
Following the initial capture of information on income, a process will then need to be agreed and implemented to manage the exchange of information when tenants circumstances change.
There will be an impact on the way we advertise properties in order to reflect the variations in rent dependent on household income.
Tenants impacted by increased rental charges could decide to terminate their tenancies which could impact void performance. It may encourage more tenants to exercise the Right to Buy rather than paying additional rent.
There may be an impact on demand levels in areas of the city where market rents are comparable with existing council rents if government guidance for rent setting means ‘market rent’ is based on a broader market area.
We will need to carefully manage tenant reaction to the policy. Feedback from earlier consultation tells us that it is not a popular policy and that many do not understand that implementation is mandatory. Early and appropriate communication to minimise negative reactions and misinformation will be crucial.
2.3Implementation timetableThe table below details the key milestones in the implementation timetable during the coming year.
July 2016 DCLG will publish draft regulations/guidance for consultation.
July - September 2016 Key decisions required from NCC to support implementation once draft regulations are released:
Who will collect income information from tenants
Agree process for changes in circumstances
Frequency of reviewing income information
Determine any IT system changes required to support implementation
Communication to tenants to advise that the legislation has changed and they will be contacted to collect income information and evidence.
September-October 2016 NCC to take update to Cabinet
October 2016 DCLG will publish agreed regulations/guidance.
November 2016 Provide update to Board
October – December 2016 Must contact tenants and confirm income and household make up.
December 2016 – March 2017 Calculate new rents and inform those affected.
April 2017 New rent levels implemented.
2.4 Sale of higher value assetsThe Act sets out the duty for all stock holding local housing authorities to consider selling their “higher value” properties as and when they become empty, paying the Treasury a set amount per year on the basis of those presumed sales.What we know so far: Statutory instrument (SI) to be released over the summer outlining
process and homes to be sold or levy payable. The amount payable will be based on an estimate of the market value of
that local housing authority’s higher value housing that is likely to become vacant during the year.
Though not yet confirmed, the Act allows for the levy to be charged retrospectively in the first year (2016-17).
DCLG asked all Local Authorities for detailed (postcode level) data on values which will be used to form the basis of the draft regulations to be published in July to inform their work on the regulations.
Receipts collected by the government will be used to fund the voluntary Right to Buy for Registered Providers. Applications will only be approved where the funding from this revenue is available.
Receipts retained by the local authority will have to be used to provide a one for one replacement affordable home. It is likely that these will be starter homes.
Exclusions apply to properties in national parks and areas of outstanding beauty.
Information still to be confirmed: The definition of “higher value” has not been confirmed. This is due to be set
out in regulations which will be released in draft form in July. The formula to calculate the levy to be paid to the Treasury on turnover
of ‘higher value’ stock will be based on information that was provided by NCC to DCLG in December covering three years turnover. DCLG are yet to advise whether they will take an average over three years or select one year to use as the basis for the calculation.
The Act allows the government to retrospectively request payment for 2016/17 from NCC. They are yet to confirm whether they will do this.
DCLG has indicated that they may set a minimum value in the definition of ‘higher value’ taking into consideration the cost to build a replacement home. They are yet to confirm whether they will do this.
It is anticipated that exclusions will apply to other property types but these have not yet been confirmed. More information is expected during the summer.
2.5 Impact for NCC and YHN Financial impact on the Housing Revenue Account (HRA). Reduced
income to the HRA and fewer homes to manage may impact on future management fee to YHN. It is difficult to quantify the potential impact
until formula is released.
Government may retrospectively request payment for 2016/17 from NCC which will result in additional financial impact to the HRA.
From 2017/18 the formula for setting the levy will have to be determined in advance and sent to the local authority. The money will then be collected retrospectively, probably each quarter.
The average turnover over the last three years has been 6% for the top third highest value properties, compared with 10% average turnover overall.
Year 13/14 14/15 15/16
Top 3rd 6.9% 6.0% 5.5%
All 10.4% 10.3% 9.2%
A reduction in stock in the most popular areas of the city will impact on the housing register.
NCC will need to consider how to fund the levy. The government expectation is that local authorities will fund the levy through the sale of homes but NCC may consider other options.
If NCC consider the only viable option to be the sale of homes, there will be resource implications for NCC for the associated cost of sales for example marketing, conveyancing etc.
2.6 Implementation timetableThe table below details the key milestones in the implementation timetable during the coming year.
July 2016 DCLG will publish draft regulations for consultation
October 2016 DCLG will publish agreed regulations/guidance
September – October 2016 NCC take reports to Cabinet
October 2016 – December 2016 NCC decision required about how to fund the levy
November 2016 Provide update to Board
Mar 2017 DCLG to send determination for 2017/18 levy to NCC
April 2017 Implementation begins
2.7 End of lifetime secure tenanciesThe Act ends the granting of lifetime secure tenancies for most new tenants and introduces fixed term tenancies. Extended terms will only be available in certain circumstances.What we know so far: The policy will affect all new tenants and existing tenants who choose to
transfer to another home within the council’s stock. Local Authorities will have limited discretion to grant existing secure
tenants another secure tenancy, for example where tenants are forced to move, or where they are moving for work or downsizing to a smaller property.
The Act requires that most new local authority tenancies are granted for fixed terms of between two and five years. Statutory guidance will set out the circumstances in which local authorities will be expected to use tenancies of different lengths. Five years will be the normal maximum (for households without children of school age), with ten year tenancies for those with longer term needs, such as older people, the disabled and their carers.
Local authorities will be able to grant households containing a child under the age of nine a tenancy in excess of ten years, which will last until that child reaches the age of 19 to facilitate completion of schooling. The Secretary of State will also have the power to allow councils to grant a secure tenancy in some other circumstances, to be set out at a later date.
The policy will also apply to people, other than a spouse or partner, who inherit a secure tenancy and those will be converted into a five year fixed term tenancy.
Councils will then have to review each tenancy before the end of its term to decide whether to grant a new tenancy or recover possession.
Councils must give tenants information about buying their home at this point if this is considered to be a feasible option for the tenant.
Councils will still be able to grant introductory tenancies with the view to converting them to a fixed term tenancy at the end of the introductory period.
Information still to be confirmed: The Secretary of State will also have the power to allow councils to
grant a secure lifetime tenancy in some other circumstances, to be set out at a later date.
Guidance will be issued from the Secretary of State on the application of the fixed term tenancies. This guidance will be required to inform any policy set by NCC.
2.8 Impact for NCC and YHN NCC will need to determine how to apply fixed term tenancies taking
into account guidance from the Secretary of State.
New tenancy agreements will need to be developed in advance of implementation.
Policy and processes for reviewing tenancies near the end of their terms and for providing information to tenants about Right to Buy. Implementation of this will impact on staff resources.
There may be an increase in turnover costs, depending on how the policy is implemented. The average tenancy length of current tenants is as follows:• 29% tenancies last less than 2 years• 29% last between 2-5years• 18% last 5-10 years• 24% last longer than 10 years
A higher turnover of tenancies may have a detrimental impact on community spirit and cohesion. Feedback from tenants at our consultation event suggested that people are less likely to invest in the local community or their home if there tenancy is only for a short period of time.
2.9 Implementation timetableThe table below details the key milestones in the implementation timetable during the coming year.
July 2016 Draft Secretary of State guidance to be published for consultation
September – October 2016 NCC to take update reports to Cabinet
October 2016 Final Secretary of State guidance to be agreed and approved
November 2016 Provide update to Board
By December 2016 NCC will need to develop, consult on and agree a fixed term tenancy policy
Agree policy process for the following: Reviewing tenancy near end of term Criteria for agreeing extensionsWho will provide Right to Buy advice
By March 2017 New tenancy agreements will need to be developed
April 2017 Implementation required
3 Other parts of the Act
3.1 Starter HomesStarter homes will now be classed as ‘affordable’. Starter homes will have to make up 30% of the target 1 million new homes by 2020. This is likely to have an impact on affordable new rented provision in the city.Local authorities will have a statutory duty to exercise their planning functions with a view to promoting the supply of starter homes.
What we know so far:
Starter homes will be offered at 20% discount to first time buyers aged between 23 and 40 up to a guide price of £250k outside London.
Part of the Government seeking to guarantee its 1 million home target programme by putting a legal duty on councils to deliver it.
20% discount not held in perpetuity. Can be re-sold after 8 years at full market value.
3.2 Greater regulation of private landlordsThe private rented sector (PRS) now represents the largest tenure in England after home ownership. Its growth has led to increased focus on standards of accommodation within the sector, rent levels and the lack of overarching regulation.Local authorities will now have additional powers to tackle rogue landlords in the PRS. They will gain the ability to apply for banning orders against private landlords. A database of rogue landlords and agents will assist authorities in England in carrying out their enforcement work. Landlords will benefit from a clear process to secure repossession of properties abandoned by tenants.The Bill provides a procedure to be followed in order to give landlords security when dealing with abandoned properties, without the need for a court order if certain conditions are met (clauses 49 – 55). If these clauses are met the landlord can give the tenant notice to end the tenancy on that day. Tenants can apply to the county court to reinstate the tenancy.
3.3 PlanningThere are a number of different reforms to the planning system, with the aim of speeding it up to enable the delivery of more new housing. New powers are given to the Secretary of State to intervene in the local and neighbourhood plan making process and a new system of planning permission in principle is introduced.Local authorities will have a duty to keep a register of brownfield land within their area which will tie in with a new system of granting planning permission in principle for housing on sites identified in these registers and other key documents. It also allows for major infrastructure projects with an element of housing to apply for development consent through the 2008 Planning Act regime, rather than having to seek separate planning permission.Many legal and planning professionals have welcomed these provisions, but there has been some concern about the extra burdens and costs for local authorities and about Government intervention taking away local influence in local developments.
3.4 Planning permission on serviced plots for self-buildThe Act puts a duty on local authorities to promote and to ensure they have enough plots of land available for self-build to meet local demand and to keep a register of interested self-builders.Planning authorities will need to negotiate the provision of serviced plots as part of negotiations with developers on large sites. However for smaller plots this is a potential opportunity for NCC to make use of small sites that are of no interest to developers. Plots will be made available at market value.
3.5 Removing Home and Communities Agency regulation of registered providers
A part of the National Housing Federations deal with government on the extension of the Right To Buy was that the regulation of housing associations would be reduced. The changes are being made progressively but the Act has removed the need for an association to obtain consent to disposal of property. Also removed is the power of the Homes and Communities Agency to recover finance for social housing if housing is sold outside the social sector as a result of a lender recouping their loans or if the landlord is wound up or put into administration.
4. The Business Implications
4.1 Mission and Strategic Objectives:Our Business Strategy service objectives are:
Keep the housing stock decent, and neighbourhoods clean and safe Collect the rent and let properties efficiently Promote health and wellbeing and support vulnerable people to enjoyOnce we fully understand the implications of the Act, we will need to re-visit our Business Strategy and consider the impact the Housing and Planning Act has on our ability to meet our objectives.
4.2 Value for money/efficiencies: Further reduction to income into the HRA and reduced council stock levels as a result of these legislative changes could impact on the management fee paid to YHN. This accelerates our need to identify cashable efficiencies in our operational model.
4.3 Financial Implications:Without doubt there will be financial implications resulting from the implementation of this Act. At this stage we do not fully understand the extent of the financial implications but further updates will be provided to Board in due course.
4.4 Resources (financial, property, technological or human):There is a significant administrative burden associated with the implementation of the Act. Agreement will need to be sought with NCC about roles and responsibilities for NCC and YHN in the implementation of the relevant policy changes.
4.5 Impact on services/performance:Reduced income to the Housing Revenue Account will undoubtedly impact on resources available for services. The extent of the impact can only be fully understood when the additional information on the detail of implementation is available.
4.6 Outcomes for tenants/leaseholders:The Housing and Planning Act 2016 is one of the most significant pieces of legislation to be introduced since we were established in 2004. Once fully implemented it will significantly change the face of council housing.The elements of the Act set out in this report will have a considerable impact on tenants across the city. The impact is set out throughout section two of this report.
4.7 Risk (reputation, relationship):It is expected that some tenants directly impacted by the changes may not understand that the policies have not been developed by us. This could
have a negative impact on our relationship, especially where the changes are deemed to be unfair.
4.8 Environmental:None identified at this stage
4.9 Legal:The Housing and Planning Act 2016 is primary legislation. Implementation of the provisions set out in the Act is mandatory.
4.10 Equality and Diversity and Community Cohesion:There are some concerns about the potential impact of the sale of high value council stock and the potential negative impact on community cohesion and mixed communities. It is highly probable that stock and therefore the presence of social housing will be lost in some areas of the city. We will need to carry out an Equality Impact Assessment once more detail is available.
4.11 Stakeholder Involvement/consultation:We consulted with over 80 tenants in February 2016 to give them the opportunity to share their views and concerns about the Act. Feedback from the sessions was shared with the Fairer Housing Unit, Lord Shipley and Lord Beecham so that they could inform parliamentary debates. We also shared feedback on social media. There is likely to be further stakeholder involvement with tenants however we have not determined the nature of this involvement at this stage.
5. Next Steps A joint working group with NCC has been established. The remit of the
group will be to consider in detail the implications of the Housing and Planning Act. An action plan will be developed which will set out responsibilities and what needs to be done in order to prepare for the implementation of the new policies. This group is due to meet on 16th June and a further update following this will be provided at the Board meeting.
We will need to scrutinise the details of the various guidance documents as they become available. We will then return to Board with a more detailed analysis on the expected financial and resource implications for our organisation.
Develop a communications plan that incorporates all policies within the Act and sets out how we will communicate the changes to both internal and external stakeholders and mitigate the potential damage to our reputation.
A further report to Board with a more detailed analysis on implications for NCC and YHN once we have received the guidance documents for the Act.
Background papers
The full Housing and Planning Act can be accessed here:
http://www.legislation.gov.uk/ukpga/2016/22/contents/enacted/data.htm
Contact Officer:If you have any questions about this report that you would like clarifying before the meeting, you can contact Louise Horsefield by telephone on 0191 2788720 or email [email protected]
Board 21 June 2016
Void Time Limited Committee – findings and recommendationsReport by Director of Tenancy Services
For Decision
1. Background
At its meeting on the 3rd November 2015, Board agreed a Void Time Limited Committee to provide strategic oversight and support in relation to the development of, and progress with, areas of activity that relate to the management of empty homes (voids) by YHN. Newcastle, over recent years, has seen significant changes in relation to patterns within its housing market, driven by both national and local pressures. YHN needs to support the City Council by understanding the impact these pressures have on housing mobility and customer behaviours in relation to the voids process. Particularly, as parts of the city are seeing high levels of empty homes, increased turnover, increased internal transfers within the stock we manage, a reduction in new customers seeking accommodation, more tenants struggling to meet their housing costs and some property types no longer being in demand. Given the pressure this places on the Councils Housing Revenue Account (HRA) and YHN operating costs it is incumbent on YHN to ensure it maximises income to the HRA by reducing rent loss, supporting existing tenants to remain in their home, effectively managing and monitoring spending relating to empty homes and support decisions relating to asset investment so that we target those areas that will bring maximum benefit, as well as running itself in an efficient manner. It was considered that as Housing Options, who lead the void end to end process, were part way through a root and branch review of process that the Time Limited Committee presented an opportunity to steer service improvement ensuring YHN continues to learn, innovate and work more effectively with others to develop systems and processes that support YHN and the Council to target new customer markets and build on our knowledge, experience and improving performance.2 Purpose of the Void Time Limited Committee
The purpose of the committee was to:
Provide confidence to Board that YHN is supporting the HRA in the best possible way to meet the needs of tenants and support the Council in the management of its assets.
Ensure YHN works with the Council to understand and forecast the impact of
future national and local pressures putting in place proactive responses.
Ensure that YHN learns from others and develops effective partnerships to provide the best possible outcomes for tenants and the Council in the most efficient way.
Understand how the work that is currently being carried out and is planned in relation to the review of the end to end void process will be informed by customers and budget priorities. This specifically relates to:- Understanding policy and legislative requirements and the flexibilities they
provide- How we support people to remain in their home- The provision of pre-tenancy support to those seeking rehousing- Our approach to effective marketing and customer engagement- How we provide a flexible property standards that meets customer
expectations and efficiently manages void spending- Ensuring learning informs ongoing investment priorities- Processes, such as Sign Up are focused on rights and responsibilities, tenancy
sustainment, growing traded services and supporting new tenants
Understand the relationships between statutory and discretionary partners and services, in particular the potential role of Tyne and Wear Homes in driving forward standardised approaches and service remodelling to deliver economies of scale and a more holistic customer experience.
Ensure current YHN performance is scrutinised, benchmarked and provides a clear focus on continued improvement.
The committee was chaired by Paul Dutton and the lead officer was John Urwin, Head of Housing Options. Officers from related YHN service areas and the Fairer Housing Unit attended the committee meetings.
2. Current Performance
As of 1 April 2016 there were 334 voids across the city. 170 (51%) of these were situated within the Walker and Walkergate high rise blocks (excluding St Anthonys House). This highlights the significance these properties have on overall performance. The average re-let time for standard voids at the end of the year was 42 days, which was above the 25 day target. When excluding the Walker and Walkergate high rise blocks the re-let time for standard voids would have still been 33.1 days. The void rent loss at the end of the year was 1.48% (£1.71m). As reported to Board throughout the year, low demand for high rise blocks in Walker and Walkergate had the biggest impact on performance against this target. The rent loss for the high rise blocks managed from the Walker Hub was 14.58%. Each hub, including Walker, when these high rise blocks were excluded, achieved the target. The higher void rent loss in Sheltered housing was due to low demand for a small number of schemes. Committee considered a range of detailed performance information across a number of areas. This was compared to performance within similar organisations that are part of Housemark. This showed that overall our performance was lower quartile in relation to these key areas.
3. Areas considered
In order to ensure that Committee had a clear understanding of what is considered to be part of the full end to end process a series of themed meetings took place. This followed the customer journey from the decision to make an application to move through to the signing of a new tenancy agreement and the other factors that influence the process along the way. Appendix 1 sets out the full end to end process, including key performance indicators and areas of related activity. The themes considered by committee included:Legislative and Policy Context
Relevant national legislation and policy
Housing and Planning Bill implications (Act received royal assent on 12 May)
Tyne and Wear Homes Partnership and future delivery modelPerformance and Expenditure
Current performance and benchmarking
Areas of performance improvement and the barriers to performance improvement
Current void expenditure analysisSupporting customers and understanding the market
Pre-tenancy support
The role of Tyne and Wear Homes in sharing knowledge and approach
Using the Annual Lettings Review to forecast future demand, customer behaviours, investment priorities and new markets
New build, best use of stock and access to specialist accommodation
4. Findings
Committee were given confidence that officers leading or involved in the void process had a clear understanding of performance, the barriers to improved performance and had a clear vision that would assist in improving performance overall.Committee noted and gave their support to a number of service improvements in this area that are planned or have commenced to assist in improving overall performance in relation to voids. These include:4.1 Policy
A new pilot approach identified by YHN to reduce internal transfers. This will ensure that existing tenants of the city council seeking rehousing will be first supported to remain in their current home. If they have no housing need and would still like to move to another home Housing Options staff will work with them and other colleagues to ensure all tenancy conditions have been met. This includes ensuring outgoing tenants have clear rent accounts, there is no other housing debt, their property is at the lettable standard, which includes ensuring their gardens are clear and tidy and any outstanding repairs are reported or remedied. By reducing the number of internal transfers by as little as 5% it will reduce void expenditure and rent loss by almost £0.5m, increasing income to the HRA.
During the pilot detailed monitoring will take place as to the outcomes for tenants, impact on income and expenditure and impact on number of voids. Specifically, we will monitor the level of rent arrears and for those tenants that do move the reasons why they terminated their tenancy to examine the impact of the pilot on existing tenants moving to other landlords. Whilst we expect this risk to be low due to all social housing providers in the sub region being part of Tyne and Wear Homes there may be a risk that tenants who do not engage with us may decide to move to a private landlord and these trends will be closely monitored.Tenants will be supported to move where they meet these additional conditions, which are in line with the expectations set out in their tenancy agreement. This is on the basis that their properties will be ready to let at the point of termination, will have minimal or no void costs and YHN could allow viewing whilst the property is still tenanted, leading to shortened or no relet times.The city council is in the process of changing its Allocations and Lettings Policy to facilitate the pilot. This pilot will be carried out for the remainder of the financial year, with regular evaluation on a quarterly basis to Service and Strategy Delivery Committee.
Changes to the Councils Allocations and Lettings Policy to ensure YHNs pre-tenancy support is an integral part of the rehousing process. The pre-tenancy support offered by Housing Options in partnership with our Advice and Support Service has seen a significant benefit to new tenants and will become of greater importance as Universal Credit and further Welfare Reforms are rolled out. The changes to the policy will see this being embedded as an integral part of the rehousing process. Following the introduction of the pre-tenancy process we have seen a number of successes, including greater sustainment of tenancies, an increase in the number of new tenants paying their rent by Direct Debit (increase from 34.2% to 47.5% during 2015/16) and an increase in the number of new tenants owing less than 1 weeks rent after the first 3 months of their tenancy starting (increase from 57.8% to 71.9% during 2015/16).
4.2 Procedures
Housing Options are improving how they work with others at the end of a tenancy to ensure properties are returned cleared of furniture packs, adaptations etc. by the last day of a tenancy. This means there is an expectation for furniture packs and adaptations to be removed ahead of the tenant leaving the property and being delivered at the first day of a new tenancy to minimise impact on the void process.As part of this end of tenancy process Housing Options will seek to understand as much detail as to the reasons the tenancy has ended to identify any measures that could have been put in place to prevent the tenancy ending.
At a local level staff are working to a flexible property standard, which is driven by demand for accommodation and local knowledge. Within the parameters of the void budget this enables Housing Options staff to work with colleagues in Property Maintenance to agree a minimum standard for all available homes depending on local circumstances to ensure the most cost effective letting of a property.As part of this local conversation patterns of regular repairs and void works will be identified and inform potential planned programmes of work to proactively
deal with repair issues and minimise the impact on the void process.
Officers have reviewed the pre-tenancy process to ensure that income is maximised for customers and ensure that they can meet and understand their responsibilities in relation to their housing costs and tenancy agreement. This also ensures this process keeps pace with ongoing changes through welfare reform and planned changes being proposed as part of the Housing and Planning Act.
Housing Options, in partnership with Business Strategy have improved its approach to marketing properties. By utilising greater insight of customer profiles we are targeting customer groups via social media, direct marketing and targeted advertising campaigns to increase demand and capture new customer groups. Part of the aim is to change the perception of social housing as a product and proactively encourage customers to bid. Included in this work is the development of bespoke local lettings plans for certain property types and enhanced incentives for customers, such as plans to offer free Wi-Fi to new tenants in some blocks in the city.
4.3 Tyne and Wear Homes
As part of YHNs role in leading the Tyne and Wear Homes partnership we are reviewing its delivery model to bring about further economies of scale for YHN as well as improving the IT offer for customers which will enable more customers to access better quality information and self-serve without any face to face intervention. Alongside this is work, we aim to create greater standardisation in terms of policies and operational approach to reduce duplication and better use staff resource.For Newcastle this will ensure the partnership can compete against private sector lettings agencies, creating a more accessible process for existing and new customers, but reducing operating costs and drive out duplication at the same time.
Through the offer process YHN is continuing to understand and update customer data so that communication is quick and effective so as not to delay an offer of accommodation. This includes initiatives to support behavioural change in areas that create significant time pressures on staff, such as dealing with refusal of accommodation and failure to attend viewings.
In order to reduce staff time Housing Options have rolled out the use of multi-viewings sooner in the void process to improve the speed of offer and acceptance. This means that viewings could take place either before or during void repair works. At the same time we are carrying out sign up of tenancies in the property at the same time a property is viewed to avoid delay and save time for staff and customers.
Property Services have reviewed and continue to monitor targets within the repairs and maintenance service provided by Business and Commercial Enterprise at the Council to improve performance and ensure a clear oversight of performance across the whole voids process. This included new targets in relation to the time taken to complete void repairs.
Housing Options have introduced a more costs effective decoration allowance scheme for new tenants by way of a paint pack rather than a B&Q voucher. This has minimised the risk of fraud in relation to the use of vouchers and is projecting a reduced spend of £75k against an annual budget of £250k.This new scheme has been well received by new tenants, but we continue to explore other options to incentivise tenants and have received a further
proposal from B&Q which is being considered. To support vulnerable new tenants we have also used colleagues within Repairs and Maintenance team to help new Tenants decorate their new home.As a result of our partnership with Dulux, Customer Involvement Team and Employability Team are working with Dulux to support some community based projects across the city and provide training opportunities to our apprentices.
5. Recommendations
Whilst the committee recognises the significant work that Housing Options have led on it also recognises that there are extensive strategic and operational barriers to improving performance, along with a need to ensure service improvements meet their intended outcomes. These barriers link to the changing housing market in Newcastle following national policy changes such as welfare reform and the impacts these have had locally in relation to low demand, unpopular stock types, competition with private landlords in some areas of the city, declining investment due to the restricted financial climate and the changing complexities of some of our customers. Void Time Limited Committee are therefore making the following recommendations to Board for their approval:Recommendation 1As half of the citywide voids are within the Walker hub multi-storey blocks a clear strategic position needs to be taken on their future and what reasonable interventions could take place. Work is currently ongoing in relation to the three Churchwalk high rise blocks and a proposal has been presented to the Council for their consideration. However, there are issues in other groups of high rise blocks across the city. It is therefore recommended that in partnership with the city a plan is put in place for each group which considers a range of factors that include:
Current performance and demand
Sustainability and net present value
Potential to offer incentives to improve demand and access new markets
Potential to remodel, change or take out of use or dispose Board should receive a report in November 2016 detailing conclusions and specific recommendations to the City Council for their approval.Recommendation 2Across the city certain property types do not perform well and can be difficult to let. Along with high rise blocks, these include a range of mid to low rise blocks and some 3 bed houses and bungalows. This can be as a consequence of the impact of national policy changes as well as local issues relating to changes in customer preference, concentrations of particular property types or the availability of other homes in the area.It is therefore recommended that in partnership with the city a plan is put in place for each group of properties that are identified as difficult to let and recommendations made in relation to early intervention and prevention of further decline.Board should receive a report in November 2016 detailing conclusions and recommendations to the City Council for approval.Recommendation 3To support the work being undertaken in relation to marketing of accommodation and
accessing new customer groups. It is recommended that Board support a robust and detailed examination of the wider housing market and the tools available which could assist YHN better enable it to stimulate demand and improve access to the accommodation it manages. Board should receive a report in November 2016 detailing conclusions and recommendations for approval.Recommendation 4At present, elements of the end to end void process sit across a number of service areas, which can cause some disjoint in our ability to have full oversight of the end to end void process, the impact on performance, void spend and our ability to respond effectively. Board are asked to approve a review of the operational delivery of the end to end voids management process to ensure consistency in relation to service delivery and improvement.Recommendation 5Given the importance of this area of business Board are asked to approve the delegation of ongoing oversight of the Void process to Strategy and Service Delivery Committee. It is intended that this committee would receive quarterly information on performance, which would be scrutinised in detail to ensure:
Key Performance Indicators are improving in line with forecast
Any decline in performance is challenged and that committee can give Board assurance that measures are in place to mitigate performance decline
The service improvements are meeting their intended outcomes and that customers are seeing the benefits
That assurance can be given to the Board as part of its quarterly performance report that relevant officers are proactively supporting positive change in the organisation and aiming for top quartile performance
It is proposed that Board will continue to receive headline information as part of the quarterly finance and performance report.
6. The Business Implications
6.1 Mission and Strategic Objectives: This approach contributes to all of YHN’s strategic objectives.
6.2 Value for money/efficiencies: The processes YHN operate in delivering the end to end void process are efficient and focused on reducing waste and duplication as well as making best use of the resources available.
6.3 Financial Implications: The approach taken ensures best use of stock, supports the effective letting of homes, which brings about income to the HRA and YHN. Through the Tyne and Wear Homes partnership we are also able to realise economies of scale.
6.4 Resources (financial, property, technological or human): Additional resources may be required, but will be committed only where an appropriate business case can be made. These include mobile working, improved use of Northgate for performance and monitoring activity.
6.5 Impact on services/performance: Our approach supports the delivery of the
Housing Options service and the delivery of YHN targets.
6.6 Outcomes for tenants/leaseholders: Our approach supports customers and tenants in particular to manage and sustain their tenancies effectively within their economic means.
6.7 Risk (reputation, relationship): Specific risks will be managed at a local level, but there is a risk to our reputation and relationship with NCC if performance does not improve.
6.8 Environmental: Process automation should result in a reduction in paper use and energy costs through the reduction in print volumes.
6.9 Legal: There are no anticipated legal impacts for YHN. Where changes are required to the Councils Allocations and Lettings Policy this will be led by them.
6.10 Equality and Diversity and Community Cohesion: Our approach is subject to impact assessment and contributes to supporting all customers groups and is aimed at supporting independence, improve tenancy management and sustainment.
6.11 Stakeholder Involvement/consultation: Council officers have been involved in the time limited committee. Internal consultation will be carried out across relevant areas within YHN and the City Council. Customers are involved in the development of policy as major changes are subject to statutory consultation.
7. Conclusion and recommendations
Board are asked to comment on the detail in this report and approve the recommendations listed in section 5.
8. Next stepsThe decisions of Board will be implemented.
Supporting Documents
Appendix 1: Illustration of the key stages of the end to end void process, including areas of service improvement and key performance information.
Contact Officer:
If you have any questions about this report that you would like clarifying before the meeting, you can contact John Urwin, Head of Housing Options by telephone on 0191 277 2024 or email [email protected]
3
What we do
• All customers receive pre-tenancy support
• Pilot to reduce internal transfers
• Specialist help from health and housing support
• Improved mutual exchange information
• Introduction of tenant training
• A new customer website for Tyne and Wear Homes will launch in July
• New mobile enabled website forTyne and Wear Homes is now available
• Improved housing options advice onTyne and Wear Homes website
Key performance indicators
Number of applications per year
Of which:
• Number of out of city applicants
• Number of applications from TWHs
• Number of applications by band
• Number of qualifying, non-qualifying and ineligible applications
Application for rehousing
What we do
• Every new tenant receives a home visit
• Ongoing support identifi ed as part of pre-tenancy process continues in the new property
• Most tenants receive an annual visit
Key performance indicators
• Number of tenancies sustained
• % of new tenants with less than 1 week’s arrears
• % of new tenants paying their rent via Direct Debit
New tenancy starts
What we do
• All tenants receive a pre-termination visit
• We o� er a fl exible termination period with other social landlords
• Analysis is carried out of reasons for termination
• We are revising our processes with NFS
• Northgate task manager will be introduced work is completed within target
• We have introduced new approaches to marketing properties
Key performance indicators
• Number of terminations by reason
• Number of internal transfers
• Number of mutual exchanges
• NFS collection rate in notice period
• Re-let target
• Rent loss target
Termination of tenancy received
What we do
• Steamlined sign up process isbeing introduced this year
• Standardised use of multi-viewings
• We carry out sign ups at viewings
Key performance indicators
• Re-let target
• Void rent loss
Viewings and sign up process
What we do
• Revised the adaptations process
• Northgate task manager will be introduced
• We work to a fl exible property standard
• Revised targets with BCE
• Customer viewings happen earlier in the process and during void works
• Increased use of multi viewings
• Recategorisation of voids has led to a better understanding of performance
• Pilot with SSE in relation to gas and electricity supplies to void properties
Key performance indicators
• Relet target
• Rent loss target
• Number of adverts per property
• Number of bids by property type and area
• Number and reasons for refusal
• Number of acceptances at fi rst o� er
• Number of voids by type and location
Property becomes void
Void end to end processStep 1
Step 2
Step 3
Step 4
Step 5
Board 10 May 2016 (5.00pm to 6.20pm) Present: O Grant (Chair), P Dibbs, L Doherty, P Dutton, J McCarty, A Mirza, T Moore, J Reid, P Scope, D Slesenger, E Snaith, J Streather, L Stephenson, M Talbot, L Wilson. In attendance:
J Davison Company SecretaryN Scott Director of Tenancy ServicesL Forrest Head of FinanceL Horsefield Head of Business StrategyR Burns Lead Service Quality Officer (Until 6.10)G Ellingham Head of ICTH Garbutt Environmental Services ManagerA Allison Head of Income and Tenancy ManagementM Burn Head of Support and CareB Elder Strategic HR ManagerJ Wylie Head of Business Services (until 6.05)I Gallagher Head of Property MaintenanceD Gallagher Universal Credit Implementation ManagerR Clark Care Services ManagerJ Vinton Head of Assets and RegenerationT Drury Observer (until 6.20)A Baker Governance Support OfficerA Senior Newcastle City Council (until 6.30)C McMullen Newcastle City Council
464 WELCOMEThe Chair welcomed everyone to the meeting, and welcomed Tina Drury who starts her role as YHN Managing Director on 1 June. The Chair noted her thanks to ISOS who have allowed Tina to spend some time with the organisation prior to her start date, and will formally write and thank the Chief Executive of ISOS.
The Chair requested that all members turned their mobile phones off, and noted that a new microphone system had been ordered and would be ready for the next meeting, for tonight all Board members were requested to speak clearly.
The Chair also welcomed Elaine Snaith back to the Board after her period of absence.
465 APOLOGIESApologies were received from D Huddart, V Dunn, M Page and J Purvis.Apologies were received from D Langhorne, Director of Property Services.
466 DECLARATIONS OF INTERESTSThere were no declarations of interest.
467 CHAIRS ITEMSThe Chair presented her report, outlining the proposal to hold an externally facilitated governance review. With regard to the appointment of Directors at the AGM. Elaine Snaith and Paul Scope have noted their intention to stand for re-appointment, and the Chair is still to speak with Julie Purvis. John Reid will be retiring after 9 years service, and Loraine Wilson has submitted her resignation after buying her own home she is no longer a council tenant. The Chair thanked Loraine for her service and input into the Board. The Chair sought agreement from the Board to hold the vacancies empty pending the review.The Chair noted it was the right time to hold a review, following the re-structure last year and to look at the committees terms of reference, size of the board and how we are constituted, we need to review if we are fit for purpose in these different times.Board members offered support to the review and agreed to hold the vacancies.A Board member commented that within the Housing and Planning Bill there is a suggestion that local authority members should cease to be members of ALMOs.J Davison noted that the next steps would be to scope out the review content and required board member input into the scoping stage, then consultants would be sourced.A Board member questioned what the budget was for the review.The Chair responded that the remit would be kept specific to avoid any stray in the review.
The Chair reminded all Board members of the organisations involvement in the Pride events, G Ellingham will be sending further details and it would be great to have Board member involvement.
The Chair thanked those attending the finance training session before Board and noted that another session would be planned.
468 FINANCE AND PERFORMANCE QUARTER 4Submitted: Report by the Director of Tenancy Services (previously circulated, copy attached to Official Minutes).
L Forrest presented the report in relation to the YHN Group financial performance for the year. This included an update with regard to cash balances, tax liability, surpluses, group income and expenditure and the group balance sheet.L Forrest commented that the balance sheet reports net assets of £4.7m, removing the £2.6m reserves leaves £2m surplus. It had been agreed with NCC to postpone agreeing what the surpluses are spent on until the arrival of the new Managing Director.L Forrest reminded the Board these figures were draft subject to the completion of the financial close and subsequent audit.
A Board member questioned the tax bill and whether we could investigate reasonable ways of reducing our tax liability.L Forrest responded that the new company structure was set up so we would not pay any additional tax following disaggregation, we have outperformed in Abri Trading Limited which has resulted in the tax payable. The tax charged was good news as we had over performed and her responsibility was to provide board members with accounts reflecting a true and fair reflection of the business. The Chair added that we must be careful and utilise money in future years to ensure social benefit to our customers, such as proving more employment support.
O Grant declared an interest as Chair of Newcastle Futures.
N Scott presented the non-financial performance to the Board outlining the targets not achieved at the end of the year. The void rent loss target of 1.28% was not achieved, as the overall figure was skewed by the very low demand for the Walker multis. N Scott assured the Board that Walker will be the subject of further conversations and reports to NCC Cabinet and back to Board over the summer.The sickness target was just narrowly missed, achieving 8.34% against a target of 8.2%, but the good news was sickness in the year had been reduced by 2.46 days during the year. The report listed all the factors which helped to achieve the result, and all teams have put a lot of effort into this target. In relation to the target to build 11 new properties the target was just missed, with the remaining 2 properties being completed this week.Questions/CommentsA Board member commented that the sickness target was good performance, but we failed to meet the target and have set another challenging target for next year with 7.5%, and questioned should we be setting targets that we can’t achieve.
N Scott responded that as at quarter 3 we are still within the lower quartile and there has been a big effort to reduce sickness days within the organisation, and that it is worth setting the target to maintain the excellent work being completed in this area.The Chair added that the staff should be applauded for the great result and we should keep improving and maintain focus on improving.
A Board member questioned if the trigger point of “3 days absent in 3 months” was flexible for people with disabilities.B Elder responded that the organisation has a workplace adjustments policy which takes into account disability leave allowance and they were measured separately.
A Board member congratulated the team on a great result in rent collection.
A Board member questioned the delays for the new properties being built, and commented that this happened last year as well.J Vinton responded and explained the apprentice led scheme was managed by BCE and YHN Technical services team highlighted early on that there was a danger of delay, but BCE assured us they would be on deadline, until February when they realised it would be late. More teams were put on the site to try and complete but then a spell of bad weather delayed the site again.
A Board member commented that with the introduction of the Housing and Planning Bill, we can set out targets for next year but may have to be flexible due to the many challenges.
A debate was held around the multi storey blocks in Walker and A Senior updated the Board that many incentives had been tried to plug the gaps but that didn’t change the market. An option of demolition and replacement is being put before Cabinet and details will be reported to this Board.A Board member questioned what actions are planned to try and improve. N Scott notified the Board that the time limited committee looking at voids had concluded their meetings and would be reporting to the June Board with recommendations for action.
A debate around the demographic data collection rates was held and N Scott assured the Board we hold a high rate of demographic data, the target was to increase collection by 25% and we had only increased by 14%, but we still hold approximately 43% of data on sexual orientation, 61% on religious beliefs and approximately 90% in other categories. A Board member questioned why we collect the data and what it is used for, as if it is not used then why collect it.N Scott responded that the information is used to assess and ensure there is no disproportionate representation in relation to service provision and that groups are therefore disadvantaged.
RESOLVED that the Board agreed to; Note the report as presented
469 FINANCIAL REGULATIONSSubmitted: Report by the Company Secretary (previously circulated, copy attached to Official Minutes).
L Forrest presented the report which presented the revised Financial Regulations for Board approval. The headline changes were;
Abri Trading Limited and Asfaleia Limited are expected to follow group regulations
Clear responsibilities for Abri Trading Limited and Asfaleia Limited boards are now set out which include meeting YHN’s budgetary requirements
YHN officers will be able to follow these regulations for all group company activity
HRA: where we have oversight of NCC expenditure or delivering NCC procurements, we will follow NCC Financial Regulations to the delegation to work within capital programme limits.
The amendments also included changes to the reference to Managing Director.
RESOLVED that the Board agreed to;
Approve the amended Financial Regulations
470 STRATEGIC RISK REGISTERSubmitted: Report by the Head of Business Strategy (previously circulated, copy attached to Official Minutes).
L Horsefield presented the report setting out the process followed to review the risk register and for continuing to review and update the register during the year.
The key change to the process for this year has been to reflect the new structure. Discussions have been held since December with senior officers, Abri Trading and Asfaleia Board members and Group Audit Committee to initially develop entity registers for both Abri Trading, Asfaleia and YHN (ALMO). The outcomes of these discussions were presented to Group Audit in February and they agreed the proposal to group and feed those risks into a group register. The draft presented is recommended to Board following discussion with representatives from Abri Trading, Asfaleia and Group Audit Committee. The representatives are satisfied that the draft register appropriately reflects the potential risk to the overall group resulting from factors affecting the individual entities.
Section three of the report provides a summary of the changes to the register. The key change is to reflect the new structure and the significance of key risks post disaggregation.
Questions/Comments
A Board member questioned there was no reference to the Housing and Planning Bill, this was noted as appearing in SR1. Clarification was also requested on GR1.1 and GR 2.1 as they had different deadline dates, it was confirmed 31/12/16 was the correct date.
A Board member suggested the risk register was too long and detailed and that a high level overview should be presented to Board.
The Chair responded that it was for the Board to approve and agree the risks and Board should understand the detail of the risks, it would then be monitored by Group Audit Committee. A Board member agreed that this was the right level of detail to see once a year to approve the register.
It was agreed that implications from the Housing and Planning Bill would be monitored.
RESOLVED that the Board agreed to;
Approve the 2016-2017 Strategic Risk Register
471 MINUTES 15 MARCH 2016
RESOLVED that the Board considered the minutes of the meeting held on 15 March 2016 and approved them as a correct record.
472 ITEMS FOR INFORMATION
RESOLVED that the following information be received for information;
REPAIRS AND MAINTENANCE SERVICE REVIEW
UNIVERSAL CREDIT UPDATE
DELEGATED DECISIONS
BOARD FORWARD PLAN
473 EXCLUSION OF PRESS AND PUBLIC
RESOLVED – That in accordance with the organisation’s Access to Information provisions, the press and public were excluded from the meeting during the consideration of all further agenda items.
………………………………………..Mrs O GrantChairman21 June 2016
Board 21 June 2016
Health and Safety UpdateReport by Director of Property Services
For Information
1. Background information
1.1 In December 2015 Board received an updated health and safety report detailing an overview of YHN’s construction related activities and work undertaken to ensure compliance with relevant legislation.
1.2 This report incorporates the requirements of the Occupational Health and Safety Advisory Service (OHSAS) 18001, YHN’s health and safety quality management system which is administered by the British Standards Institute (BSI) to ensure legislative compliance and drive continual improvement.In line with OHSAS 18001 requirements YHN Health and Safety report to Board bi-annually.
1.3 This report is provided to Board for information, to gain assurances of the level of Health and Safety management within the organisation. Should any specific incidents occur these are reported directly to Board by the Director of Property Services.
2. Occupational Health and Safety Advisory Service (OHSAS) 18001
2.1 YHN were audited under OHSAS 18001 in December 2015 where the accreditation was retained.Minor non-conformities arising from this visit:
Portable electrical equipment in interview rooms 5 and 6 at West End Customer Services Centre were not portable appliance tested (PAT).
YHN need to ensure all applicable legislation is linked between the legislation register and property audits / inspections.
The objective reviews of YHN were not included in the management review records.
All previous non-conformities from the July 2015 audit were signed off as complete.
2.2 Inclusive in the 2016/17 Property Services service delivery plan action are that Health and Safety section will present a business case to Health and Safety Committee on the alternatives to OHSAS 18001 by 05/09/16.
Initial options under consideration are to:1. Remain with OHSAS.2. Self-audit in line with the guidance outlined in HSG65 by the HSE.3. Undertake specific specialist audits from accredited third parties.4. Undertake audits carried out by NCC Internal Audit.
2.3 The next YHN OHSAS 18001 accreditation audit will be June 2016.
3. Board’s roles and responsibilities
3.1 It is acknowledged that YHN Board has a strong commitment to health and safety observed by attendance at Health and Safety Committee, health and safety Board training.
3.2 Annual refresher training will be delivered to Board on Governance, Compliance and Health and Safety by Anthony Collins Solicitors at the first available dates subject to Board members availability.
4. Health and Safety Reporting
4.1 General health and safety monitoring
Monitoring of health and safety legislation is an integral part of the health and safety teams function. Areas of higher risk activity are proactively monitored and reported to Board.
The following areas will be reported to Board every six months.
4.2 Accidents
Anot
her k
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of a
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ent
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disc
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, fal
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omet
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d or
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ual H
andl
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ly a
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by a
per
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ippe
d, tr
ippe
d or
fall
on sa
me
leve
l
0
2
4
6
8
10
12
Q1
Q2
Q3
Q4
Accidents to Employees 2015/16
4.2.1 Annual accident trends for 2015/16 still highlight manual handling as the main cause of accidents.
4.2.2 Bespoke manual handling training was delivered during quarter 3 to management and supervisory staff within the Furniture and Concierge services. Initial indications show a small reduction in Manual Handling related accidents.
4.2.3 Accidents categorised as RIDDOR (Reporting of injuries, Diseases and Dangerous Occurrences Regulations 2013) include fractures, amputations, loss of sight, crush injuries, burns, scalping, loss of consciousness, closed space injuries and any injuries that result in a loss of seven working days.RIDDORs reported during 2015/16:
Quarter 1 = 1 Quarter 2 = 2 Quarter 3 = 1 Quarter 4 = 1
During 2015/16 three of the RIDDOR’s were related to Manual Handling injuries and all involved NFS / Garden Care staff, and two were related to slips/trips/falls – one in the Concierge service and one in NFS.
4.2.4 Significant near misses are reportable under RIDDOR. During 2015/16 there have been no near misses in this category.There were eight near misses which have been investigated and remedial actions taken.
4.2.5 Accident Trend Analysis
Anot
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Man
ual H
andl
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Slip
ped,
trip
ped
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ll on
sam
e le
vel
0
5
10
15
20
25
30
35
2012/13
2013/14
2014/15
2015/16
Accidents Analysis
During 2015/16 there was a reduction in lost sickness days due to accidents from 205 in 2014/15 to 77. This equates to to a reduction in overall absence due to accidents from 2.28% in 2014/15 to 1.18%.
4.3 Incidents
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Beh
avio
ur (o
ver
fam
iliar
etc
)
Oth
er (a
ttem
pted
suic
ide
of
tena
nt)
Phys
ical
Vio
lenc
e
PRI r
eque
st o
nly
Raci
al D
iscrim
inat
ion
Verb
al a
buse
0
2
4
6
8
10
Q1Q2Q3Q4
Incidents to Employees 2015/16
4.3.1 Annual incident trends for 2015/16 highlight aggressive/threatening/ intimidating behaviour and verbal abuse remain the main areas of concern.
The Housing and Anti-Social Behaviour Enforcement Team (HASBET) deal with incidents against YHN staff via various methods of recourse e.g. Potential Risk Indicator (PRI) reporting, issuing of anti-social behaviour orders and involvement of relevant third party agencies where required such as Police.
4.3.2 Incident Trend Analysis
Aggr
essiv
e,
thre
aten
ing,
in
timid
atin
g be
havi
our
Anim
al re
late
d (b
itten
by
or
pres
ent)
Fire
arm
rela
ted
Inap
prop
riate
Be
havi
our (
over
fa
mili
ar e
tc)
Oth
er (a
ttem
pted
su
icid
e of
tena
nt)
Phys
ical
Vio
lenc
e
PRI r
eque
st o
nly
Raci
al D
iscrim
inat
ion
Verb
al a
buse
0
10
20
30
40
2012/13
2013/14
2014/15
2015/16
Incident Trend Analysis
The noticeable change for 2015/16 is the reduction in PRI only requests due to the implementation of the new PRI reporting system.
4.4 Health and Safety Training
Asbe
stos
Aw
aren
ess
Auto
mat
ed E
xter
nal
Defib
rilla
tion
(AED
) New
&
Ref
Deal
ing
with
Diff
icul
t Si
tuat
ions
Deal
ing
with
Diff
icul
t Si
tuat
ions
deb
riefin
gDi
spla
y Sc
reen
Equ
ipm
ent e
-le
arni
ngEl
ectr
ical
App
lianc
e Te
stin
g (P
AT)
Elec
tric
al A
war
enes
sEm
erge
ncy
Firs
t Aid
at W
ork
(1 d
ay)
Evac
Cha
irFi
re S
afet
y Aw
aren
ess
Fire
War
den
Firs
t Aid
at W
ork
(3 d
ay)
Firs
t Aid
at W
ork
Requ
alifi
catio
n (2
day
)He
alth
and
Saf
ety
Awar
enes
s e-le
arni
ng
HHSR
SHo
ist a
nd C
are
IOSH
(onl
y th
ree
reco
rded
on
LM
S)La
dder
s and
Ste
plad
der
Man
ual H
andl
ing
Man
ual H
andl
ing
Trai
n Th
e Tr
aine
rM
enta
l Hea
lth F
irst A
idM
ovin
g an
d Ha
ndlin
gSh
arps
Aw
aren
ess
Stre
ss B
uste
r Ele
arni
ng
0
50
100
150
200
250
Q1Q2Q3Q4
Health and Safety Training 2015/16
4.4.1 Targeted, risk based and proportional training for staff delivered during 2015/16.
4.5 Fire Risk Assessments
0 50 100 150 200 250
Q1
Q2
Q3
Q4
New Build Low Rise High Rise
Fire Risk Assessments 2015/16
The Health and Safety Manager is responsible for a cyclical programme of fire risk assessments in accordance with the Regulatory Reform (Fire Safety) Order 2005.During 2015/16 five high rise, 374 low rise, and 5 new build fire risk assessments were undertaken.YHN are to develop a new Fire Management policy which the Health and Safety Manager will present to Health and Safety Committee on 30/09/16.
4.6 Construction Related Health and Safety Monitoring
Management and monitoring of construction and premises related risks are proactively monitored and managed by the Health and Safety team.The following higher risk areas of activity will continue to be reported to Board every six months.
4.6.1 Compliance with the Construction, Design and Management Regulations 2015
Construction Design Management (CDM) regulations place duties upon clients and contractors for construction related work involving over 30 working days, more than 20 workers on site working simultaneously, or Projects Exceeding 500 person days.During 2015/16 YHN had 49 CDM client reportable schemes.
4.6.2 Contractor Performance
Contractors engaged by YHN to carry out construction related activity are monitored to ensure compliance with relevant legislation.
During Quarter 3 and Quarter 4 of 2015/16 no contractor performance issues were reported.
4.7 Compliance with the Control of Asbestos Regulations 2012
During Quarter 3 and Quarter 4 of 2015/16 YHN underwent an internal audit on its Health and Safety Asbestos Containing MaterialsFrom the work undertaken we consider that health and safety arrangements for asbestos containing materials were assessed at the time of the audit as providing substantial assurance.Substantial assurance is defined as an effective system of internal control in place designed to achieve the system objectives with only minor issues being identified which require improvement.There is an effective system of internal control in place designed to achieve the system objectives with only minor issues being identified which require improvement.
Control weaknesses impacting on assurance (high and medium only)Whilst positive assurances have been obtained in some areas there are control weaknesses which impact on the overall assurances obtained for the systems reviewed. These include the following:The Health & Safety Codes of Practice for Managing ACM’s published on YHN’s intranet are dated 2006 and 2007 and the actions attributable to the Risk and Safety Manager do not accurately reflect current practice (Medium risk).Opportunities to enhance efficiency and value for moneyOur review identified opportunities to enhance efficiency and value for money in the following areas.There is an opportunity to enhance the arrangements for recording information, ie providing information via the Apex portal rather than being held in a variety of disparate and unlinked folders. This would improve the user experience, improve efficiency of locating information and reduce the risk of duplicate surveys being requested.Agreeing protocols with NCC Building and Commercial Enterprise (BCE) which set out the information required when requesting surveys would improve efficiency and provide technical surveyors with more time to carry out surveys.
YHN spend in excess of £1m per annum on asbestos related works. As part of 2016/17 service delivery plan a target has been set to reduce asbestos spend by 10%.
Measures are in place to address the audit recommendations and implement the proposed savings which include:The appointment of a full time Health and Safety Officer (Asbestos) with extensive knowledge and experience.Two fully trained P402 (the industry recognised asbestos surveying qualification) surveyors working full time in-house with potential projected savings of up to £120,000 per annum.Asbestos expenditure group set up to meet quarterly made up of representatives from Health and Safety, Technical Services, Property Maintenance, Assets and Programming, BCE and Finance.Following procurement exercise in conjunction with NCC the appointment of a new asbestos removal contractor to take effect from April 2016 which will reduce asbestos removal costs for YHN.
4.8 Water hygiene monitoring and control
YHN engages a specialist contractor to undertake water hygiene monitoring on behalf of the organisation. Risk assessments are undertaken as required by the contractor. Follow on actions are actioned by Property Maintenance.
5. Major Incident Reporting
5.1 During 2015/16 Board received individual detailed reports on specific incidents by the Director of Property Services.
6. Legislation Updates
6.1 There have been no further legislation updates since the last Health and Safety Board report.
7. External Agencies
7.1 There have been no further cases of cross party intervention with external agencies during 2015/16.
8. The Business Implications
8.1 Mission and Strategic ObjectivesThe management of health and safety is an integral part of YHN’s overall management of staff, properties and office accommodation and impacts on all three service objectives: Keep the housing stock decent, and neighbourhoods clean and safe Collect the rent and let properties efficiently Promote health and well-being and support vulnerable people to enjoy
independence
8.2 Value for money/efficienciesThe health and safety team manage risk proportionately and effectively to reduce the likelihood of accidents or incidents, leading to staff absences or construction related delays.
8.3 Resources (financial, property, technological or human)Current and planned activity is to be contained in existing budgets.Properties and people are protected by this area of work.The proportionate and effective management of health and safety reduces the risk of financial loss through litigation and staff absence.
8.4 Impact on services/performanceThe health and safety team proactively manages compliance with legislation, staff training and construction related activity.The effective management of health and safety ensures there is no negative impact on the delivery of services or organisational performance.
8.5 Outcomes for tenants/leaseholdersThe health and safety team engage with staff, residents and contractors to ensure work undertaken poses no risk to tenants, leaseholders or the general public.
8.6 Risk (reputation, relationship)Mitigation against risk is managed through a continued programme of risk assessments and audits. Following risk assessment and audit, proportionate, and relevant risk mitigation measures are implemented, where necessary.
8.7 EnvironmentalThere are no direct environmental impacts from this report. Effective management of health and safety, and risk mitigation frequently deliver positive environmental impacts
8.8 LegalYHN Board will receive six-monthly health and safety reports and undergo relevant health and safety training to ensure compliance with health and safety legislation.
8.9 Equality and Diversity and Community CohesionThere are no direct impacts on equality, diversity or community cohesion from this report.
8.10 Stakeholder Involvement / ConsultationIt is recognised that it is essential to have continued staff engagement to embed a health and safety culture throughout the organisation.Stakeholder consultation is undertaken through the health and safety forum, engagement with trade unions is undertaken through regular Joint Consultative Committee (JCC) meetings and bi-annual Health and Safety Committee meetings.
9. Conclusion and Recommendations
9.1 Board are recommended to: Receive this health and safety report
10. Implementation
10.1 Board will receive six-monthly health and safety monitoring reports plus interactive sessions on higher risk areas of business.
Background Papers:Last Board report
Contact Officer: If you have any questions about this report that you would like clarifying before the meeting, you can contact Paul Lumsden by telephone on 0191 278 8609 or email [email protected]
Board 21 June 2016Delegated Decisions – Schedule of non-confidential Delegated Decisions taken between 29 April 2016 and 9 June 2016
No. Directorate/ Delegated Officer Scheme Cost/ Budget provision Units Contractor Wards
1HRA -David Langhorne
11 - 23 Eastfield Avenue Garage Demolition
£30,530.12 funded from HRA Capital Programme, Non-Housing Assets 11
Owen Pugh (Demolition) Contracts Ltd. Walkergate
2HRA -David Langhorne
PB scheme Sycamore Avenue - Dinnington
£18,101.62 funded from HRA Capital Programme, Participatory Budget 54
Highways and Localised Services
Castle/ West Gosforth
3HRA -David Langhorne
Ecology surveys for RF0017 Roofing Programme
£28,327.13 funded from HRA Capital Programme, Lifecycle Programme 1000
Haycock & Jay Associates Cross City
4HRA -David Langhorne
Cast Iron guttering replacements
£144,999.84 funded from HRA Capital Programme, Standard Housing Investment 180
Building and Commercial Enterprise Cross City
5HRA -David Langhorne
NB0015 Fenham Hut Site Demolition
£53,000.00 funded from HRA General Demolitions 1
Thompsons of Prudhoe Fenham
Board 21 June 2016
Board Forward Plan
1 Board Forward Plan
1.1 This Board Forward Plan lists the reports known at the present time that will be presented at the next three Board meetings in 2016 (or amended date subject to confirmation)
2 August 2016
Annual Report and Financial Statements For approval
Investment Programme – Four Year Plan For approval
Finance and Performance Quarter 1 report For discussion
Service and Strategy Delivery Committee annual report For discussion
Managing Directors Report For discussion
Churchwalk Regeneration and Cruddas Park Shopping Centre update
For consideration/ recommendation to NCC
Universal Credit update For information
20 September 2016
AGMMinutes of AGM 2015Appoint External AuditorsRetirement and Appointment of Board membersAnnual Accounts and Financial Statements
For approvalFor approvalFor approvalFor approval
Board meetingReview of Governance Group Audit Committee Annual report to BoardRepairs and Maintenance contract renewal
For approvalFor approvalFor approval
1 November 2016
Income Management Strategy For approval
Abri Trading Limited Annual Report For discussion
Finance and Performance Quarter 2 report For discussion
Voids Time Limited Committee recommendations update
For discussion
Housing and Planning Act update For discussion
Universal Credit update For information
Safeguarding annual report For information
Contact Officer: If you have any questions about this report that you would like clarifying before the meeting, you can contact Jill Davison, Company Secretary by telephone on 0191 278 8624 or email [email protected]
1
Service and Strategy Delivery Committee19 January 2016
(5.00 - 7.50 pm)
Present:
P Dutton (In the Chair)
L DohertyM PageV DunnJ StreatherJ Purvis
In Attendance:
D Langhorne - Director of Property Services, YHNJ Vinton - Head of Assets and Regeneration, YHNM Pearson - Regeneration Project Co-ordinator, YHNI Gallagher - Head of Property Maintenance, YHNJ Giles - Contract Development Manager, YHND HenryT Jarman
- Environmental Sustainability Coordinator, YHN- Environmental Sustainability Coordinator, YHN
J Johnson - Right to Buy and Leasehold Manager, YHNL Horsefield - Head of Business Strategy, YHNJ Davison - Company Secretary, YHNC McMullen - Housing Policy & Commissioning Team Manager, NCCC Patterson - Democratic Services Officer, NCC
11 WELCOME AND INTRODUCTIONS
The Chair welcomed everyone to the meeting.
12 APOLOGIES FOR ABSENCE
Apologies for absence were received from Elaine Snaith
13 DECLARATIONS OF INTERESTS
During discussions on the Asset Management Strategy Action Plan – Progress Update (Agenda item 7), Veronica Dunn declared a personal interest when referring to social value clauses in procurement contracts, stating that she was the Cabinet member for Resources at NCC and as such was heavily involved in the procurement process and contracts.
2
14 MINUTES OF THE PREVIOUS MEETING HELD ON 1 DECEMBER 2015
RESOLVED – That the Minutes of the previous meeting held on 1 December 2015 were agreed as a correct record and signed by the Chair.
Matters Arising: None
15 ACTION LIST AND WORK PLAN REVIEW
D Langhorne introduced the item, updating the committee on the following:
Advised that an email had been circulated on the service reviews on 15 December 2015.
Circulated a handout providing information on the strategy development plan 2016-17, pointing out that there would be regular updates at future meetings.
Reported that the February Board meeting would be considering a report on the medium term financial planning. He referred to a report considered by the Board in July 2015 where discussions took place around disaggregation and governance arrangements. He agreed to circulate a copy of the report and a summary of discussions in order to refresh the committee about what was agreed. ACTION
Referred to discussions held with the Board Chair about the committee’s queries about the non-establishment of a Finance and Resources Committee, explaining that the Chair had indicated that the current committee structure should remain until the AGM. J Davison reminded the committee members that finance items were now the remit of the Board and whilst there had not been many finance items reported to Board recently, on reviewing the Board forward plan the next couple of meetings had a lot of finance items to discuss.
A query was raised around whether this committee would get the opportunity to review the terms of reference and role of committees to ensure there were cross linkages. J Davison explained that a Post implementation review of the committee structure was to be completed all members would be able to have input into this.
Clarified that there were no reserves on the HRA that could be called upon. This was now the management responsibility of the City Council.
D Langhorne circulated a copy of the Work Plan to November 2016 detailing more information about each item to be considered and the purpose for presenting each item. The committee was reminded that this was a fluid document.
RESOLVED – That:
(i) The Action List including updates verbally provided were received and noted.
(ii) The Work Plan Review circulated at the meeting was received and noted.
16 TERMS OF REFERENCE UPDATE
An updated extract on the changes to the terms of reference, which resulted from discussions and comments raised at the previous meeting was circulated for approval. D Langhorne talked the committee through the minor changes.
3
Reference was made to paragraph 1.2, with a suggestion being made that the City Council should be included as a body who could raise concerns for the committee to review. In addition, reference to risk monitoring and the direction of travel on budgets should be included in paragraph 1.3. J Davison reminded the committee that risk monitoring was the remit of the Audit Committee and any elements of risk were included under the business implication of every report. Reference to the risk monitoring may potentially create duplication. The Chair pointed out that if there was a budget reduction reported then that would trigger a service review. It was explained that when the scoping documents were prepared for the services reviews the risk element would be included, giving the committee an opportunity to comment. In terms of paragraph 1.2, it was further suggested that perhaps reference to tenants in addition to the City Council should also be included to ensure clarity was provided that it was any stakeholders that could raise concerns to trigger a review. ACTION
RESOLVED – That subject to minor changes to the Section 1: Purpose, as described above the Board be recommended to approve the terms of reference for this committee.
17 ASSET MANAGEMENT STRATEGY ACTION PLAN - PROGRESS UPDATE
Submitted: Report by Head of Assets and Regeneration (previously circulated and a copy attached to official minutes), which provided the committee with information on the progress made on Assets Management Strategy action plan and the key priorities for quarter four of 2015/16.
J Vinton introduced the report, highlighting the following points:
The meetings planned with local housing staff to review the NPV and sustainability information as referred to under priority one had been moved to February to enable this information to be linked with key information from the Annual Lettings review.
The programme of lifecycle improvements under priority two was currently at 3696 completions at the end of December so the target of 4061 should be achieved.
The standards and specifications would need to be reviewed as a result of the impact of the additional 1%.
In response to a questions asked, it was explained that the Net Present Value (NPV) figures for the current year and comparisons could be provided in future reports on specific projects and if it was possible, mid-year figures would also be provided.
Information was given about the flat roofs project and the priority rating given by the repairs team. Confirmation was given that the Assets and Regeneration and Property Maintenance teams worked jointly on this project.
A request was made to have an early draft of the scope document on the study to be commissioned on housing market. It was explained that the Fairer Housing Unit was leading on this but the unit would be asked to circulate a copy. ACTION
4
A member sought clarification about whether social value clauses were included in major procurements of over £1m in value and how those tendering demonstrated this through the process. Veronica Dunn declared a personal interest stating that she was the Cabinet member for Resources at NCC so was heavily involved in the procurement process and contracts. It was explained that there was a standard clause, which followed the same framework as the City Council, agreement of which was made by the Board in 2015.
Reference was made to the voids process review with a query raised as to whether this committee would have the opportunity to be involved or comment on any proposals submitted by the Time Limited Committee (TLC) before it was presented to the Board. It was explained that the TLC was established by the Board. The committee should not over burden themselves with work because as Board Members there would be the opportunity to comment. If there was a specific interest then members could be added to the distribution list for sight of TLC papers. A further comment was made about whether there was a requirement for some engagement by this committee has a whole rather than individually as Board member. It was pointed out that the committee would be running the risk of micro-managing and should leave the TLC to concentrate on their work. Veronica Dunn requested to be added to the distribution list for the TLC papers. It was also pointed out that if the draft reports from the TLC had implications for monitoring by this committee then the report would be presented to committee prior to going to Board. ACTION.
RESOLVED – That:
(i) The report be received and progress to date noted.
(ii) The final report on the Assets Management Strategy action plan be agreed.
(iii) The outstanding actions would be picked up through other existing update reports or detailed individual reports to this committee.
18 ENVIRONMENTAL SUSTAINABILITY UPDATE
Submitted: Report by Director of Property Services (previously circulated and a copy attached to official minutes), which updated the committee on the progress made against the priorities detailed in section 3 of the report and provided an insight into the possible strategic development of environmental sustainability within YHN detailed in section 4 of the report.
I Gallagher introduced the report updating the committee on the progress and future developments.
Clarification was provided on the district-heating and bio-mass and how this linked into the energy efficiency strategy.
Reference was made to the SAP target, with a question asked whether any financial profiling and impact on the programme had been carried out. It was explained that no work or costings had been done; the main challenges being with the existing
5
stock. The Assets and Regeneration and Property Maintenance teams were working together on this project. Reassurance was given that this was an ongoing piece of work and that further reports would be presented on the overall sustainability.
Clarification was given about the water efficient baths.
RESOLVED – That the committee accepted the report as a fair and true update on the progress against the priorities set out in the policy statement.
19 REPAIRS AND MAINTENANCE CUSTOMER SATISFACTION - PRESENTATION
A presentation was delivered to the committee on the repairs and maintenance customer satisfaction and a demonstration given on the new repairs and maintenance app.
Clarification was given that the new app was purely to report repairs, not emergency repairs. Appointment times were provided to tenants from 8am to 6pm. Context was provided on the new app system and how it fitted into all known housing systems. An offer was made by the officer to send a web link to the app. ACTION.
The following provided a summary of questions asked and responses provided during discussions:
When were tenants asked about how satisfied they were with their repairs? It was explained that this usually occurred within one week of the repair being carried out but not beyond 31 days.
When was the busiest period for repairs? It was explained that it was at the turn of autumn when nights got colder and heavy rain fell.
How did the team manage to communicate with tenants where English was not there first language? It was explained that Language Line was used.
How did the team communicate with those using the app where English was not their first language? There was no immediate plans to develop the app but this was something to think about.
Malcolm Page left the meeting at 6.20pm
Could family and friends report repairs on behalf of a tenant? It was explained that repairs could be reported by family or friends but the person would need to authenticate who they were via the system.
What were the cost savings and resources through the introduction of the app? It was explained that the app was being introduced as a means to lift pressures off the Contact Centres.
RESOLVED – That the presentation and demonstration of the repairs and maintenance app be received and information noted.
20 PARTICIPATORY BUDGET (YOU'VE GOT THE POWER) - PROJECT PROGRESS AND REVIEW
Submitted: Report by Head of Assets and Regeneration (previously circulated and a copy attached to official minutes), which provided the committee with an update on
6
the ‘You’ve got the Power’ Participatory Budget project, detailing the current process for identifying and agreeing projects; an update on progress and achievements since 2013; information on the review of the project and key actions identified from the review to improve the process.
J Vinton introduced the report and M Pearson provided information on the achievements since 2013. During discussions the following points were made:
Comments around the huge difference this budget had made for the community and how it was hoped the budget would be available for some time to come without reductions
Confirmation provided that the quality impact assessment was part of the project action plan. Further information on this would be provided at a future meeting ACTION
Information was provided on how YHN communicated with those whose projects had not been successful. It was explained that if the team considered there was some merit in the suggestion, then discussions would be held with other sections before communicating a decision. Those submitting project ideas were kept informed throughout each stage of the process.
In response to questions asked, it was explained that all project ideas were held in a register and considered in the next round. Regular meetings were held with the environmental services teams to look to see if alternative routes for the projects could be found. Time was built into each stage of the process. Diversity of projects was the key in moving forward with this budget so the intention was to commence the process earlier this year.
Reference was made to the allotment project and how this had created a social enterprise model that could be replicated. There were case studies now to evidence the difference being made.
A suggestion was raised around creating different categories for projects to be considered under e.g. health and well-being or environmental improvements encourage the spread of projects. ACTION.
Confirmation was provided that analysis of the application was carried out. Reference was made to the wider engagement and empowerment strategy with
queries raised around how this initiative contributed. Comments were made around considering how best to connect with the community to increase their capacity to empower them to do more for themselves. Many projects seemed to align with neighbourhood work and devolved budgets e.g. ward committee budgets and perhaps had more value if they were more connected. Concerns were raised around marrying the HRA budget with other NCC budgets as HRA funding needed to be spent on improvements for council tenants. It was pointed out that it may be possible to do this as other HRA funding had been joined together with NCC’s Small Sparks Fund.
RESOLVED – That the report be received and the committee’s comments noted.
21 RIGHT TO BUY AND LEASEHOLD UPDATE
Submitted: Report by Head of Assets and Regeneration (previously circulated and a copy attached to official minutes), which updated the committee on a number of
7
aspects of the Leasehold and Right to Buy service for quarters one to four of 2015-16.
RESOLVED – That the information report be received and noted.
22 DATE AND TIME OF NEXT MEETING
Tuesday 1 March 2016 at 5.00pm – 7.00pm
1
Group Audit Committee18 February 2016
(5.00 pm - 6.40 pm)
Present:
G ClarkJ ReidD SlesengerL StephensonM TalbotT MooreG Burns
(In the Chair)
IN ATTENDANCE
N Scott Director of Tenancy ServicesS Breslin Director of Corporate Services and Assistant
Chief ExecutiveL Horsefield Head of Business StrategyR Burns Lead Service Quality OfficerA Baker Governance Support OfficerI Pattison Internal AuditS Beaumont EYJ Miller Democratic Services
14 DECLARATIONS OF INTERESTS
None.
15 APPOINTMENT OF VICE CHAIR
RESOLVED – that G Burns be appointed Vice Chair of Group Audit Committee.
16 MINUTES OF THE LAST MEETING DATED HELD ON 19 NOVEMBER 2015
The minutes of the meeting held on 19 November 2015 were approved as a correct record and signed by the Chair, subject to minute 8, bullet point 5 being amended to reflect that the reduction in the management fee would be 5% per year over the next three years.
17 ACTION LIST REVIEW
RESOLVED – that the action list be noted and updated accordingly.
2
18 SCOPE FOR YEAR END EXTERNAL AUDIT
Submitted: Report by EY (previously circulated and copy attached to Official Minutes)
S Beaumont, EY introduced the report which set out the proposed audit approach and scope for the 2016 audit, and allowed the Committee to ensure that the audit was aligned with their expectations. She gave a summary of what was different in the approach now that YHN was a Group and had to produce Group accounts.
The following issues/comments were raised in debate:- The Chair queried, in the light of recent redundancies, whether YHN had a
process in place to ensure the best interests of the business, in terms of business continuity and a succession strategy. It was noted that Board had acknowledged the need to improve succession planning, which would be picked up in the governance review.
It was acknowledged that assurance of this type was something that Internal Audit could be commissioned to look at rather than something that would be undertaken by the External Auditors.
YHN had a redundancy and severance policy in place which had been applied in relation to the recent redundancies.
A member, who was also a member of the Remuneration Panel, gave an assurance that these policies had been utilised in making decisions in relation to redundancies.
As a result of disaggregation there had been significant changes in the way YHN was configured, Members commented that it would be helpful for Board to be provided with assurance in relation to the new arrangements that would be put in place.
In response to a query as to whether there was sufficient time at Board meetings for the consideration of financial and performance matters, L Forrest advised that the majority of the business at the next Board would be financial and performance matters. It was also noted that recommendations made following the collapse of the Cosmopolitan Housing Association stated that these issues should always be considered at Board level.
In relation to pensions accounting, L Forrest advised that whilst Newcastle City Council would pick up the pension liability should YHN cease to exist, the financial reporting standards required that the pension scheme deficit had to be recognised on the company’s balance sheet.
RESOLVED – that the report be received.
19 OVERVIEW OF STRATEGIC RISK MANAGEMENT
R Burns gave a presentation which provided an overview of risk management in YHN (copy of presentation material attached to Official Minutes).
L Horsefield and R Burns responded to Members’ queries and advised on the ‘pipeline of emerging risks’ which was used in to identify potential future risks and the interaction with the wider social housing sector to pick up on emerging issues.
RESOLVED – that the presentation be noted.
3
20 STRATEGIC RISK REGISTER 2015-16 - QUARTER THREE UPDATE
Submitted: Report by Head of Business Strategy (previously circulated and copy attached to Official Minutes)
L Horsefield introduced the report which provided the quarterly update against the 2015-16 Strategic Risk Register. She advised that no changes were proposed to the status of the risks. Some actions had been changed to reflect that the Chief Executive had left the organisation.
RESOLVED- that the report be received.
21 REVISED STRATEGIC RISK REGISTER
Submitted: Report by Head of Business Strategy (previously circulated and copy attached to Official Minutes)
L Horsefield introduced the report which set out the single Strategic Risk Register for YHN, Abri Trading Ltd and Asfaleia Ltd, explaining the different process that had been undertaken, as there was now a Group structure, to develop a Group Risk Register.
The following issues/queries/ concerns were raised during debate:
A member suggested it would be helpful if elected members could be provided with information about the CCAS service and be advised that the service was not just available to YHN tenants, as there was often this misconception among residents.
The need to be more specific about GR8 - Officers agreed to give consideration to making specific reference in the risk register to some of the government changes that were on the horizon, their potential impact with a potential response.
GR1 to be amended to state ‘unable to provide service at a competitive/affordable price’
A member queried whether there needed to be individual risk registers for Abri Ltd, Asfaleia Ltd in addition to the the Group Strategic Risk Register, to ensure that some of the issues which were important to the individual companies but not overall to the Group were not ‘lost’.
RESOLVED – that:
i. The proposed consultation, via a workshop with the Chair and Vice Chairii. of Group Audit Committee and the Group Audit Committee nominated
representatives from Abri Ltd and Asfaleia Ltd, as set out in section 2.3 of the report be approved, with the final risk scores being circulated to all members of the Committee.
iii. The various issues raised in debate, outlined above, be considered in more detail at the workshop.
22 INTERNAL AUDIT PROGRESS REPORT
4
Submitted: Report by Head of Internal Audit (previously circulated and copy attached to Official Minutes)
I Pattison introduced the report which detailed internal audit activity undertaken as part of the 2015/16 audit plan.
The following issues/ queries/ comments were raised in debate:
In response to a query about follow up for the Concierge audit which indicated that fire inspections recommendation target date had been given a six month extension, it was explained that manual interim arrangements had been put in place until the IT changes that were needed to the workforce scheduling system were finalised.
It was confirmed that the fire inspections were completed for all blocks on a monthly basis.
Members indicated it would be helpful if, when looking at the recommendations not implemented, if they could also be provided with details of the original audit recommendations.
RESOLVED – that:-i. Progress against the Internal Audit plan and performance indicators be
noted.ii. Progress on the implementation of audit recommendations be noted.iii. In future Table 3 in the Progress Report to include details of the original audit
recommendations.
23 INTERNAL AUDIT PLAN
Submitted: Report by Head of Internal Audit (previously circulated and copy attached to Official Minutes)
I Pattison introduced the report which provided an overview of the process for compiling the Internal Audit Plan and provided an early opportunity for members to feed into the process.
The following comments/queries/ issues were raised during debate:
Following the discussion earlier in the meeting (minute 18), members indicated that at the May meeting when the Strategic Audit Plan was considered they would ask to add into the audit plan work to look at whether the organisation had robust processes in place for reviewing redundancy cases and succession/ business continuity arrangements around this.
Void management was currently the service area of greatest concern for YHN in terms of both reputational risk and financial risk. A Time Limited Committee had been established to look at the issues. Members felt that, in the light of these concerns, a voids audit would be needed to be in the Audit Plan for 2016/17.
The Time Limited Committee would report to Board in early summer and it was suggested that Group Audit Committee may wish to await the outcome
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of Board’s consideration of this report to inform the scope of the voids management audit.
It was explained that at the start of the audit year the Audit Plan was prioritised taking into account a range of factors and the links with the strategic risk register would be identified.
It was noted that NCC would only be asked to comment on those parts of the Audit Plan that related to the HRA activities.
In response to a members query as to whether there was capacity in the Internal Audit Plan for ad hoc work, it was noted that there was flexibility in the Plan to change if issues of sufficient concern arose that needed to be included.
RESOLVED – that the process for compiling the Internal Audit Plan be noted.
24 COMMITTEE WORK PLAN
Submitted: YHN Group Audit Committee Forward Plan (previously circulated and copy attached to Official Minutes)
RESOLVED- that the Forward Plan be noted.
25 ANNUAL ASSURANCE STATEMENT
I Pattison outlined the process for YHN to produce its Annual Assurance Statement as part of Newcastle City Council’s Annual Governance Statement process which was coordinated by the Head of Internal Audit. A pro forma Assurance Statement would be sent to the Company Secretary for completion by 11 April. He suggested it would be useful for members to see the Statement.
26 CHAIR'S REMARKS
The Chair advised that this was Sheila Breslin’s final meeting of Group Audit Committee before she left YHN. On behalf of the members he thanked Sheila for all her hard work with the committee and wished her a long, happy and healthy retirement.
27 DATE AND TIME OF NEXT MEETING
It was noted that the next meeting would be held on Thursday 19 May 2016, 5pm – 7pm.
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NOTES OF INQUORATE MEETING OFService and Strategy Delivery Committee22 March 2016
(5.05 - 6.20 pm)
Present:
P Dutton (In the Chair)M PageJ Streather
In Attendance:
D Langhorne - Director of Property Services, YHNL Forrest - Head of Finance, YHNB Elder - Strategic HR Manager, YHNA Alison - Head of Income and Tenancy Management, YHNI Gallagher - Head of Property Maintenance, YHNR Burns - Lead Service Quality Officer, YHNB Furness - Service Quality Assistant, YHNA Senior - Head of Fairer Housing, NCCC Patterson - Democratic Services Officer, YHN
23 WELCOME AND INTRODUCTIONS
The Chair welcomed everyone to the meeting and brief introductions were provided.
24 CHAIRS ANNOUNCEMENT
The Chair announced that the meeting was inquorate; however, pointed out that he intended to hold the meeting to discuss the agenda items. Notes would be taken and ratified by the committee at next scheduled meeting.
25 APOLOGIES FOR ABSENCE
Apologies for absence were received from E Snaith, V Dunn, J Purvis and L Doherty
26 DECLARATIONS OF INTERESTS
None
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27 MINUTES OF THE PREVIOUS MEETING HELD ON 19 JANUARY 2016
Approval of the minutes of the previous meeting held on 19 January were deferred to the next scheduled meeting.
28 ACTION LIST AND WORK PLAN REVIEW
D Langhorne introduced the Action List and Forward Plan to December 2016, pointing out that all actions had been completed.
In relation to the Asset Management Strategy Action Plan, A Senior provided a verbal update on the progress being made around the study set up to examine the housing market under Priority Three – meeting future demand and demographics, responding to questions around research in addition to defining the type of research that YHN would benefit from.
D Langhorne offered support for anyone wishing to review the repairs and maintenance app. He also provided a verbal update on behalf of J Vinton around the work carried being out in relation to creating categories for suggestions under the ‘You’ve Got the Power’ project.
IT WAS AGREED: the Action List and Work Plan to December 2016, including the verbal updates be received and noted.
29 INCOME MANAGEMENT STRATEGY - UPDATE
Submitted: Report by Head of Income and Tenancy Management (previously circulated and a copy attached to official minutes), which provided an update on current performance in relation to income collection and progress against the four key themes within the strategy.
A Alison introduced the report summarising the key aspects, providing a verbal update on Theme 4 – maximising financial inclusion, which was missing from the report.
In responding to questions raised, L Forrest provided a brief update on the current position around the debt position including the write- off of debt, offering to circulate some profile information to clarify the position, particularly around long term debt. ACTION.
During discussions, the committee was advised that YHN worked in close partnership with NCC who had financial oversight. The majority of payments were received via direct debit, although 60% was paid through housing benefit and not direct from the tenant. Confirmation was provided that YHN systems were all safe and secure in relation to direct payment and the potential PPI claims. Clarification was provided on issues that arose by those tenants evicted for non-payment of rent and who deemed themselves homeless. The challenges around Universal Credit and the move by Job centres to digital only were also highlighted.
IT WAS AGREED: that the report be received and noted.
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30 YHN PEOPLE STRATEGY PROGRESS UPDATE
Submitted: Report by Strategic Human Resources Manager (previously circulated and a copy attached to official minutes), which provided an update on the progress of the People Strategy and the developments as YHN move forward to 2017 and beyond.
B Elder introduced the report and responded to questions asked around sickness levels and the use of attendance records as reliable measures during periods where redundancies were being sought. In addition, she reported upon the recent appointment of the new management director (MD) and the process that would be followed should changes to the Strategy be required if the MD had a different view.
IT WAS AGREED: that the report be received and a revised People Strategy be presented for approval during the summer of 2016-17.
31 2015 SURVEY OF TENANTS AND RESIDENTS (STAR)
Submitted: Report by Head of Business Strategy (previously circulated and a copy attached to official minutes), which provided the committee with information on the STAR carried out and an overview of the follow up work that would be undertaken with the Property Maintenance team, following a decline in customer satisfaction with the repairs service.
R Burns introduced the report. During discussions clarification was provided to possible issues that may have resulted in the decline in satisfaction with the repairs service. It was explained that more influence over staff behavioural and cultural attitudes would potentially improve matters, along with in depth discussions at the review stage of the service level agreement.
A member suggested that the report should be forwarded to the Director of Communities, NCC to raise his awareness. ACTION
Clarification was provided around the sample method for the survey, in addition to the committee being informed that a decision was yet to be made on the preferred future approach for future surveys.
IT WAS AGREED: that the report be received and noted.
32 DATE AND TIME OF NEXT MEETING
Tuesday 17 May 2016, 5.00 – 7.00pm
