BCT Office , 17 Raby Cross, Byker, Newcastle upon Tyne...
58
Board 23 November 2016 BCT Office, 17 Raby Cross, Byker, Newcastle upon Tyne AGENDA 1. Reminder to switch off mobile phones 2. Apologies for absence 3. Declarations of Interest 4. Urgent Items which Board Members wish to raise, not elsewhere on the agenda ITEMS FOR DECISION Page: Presented by: 5. To approve the Minutes of the meeting held 14 September 2016 and Matters Arising 1 - 3 Chair 6. 2017/18 Budget Assumptions 4 - 7 P Ambrose 7. Strategic Risk Register 8 - 18 P Ambrose 8. BCT Health and Safety Policy and Update 19 - 38 M Bell ITEMS FOR INFORMATION 9. CEO Monthly Progress Report 39 - 47 J Haley 10. Investment Programme Update 48 - 58 M Bell 11. AOB CONFIDENTIAL ITEMS FOR DECISION 12. To approve the confidential Minutes of the meeting held 14 September 2016 and Matters Arising 59 - 60 Chair CONFIDENTIAL ITEMS FOR INFORMATION 13. Finance and Audit Committee Minutes and Actions 61 - 63 P Ambrose 14. BCT Service Transformation / Performance 2015- 16 – to follow after Sub-group (15 November) P Pollard 15. Date and time of the next meeting – 18 January 2017, 6pm – 8pm at the BCT office.
Transcript of BCT Office , 17 Raby Cross, Byker, Newcastle upon Tyne...
Board 23 November 2016 BCT Office, 17 Raby Cross, Byker, Newcastle upon Tyne
AGENDA
1. Reminder to switch off mobile phones
2. Apologies for absence
3. Declarations of Interest
4. Urgent Items which Board Members wish to raise, not elsewhere on the agenda
ITEMS FOR DECISION
Page: Presented by:
5. To approve the Minutes of the meeting held 14 September 2016 and Matters Arising
1 - 3 Chair
6. 2017/18 Budget Assumptions
4 - 7 P Ambrose
7. Strategic Risk Register
8 - 18 P Ambrose
8. BCT Health and Safety Policy and Update
19 - 38 M Bell
ITEMS FOR INFORMATION
9. CEO Monthly Progress Report
39 - 47 J Haley
10. Investment Programme Update
48 - 58 M Bell
11. AOB
CONFIDENTIAL ITEMS FOR DECISION
12. To approve the confidential Minutes of the meeting held 14 September 2016 and Matters Arising
59 - 60 Chair
CONFIDENTIAL ITEMS FOR INFORMATION 13. Finance and Audit Committee Minutes and Actions
61 - 63 P Ambrose
14. BCT Service Transformation / Performance 2015- 16 – to follow after Sub-group (15 November)
P Pollard
15. Date and time of the next meeting – 18 January 2017, 6pm – 8pm at the BCT office.
Minutes of Board 14 September 2016, 6pm – 6:41pm Board Members Present: Jim Coulter (Chair), Annette Patten (Vice Chair), Alison Smith, Nigel Emmerson, Christine Stobbs, Herby Warren, Claire Green, Gordon Bell, Paul Callaghan, Nick Kemp, Amanda Senior, Martin Greenfield and Catherine Walsh. BCT Officers Present: Jill Haley (Chief Executive), Philip Pollard, David Jones, Michelle Bell, Philip Ambrose, Jaime Flinn and Jennifer Johnson (minute taking). Observers: Neil Scott (YHN), Olya Bowers (Tenant).
1. WELCOME
1.1 The Chair welcomed everyone to the meeting, in particular Catherine Walsh as a new
Tenant Board Member.
2. APOLOGIES FOR ABSENCE
2.1 There were no apologies received.
3. DECLARATIONS OF INTEREST
3.1 There were no declarations of interest arising.
4. URGENT ITEMS WHICH BOARD MEMBERS WISH TO RAISE
4.1 There were no urgent items arising.
5. SHAREHOLDER APPLICATIONS
5.1 The shareholder applications for Catherine Walsh (tenant membership) were approved by the Board.
6. RE-APPOINTMENTS TO BOARD
6.1 It was agreed that A Patten would continue her role as Vice Chair of the BCT Board. It was also agreed that A Smith be re-appointed as Chair of the Finance and Audit Committee alongside the re-appointments of Gordon Bell, Christine Stobbs and Jim Coulter. H Warren volunteered to become a member of the BCT Finance and Audit Committee.
7. APPROVAL OF BOARD MINUTES AND MATTERS ARISING
7.1 The minutes of the last Board meeting held on 20 July 2016 were agreed as a correct record and signed by the Chair.
5.
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8. CHIEF EXECUTIVE’S MONTHLY PROGRESS REPORT
8.1 The Board received this report for information, key points were;
The proposed dates for the BCT Board Awayday unfortunately could not achieve full Board attendance. The Chair and Chief Executive would discuss alternative dates to ensure a convenient time for all members.
Board were encouraged to feedback on the BCT National Tenant Engagement Standards report. The TPAS National Engagement Standards document would be uploaded to the BCT website, for general comment from BCT tenants.
It was reported that the results of the STAR Survey support the Board’s decision to bring services in house and change the way they are provided. The results of the latest STAR Survey would be analysed and discussed at the next Board Awayday.
Board were requested to feedback on the draft Annual Report to Tenants (October 2016) by Friday, 16 September at 5pm. It was requested that the TPAS National Engagement Standards be included in the Annual Report with a link to the website for tenants to use. Board agreed the draft Annual Report subject to member’s feedback.
Special thanks were given to D Jones for attending a ceremony at St Peters Basin, representing the BCT.
Board were asked to comment on the Annual Value for Money Self-Assessment before the deadline of 30 September. The Chair provided his feedback which would be applied to the document. Board agreed the draft Annual Value for Money Self-Assessment subject to other member’s feedback.
9. YHN PERFORMANCE REPORT
9.1 The Board received the Your Homes Newcastle (YHN) Performance report which detailed
an analysis of 4 years performance to date. N Scott was in attendance to provide an overview. Key points were;
A summary of tenancy turnover, void rent loss, void figures, collection rates, current arrears and former arrears were presented for each financial year since June 2012. Board were also referred to the performance indicators for repairs, ASB and customer service.
It was noted that the statistics shown for ‘customers satisfied with the repairs and maintenance service’ is based on feedback received from the courtesy calls/texts YHN carry out after a repair has been carried out, not from the results of the STAR Survey.
N Scott suggested that as the YHN contract is coming to an end, he could provide a 6 monthly update report on performance to Board in November.
Board were referred to the performance information for end of July 2016 where it detailed eight targets as green, two targets as amber and two targets as red. (Former tenant arrears and void rent and service charge loss).
A discussion was held on the implications Universal Credit poses for BCT and the progress YHN have made with contacting BCT tenants since April 2015. N Scott also provided an update on the work YHN have carried out in terms of Alternative Payment Arrangements.
P Pollard stated that BCT would be introducing some pre tenancy training to assist potential new tenants to budget/manage their money, pay rent etc. It was reported that this would also be picked up in the annual visits to existing tenants. The meeting adjourned at 6:41pm to allow the confidential session to take place.
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13. DATE AND TIME OF THE NEXT MEETING
13.1 Wednesday, 23 November 2016, 6pm – 8pm at the BCT offices.
…………………………. Chair of Byker Community Trust Board 23 November 2016 5.
Page 3 of 53
Board 23 November 2016
1.
Recommendations
1.1 The Board are recommended to; i. Approve the current working assumptions and delegate to Finance and Audit
Committee detailed consideration for final recommendations to Board. ii. Note that the detailed revenue budget will be considered by Finance and Audit
Committee in February 2017 and then presented to Board for approval on 08 March 2017.
2. Revenue Budget Assumptions
2.1 The Revenue Budget Assumptions are set out in Appendix A which details the key areas
of income and expenditure.
3. Revenue Surplus and Medium Term Financial Strategy
3.1 The budget must be set at a level which will enable BCT to achieve sufficient revenue surplus. This is necessary to ensure BCT can deliver on all the investment programme requirements and meet all loan interest and loan repayment costs when they become due.
Title: 2017/18 Budget Assumptions Report By: Philip Ambrose, Head of Finance and Resources FOR DECISION
Business Implications
Risk The revenue budget mitigates against financial risks by establishing financial targets for BCT in line with the Business Plan.
Financial and Value for Money
Budget targets aim to maximise income and minimise cost in service delivery as part of achieving good value for money.
People/Consultation
The budget reflects delivery of agreed priorities set out in the Corporate Plan.
Equality and Diversity
The budget reflects delivery of inclusive services for all BCT customers.
Environment Implications
The budget includes provision for services which maintain the estate environment.
Contractor Implications The budget sets the financial limits on services provided by contractors.
6.
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3.2 When the detailed budget figures are being finalised it may be necessary to revisit some of the income and expenditure assumptions outlined in Appendix A in order to ensure affordability.
3.3 The 2017/18 revenue budget will be set within the overall context of the medium term financial strategy. This ensures that, as part of approving the annual revenue budget, Board takes due regard of the importance of looking ahead to financial and other contexts.
3.4 The cost savings targets resulting from the new service delivery arrangements will be incorporated into the 2017/18 revenue budget.
4. Background Papers
4.1 Working papers held by Financial Controller.
5. 5.1
Contact Officer: If you have any questions about this report that you would like clarifying before the meeting, you can contact Philip Ambrose by telephone on 0800 5335 442 or email [email protected]
Page 5 of 53
Byk
er
Co
mm
un
ity T
rus
t
Ap
pe
nd
ix A
2
017
/18 R
eve
nu
e B
ud
ge
t A
ss
um
pti
on
s
De
sc
rip
tio
n
As
su
mp
tio
ns
INC
OM
E
Re
nts
fo
r D
we
llin
gs
Re
du
ction
of
1%
fo
r a
ll ge
ne
ral ne
ed
s u
nits a
s r
equ
ire
d b
y G
ove
rnm
en
t b
ud
ge
t a
nn
oun
cem
en
t 0
8/0
7/1
5.
Incre
ase o
f 2
% fo
r sh
elte
red
un
its (
Se
pte
mb
er
20
16
CP
I p
lus 1
%)
as th
ese u
nits a
re e
xe
mp
t fr
om
th
e r
en
t cu
t re
qu
ire
me
nt.
Dis
tric
t H
ea
tin
g C
ha
rge
s
Fre
eze
en
erg
y c
ha
rge
s,
su
bje
ct
to a
n a
ffo
rdab
ility
asse
ssm
ent
of
the
ove
rall
su
rplu
s p
ositio
n o
n D
istr
ict
He
atin
g
inco
me
an
d e
xp
en
ditu
re.
Incre
ase
of
2%
on
infr
astr
uctu
re c
ha
rge
s.
Se
rvic
e C
ha
rge
s &
Gara
ge
R
en
ts
Fo
llow
sa
me
de
cis
ion
as 2
01
5/1
6 o
f 2%
in
cre
ase
to
spe
cific
se
rvic
e c
ha
rge
s (
Co
ncie
rge
, S
ecu
rity
Ala
rm
Ma
inte
na
nce, T
V A
erial, S
he
lte
red
Ward
en
) an
d g
ara
ge
re
nts
. O
the
r se
rvic
e c
ha
rge
s t
o b
e f
roze
n,
with
the
p
rovis
o t
ha
t a
n e
xe
rcis
e b
e c
arr
ied
ou
t to
asse
ss c
osts
of
se
rvic
es a
ga
inst
the in
com
e r
ais
ed
fro
m s
erv
ice
ch
arg
es.
Avo
nd
ale
Hou
se
L
ea
se
re
nta
l a
t £
50
k a
nd
sam
e t
reatm
en
t a
s a
bo
ve
fo
r d
istr
ict
hea
tin
g a
nd
oth
er
se
rvic
e c
ha
rge
s.
Re
ne
wa
ble
He
at
Ince
ntive
&
Fe
ed
in T
ariff
L
iais
e w
ith
Dis
tric
t H
ea
tin
g T
ea
m t
o o
bta
in e
stim
ate
s in
re
spe
ct of
bio
ma
ss b
oile
r a
nd c
om
bin
ed h
ea
t an
d p
ow
er
pla
nt. L
iais
e w
ith
En
erg
y S
erv
ice
s t
ea
m to
obta
in e
stim
ate
s in r
esp
ect
of
Byke
r w
all
roo
f P
V in
sta
llatio
n.
Vo
id L
osse
s
The
hig
he
r of
pe
r la
test
Bu
sin
ess P
lan
assu
mp
tio
n (
2%
) o
r 2
01
6/1
7 p
erf
orm
an
ce
to d
ate
.
Pro
vis
ion
fo
r B
ad D
eb
ts
Pe
r la
test
Bu
sin
ess P
lan
assu
mp
tion
(1
5%
for
20
17/1
8 t
o a
llow
fo
r an
y a
dve
rse
in
co
me
co
llectio
n im
pa
ct fr
om
U
niv
ers
al C
red
it im
ple
me
nta
tion
) b
asin
g o
n th
e la
test a
ge
d d
eb
t p
rofile
.
Ba
nk In
tere
st
Pru
den
t e
stim
ate
ba
sed
on c
ashflo
w p
roje
ction
s.
EX
PE
ND
ITU
RE
BC
T S
taff
Pe
r R
em
une
ratio
n P
olic
y a
gre
ed
by F
ina
nce
& A
ud
it C
om
mitte
e 0
3/1
1/1
4, a
nd r
em
un
era
tio
n le
ve
ls a
gre
ed
fo
r sta
ff a
ppo
inte
d to
po
sts
sin
ce
th
at d
ate
. F
ina
nce
& A
ud
it C
om
mitte
e w
ill c
on
sid
er
ove
rall
pa
y c
osts
on
th
e b
asis
of
a ta
rge
t ce
ilin
g f
or
pe
rfo
rma
nce
asse
ssed
in
cre
ase
s w
hic
h w
ill t
ake
acco
un
t of
inflatio
n a
s m
ea
su
red
by a
sse
ssm
ents
of
CP
I tr
end
s.
Su
ppo
rt R
esou
rce
s
Exte
rna
l a
nd in
tern
al au
dit.
Insu
ran
ce
.
An
nua
l pe
nsio
n s
tate
me
nt fo
r a
ccou
nts
.
Se
cu
rity
Tru
ste
e.
An
nua
l de
skto
p v
alu
atio
n r
efr
esh
.
Dis
tric
t H
ea
tin
g in
de
pen
den
t te
ch
nic
al a
dvic
e.
Bu
sin
ess P
lan
Sup
po
rt.
Pro
vis
ion
fo
r p
rofe
ssio
na
l ad
vic
e a
nd
su
ppo
rt (
eg:
lega
l, H
R,
go
ve
rna
nce
).
Co
nsu
ltan
cy a
nd
pro
fessio
na
l sup
po
rt c
ove
rin
g:
-
Dis
tric
t H
ea
tin
g.
-
Co
mm
un
icatio
ns &
Mark
etin
g.
-
En
ga
ge
men
t &
Co
mm
un
ity D
eve
lop
me
nt.
An
y o
the
r su
ppo
rt r
equire
me
nts
flo
win
g f
rom
BC
T
Co
rpo
rate
Pla
n.
YH
N C
on
tra
cts
A
s p
er
agre
ed
price
s fo
r C
on
cie
rge
Se
rvic
e a
nd
estim
ate
d a
ctivity le
ve
ls f
or
Fu
rnitu
re S
erv
ice
.
Pa
intin
g P
rogra
mm
e
As p
er
exis
tin
g p
lan
ned
pro
gra
mm
e o
f w
ork
s. 6.
App
endi
x A
Page 6 of 53
De
sc
rip
tio
n
As
su
mp
tio
ns
ISO
S C
om
ple
te S
upp
ort
C
on
tra
cts
F
ixe
d p
rice
ele
me
nts
as p
er
pricin
g s
ch
ed
ule
s in
SLA
s.
Va
ria
ble
price
ele
men
ts a
s p
er
estim
ate
d a
ctivity le
ve
ls
wh
ich
will
be
ca
lcu
late
d b
ase
d o
n 2
016
/17
actu
als
an
d fo
reca
sts
. R
ep
airs &
ma
inte
na
nce
bud
ge
t to
refle
ct fin
din
gs o
f re
vie
w o
f o
ve
rsp
end
exp
erie
nced
in
1st h
alf o
f 2
01
6/1
7 to
e
nsu
re a
ccou
nt
is ta
ken
of
an
y o
ngo
ing u
nd
erlyin
g c
au
se
s f
or
this
.
Off
ice
an
d O
the
r R
un
nin
g
Co
sts
B
ase
on
20
16
/17
ta
kin
g a
cco
un
t of:
An
y in
cre
ase
d r
un
nin
g c
osts
exp
erie
nce
d in t
he
2nd h
alf o
f th
e y
ea
r du
e to
off
ice
an
d s
taff
exp
an
sio
n a
nd
in
ho
use
de
live
ry o
f n
eig
hb
ou
rho
od
op
era
tio
ns s
erv
ice
s a
nd
an
y a
nn
ua
lly r
ecu
rrin
g f
ee
s r
ela
tin
g t
o I
CT
fa
cili
tie
s
an
d s
erv
ice
s.
Re
qu
ire
me
nts
fo
r tr
ain
ing,
de
ve
lopm
ent,
confe
ren
ce
s, e
ve
nts
, m
ark
etin
g,
tra
ve
l &
su
bsis
ten
ce
.
Bo
ard
& G
ove
rnan
ce
Co
sts
B
ase
on
20
16
/17
ta
kin
g a
cco
un
t of
all
regis
tra
tio
n a
nd s
ub
scriptio
n fe
es (
eg:
Hou
sin
g Q
ua
lity N
etw
ork
, H
ou
sem
ark
an
d N
atio
na
l H
ou
sin
g F
ede
ration
su
bscrip
tio
ns,
Fin
an
cia
l C
on
du
ct
Auth
ority
, D
ata
Pro
tectio
n
Re
gis
tra
r, H
ou
sin
g O
mb
ud
sm
an
, T
en
ant
Pa
rtic
ipa
tio
n A
dvis
ory
Se
rvic
e).
Pru
den
tia
l B
orr
ow
ing
F
or
Dis
tric
t H
ea
tin
g U
pgra
de
if
the
pru
de
ntia
l lo
an
is e
xp
ecte
d t
o b
e in
pla
ce
du
rin
g 2
01
7/1
8.
YB
S F
ina
nce C
ha
rge
s
Pe
r la
test
Bu
sin
ess P
lan
pro
jectio
n.
Utilit
ies,
Re
nts
, R
ate
s, fo
r C
om
mu
na
l A
rea
s
Pe
r 2
01
6/1
7 fo
reca
st
takin
g a
cco
un
t of
price
ch
an
ge
s a
dvic
e f
rom
NC
C E
ne
rgy C
en
tre
in
re
sp
ect of
utilit
ies a
nd
o
the
rs in r
esp
ect
of
rents
and
ra
tes.
Dis
tric
t H
ea
tin
g R
un
nin
g C
osts
(f
ue
l/m
ain
ten
an
ce
/ove
rhe
ad
) L
iais
e w
ith
Dis
tric
t H
ea
tin
g T
ea
m a
nd
ta
ke
acco
un
t of
utilit
ies p
rice
s th
rou
gh
ga
s c
on
tra
ct
with
NE
PO
, o
il an
d
bio
ma
ss c
osts
and
lik
ely
qu
an
titie
s.
Co
un
cil
Ta
x f
or
Vo
id
Pro
pe
rtie
s
Ba
se
on
estim
ate
s fo
r vo
id u
nits a
nd
re
let
tim
es t
akin
g a
cco
unt
of
Ke
y P
erf
orm
an
ce
In
dic
ato
rs,
Ch
arita
ble
Re
lief
Re
du
ction
an
d 2
016
/17
actu
als
.
De
pre
cia
tion
Ch
arg
es
BC
T c
alc
ula
tion
ta
kin
g a
cco
un
t of
cap
ita
l spe
nd
and
asse
t lif
esp
an
s.
Exce
ptio
na
l e
xp
en
ditu
re
An
y s
uch
exp
end
itu
re w
ill b
e in
clu
ded
in
th
e b
ud
ge
t u
nde
r a
se
pa
rate
exce
ption
al e
xp
en
ditu
re h
ea
din
g to
en
su
re
it is s
ep
ara
ted f
rom
the o
n-g
oin
g b
ud
ge
t item
s t
ha
t a
re in
clu
ded
in
the
ope
ratin
g s
urp
lus c
alc
ula
tio
n.
Price
Inflatio
n
Where
re
qu
ire
d, b
ase o
n t
he
Ba
nk o
f E
ngla
nd
201
7 C
PI fo
reca
st
(2.7
% a
s p
er
Infla
tion
Rep
ort
No
v 2
016
).
No
te:
Re
ve
nu
e b
ud
ge
t m
us
t b
e s
et
in lin
e w
ith
ta
rge
t s
urp
lus p
er
Bu
sin
es
s P
lan
to
en
su
re B
CT
co
nti
nu
e t
o d
eli
ve
ry i
nve
stm
en
t p
rog
ram
me
pro
mis
es a
nd
kee
p o
n t
arg
et
to r
ep
ay b
orr
ow
ing
.
Page 7 of 53
Board 23 November 2016
Title: Strategic Risk Register (SRR) Update Report By: Philip Ambrose, Head of Finance and Resources FOR DECISION Business Implications
Risk This report covers the latest quarterly update of the SRR.
Financial and Value for Money Robust risk management is a key part of BCT governance arrangements it assists us in financial management and in achievement of VfM while ensuring best use of resources.
People/Consultation The SRR covers areas of BCT business where customer engagement is required and ensures good control arrangements are in place and these are regularly reviewed.
Equality and Diversity The SRR covers equality and diversity considerations within areas of BCT business and ensures good control arrangements are in place and these are regularly reviewed.
Environment Implications The SRR covers the environmental aspects of the investment programme and the day to day management of the estate environment and ensures good control arrangements are in place and these are regularly reviewed.
Contractor Implications The SRR covers the delivery of the investment programme and the day to day housing management services by contractors and ensures good control arrangements are in place and these are regularly reviewed.
1. Recommendations
1.1 The Board are recommended to consider and approve the updated SRR.
2. Synopsis
2.1 This report highlights the key risks facing the BCT at present and details the risk register
quarterly update carried out on 09 November 2016. The SRR is attached at Appendix A.
3. Background Information
3.1 Board approved the Risk Management Strategy and Framework on 11 April 2013, which requires the BCT Executive Team to carry out a quarterly review and update of the SRR. Any recommended updates to the SRR are reported to Board for consideration and approval.
4. SRR Update
4.1 The updates recommended to the SRR are detailed below and cover:
Items added to the SRR.
Items removed from the SRR.
SRR items with updated risk score.
7.
Page 8 of 53
4.2 Items added to the SRR:
No items added.
4.3 Items removed from the SRR:
FF9 - Non-compliance with new financial accounting requirements from April 15. Removed as the 2015/16 audit confirmed the BCT accounts comply with the new requirements.
CA3 - Adverse outcome from transition to new service delivery arrangements from October 2016. Removed as BCT has achieved transition without any adverse outcome for continued delivery of services.
BC5 - BCT does not have immediate direct access to and ownership of its housing management data. Removed as BCT now have direct access and ownership as a result of the new service delivery arrangements.
4.4 SRR items with updated risk score:
CA1 - Underperformance by YHN on Housing Management Service Contract. This has been reduced from HIGH to MEDIUM because the likelihood of the risk materialising has been reduced from HIGH to LOW. This change reflects that, from October 2016, this contract only covers Concierge and Furniture Services and there are no indicators of any under-performance in these specific service areas.
CA2 – Underperformance by Isos Complete Support (ICS) on contracted services. Previously this risk was rated LOW to reflect that it initially only covered Grounds Maintenance services. Since October 2016 ICS deliver all the other services transferred to them under the new service delivery arrangements so the scope of this risk area has significantly increased. Consequently the overall risk score has increased to MEDIUM to reflect that the impact of any underperformance has been increased from MEDIUM to HIGH.
4.5 The SRR has been updated to amalgamate the controls and mitigation actions headings into the controls heading. This reflects that the SRR review identified that, over time, too much operational detail had been included in the SRR which detracted from the overall purpose of the SRR in providing a strategic overview of the overall risk position of the BCT business.
5.
Key Risks for BCT at Present
5.1
There are 8 risks areas with an overall risk score of HIGH. The key ongoing control arrangements to manage these are detailed within the SRR. In addition to this the table below summarises some specific time limited mitigation actions:
Risk Specific Actions
IM1 Increases in arrears and bad debts
BCT meeting DWP Partnership Manager on 11 November 2016 with a view to joining their Partnership to help facilitate identification and management of Universal credit cases.
Future Key Performance Indicator (KPI) targets are being developed for consideration by the Board Sub Group.
IM2 Increases in voids Future Key Performance Indicator (KPI) targets are being developed for consideration by the Board Sub Group.
Development of local letting plan is under consideration.
Page 9 of 53
IM3 Government policy change results in shortfalls in rent income against the business plan target
Modelling of potential risk to rent income from implementation of benefit cap and welfare changes linked to local housing allowance limits.
FF7 Non-affordability of staff pension
Awaiting outcome of latest tri-annual actuarial valuation of Tyne & Wear Pension Fund to assess future financial impact on BCT.
PE4 Government policy adversely impacts on BCT business
See IM3 above.
6. Biggest Issues on the Horizon
6.1 BCT is operating in an uncertain political environment, some of the emerging issues which may result from this are summarised below; Political Context
Government focus on a pre-Brexit environment full of unknowns.
The increasing surpluses of housing associations have attracted Government attention due to the capacity for both efficiency savings and new build.
HCA to review the VfM standard - new metrics and outcomes to be applied taking into account the following; - Supply and demand - Running costs (rather than outputs) - Development of new homes - Potential 20% efficiency target
Income pressures
Benefit caps represent further squeeze on household incomes.
Local Housing Allowance rates will lead to issues of affordability particularly for tenants living in supported and sheltered housing and under 35’s.
The roll out of Universal Credit (February 2017 in Newcastle) can represent a risk to income collection and arrears due to delays in tenants receiving benefit and also because it will be paid directly to the tenant as a lump sum payment.
Falls in the value of the pound leading to increased price inflation in the wider economy which will have a delayed impact on consumer pricing, at a time when people are already finding it very difficult to make ends meet.
Potential for HCA regulation fees to be levied at £5 per social housing unit.
Possible further rent reductions post 2020. Governance challenges
Non-executive and executive skillsets to match business needs and objectives.
Dynamic management and development of our assets (land and property) to service both the needs of the community and deliver new units to meet housing demand.
6.2 In summary, we must continue to drive forward greater efficiencies and the development
of our assets. The issue of housing supply will be defined as a key measure of the current government in the coming years.
7.
Page 10 of 53
7. Background Papers
7.1 Strategic Risk Register updated 09 November 2016 attached at Appendix A.
8. 8.1
Contact Officer If you have any questions about this report that you would like clarifying before the meeting, you can contact Philip Ambrose by telephone on 0800 5335 442 or email [email protected]
Page 11 of 53
Ap
pe
nd
ix A
Byk
er
Co
mm
un
ity T
rus
t S
tra
teg
ic R
isk
Reg
iste
r 20
16/1
7 (
Up
date
d 0
9/1
1/1
6)
R
isk
No
D
escri
pti
on
L
ikelih
oo
d
Imp
act
Overa
ll
Cu
rren
t C
on
tro
ls
Inco
me m
an
ag
em
en
t
IM1
W
elfare
refo
rm b
ring
s
incre
ases in a
rrears
and
continuin
g p
ressure
on
tenants
’ benefit
entitlem
ent.
HIG
H
HIG
H
HIG
H
Arr
ears
monitoring a
gain
st
perf
orm
ance
ta
rgets
.
Welfare
& E
mplo
yabili
ty S
upport
Work
er
pro
vid
es s
upport
serv
ices t
o t
enants
: -
O
ne to o
ne b
enefit m
axim
isation
. -
M
one
y m
anag
em
ent.
-
Em
plo
ym
ent
and tra
inin
g o
pport
unitie
s.
Debt
recovery
polic
y a
nd
pro
cedure
.
Aff
ord
abili
ty c
hecks p
erf
orm
ed a
t te
nancy s
ign u
p.
Part
ners
hip
work
ing
with
City C
ouncil
Mone
y M
att
ers
and R
evenu
es &
Be
nefits
to
identify
benefit cap c
ases f
or
1 to 1
support
.
Mode
lling
of
impact of
pro
posed c
hang
es t
o w
elfare
be
nefits
. C
UR
RE
NT
CO
NT
RO
LS
AS
SE
SS
ME
NT
= G
OO
D
PO
TE
NT
IAL T
O IM
PR
OV
E C
ON
TR
OLS
= L
OW
IM2
W
elfare
refo
rm b
ring
s
incre
ase in v
oid
s.
HIG
H
HIG
H
HIG
H
Num
ber
of
void
s a
nd r
ele
t tim
es m
onitoring
ag
ain
st ta
rgets
.
Welfare
& E
mplo
yabili
ty S
upport
Work
er
pro
vid
es s
upport
serv
ices t
o t
enants
fo
cussed o
n s
usta
inin
g tena
ncie
s.
Tenancy tra
nsfe
r re
quests
only
pro
gre
ss w
hen
rent
arr
ears
cle
are
d.
Pro
-active a
dvert
isin
g a
nd lett
ing
of
vacant pro
pert
ies.
CU
RR
EN
T C
ON
TR
OLS
AS
SE
SS
ME
NT
= G
OO
D
PO
TE
NT
IAL T
O IM
PR
OV
E C
ON
TR
OLS
= L
OW
IM3
G
overn
ment
polic
y c
hang
e
results in s
hort
falls
in r
ent
incom
e a
gain
st th
e
busin
ess p
lan t
arg
et.
HIG
H
HIG
H
HIG
H
Busin
ess p
lan s
tress t
esting
to q
uantify
im
pact
and identify
and q
uantify
im
pact
of
mitig
ation a
ctions.
Cost
eff
icie
ncie
s a
chie
ved t
hro
ug
h n
ew
serv
ice d
eliv
ery
arr
ang
em
ents
. C
UR
RE
NT
CO
NT
RO
LS
AS
SE
SS
ME
NT
= L
IMIT
ED
P
OT
EN
TIA
L T
O IM
PR
OV
E C
ON
TR
OLS
= L
OW
Tra
nsfe
r p
rom
ises
TP
1
Failu
re t
o m
eet
custo
mer
expecta
tions o
n d
eliv
ery
of
off
er
pro
mis
es o
n e
arly
years
capital pro
gra
mm
e.
LO
W
HIG
H
ME
D
Pro
ject m
anag
em
ent and c
ost contr
ol fr
am
ew
ork
.
Quart
erly p
rogre
ss r
eport
ing.
CU
RR
EN
T C
ON
TR
OLS
AS
SE
SS
ME
NT
= G
OO
D
PO
TE
NT
IAL T
O IM
PR
OV
E C
ON
TR
OLS
= L
OW
TP
2
Custo
mers
confidence in
BC
T d
eclin
es.
LO
W
HIG
H
ME
D
Tenant re
pre
senta
tion o
n B
oard
.
Custo
mer
Com
munic
ation G
roup
.
Tenant
Refe
rence G
roup.
Reg
ula
r new
sle
tter
to tenants
.
7. A
ppen
dix
A
Page 12 of 53
Ris
k
No
D
escri
pti
on
L
ikelih
oo
d
Imp
act
Overa
ll
Cu
rren
t C
on
tro
ls
Reg
ula
r updating
of
website
. R
eg
ula
r com
munic
ations t
o c
usto
mers
via
socia
l m
edia
.
Public
ation o
f non-c
onfidentia
l B
oard
papers
. S
pecia
list firm
eng
ag
ed t
o s
upport
P
R w
ork
.
BC
T O
ffic
e o
pen f
or
8 h
ours
/day.
Welfare
& E
mplo
yabili
ty S
upport
Work
er
pro
vid
es s
upport
serv
ices t
o t
enants
. C
om
munity A
ctivitie
s F
und.
Custo
mer
Eng
ag
em
ent and I
nvo
lvem
ent
Str
ate
gy.
Eq
ualit
y a
nd D
ivers
ity S
trate
gy.
Annual R
eport
to t
enants
.
Tenant
Confe
rence.
ST
AR
surv
ey.
Custo
mer
satisfa
ction s
urv
eys c
ove
ring r
epa
irs &
main
ten
ance
. C
UR
RE
NT
CO
NT
RO
LS
AS
SE
SS
ME
NT
= G
OO
D
PO
TE
NT
IAL T
O IM
PR
OV
E C
ON
TR
OLS
= L
OW
TP
3
Perf
orm
ance a
gain
st
econom
ic a
nd s
ocia
l re
genera
tion o
bje
ctives is
belo
w e
xpecta
tions.
LO
W
HIG
H
ME
D
Pro
cure
ment str
ate
gy inclu
des p
riorities a
round e
mplo
ym
ent
and tra
inin
g
opport
unitie
s f
or
tenants
and e
nco
ura
ges u
se o
f lo
cal supp
liers
.
Capital w
ork
s c
ontr
acto
rs a
ctive
in p
rovid
ing
jobs a
nd tra
inin
g o
pp
ort
unitie
s f
or
resid
ents
.
Com
munity a
ctivitie
s f
und
.
Socia
l In
vestm
ent
Reg
iste
r.
Specific
part
nering
arr
ang
em
ent w
ith N
ew
castle C
ouncil
for
Volu
nta
ry S
erv
ice
(NC
VS
) to
access m
atc
h f
und
ing
for
part
icip
ato
ry b
udg
et.
Welfare
and E
mplo
ya
bili
ty S
upport
Work
er
rem
it inclu
des a
ccess t
o tra
inin
g a
nd
em
plo
ym
ent
op
port
unitie
s f
or
tenants
.
Job o
pport
unitie
s a
dvert
ised a
t B
CT
off
ice
. C
UR
RE
NT
CO
NT
RO
LS
AS
SE
SS
ME
NT
= G
OO
D
PO
TE
NT
IAL T
O IM
PR
OV
E C
ON
TR
OLS
= L
OW
TP
4
Failu
re t
o d
eliv
er
Corp
ora
te P
lan
. LO
W
ME
D
LO
W
Corp
ora
te P
lan c
overs
period t
o 2
020.
Corp
ora
te P
lan A
ction P
lan
with p
rog
ress r
eport
ed
to B
oard
C
UR
RE
NT
CO
NT
RO
LS
AS
SE
SS
ME
NT
= G
OO
D
PO
TE
NT
IAL T
O IM
PR
OV
E C
ON
TR
OLS
= L
OW
Page 13 of 53
As
sets
an
d c
ap
ital p
rog
ram
me
AC
1
Non-
com
plia
nce w
ith
liste
d b
uild
ing
re
quirem
ents
.
LO
W
HIG
H
ME
D
Lia
ison w
ith
His
toric E
ng
land t
hro
ug
h H
erita
ge P
art
ners
hip
ag
reem
ent.
Involv
ing
His
toric E
ng
land
in d
esig
n e
lem
ents
of
capita
l pro
ject develo
pm
ent.
C
UR
RE
NT
CO
NT
RO
LS
AS
SE
SS
ME
NT
= G
OO
D
PO
TE
NT
IAL T
O IM
PR
OV
E C
ON
TR
OLS
= L
OW
AC
2
Insuff
icie
nt
supply
of fit fo
r purp
ose s
tock.
LO
W
HIG
H
ME
D
Chirto
n H
ouse c
onvers
ion
.
Dis
able
d a
dapta
tions b
udg
et. A
sset M
anag
em
ent S
trate
gy u
nder
develo
pm
ent
with N
PV
analy
sis
to s
upport
decis
ion m
akin
g o
n h
ousin
g s
tock.
100%
sto
ck c
onditio
n s
urv
eys o
n a
ll B
CT
assets
to info
rm fu
ture
investm
en
t pla
nnin
g.
Hobby R
oom
s d
evelo
pm
ent.
CU
RR
EN
T C
ON
TR
OLS
AS
SE
SS
ME
NT
= A
VE
RA
GE
P
OT
EN
TIA
L T
O IM
PR
OV
E C
ON
TR
OLS
= M
ED
AC
3
Capital pro
ject
manag
em
ent
is
insuff
icie
ntly r
obust.
LO
W
HIG
H
ME
D
Pro
ject m
anag
em
ent and
cost contr
ol fr
am
ew
ork
. C
UR
RE
NT
CO
NT
RO
LS
AS
SE
SS
ME
NT
= G
OO
D
PO
TE
NT
IAL T
O IM
PR
OV
E C
ON
TR
OLS
= L
OW
Fu
nd
ing
an
d f
inan
cia
l ri
sks
FF
1
Overs
pends o
n c
apital
pro
gra
mm
e.
ME
D
HIG
H
HIG
H
Com
petitive p
rocure
ment.
Pro
ject m
anag
em
ent and
cost contr
ol fr
am
ew
ork
.
Reg
ula
r m
onitoring v
ia m
onth
ly m
anag
em
ent
accounts
and r
eport
ing t
o F
inance
& A
udit C
om
mitte
e a
nd Investm
ent P
rog
ram
me p
rog
ress r
eport
ed q
uart
erly t
o
Board
. C
UR
RE
NT
CO
NT
RO
LS
AS
SE
SS
ME
NT
= G
OO
D
PO
TE
NT
IAL T
O IM
PR
OV
E C
ON
TR
OLS
= L
OW
FF
2
Cashflow
short
falls
. LO
W
ME
D
LO
W
Month
ly r
olli
ng
cashflow
. O
nlin
e b
ankin
g.
Tre
asury
Manag
em
ent
Str
ate
gy &
Polic
y.
Abili
ty t
o p
hase investm
ent
pro
gra
mm
e in
lin
e w
ith loan f
undin
g d
raw
dow
n
limits.
CU
RR
EN
T C
ON
TR
OLS
AS
SE
SS
ME
NT
= G
OO
D
PO
TE
NT
IAL T
O IM
PR
OV
E C
ON
TR
OLS
= L
OW
FF
3
Failu
re o
f V
AT
shelter
recovery
arr
ang
em
ent in
years
1 t
o 5
.
LO
W
HIG
H
ME
D
Accounting a
rrang
em
ents
identify
all
recovera
ble
VA
T.
CU
RR
EN
T C
ON
TR
OLS
AS
SE
SS
ME
NT
= G
OO
D
PO
TE
NT
IAL T
O IM
PR
OV
E C
ON
TR
OLS
= L
OW
FF
4
Overs
pends o
n r
evenue
costs
(eg: re
pairs &
m
ain
tenance, ru
nnin
g
costs
, energ
y).
HIG
H
ME
D
HIG
H
Budg
eta
ry c
ontr
ol arr
angem
ents
.
Expenditure
auth
orisation c
ontr
ols
Req
uirem
ents
to o
bta
in c
om
petitive
quota
tions.
Mon
itoring m
eetings w
ith s
erv
ice d
eliv
ery
part
ners
addre
ss a
ny o
ve
rspe
nds
CU
RR
EN
T C
ON
TR
OLS
AS
SE
SS
ME
NT
= A
VE
RA
GE
P
OT
EN
TIA
L T
O IM
PR
OV
E C
ON
TR
OLS
= M
ED
7. A
ppen
dix
A
Page 14 of 53
FF
5
Revenue c
osts
inflation
hig
her
than b
usin
ess p
lan
targ
et.
ME
D
ME
D
ME
D
Busin
ess p
lan s
tress t
esting
to q
uantify
im
pact
and
ide
ntify
and q
uantify
im
pact
of
mitig
ation a
ctions
CU
RR
EN
T C
ON
TR
OLS
AS
SE
SS
ME
NT
= A
VE
RA
GE
P
OT
EN
TIA
L T
O IM
PR
OV
E C
ON
TR
OLS
= L
OW
FF
6
Non-c
om
plia
nce w
ith loan
covenants
and
undert
akin
gs.
LO
W
HIG
H
ME
D
Month
ly m
onitoring
of
loan c
ovenant
perf
orm
ance.
CU
RR
EN
T C
ON
TR
OLS
AS
SE
SS
ME
NT
= G
OO
D
PO
TE
NT
IAL T
O IM
PR
OV
E C
ON
TR
OLS
= L
OW
FF
7
Non-a
fford
abili
ty o
f sta
ff
pensio
n.
HIG
H
ME
D
HIG
H
BC
T P
ensio
n S
trate
gy.
Mode
lling
of
impact of
tri-
annual pensio
n fund v
alu
ation.
CU
RR
EN
T C
ON
TR
OLS
AS
SE
SS
ME
NT
= L
IMIT
ED
P
OT
EN
TIA
L T
O IM
PR
OV
E C
ON
TR
OLS
= L
OW
FF
8
Non-a
fford
abili
ty o
f in
vestm
ent
pro
gra
mm
e
due t
o r
isin
g c
onstr
uction
costs
.
ME
D
ME
D
ME
D
Busin
ess p
lan s
tress t
esting
to q
uantify
im
pact
and identify
and q
uantify
im
pact
of
mitig
ation a
ctions
Abili
ty t
o d
ela
y p
roje
cts
to c
reate
fin
ancia
l h
eadro
om
as r
eq
uired
.
Work
s s
pecific
ations r
eflect
aff
ord
abili
ty c
onstr
ain
ts.
Com
petitive p
rocure
ment.
C
UR
RE
NT
CO
NT
RO
LS
AS
SE
SS
ME
NT
= L
IMIT
ED
P
OT
EN
TIA
L T
O IM
PR
OV
E C
ON
TR
OLS
= L
OW
FF
9
Failu
re t
o c
om
ply
with
expecta
tions t
o a
chie
ve
Valu
e f
or
Mone
y (
VF
M).
LO
W
HIG
H
ME
D
BC
T V
fM S
trate
gy.
Annual V
FM
self-a
ssessm
ent w
ith im
pro
vem
ent actions a
nd p
rogre
ss r
eport
ed
to B
oard
.
Com
petitive p
rocure
ment.
Corp
ora
te P
lan t
arg
et to
achie
ve m
edia
n c
ost bench
mark
ed p
erf
orm
ance b
y
2020.
Net
Pre
sent
Valu
e m
eth
odolo
gy b
ein
g d
eve
loped a
s p
art
of
BC
T A
sset
Manag
em
ent
Str
ate
gy (
AM
S)
deve
lopm
ent to
ide
ntify
BC
T r
etu
rns o
n a
ssets
and info
rm d
ecis
ion m
akin
g.
CU
RR
EN
T C
ON
TR
OLS
AS
SE
SS
ME
NT
= A
VE
RA
GE
P
OT
EN
TIA
L T
O IM
PR
OV
E C
ON
TR
OLS
= M
ED
Esta
te a
nd
neig
hb
ou
rho
od
man
ag
em
en
t
EN
1
Incre
ased incid
ence o
f anti-s
ocia
l behavio
ur
on
the E
sta
te.
ME
D
LO
W
LO
W
BC
T C
om
munity S
afe
ty a
nd I
nte
rvention O
ffic
er.
Part
ners
hip
work
ing
with P
olic
e a
nd o
ther
ag
encie
s incl S
NA
PS
/Safe
r E
sta
tes/local S
chools
.
Part
icip
ato
ry b
udg
et
inclu
de
s e
mphasis
on d
ivers
ionary
activitie
s.
CU
RR
EN
T C
ON
TR
OLS
AS
SE
SS
ME
NT
= L
IMIT
ED
P
OT
EN
TIA
L T
O IM
PR
OV
E C
ON
TR
OLS
= L
OW
Page 15 of 53
Po
liti
cal an
d e
co
no
mic
PE
1
Failu
re t
o c
om
ply
with d
ata
pro
tection r
eq
uirem
ents
LO
W
HIG
H
ME
D
Info
rmation S
haring
Agre
em
en
ts w
ith s
erv
ice d
eliv
ery
part
ners
. S
taff
tra
inin
g.
CU
RR
EN
T C
ON
TR
OLS
AS
SE
SS
ME
NT
= G
OO
D
PO
TE
NT
IAL T
O IM
PR
OV
E C
ON
TR
OLS
= L
OW
PE
2
Failu
re t
o c
om
ply
with
Health &
Safe
ty
req
uirem
ents
LO
W
HIG
H
ME
D
Pro
cure
ment pro
cedure
s in
clu
de
req
uirem
ents
for
sta
tem
ents
fro
m s
upplie
rs o
f th
eir H
ealth &
Safe
ty c
om
plia
nce
.
Serv
ice d
eliv
ery
part
ners
work
to t
heir e
sta
blis
hed c
orp
ora
te h
ealth &
safe
ty
com
plia
nce a
rrang
em
ents
.
Health &
safe
ty a
t W
ork
and
First A
id tra
inin
g f
or
sp
ecific
BC
T s
taff
.
BC
T H
ead o
f In
vestm
ent a
nd C
om
pany S
ecre
tary
both
IO
SH
qualif
ied
.
Ong
oin
g B
oard
and s
taff
tra
inin
g p
rog
ram
me a
round h
ealth &
safe
ty
req
uirem
ents
and s
afe
guard
ing
.
Reg
ula
r safe
ty c
hecks in lin
e w
ith leg
isla
tive r
eq
uirem
ents
are
ca
rrie
d o
ut on
BC
T p
ropert
ies.
Health &
Safe
ty P
olic
y.
6 m
onth
ly H
ealth &
Safe
ty u
pd
ate
s to B
oard
.
CU
RR
EN
T C
ON
TR
OLS
AS
SE
SS
ME
NT
= G
OO
D
PO
TE
NT
IAL T
O IM
PR
OV
E C
ON
TR
OL
S =
LO
W
PE
3
Failu
re t
o c
om
ply
with
HC
A o
r F
CA
reg
ula
tory
re
quirem
ents
LO
W
HIG
H
ME
D
Annual self-a
ssessm
ent of
com
plia
nce
with N
HF
Code o
f G
overn
an
ce.
Govern
ance a
nd m
anagem
ent tim
eta
ble
rene
wed a
nnua
lly.
Annual surv
ey o
f B
oard
eff
ectiveness.
CU
RR
EN
T C
ON
TR
OLS
AS
SE
SS
ME
NT
= G
OO
D
PO
TE
NT
IAL T
O IM
PR
OV
E C
ON
TR
OLS
= L
OW
PE
4
Govern
ment
polic
y
advers
ely
im
pacts
on B
CT
busin
ess (
eg: re
nt
reduction, w
elfare
benefits
chang
es, rig
ht to
buy)
HIG
H
HIG
H
HIG
H
Inte
llig
ence g
ath
ering o
n p
ote
ntia
l polic
y c
hang
es t
hro
ug
h e
sta
blis
hed
arr
ang
em
ents
(eg:
National H
ousin
g F
edera
tion, H
ousin
g Q
ualit
y N
etw
ork
, C
hart
ere
d I
nstitu
te o
f H
ousin
g).
Sharing b
est pra
ctice w
ith o
ther
RP
s th
roug
h e
sta
blis
hed n
etw
ork
ing
arr
ang
em
ents
. B
usin
ess p
lan s
tress testing t
o q
uantify
im
pact and
ide
ntify
and
quantify
im
pact of m
itig
ation a
ctions.
CU
RR
EN
T C
ON
TR
OLS
AS
SE
SS
ME
NT
= G
OO
D
PO
TE
NT
IAL T
O IM
PR
OV
E C
ON
TR
OLS
= L
OW
PE
5
Impact
of
UK
vote
to leave
the E
uro
pean U
nio
n
advers
ely
im
pacts
on B
CT
busin
ess (
eg:
econom
ic
impact,
availa
bili
ty o
f E
U
gra
nts
)
ME
D
ME
D
ME
D
Inte
llig
ence g
ath
ering o
n p
ote
ntia
l and a
ctu
al chang
es t
hro
ug
h e
sta
blis
hed
arr
ang
em
ents
(eg:
National H
ousin
g F
edera
tion, H
ousin
g Q
ualit
y N
etw
ork
, C
hart
ere
d I
nstitu
te o
f H
ousin
g).
Busin
ess p
lan s
tress t
esting
to q
uantify
im
pact
and identify
and q
uantify
im
pact
of
mitig
ation a
ctions.
CU
RR
EN
T C
ON
TR
OLS
AS
SE
SS
ME
NT
= G
OO
D
PO
TE
NT
IAL T
O IM
PR
OV
E C
ON
TR
OLS
= L
OW
7. A
ppen
dix
A
Page 16 of 53
Co
ntr
acto
rs’ an
d a
gen
ts’
perf
orm
an
ce
CA
1
Underp
erf
orm
ance b
y
YH
N o
n H
ousin
g
Manag
em
ent
Serv
ice
Contr
act
LO
W
HIG
H
ME
D
Serv
ice s
pecific
ation d
eta
iled in M
ana
gem
ent
Agre
em
ent.
Opera
tional m
eetings w
ith Y
HN
. C
UR
RE
NT
CO
NT
RO
LS
AS
SE
SS
ME
NT
= A
VE
RA
GE
P
OT
EN
TIA
L T
O IM
PR
OV
E C
ON
TR
OLS
= M
ED
CA
2
Underp
erf
orm
ance b
y I
sos
Com
ple
te S
upport
(IC
S)
on c
ontr
acte
d s
erv
ices.
LO
W
HIG
H
ME
D
Serv
ice s
pecific
ations d
eta
iled in S
erv
ice L
evel A
gre
em
ents
.
Perf
orm
ance t
arg
ets
deta
iled in S
erv
ice leve
l A
gre
em
ents
.
Mon
itoring m
eetings w
ith I
CS
addre
ss a
ny u
nderp
erf
orm
ance.
CU
RR
EN
T C
ON
TR
OLS
AS
SE
SS
ME
NT
= A
VE
RA
GE
P
OT
EN
TIA
L T
O IM
PR
OV
E C
ON
TR
OLS
= M
ED
Bu
sin
ess c
on
tin
uit
y
BC
1
Failu
re in b
usin
ess
continuity d
ue t
o loss o
f a
key r
esourc
e (
eg:
build
ing
or
IT s
yste
m)
LO
W
HIG
H
ME
D
Insura
nce c
over.
Build
ing
s s
afe
ty,
security
, m
ain
ten
ance s
tandard
s.
Reg
ula
r re
mote
backup o
f B
CT
off
ice d
ata
.
BC
T O
ffic
e lease e
xte
nds t
o O
cto
ber
2020.
ICT
syste
m p
rovid
es f
or
access to B
CT
syste
ms a
nd d
ata
fro
m a
ny I
CT
deskto
ps a
t Is
os o
r C
estr
ia p
rem
ises.
C
UR
RE
NT
CO
NT
RO
LS
AS
SE
SS
ME
NT
= G
OO
D
PO
TE
NT
IAL T
O IM
PR
OV
E C
ON
TR
OLS
= L
OW
BC
2
Poor
govern
ance
LO
W
HIG
H
ME
D
Board
tra
inin
g a
nd d
evelo
pm
ent pla
n.
Govern
ance r
ule
s a
nd p
rocedure
s r
eg
ula
rly r
evie
we
d.
Board
adopte
d N
HF
Excelle
nce in G
overn
ance S
tandard
with
annual self-
assessm
ent
of com
plia
nce. G
overn
ance a
nd M
anag
em
ent T
imeta
ble
re
new
ed
annually
.
Board
develo
pm
ent days.
Annual re
vie
w o
f B
oard
eff
ectiveness.
CU
RR
EN
T C
ON
TR
OLS
AS
SE
SS
ME
NT
= G
OO
D
PO
TE
NT
IAL T
O IM
PR
OV
E C
ON
TR
OLS
= L
OW
BC
3
Dete
riora
ting w
ork
forc
e
perf
orm
ance a
nd m
ora
le
LO
W
HIG
H
ME
D
Annual sta
ff a
ppra
isals
an
d p
ers
onal deve
lopm
ent
pla
ns.
Team
develo
pm
ent days.
CU
RR
EN
T C
ON
TR
OLS
AS
SE
SS
ME
NT
= G
OO
D
PO
TE
NT
IAL T
O IM
PR
OV
E C
ON
TR
OLS
= L
OW
BC
4
Loss o
f key s
taff
in a
sm
all
str
ate
gic
team
LO
W
HIG
H
ME
D
Revie
ws/b
enchm
ark
ing o
f sta
ff term
s &
conditio
ns/r
em
unera
tion.
C
UR
RE
NT
CO
NT
RO
LS
AS
SE
SS
ME
NT
= G
OO
D
PO
TE
NT
IAL T
O IM
PR
OV
E C
ON
TR
OLS
= L
OW
BC
5
Busin
ess P
lan is u
nable
to
withsta
nd im
pact of
advers
e c
hang
es in t
he
exte
rnal environm
ent.
ME
D
HIG
H
HIG
H
Busin
ess p
lan s
tress t
esting
to q
uantify
im
pact
and ide
ntify
and q
uantify
im
pact
of
mitig
ation a
ctions.
CU
RR
EN
T C
ON
TR
OLS
AS
SE
SS
ME
NT
= A
VE
RA
GE
P
OT
EN
TIA
L T
O IM
PR
OV
E C
ON
TR
OLS
= M
ED
Page 17 of 53
Explanation of Risk Scoring (agreed by Board on 11/04/13) All risks are scored in terms of likelihood and impact as follows: 1. Likelihood is scored as:
Very likely to happen (71-100% probability) = HIGH (score 4).
More likely to occur than not (50-70% probability) = MED (score 3).
Less likely than not to occur (21-49% probability) = LOW (score 2).
Unlikely to occur but not impossible (0-20% probability) = VERY LOW (score 1).
2. Impact is scored as:
Financial loss in excess of £500k, loss of service for more than 3 months, long term reputational damage = HIGH (score 4).
Financial loss in excess of £250k, loss of service for more than 3 weeks, damage to national reputation = MED (score 3).
Financial loss in excess of £50k, loss of service for more than 1 week, damage to local reputation = LOW (score 2).
Financial loss under £50k, service disruption for less than 1 week = VERY LOW (score 1). The total score is then fed into the scoring matrix to identify the relative importance of each risk using a traffic light system:
RED = high importance. AMBER = MEDIUM importance. GREEN = low importance.
To aid with the management of these risks 2 further criteria are assessed as follows: 1. Assessment of current controls is scored as:
None or poor controls in place = POOR.
Some controls in place = LIMITED.
Average control standards in place = AVERAGE.
Good control standards in place = GOOD.
To best practice levels or above = VERY GOOD.
2. Potential to improve controls is scored as:
Difficult to make further improvements = LOW.
Possible to make further improvements = MED. Easy to make further improvements = HIGH.
Impact
Very Low Low MED High
Lik
eli
ho
od
High 5
6 7 8
MED 4
5 6 7
Low 3
4 5 6
Very Low 2
3 4 5
7. A
ppen
dix
A
Page 18 of 53
Board 23 November 2016
Title: Health and Safety Policy and Update Q1 and Q2 2016/17 Report By: Michelle Bell, Head of Property FOR DECISION
Business Implications
Risk BCT’s Health and Safety Policy and management arrangements will proactively manage compliance with legislation and reduce the risk of any breaches in health and safety.
Financial and Value for Money
BCT will with its contracting partners, manage health and safety risks to effectively reduce the risk of potential financial loss via litigation, accidents and incidents, staff absence or construction related delays.
People/Consultation
BCT will ensure its health and safety management and monitoring measures are regularly reviewed in order to protect the health, safety and welfare of its staff, partners, contractors, tenants and members of the public as far as reasonably practicable.
Equality and Diversity
This report ensures a non-discriminatory approach is adopted in our Health and Safety Policy and its management and monitoring processes.
Environment Implications
BCT Board and employees will receive training as and when necessary to ensure all health and safety is monitored in the wider environment to guarantee the safety of our tenants and members of the public and that safe working practices are adhered to.
Contractor Implications A number of our legal and statutory health and safety responsibilities are delivered through our contracting partners. Close partnership working will continue with them to ensure all appropriate measures are managed and monitored.
1.
Recommendations
1.1 The Board are recommended to; i. Note the contents of this report; ii. Agree the revised BCT H&S Policy (Appendix A) which has been updated to
reflect changes in service delivery arrangements.
2. Synopsis
2.1 BCT have a moral and legal responsibility to ensure the health, safety and welfare of its staff, partners, contractors, tenants and members of the public as far as reasonably practicable. This report provides an update of health and safety (H&S) activity between April 2016 and September 2016, to satisfy Board that BCT are complying with all relevant legislation.
8.
Page 19 of 53
3. Background Information
3.1 Employers must comply with the requirements of the Health & Safety at Work Act 1974. This is a key piece of legislation covering H&S law, but we are also bound by other regulations such as the Management of Health & Safety at Work Regulations (1999), The Workplace (Health, Safety and Welfare) Regulations (1992) and the Regulatory Reform (Fire Safety) Order 2005. Our main responsibilities are identified in BCT’s H&S Policy, and BCT continue to comply.
3.2 BCT’s Office Manager and Welfare & Employability Support Worker are the
designated First Aiders trained to emergency at work first aid standards. An additional First Aider will be trained before the end of February 2017.
3.3 BCTs Technical Services Manager and Admin Officer are the designated Fire Wardens and have completed the required online training course.
3.4 To ensure BCT are compliant with all H&S legislation as a landlord, the Head of Property and Chief Executive have monitored monthly, BCTs statutory H&S obligations delivered through our three main contractual agreements with Your Homes Newcastle (YHN), Newcastle City Council (NCC) and ISOS Complete Support (ICS) for: 1. The delivery of Housing Management and Other Services between BCT and YHN
up to 03 October 2016. 2. The agreement for the provision of support services between BCT and NCC. These
support services include grounds maintenance, street wardens, pest control and the Rapid Response Team. The services for grounds maintenance, street wardens and rapid response team ended on 30 June 2016.
3. The Member’s agreement in relation to a cost sharing arrangement with ICS with agreement for the provision of grounds maintenance and environmental response services. This service agreement commenced on 01 July 2016 and replaced NCC as the provider of these services in respect of Q2 health and safety information.
3.5 BCT have carried out an annual review of its health and safety policy. It has been updated to reflect changes in service delivery arrangements and the revised policy is attached in Appendix A.
4. BCT Investment Programme
4.1 The Construction Design and Management Regulations 2015 (CDM) place duties upon clients and contractors for construction related work involving work over 30 working days or 500 man hours. BCT continue to ensure all their duties under the CDM Regulations are being met and discharged where appropriate on capital contracts.
4.2 Any reportable accidents or incidents on capital contracts categorised as RIDDOR (Reporting of Injuries, Disease and Dangerous Occurrences Regulations 2013), which require reporting to the Health & Safety Executive should also be reported to BCT Board. Between April 2016 and September 2016 there have been no accidents or incidents categorised as RIDDOR on BCT capital projects.
Page 20 of 53
5. BCT Leaseholders
5.1
BCT currently own the freehold to 27 leasehold properties across the Byker estate. BCT DO NOT have a legislative requirement to carry out safety inspections on gas appliances within leasehold properties.
5.3 The total number of leaseholders with gas appliances is 9
Total number of leaseholders purchased after 2009 – where provision of a valid CP12 is required under the terms of their lease.
2
Total number of leaseholders purchased before 2009 of which:- Number of leaseholders subletting on the basis of a tenancy agreement who are obliged as a landlord to provide a valid CP12. Number of leaseholders not subletting
7 1 6
5.6 6 BCT leaseholders have gas appliances in their homes. YHN have written to these leaseholders advising of the importance of gas safety, and provided details of the gas servicing available by NCC. BCT will write to all of these leaseholders again providing the same information and an alternative servicing arrangement through ISOS.
6. Q1 2016/17 NCC
6.1 BCT had a contract with NCC to deliver support services to the Byker estate including grounds maintenance, pest control and the rapid response team up to 30 June 2016. Pest control service are still provided by NCC as and when required.
6.2 Between April 2016 and June 2016 in relation to these contracted areas: 1. NCC continually review legislation that impact on H&S compliance for these service
areas; 2. NCC have not amended any method statements / risk assessments in these
service areas; 3. They have not update any Corporate H&S Policy Statement since February 2016; 4. There have been no accidents in Byker categorised as RIDDOR that require
reporting to the Health & Safety Executive.
7. Q2 2016/17 ICS Grounds Maintenance and Environmental Services
7.1 BCT has a contract with ICS to deliver grounds maintenance and environmental response services to the Byker estate from 01 July 2016.
7.2 Between July 2016 and September 2016 in relation to these service area: 1. ICS continually review legislation that impact on H&S compliance for these service
areas; 2. ICS have not amended any method statements / risk assessments in these service
areas; 3. ICS have not updated any corporate H&S policies; 4. There have been no accidents in Byker categorised as RIDDOR that require
reporting to the Health & Safety Executive.
8.
Page 21 of 53
8. Q1 and Q2 2016/17 YHN
8.1
BCT had a contract with YHN to deliver housing management and other services to the Byker estate up to 3 October 2016.
8.2 Between April 2016 and September 2016 in relation to this contract: 1. YHN continually review legislation that impacted on H&S compliance; 2. YHN have not made any amendments to their method statements / risk
assessments; 3. YHN have not updated any corporate policies; 4. There have been no accidents in Byker categorised as RIDDOR that require
reporting to the Health & Safety Executive.
8.3 As at 03 October 2016 a full audit of all compliance related contracts has taken place to ensure all necessary assets are included and certification in place for inclusion in ICS contracts.
H&S Legislative
Requirement
No of location
inspections across the
estate
Frequency Status Comments
Fire risk assessments
(FRA) 19 3 years
16 FRA’s valid and in place and 3 in progress. 1. 1-3 Brinkburn Close – identified following a
BCT survey and FRA commissioned. 2. 2 Ayton Workshops – Refurbishment works
ongoing and a FRA will be undertaken upon completion.
3. Tom Collins House – General needs section of housing – identified following a BCT survey and a FRA commissioned.
Figures exclude 5 BCT owned district heating substations and office which NCC occupy and are now carrying out inspections and providing verification to BCT.
Lift examination and testing
18 Monthly All lift inspections in place.
Water hygiene
7 Monthly All water hygiene inspections in place.
Communal Area
Asbestos Monitoring
26 Annual
21 Communal Area Asbestos Surveys completed and 5 in progress. 1. Avondale House 2. Tom Collins House Sheltered 3. Tom Collins House general needs 4. Mount Pleasant Sheltered 5. Chirton House post refurb survey
Portable Appliance
Testing (PAT) 5 Annual All PAT testing of electrical appliances in place
Page 22 of 53
Emergency Lighting
43 6 Monthly
All inspections of emergency lighting in place – Figures now include lift Motor Rooms and BCT Office. Figures exclude 5 BCT owned district heating substations and office which NCC occupy and are now carrying out inspections and providing verification to BCT.
Fire Fighting Equipment
20 Annual
All inspections of firefighting equipment in place – Figures now include lift motor rooms and BCT office. Figures exclude 5 BCT owned district heating substations and office which NCC occupy and are now carrying out inspections and providing verification to BCT.
Gas Servicing 138 homes Annual All gas servicing inspections valid
8.5
Red Status - Communal area asbestos monitoring is carried out annually to 26 of BCT’s communal areas. Due to the age of a lot of the existing asbestos surveys new management surveys were being carried out by YHN trained staff up to the end of the contract. They completed 21 of the 26 areas, and BCT have commissioned full management surveys to these 5 remaining areas.
8.6 Red Status - Fire risk assessments are carried out every 3 years to 19 buildings across Byker. Recent inspections by BCT have identified 3 areas that require a FRA. These have been commissioned via ICS.
8.7 Up to 03 October 2016, BCT carried out compliance inspections to the 5 district heating substations and district heating office that BCT own. In total there are 12 substations and 1 office occupied by NCC employees – 7 substations are in the ownership of NCC. NCC have agreed that all health and safety compliance will be their responsibility, as it is their operatives working out of the buildings owned by BCT, and this has been agreed with NCC legal team. This will ensure a consistent approach across all 12 substations and 1 office occupied by NCC staff. As the freeholder of some of these units, it is good practice, but not legislation for BCT to have copies of all compliance and inspection records. BCT Technical Services Manager will continue to work closely with NCC to obtain copies of all compliance records relating to BCT assets.
8.8 All electrical installations deteriorate with age and use. Domestic properties should be checked at least every 10 years or upon change of occupancy, 5 years if they are a modern homes internal omit or a communal area to ensure they are in a satisfactory condition in accordance with current wiring regulation. BCT are in the process of analysing all of the data received from YHN to produce an annual testing programme which will be carried out by ICS.
9. Gas Servicing
9.1 YHN have a system in place to ensure that gas servicing inspections are carried out annually on behalf of BCT. BCT currently have 138 homes in the gas servicing contract all who have valid certificates.
9.2 There are 79 properties with meters to remove which YHN have been unable to progress due to access and issues with gas supply companies. BCT will contact each tenant and attempt to progress these removals which will assist these tenants, who currently receive a standing charge for their meter from their utility companies.
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9.3 As part of the ongoing stock condition surveys, information is being collated to check if gas is present in the property. Questions are asked on the survey form as to whether there is gas into the property, a meter present, and pipework up to and including a gas cooker. BCT have used this data to cross check our existing gas servicing information, which did identify anomalies. Prior to the end of the contract, YHN have been working across the estate carrying out home visits to all BCT stock to develop a comprehensive database of gas information which has now been handed over to BCT. The remaining actions being progressed by BCT are: 1. 138 properties in the annual gas servicing contract 2. 79 meters to remove 3. 1 hobby room to inspect where a combi boiler has previously been fitted. YHN
confirmed this is capped off. BCT to inspect w/c 14 November 2016 subject to appointment confirmation. BCT to confirm verbally at Board meeting.
4. 31 properties where YHN were unable to gain access to double check the supplies 5. 122 where YHN spoke to the tenant who in turn confirmed they had no gas supply or
meter.
9.4 For the properties identified in 4 and 5 above, ‘Xoserve’, the national data base that records all gas connections to properties identifies these properties are registered as ‘no gas’ so this gives further reassurance to BCT. However, BCT are working with ICS and a flag is being added to all these properties on the repairs system and BCT will be notified when a repair is being undertaken at these properties. BCT Technical Manager will then be in a position to attend and confirm records.
9.5 BCT are in a strong position to confirm gas records at every property in Byker. Moving forward BCT housing management team will be carrying out annual tenancy management visits, and staff will be trained to check our gas supply records to ensure they are continually up to date i.e. has a meter or cooker been fitted? Tenancy agreements from 3 October 2016, do not permit tenants to install a gas supply to their property and have a meter / cooker fitted, and BCT records are being double checked in every void.
9.6 Northern Gas Networks have confirmed they have removed the gas riser supply pipework to the upper levels of Felton Walk, Shipley Rise, Shipley Walk, Long Headlam, Raby Gate, Dalton Crescent, Northumberland Terrace, Dunn Terrace and Headlam House as these were showing signs of deterioration. The ground floor properties have their own direct supply, so remain in the annual service programme where they have a gas cooker.
10. 10.1
Contact Officer If you have any questions about this report that you would like clarifying before the meeting, you can contact Michelle Bell by telephone on 0800 533 5442 or email [email protected]
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Health and Safety Policy November 2016 8.
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Version control table Version Date Published Author
Original version published: 1 January 2014 Michelle Bell
Version number: 2 April 2014 Michelle Bell
Version Number 3 April 2015 Michelle Bell
Current Version Number 4 November 2016 Michelle Bell
Due date for next review November 2017 Michelle Bell
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Contents
Page
1 Introduction 4
2 Background 4
3 Health and Safety Statement of Intent 5
4 Roles and Responsibilities 7
5 Safety Systems and Procedures 11
6 Training 13
7 Equality and Diversity 14
8 Responsibility For Monitoring The Policy 14
9 Review 14
10 Key Contacts 14
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1. Introduction
This policy explains Byker Community Trust’s (BCT) approach to health and safety management. It covers what our legal responsibilities are as an employer and how we meet these responsibilities by managing health and safety risks. It also includes a ‘statement of intent’, and a ‘statement of organisational responsibilities’. These describe the roles and responsibilities of all staff in relation to health and safety.
We have developed our health and safety policy on the basis that:
Employees have the right to expect high standards of health and safety while they are at work; and
Customers have the right to expect high standards of health and safety while they receive our services either directly or via our contracting partners.
We also want our policy to go beyond statutory minimum requirements, and to reflect our commitment to provide excellent services and to continually improve.
2. Background
BCT was established on 02 September 2011 and became a registered provider of social housing on 05 July 2012. BCT owns 1,816 homes plus 27 leasehold properties, land and other non-residential buildings across the Byker estate. The estate is Grade II* listed, with its heritage being of national importance.
The BCT have in place 2 main contractual agreements for the delivery of services on the Byker estate. These are:- 1. Members' agreement in relation to a cost sharing arrangement with ISOS Complete Support
(ICS), with service level agreements for the provision of:-
Grounds Maintenance and Environmental Response Services
Finance Services
Income Management
ICT Services
Property Services , including the delivery of responsive repairs, void maintenance and compliance / ancillary related maintenance contracts
Sheltered Housing
2. An Agreement for Services with Your Homes Newcastle (YHN) and Newcastle City Council (NCC) for the provision of concierge and cleaning services.
As an employer, we are required to comply with the requirements of the Health and Safety at Work Act 1974. This is the key piece of legislation covering health and safety law, but we are also bound by other regulations such as the Management of Health and Safety at Work Regulations (1999), the Workplace (Health, Safety and Welfare) Regulations (1992), the Regulatory Reform (Fire Safety) Order 2005 and the Reporting of Injuries, Disease and Dangerous Occurrences Regulations 2013 (RIDDOR) requiring reporting of certain accidents and incidents to the Health and Safety Executive.
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Our main responsibilities as an employer are to:
Ensure the health, safety and welfare of our employees while they are at work as far as reasonably practicable.
Have a written health and safety policy that includes the following sections: a general statement, organisational responsibilities, and safety systems and procedures in place.
Carry out our work in a way that does not create risks for others (e.g. members of the public, employees of other agencies, contractors etc.) as far as reasonably practicable.
Ensure that our premises and other workplaces, including equipment, are as safe as reasonably practicable.
Consult with employees on health and safety matters under the Health and Safety at Work Act. Individual members of staff at all levels are required to:
Take reasonable care for their own health and safety and of others, such as colleagues or members of the public.
Co-operate on health and safety issues (e.g. by following instructions contained in safety related training).
Not interfere with anything provided for health and safety reasons.
The following sections of this policy explain how we meet and go beyond these requirements in the way we operate and provide services to our customers.
3. Health and Safety Statement of Intent
BCT are fully committed to achieving the highest standards of health and safety management. We aim to ensure the health, safety and welfare of our staff, partners, contractors, tenants and members of the public as far as reasonably practicable. We will do this by meeting our moral obligations and the statutory requirements of health and safety legislation.
We have established a health and safety policy in order to achieve the highest standards of health and safety management as far as reasonably practicable. Furthermore, all levels of our management are committed to:
Actively managing occupational health and safety in line with guidance from the Health and Safety Executive (HSE), Government Legislation and BCT’s own policies.
Defining clear responsibility for the effective management of health and safety throughout the organisation.
Identifying significant risks to the health and safety of employees, partners, contractors and the public by carrying out, and ensuring our contractors carry out suitable and sufficient risk assessments and controls.
Putting processes in place (control and management measures to remove or minimise possible risks, including fire, asbestos, legionella and construction work).
Ensuring control and management measures remain effective through regular review which includes workforce involvement and consultation.
Following BCT’s accident and incident reporting and investigation processes. This will highlight any weaknesses in how BCT controls risk by identifying the direct and underlying causes and contributing factors of accidents and incidents.
Provide all BCT employees with private health insurance.
Ensuring staff receive appropriate and effective training, instruction, supervision and general safety information in order to ensure the competence of the BCT team.
Consulting employees in health and safety matters through regular team meetings.
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Carefully selecting and managing contractors to ensure safe working practices, co-operation and communication are in place, maintained and monitored and adequate arrangements for health and safety management are in place.
Regularly reviewing health and safety arrangements, targets and performance.
Regularly maintaining and repairing BCT properties to ensure they meet all statutory requirements relating to gas and electricity supplies as a minimum standard.
Ensuring the safety of tenants and members of the public while we are carrying out work to BCT properties.
Reviewing policies and method statements regularly to ensure we continually improve our health and safety management.
Ensuring enough resources will be made available to meet our health and safety obligations.
BCT’s service delivery partners have access to teams of experienced health and safety professionals who can provide advice and assistance in the delivery of services across the Byker estate.
Chief Executive Date
Chair of BCT Board Date
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4. Roles and Responsibilities This section sets out general health and safety roles and responsibilities for the BCT team. Chief Executive, Board and Committees Collectively, the Chief Executive, Board and Committees, are responsible for the following areas of health and safety management so far as reasonably practicable:
Leading the organisation to meet this policy and the requirements of health and safety laws. They must also direct BCT employees to follow arrangements that are in place.
Giving due consideration to health and safety issues when they make decisions, including looking at the need to provide proportionate and adequate resources to control health and safety.
Appointing competent specialists in health and safety, fire safety and asbestos to support the implementation of this policy.
Ensuring proportionate health and safety management and performance management arrangements are in place so that health and safety organising, planning and monitoring can be carried out and to provide accountability, oversight and assurance.
Ensuring regular and appropriate health and safety reports are presented and scrutinised and that action is taken to resolve any failures.
Putting risk assessment arrangements in place for activities that involve significant risk.
Providing leadership to all managers and employees of BCT to promote health and safety policies and standards, statutory requirements, and cost effective health and safety processes.
Taking health and safety considerations into account when planning and making changes to operational methods or facilities.
Ensuring that the health and wellbeing of employees is promoted.
Ensuring active support is provided to employees who return to work after periods of ill health.
Ensuring that enough resources are available to control health and safety risks properly.
Providing training, instructions and guidance to ensure all employees are clear about the part that they need to play in controlling health and safety risks.
Ensuring tasks are organised, managed and supervised in a way that controls risks to safety and to physical and mental health.
Comply with the Construction Design and Management Regulations 2015, The Regulatory Reform (Fire Safety) Order 2005 and The Control of Legionella Bacteria in water systems.
Ensuring contractors and partners carrying out work on behalf of the BCT have the appropriate skills, knowledge and experience and effective management is in place to monitor performance.
Ensuring appropriate health and safety arrangements are in place when BCT comes into contact with other organisations.
Head of Property
The Head of Property will assist the Chief Executive, Board and Committee to comply with the responsibilities outlined in the section above. In addition, they will ensure the following in the operational areas and premises under their control:
Lead on the BCT corporate Health and Safety function.
Ensure that they are familiar with the Health and Safety at Work Act, other health and safety legislation and Health and Safety Method Statements and guidance that apply to the activities in which they engage contractors.
Ensuring that BCT’s Competent Person under his/her control has sufficient resources to enable them to carry out their responsibilities that have been described in this policy.
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Ensure that they work in partnership with competent health and safety, fire safety, and asbestos specialists to ensure BCT complies with health and safety policies, standards and legislation.
Give due consideration to health and safety issues when delivering investment programmes, environmental improvements, new build development, thus ensuring contractors adhere to Health and Safety and regulations in all procurements.
Ensure maintenance of the 100% gas-safe record and decent homes compliance.
Ensuring all statutory duties are fulfilled under The Construction Design and Management Regulations 2015, The Regulatory Reform (Fire Safety) Order 2005, Control of Asbestos Regulations 2012, and The Control of Legionella Bacteria in Water Systems for all projects he/she oversees.
Ensuring that arrangements are in place for gas appliances and associated pipe work, pressure systems and lifting equipment to be examined and inspected by trained staff within the maximum statutory intervals.
Ensuring arrangements are in place to fix any hazardous defects that are identified in an inspection within the timescales identified on the competent person’s report.
Ensuring records of all statutory examinations and inspections are kept in an accessible place for the specified statutory period.
Ensuring equipment is serviced at regular intervals to keep it in a safe condition.
Ensuring appropriate policies and strategies are in place and followed to assess, control and monitor potential risks arising from water systems within premises owned or maintained by BCT to prevent an outbreak of Legionnaires Disease.
Ensuring policies and strategies are followed to identify, manage, control and monitor potential risks arising from materials containing asbestos in BCT workplaces, communal areas of domestic dwellings and in premises in which BCT employees (or contractors) carry out investment or repairs and maintenance work.
Ensuring arrangements are in place to test and maintain fire safety equipment in BCT workplaces and in areas where BCT has landlord responsibilities. This must be done at the intervals identified in the BCT Fire Safety Method Statement.
Ensuring arrangements are in place to inspect and maintain the mains electrical installation in BCT workplaces and buildings where BCT has landlord responsibility in accordance with recommended good practice.
In partnership with ICS, implement a monitoring service detailing asbestos records, removal or remedial works, to ensure BCT complies with the requirements of the Control of Asbestos Regulations 2012.
The post-holder will hold as a minimum the IOSH Managing Safely Qualification and attend all relevant refresher training.
Director of Operations Director of Operations will ensure the following, so far as reasonably practicable.
Ensure all activity employees conduct in the Neighbourhood Operations Team are supported by a suitable and sufficient risk assessment and that the controls are understood and followed by employees
Ensure accurate and valid information is stored against properties identified with a ‘Potential Risk Indicator’ or ‘Vulnerability Indicator’, and that processes are in place to review and update indicators.
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Head of Engagement and Community Development
Head of Engagement and Community Development will ensure the following, so far as reasonably practicable.
Ensure BCT events are organised, managed and supervised in a way that controls risks to safety and to physical and mental health.
Giving due consideration to health and safety issues when they make decisions, including looking at the need to provide proportionate and adequate resources to control health and safety within their area of work.
Head of Finance and Resources
The Head of Finance and Resources will, as far as practicable, ensure the provision of the following:
Ensure adequate provision of insurance cover for BCT.
Ensuring that adequate financial resources are available to adequately control health and safety risks.
Ensure that adequate financial recourses are available for health and safety training.
The Head of Finance and Resources will hold as a minimum the IOSH Managing Safely qualification and attend all relevant refresher training.
Office Manager
The Office Manager is responsible for the following areas of health and safety management, so far as reasonably practicable and health and safety management is a central part of their role as the office manager.
Ensuring tasks are organised, managed and supervised in a way that controls risks to safety and to physical and mental health.
The Office Manager will ensure the package of general risk assessments and health and safety standards, are put into practice consistently on a day-to-day basis, and reviewed accordingly.
Responsible for ensuring that the package of risk assessments and standards for the BCT office is both effective and practical to put into practice.
Health and Safety Team
Where health and safety specialist advice is required relating to the delivery of services within the cost sharing arrangement, ISOS health and safety team are acting as the ‘Competent Person’. These services include:
Carrying out and reviewing fire risk assessments on premises where BCT staff work and premises (or areas of premises) where BCT is responsible for the communal areas of housing stock in order to meet The Regulatory Reform (Fire Safety) Order 2005.
Working with the Health and Safety Executive/Local Authority, Fire Authority and other external bodies when necessary on our stock.
Managing asbestos related activities to ensure BCT meets its legal responsibilities in line with Control of Asbestos Regulations 2012.
Deliver compliance with legislation in the management of BCT’s stock in relation to lifts, water hygiene, legionella monitoring, fire regulations, emergency lighting, asbestos, gas safety and PAT testing in community buildings.
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Fulfilling the CDM Co-ordinator’s role as required and ensuring BCT complies with their legal responsibilities in line with the Construction (Design and Management) Regulations 2015.
For all remaining areas BCT will use the services of a professionally qualified ‘Competent Person’ (who is qualified to a minimum of NEBOSH certificate and IOSH Managing Safety Level) to obtain advice, and ensure we comply with our legal responsibilities as required by Regulation 7 of the Management of Health and Safety at Work Regulations. These services include:
Providing health and safety and fire safety advice related to legal requirements, good practice and our health and safety method statements, policies and management systems.
Developing and reviewing reasonably practical standards by looking at our health and safety method statements, policies and management systems, based on the results of risk assessments and legal requirements.
Carrying out and reporting the findings of health and safety audits of workplaces and activities to ensure we are complying with legal requirements and good practice standards.
Identify health and safety training needs and recommending health and safety training courses for BCT employees.
Assisting managers to find external training providers and adapting course content to meet specific health and safety requirements where appropriate.
Investigating accidents and incidents and reporting findings to the Health and Safety Executive/Local Authority where required.
Compiling and analysing accident statistics and providing information to BCT’s insurers, loss adjusters and solicitors in relation to employer and public liability claims.
Managing health and safety when delivering capital investment projects, new build development, adaptations and procurement on behalf of BCT
All Employees
Every employee has an important part to play in helping BCT to achieve its health and safety aims and objectives. Under the Health and Safety at Work Act 1974 and the Management of Health and Safety at Work Regulations (1999), every employee is legally required to co-operate with BCT, its directors and managers on health and safety. They must also take reasonable care for the health and safety of themselves and others who may be affected by what they do, or fail to do, at work.
In particular, all employees must:
Act in accordance with any health and safety training or instructions they have received.
Follow any health and safety method statements, guidance, procedures or instructions they have been given.
Properly use any personal protective equipment or clothing they have been given. If their equipment or clothing is lost or damaged, they must report this.
If they have any health and safety concerns about methods of work they are required to follow, premises or sites where they work, or plant, equipment, vehicles or substances which they use at work, they must report these to their manager.
Report any ill health which they consider may be caused by work to their manager, particularly if they think they may be suffering from work-related stress.
Not take part in any horseplay, or interfere with or misuse, anything that has been provided for health, safety or welfare.
Report any accident they are involved in to their manager as soon as possible, no matter how minor the injury.
Report any incident where they felt threatened or were assaulted to their manager.
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Follow emergency procedures, such as fire evacuation procedures.
Directors and managers are also subject to the above duties, but carry additional legal duties to ensure that health and safety is properly managed.
If employees do not meet these responsibilities, they may face disciplinary action.
5. Safety Systems and Procedures
We have a wide range of procedures, systems and operating arrangements in place to ensure that we meet our obligations identified. These include the following:
Health and safety risk assessments / method statements
Health and safety monitoring system
Staff safety reporting
Accident and incident procedures
Strategic risk register and risk management
These procedures and systems are covered below: Health and Safety Risk Assessments / Method Statements
Each BCT method statement deals with a specific health and safety subject and provides comprehensive guidance.
BCT recognise that policies, procedures, method statements and risk assessments play an important part in reducing risks which may lead to ill health, staff absences and accidents. Staff must read the method statements and risk assessments below that apply to their area of work, and are available to BCT staff:
BCT01 Asbestos Policy
BCT02 Smoke Free Policy
BCT03 Managers Health and Safety Housekeeping
BCT04 Health and Safety in Offices
BCT05 Fire Precautions in Work Premises
BCT06 First Aid Provision
BCT07 Emergency Fire Procedure in Sheltered Accommodation
BCT08 Emergency Fire Procedure in Blocks
BCT09 Safe Use of Electrical Appliances
BCT10 Controlling Risks Arising From Violence and Aggression
BCT11 Avoiding Theft from Cars
BCT12 Safe use of Oxygen
BCT13 Tackling Stress Together
BCT14 New and Expectant Mothers
BCT15 Safe use of Mobile Phones
BCT16 Passenger Lifts in High Rise Blocks and Sheltered Schemes
BCT17 Display Screen Equipment
BCT18 DSE Workstation Assessment Checklist
BCT19 Safe use of Cleaning Agents
BCT20 Avoiding Contact with Potentially Infectious Materials
BCT21 Manual Handling of Inanimate Objects
BCT22 Use of Safety Helmets on Construction Sites
BCT23 Working at Home Based PC Workstations
BCT24 Management of Asbestos Containing Materials in Communal areas
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BCT25 Legionella Issues
BCT26 Prevention of Slips and Trips
BCT27 Management of Asbestos Containing Materials in Domestic
BCT28 The Evacuation of Persons needing Support Issues
BCT29 Annual Assurance Checklist for Managers
BCT30 Complying with Client Duties under the CDM regulations
BCT31 Management of Hobby Rooms
BCT32 Dealing with Difficult situations
A copy of all applicable risk assessments / method statements relating to services delivered by our contracting partners are kept at BCT for review as part of our ongoing management and monitoring. Health and safety monitoring system BCT’s Head of Property will be responsible for continually monitoring health and safety activities delivered through our contracting partners. Information and statistics will be formally requested and reported to BCT Board every 6 months.
BCT will manage and monitor the following from all our contracting partners:
Any new legislation that impacts on health and safety compliance.
Any amendments or reviews of method statements or risk assessments.
Any updated policy.
Accident and incident reports including accidents categorised as RIDDOR - 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.
Ensuring that all duties under the CDM regulations 2015 are being met and discharged where appropriate on all capital investment projects being project managed on behalf of BCT.
Compliance with legislation in the management of BCT’s stock in relation to lifts, water hygiene, fire regulations, emergency lighting, asbestos, gas safety and PAT testing in community buildings.
Staff Safety Reporting
We have a range of procedures in place to ensure that staff are safeguarded as far are possible when they carry out their duties. This includes the following:
Dealing with difficult situations - Controlling and reducing risk of violence and aggression and lone working. All BCT team will receive mandatory training for dealing with difficult situations in the workplace. These arrangements ensure risk assessments are reviewed of BCT premises and ‘out of office’ precautions put in place.
Safeguarding - BCT are committed to ensuring all adults and children living on the Byker estate irrespective of tenure are safeguarded. Our mandatory training will ensure all staff are trained on safeguarding procedures.
Potential Risk Indicators (PRI) - BCT to identify customers who pose a potential risk to ensure that employees are protected wherever possible. This involves taking precautionary measures when dealing with customers likely to present a risk to staff.
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Accident and Incident procedures
We have a range of systems and processes in place to ensure the health and wellbeing of our staff and others. The main ones are:
Accident reporting: In line with current legislation and best practice, BCT’s procedure is
designed to ensure that all work related accidents and cases of ill health are reported quickly and in appropriate detail. We will ensure the responsibility of employees, managers, and the requirement to report certain types of injury, ill health or dangerous occurrence to the Health and Safety Executive are communicated to BCT employees.
Incident reporting – BCT have a procedure in place to record and respond to incidents at
work. BCT will liaise with our housing management and support services contractors on any incidents affecting BCT employees.
First aiders: BCT’s Office Manager and the Welfare and Employability Support Worker are
the designated first aider’s trained to emergency at work first aid standards. These employees have received basic lifesaving first aid training so they can manage and treat minor injuries and incidents that occur in the workplace. An additional first aider will be trained before the end of February 2017.
Strategic Risk Register and Risk Management
The management of risk underpins all our health and safety processes. Compliance with health and safety requirements is included in BCT’s strategic risk register and will be managed, monitored and reviewed through the delivery of this policy.
6. Training
BCT have a range of training that relates to health and safety. This includes the following:
Induction and development training for all employees covering general health and safety issues
Specialist health and safety training for staff due to the nature of the work they carry out
Mandatory training for all staff around safety issues including:
Dealing with difficult situations and lone working
Safeguarding adults and children level 1
Display screen equipment
SHARPS training
Manual handling for administration team
Fire safety briefing
Optional training for staff around health issues.
As well as mandatory training, specialist training will be identified in one to ones, appraisals, and changes in legislation or working practices which will be required to enable employees to carry out their role. Training will be delivered as e-learning and team meeting updates where possible, but some face to face training for certain subjects may be required.
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7. Equality and Diversity
BCT holds an Equality and Diversity Strategy developed in August 2013.
8. Responsibility for Monitoring the Policy
BCT will continually work with ICS and a Professional ‘Competent Person’ to ensure the policy is reviewed on a regular basis.
Responsibility for health and safety issues covered by this policy are identified in Section 4.
9. Review
BCT will review their Health and Safety policy annually or when:
Legislative or regulatory changes
Structural or role changes
Operational or technical changes
Changes in evidence base
Organisational learning
Audits and reviews of the effectiveness of the policy
10. Key Contacts
For any clarification on issues covered by this policy statement, please contact the BCT Head of Property or Head of Finance and Resources on 0800 533 5442.
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Board 23 November 2016 Title: Chief Executives Monthly Progress Report Report By: Jill Haley, Chief Executive FOR INFORMATION 1. Recommendations
1.1 The Board are recommended to note the contents of this report.
2. Synopsis
2.1 This report provides an information update of progress made since the last Board
meeting.
3. Actions from last Board meeting
3.1 The BCT Board Awayday has now been scheduled to take place on Saturday, 04 February 2017 at the Bond Dickinson offices based at St. Ann’s Wharf and further details will follow in due course.
4. STAR Survey 2016
4.1
The Star Survey 2016 was issued to all BCT tenants between May and early July 2016. There were 1796 surveys issued and 543 (30.2%) completed surveys were returned. This represents an increased return rate of 6.3% from our previous 2014 STAR Survey.
4.2 The survey was completed prior to the new service delivery model being implemented and the results therefore reflect what tenant’s views were when the YHN and NCC management contracts were in place. Future results will give us a direct comparison of how new BCT services compare to those set in place at the time of stock transfer in July 2012.
4.3 Since reporting the key findings of the survey to the Board in September 2016, further analysis has now taken place which is included at Appendix A.
4.4 In broad terms, the STAR Survey 2016 results support Board’s decision to change how services were provided in Byker. The results confirm that our tenant’s believed the services which they were receiving were poor and were getting worse.
5. Responding to Change – Housing Bill and Welfare Reform
5.1 As this report goes to print we are a week away from the Autumn Statement and eagerly awaiting the detail of the Housing White Paper in the coming weeks. The Government are still repeatedly saying how they are committed to “tackling the housing crisis” identifying both “supply and affordability” as the two main issues.
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5.2 Theresa May has pledged her ambition to “make a country that works for everyone” for this to happen there must be a wider commitment to support vulnerable people and having access to a decent home should be at the heart of it. What the sector and hopefully Government now recognise, is that in order to get new homes built and to make them both affordable and sustainable (for variable needs and not just home ownership), then a cross departmental strategy is required.
5.3 The Chancellor has pledged to use all of the “tools at his disposal” to tackle the housing crisis. He must understand that the welfare system is one of his most important tools in order to do so and that measures such as the benefit caps and the Local Housing Allowance (LHA) can seriously undermine the aim to make decent housing more affordable for those who need it.
5.4 A lower benefit cap came into effect on 07 November, this restricted the total amount that a workless household can receive in benefits now to £20,000 across the UK (£23,000 within Greater London to reflect higher rent costs). For single people without children, the cap is £13,400 across the UK (£15,410 in Greater London). Recent analysis on the new benefit cap applied from 07 November shows that 116,000 families across the UK could be up to £115 per week worse off.
5.5 The new lower cap will be phased in across the country, to be fully implemented by local authorities by January and applied in Newcastle 12 December 2016. All claimants affected by the new lower cap have been contacted by the Government and Local Authorities ahead of these announced changes to ensure they know the help and support that is on offer, such as budgeting, opportunities to learn new skills, and help with childcare costs.
5.6 The Department of Work and Pensions has provided local authorities with discretionary housing payments to support people transitioning to the reforms as the new cap is introduced.
5.7 Separately, research into the LHA cap shows that tens of thousands of social housing tenants will experience a significant weekly shortfall when the policy comes into effect in April 2018 and that this is yet another welfare measure which will hit those who are already vulnerable.
5.8 These two welfare benefit changes pose a significant threat to the financial health of small housing associations such as BCT, their negative impact on our customers’ ability to afford and sustain tenancies will impact on income collection and arrears levels.
5.9 Appendix B of this report models the worst case scenario cost impact of the £20k per annum benefit cap on 29 Byker families who have been effected, also that of the application of the LHA for our Sheltered Housing units. In relation to the LHA cap for under 35’s, we have 661 one bedroom properties (1/3 of our housing stock is 1 bedroom), 152 of which are occupied by under 35’s, 24 of whom are currently affected by the LHA cap. We have modelled the impact of the LHA based on it applying to the 152 tenancies i.e. 23% of our customers.
5.10 As highlighted, the cuts pose a high financial risk to BCT’s income collection, as well as negatively effecting the lives of some of our most vulnerable tenants. We know that because we experience first-hand every day the struggles of tenants trying to make ends meet and the knock on effect on other welfare state services as a consequence. The BCT staff are working hard to provide direct support to customers in regard to these new challenges and an update will be given at Board on the progress which we are making on this.
Page 40 of 53
6. Update on Biomass 2
6.1 Progress made since September’s Board meeting has included developing the project in order to proceed with a fixed price contract with British Gas.
6.2 All progress was reported to the Finance and Audit Committee on 07 November 2016 detailing the development of;
Securing planning consent for the heat station extension
Agreeing a fixed price for the works and confirmation of the ECO grant offer
Agreeing the terms of the Development Agreement (form of contract)
Securing Newcastle City Council approval to contract the works
Exploring external funding options towards BCT’s contribution to the project
6.3 In order to progress with the preparation of the Development Agreement, part of the project fees have been committed so that the terms of the contract can be prepared in time to contract the works early in 2017/18.
6.4 The City Council has continued to provide support towards the project and a formal agreement to proceed will be sought from Cabinet in February 2017.
7. Finance and Audit Committee Terms of Reference – Proposed Update
7.1 At its meeting on 07 November 2016 Finance and Audit (F&A) Committee reviewed the Terms of Reference. It was agreed that the following 2 items should be removed as these are covered by Board:
Oversee the risk management framework and the associated control environment.
Oversee corporate governance arrangements.
7.2 Accordingly F&A Committee recommend that Board approve the following updated F&A Committee Terms of Reference with immediate effect:
Oversee the management of BCT finances.
Provide scrutiny of BCT financial and non-financial performance.
Oversee the production of annual financial accounts and external audit of these.
Receive reports from external audit and other external regulators and respond to recommendations.
Oversee internal audit activity and respond to recommendations from internal audit reviews.
Take decisions within its delegated limits and report these to Board.
Make recommendations to Board.
To approve the BCT annual financial statements, whenever Board chooses to delegate this power to Finance and Audit Committee.
To act as the BCT Remuneration Committee.
8. Tenant Conference and Community Safety Event
8.1 The first BCT Tenant Conference and Community Safety Event was held at Byker Community Centre on Wednesday, 26 October. The event featured an exhibition where tenants and other stakeholders were able to find out information about the new Byker Approach, talk to staff from both BCT and Isos and interact with organisations who are working in partnership with BCT.
9.Page 41 of 53
8.2 Stands included:
BCT Neighbourhood Management
BCT Tenant Support (Welfare Reform)
BCT Tenant Support (ASB)
BCT/ISOS Income Management Team
BCT/ISOS Repairs and District Heating
Neighbourhood Police Team
Health Matters
Fire Brigade
Nexus (information on upgrade to Metro)
The Pantry (a food cooperative)
Barnardo’s/Sure Start
8.3 The 50+ tenants who attended also saw presentations on:
BCT Chairs opening address
BCT Annual Report and DVD (this was well received)
Tenant Engagement and Participation
The new Byker Approach
Fire Safety - Tyne and Wear Fire and Rescue Service
Working together to Improve Byker - Northumbria Police
The Cleaner, Greener, Byker Charter – BCT and NCC partnership initiative
8.4 Tenants were given the opportunity to ask questions about issues raised in any of the presentations.
8.5 The main problem raised by the majority of tenants was regarding waste management on the estate by NCC. Concerns included the accumulation of rubbish and litter, with many questions asked of the representatives of NCC around bin collections, provision of communal bins, fly tipping, street cleaning and emptying of street bins etc.
8.6 BCTs Customer Service Team are in the process of contacting all tenants who attended the conference to ask for feedback which will allow us to further develop the format of the conference next year.
9. Corporate Plan Action Plan
9.1 The BCT Corporate Plan for 2016/17 is available on the BCT website. The following list are outputs/outcomes achieved during Quarter 2 against individual objectives.
Objective Outputs / Outcomes
Engaging, empowering and supporting residents.
Two summer activities for families on the estate engaged 166 tenants and children July/Aug 2016.
Contributing to economic health of the neighbourhood.
STAR Survey completed 07/2016.
Mediproof Health Project to be implemented in Byker. Project scope agreed with Mediproof 09/2016.
Welfare and Employability Support Worker engaged 19 new residents during Q2 to maximise benefit entitlement and provide budgeting advice.
Contractors, H. Malones have provided funding for BCT to purchase 4 tablet devices. BCT have also obtained an internet hotspot device allowing us to provide IT training in areas with no Wi-Fi access.
Being a first class strategic partner.
Agreed framework with NCC Legal Services for the provision of bespoke legal assistance 09/2016.
Working in partnership with Foundation Futures and NCC to develop a teaching proposal for Byker children excluded from
Page 42 of 53
secondary school. Project scope for year 11 and NEETS 09/2016.
BCT submitted all documentation to Thirteen Group to join the Spirit Partnership and access grant funding 09/2016.
Social investment outputs as a result of capital works procurement include; Re-marked courts in estate MUGA’s 10/2016, lined out Ayton Park to improve play area 10/2016, Byker Wall tenants planted shrubs, vegetables and flowers in the planters outside their homes 05/2016, gates repaired at Spires Lane football pitch / Spires Lane hobby room roof repairs carried out 06/2016.
Nine projects supported by the Participatory Budget and delivered during Q2, these include; Learning a Language, Stepney Bank Stables, Newcastle United Foundation, Raby Cross Community Café, Hat-Trick, Play in Newcastle, Streetwise and Cultural Exchange.
Growing our commissioning skills.
Full training package complete for all new Housing Management staff 09/2016.
BCT Staff Conference held 09/2016.
Board training needs analysis completed 07/2016.
Establishing a framework and timetable for new contracts.
All new staff, contracts and Service Level Agreements completed and in place for the beginning of 10/2016.
Securing outcomes which balance efficiency, economy and effectiveness in all we do.
Self-assessment published 09/2016, quarterly monitoring of action plan reported to F&A Committee.
New contracts and SLA’s provide unit cost analysis and performance criteria, which will be managed and reported quarterly as part of the developing performance framework all completed and in place for the beginning of 10/2016.
Maintaining a clear approach to risk identification and management.
BCT SRR strategy in place. Regular review by Executive Team and reported to Board quarterly. Reviewed 07/2016.
Ensuring we continue to have a sustainable business plan.
Quarterly BP updating and stress testing reported to F&A Committee. Reviewed 07/2016
Focusing on excellent customer service.
A range of customer engagement activities were undertaken as part of the BCT service transition including; 12 engagement with groups of tenants, 2 BCT Newsletters issued to all tenants, 2 press releases and numerous updates through website and Social Medias.
STAR Survey completed 07/2016, analysis report to Board 11/2016.
Voluntas have undertaken independent customer satisfaction surveys for R&M works during Aug/Sept 2016. Analysis report to Board 11/2016. From 10/2016 Voluntas will undertake monthly customer satisfaction surveys on the R&M service as part of the Property Services SLA. Results will be managed and reported quarterly as part of the newly developing performance framework.
Self-assessment against TPAS National Engagement Standards completed and reported to Board 09/2016. A detailed action plan will be developed 04/2017.
Continuing to aim for first class governance.
Annual self-assessment of compliance with NHF Governance Standard completed 04/2016.
Improvement actions identified and reported to Board Jul/Sept 2016.
Ensuring staff are proud of their work for Byker through support for training, development and remuneration policies.
New staffing structure recruited between Mar/Oct 2016, implemented 10/2016. JH to undertake 6-month review in 2017.
Mandatory training and development included in BCT Health and Safety Policy and staff induction programme complete 09/2016.
All new job descriptions embodied the attitude, behaviour and competency requirements of our desired organisational culture. The staff conference in 09/2016 focussed on this. During 11/2016 all other staff delivery services on behalf of BCT will receive the same strategic induction training.
9.Page 43 of 53
10. Christmas Foodbank Appeal
10.1 At Christmas time instead of sending one another cards, Board and staff members of BCT usually provide donations to the local foodbank Connect 25. The donation can be either in the form of food, gifts, toys, clothes (both adult and child) or money, all donations are very welcome and will go towards supporting individuals and families in Byker.
10.2 The staff team this year have decided to make monetary donations, in order to respond directly to the foodbank demand and therefore shop for the items which the foodbank are in most need of in the run up to the Christmas holiday.
10.3 To make a cash donation to help the foodbank, please see/contact Jenny Johnson or alternatively bring any items of non-perishable food (e.g. tinned meats, long life milk and preserves), clothes toys, gifts etc. into the BCT Office when you attend for the Board Meeting.
11. Contact Officer
11.1 If you have any questions about this report that you would like clarifying before the meeting, you can contact Jill Haley by telephone on 0191 290 3910 or email [email protected]
Page 44 of 53
Ap
pen
dix
A -
BC
T S
TA
R S
urv
ey 2
01
6
10 k
ey i
nd
icato
rs
2014
2016
Wh
at
we h
ave
do
ne
/ w
ill d
o
Pe
rce
nta
ge o
f re
spo
nd
en
ts v
ery
or
fairly
sa
tisfie
d w
ith
th
e s
erv
ice
pro
vid
ed
by t
heir
so
cia
l h
ou
sin
g p
rovid
er
78%
78%
Re
sea
rch
in
dic
ate
s t
hat cu
sto
me
rs’ sa
tisfa
ctio
n le
ve
ls in
re
lation
to ‘o
ve
rall
sa
tisfa
ctio
n’ w
ith
th
eir
so
cia
l h
ou
sin
g p
rovid
er,
is o
fte
n d
irectly a
ffe
cte
d b
y t
heir e
xp
erie
nce
of th
e r
epa
irs s
erv
ice
. L
ast
ye
ar
75%
of
our
tena
nts
used
th
e r
epa
irs s
erv
ice
and
YH
N r
eport
ed a
98%
satisfa
ctio
n le
ve
l. I
n
Octo
ber
201
6, B
CT
ch
ang
ed t
he r
epa
irs p
rovid
er
we
use
. W
e w
ill c
losely
mo
nito
r th
e s
erv
ice
d
eliv
ery
of
Isos C
om
ple
te S
upp
ort
, p
art
icu
larly in
re
lation
to r
epa
irs, w
hic
h w
ill b
e c
arr
ied o
ut
by
an in
de
pe
nd
en
t org
anis
atio
n c
alle
d V
olu
nta
s. W
e h
op
e t
hat
by im
pro
vin
g p
erf
orm
ance in
th
is
are
a th
at w
ill le
ad
to
a h
igh
er
satisfa
ctio
n le
ve
l o
vera
ll. I
n a
dd
itio
n w
e w
ill a
do
pte
d m
ore
of
a ‘yo
u
sa
id,
we
did
’ a
pp
roa
ch
to o
ur
co
mm
unic
ation
s w
ith
te
na
nts
, p
art
icu
larly w
ith
in o
ur
Ne
wsle
tte
rs
and
An
nu
al R
epo
rt to
Ten
an
ts.
Ag
ain
rese
arc
h in
dic
ate
s th
at if w
e c
an
sho
w c
usto
me
rs th
at, w
e
are
not
only
lis
tenin
g t
o th
eir v
iew
s,
but w
e a
re a
lso
acting
on
th
em
, th
at th
is w
ill a
lso
lea
d t
o
incre
ase
d o
ve
rall
sa
tisfa
ctio
n
Pe
rce
nta
ge o
f re
spo
nd
en
ts v
ery
or
fairly
sa
tisfie
d w
ith
th
e o
ve
rall
qu
alit
y o
f th
eir
hom
e
79%
76%
In 2
01
4,
custo
me
rs h
igh
lighte
d th
eir m
ain
co
nce
rn a
s b
ein
g; th
e c
ond
itio
n o
f th
e o
uts
ide o
f th
eir
hom
e (
47%
), c
losely
fo
llow
ed b
y t
he c
ond
itio
n o
f th
e b
ath
room
(4
5%
). T
his
ye
ar
dis
sa
tisfa
ction
with
ba
thro
om
s h
as in
cre
ased
to 5
0%
and
kitch
ens r
ise
n t
o 4
7%
.
We c
an c
onsid
er
this
new
cu
sto
me
r fe
ed
back a
s p
art
of
revie
win
g a
nd f
urt
her
deve
lopin
g th
e
ca
pita
l p
rog
ram
me
.
Pe
rce
nta
ge o
f re
spo
nd
en
ts v
ery
or
fairly
sa
tisfie
d w
ith
th
eir n
eig
hb
ou
rho
od a
s a
pla
ce t
o liv
e
65%
61%
Th
e s
atisfa
ction
for
neig
hb
ou
rho
od a
s a
pla
ce t
o liv
e is v
ery
lo
w a
nd
ha
s d
ecre
ase
d fu
rth
er
sin
ce
the 2
01
4 s
urv
ey. T
he to
p t
hre
e issu
es h
igh
ligh
ted a
re; th
at
of ru
bb
ish
an
d litte
r (8
4%
), d
og
fo
ulin
g/ d
og
me
ss (
68
%)
and
dis
ruptive
ch
ildre
n/t
ee
na
gers
(6
8%
). T
he f
igure
for
rubb
ish
an
d
litte
r is
8%
hig
her
than 2
014
. W
e h
ave
be
en w
ork
ing c
losely
with
co
lleag
ues f
rom
NC
C to
hig
hlig
ht
and a
dd
ress r
ubb
ish
is
su
es a
cro
ss th
e e
sta
te. W
e c
arr
ied o
ut a r
ubb
ish
am
nesty
, o
n t
he le
ad
up
to b
onfire
nig
ht,
pro
vid
ing
skip
s a
nd p
ub
licis
ing
wh
ere
th
ey w
ould
be s
ite
d.
Th
e h
ou
sin
g m
anag
em
en
t te
am
, w
hic
h o
nly
ca
me
into
eff
ect in
Octo
ber
20
16
, w
ill b
e r
obu
stly
add
ressin
g n
eig
hbo
urh
oo
d issu
es.
Pe
rce
nta
ge o
f re
spo
nd
en
ts v
ery
or
fairly
sa
tisfie
d th
at th
eir r
ent p
rovid
es v
alu
e f
or
mo
ne
y
71%
70%
Th
e f
irst
phase
of
BC
T’s
se
rvic
e c
ha
ng
es to
ok p
lace
in J
uly
201
6, w
ith
th
e la
rge
st ch
ang
es
takin
g p
lace in
Octo
be
r 20
16
. B
y m
anag
ing
Byke
r o
urs
elv
es n
ow
and
thro
ug
h t
he s
erv
ice
leve
l a
gre
em
ents
wh
ich
we
ha
ve
in p
lace,
we
ca
n d
ire
ctly im
pro
ve
th
e s
erv
ice
s w
hic
h t
ena
nts
rece
ive
. It is h
op
ed t
hat
by d
oin
g s
o, te
na
nts
will
fe
el th
at th
eir r
ent re
pre
sents
bette
r va
lue f
or
mo
ne
y.
Pe
rce
nta
ge o
f re
spo
nd
en
ts v
ery
or
fairly
sa
tisfie
d w
ith
th
e w
ay t
heir s
ocia
l h
ou
sin
g
pro
vid
er
dea
ls w
ith
re
pa
irs a
nd
ma
inte
na
nce
76%
70%
Last
ye
ar
75%
of
our
tena
nts
used th
e r
epa
irs s
erv
ice
. S
atisfa
ction w
ith
th
is a
rea o
f se
rvic
e
deliv
er
had
re
du
ced
by 6
% s
ince 2
01
4.
In O
cto
ber
201
6 B
CT
ch
ang
ed t
he r
epa
irs p
rovid
er
to
Iso
s. W
e w
ill c
losely
mo
nito
r th
e s
erv
ice
de
live
ry o
f Is
os C
om
ple
te S
upp
ort
. W
e im
ple
me
ntin
g
and a
re m
onitoring
th
e s
erv
ice
leve
l a
gre
em
ent to
im
pro
ve
serv
ice
de
live
ry in
th
is a
rea.
9. A
ppen
dix
A
Page 45 of 53
Pe
rce
nta
ge o
f re
spo
nd
en
ts v
ery
or
fairly
sa
tisfie
d th
at th
eir s
ocia
l h
ou
sin
g p
rovid
er
giv
es t
ena
nts
th
e o
pp
ort
unity t
o m
ake
th
eir
vie
ws k
now
n
70%
70%
Mo
st
tena
nts
fe
el th
at th
ey h
ave
th
e o
pp
ort
unity to
make t
heir v
iew
kn
ow
n,
how
eve
r w
e w
ill
co
ntin
ue
to c
reate
new
opp
ort
unitie
s t
o e
na
ble
th
is. T
he h
ou
sin
g m
anag
em
ent te
am
sta
rte
d in
O
cto
ber
201
6 a
nd it
is in
tend
ed
th
at th
ey w
ill c
arr
y o
ut a
n a
nnu
al cu
sto
me
r ca
re v
isits to
eve
ry
tena
nt. T
his
will
cre
ate
a n
ew
fa
ce t
o f
ace o
pp
ort
un
ity, fo
r a
ll te
na
nts
to t
ell
us t
heir v
iew
s a
nd
for
us t
o a
ct o
n t
hem
.
Pe
rce
nta
ge o
f re
spo
nd
en
ts v
ery
or
fairly
sa
tisfie
d th
at th
eir s
ocia
l h
ou
sin
g p
rovid
er
liste
ns t
o t
heir v
iew
s a
nd
acts
upo
n t
hem
62%
61%
Tog
eth
er
with
‘sa
tisfa
ction
with
th
e o
pp
ort
unity to
make
th
eir v
iew
s k
now
n’ re
sult (
se
e lin
e
abo
ve
) th
is r
esult s
ug
ge
sts
th
at te
na
nts
do fe
el th
at th
ey c
an te
ll u
s th
eir v
iew
s,
how
eve
r th
ey
have
less c
onfid
en
ce th
at
we
will
act
upon th
ose v
iew
s.
In o
rder
to a
ddre
ss t
his
it
is im
port
ant
that w
e c
om
mu
nic
ate
cle
arly w
ith
ou
r te
na
nts
, a
cro
ss a
s m
any c
han
ne
ls a
s p
ossib
le,
pub
licis
ing
the a
ctio
ns B
CT
take
s in
re
spo
nse
to
te
na
nts
’ vie
ws a
nd
co
nce
rns. W
e w
ill a
do
pt
mo
re o
f a ‘yo
u
said
, w
e d
id’ a
pp
roa
ch,
to o
ur
co
mm
unic
ation
s w
ith
te
na
nts
, p
art
icu
larly w
ith
in o
ur
Ne
wsle
tte
rs
and
An
nu
al R
epo
rt to
Ten
an
ts t
o s
how
cu
sto
mers
th
at, n
ot o
nly
are
we
lis
tenin
g to
th
eir v
iew
s,
but
we
are
als
o a
ctin
g o
n t
hem
.
Pe
rce
nta
ge o
f re
spo
nd
en
ts w
ho a
re
sa
tisfie
d th
at B
CT
tre
ats
is t
ena
nts
fa
irly
77%
77%
The s
urv
ey h
igh
lighte
d th
at te
na
nts
have
no
t a
lwa
ys f
elt th
at th
eir c
om
pla
int
or
serv
ice
req
uest
wa
s f
ollo
we
d u
p,
with
issue
s a
lso
not
bein
g r
esolv
ed.
By r
olli
ng o
ut th
e n
ew
‘B
yke
r A
ppro
ach
’ a
nd
cre
atin
g B
CT
’s n
ew
hou
sin
g m
anag
em
ent te
am
and a
do
pting
a ‘yo
u s
aid
, w
e d
id’ a
pp
roa
ch
to
te
na
nt com
mu
nic
atio
ns,
it is h
op
ed t
hat m
ore
te
na
nts
will
se
e t
hat w
e t
reat
all
tena
nts
fa
irly
.
Pe
rce
nta
ge o
f re
spo
nd
en
ts s
atisfie
d w
ith
the w
ay B
CT
dea
ls w
ith
enq
uirie
s
ge
nera
lly
82%
76%
Ove
r th
e p
ast tw
o y
ears
sa
tisfa
ctio
n in
th
is a
rea
ha
s a
lso
re
du
ced
. S
atisfa
ctio
n r
ela
ted to
de
alin
g
with
AS
B e
nq
uirie
s (
50%
), A
pply
ing
fo
r h
ou
sin
g (
51
%),
Ma
na
ge
me
nt
of e
sta
te (
61%
). T
here
are
so
me
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Page 46 of 53
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Page 47 of 53
Board 23 November 2016
1. Recommendations
1.1 Board are recommended to;
i. Note the content of this report and progress of the BCT Investment Programme. ii. Note the confidential Appendix A, BCT Investment Programme Cost Update. iii. Agree to proceed with replacing a further 5 sections of District Heating mains
pipework detailed in confidential Appendix A (ref 3.3.4.) iv. Nominate a Board member to take part in the tender evaluation processes of the
hobby room’s phase 1 and district heating work package 3 projects. v. Agree to delegate the selection of a contractor for Hobby Rooms Phase 1 to the
F&A Committee
2. Synopsis
2.1 The report provides a progress update on the delivery of BCT’s Investment Programme up to 30 September 2016, and advises Board of any issues that may affect the delivery of the programme.
Title: Investment Programme Update Report By: Michelle Bell, Head of Property FOR INFORMATION & DECISION
Business Implications
Risk Progress and cost updates to Board provide close monitoring of the BCT Investment Programme and on any potential risks.
Emerging health and safety issues are reported to ensure risk/emerging risk is minimised and monitored closely.
Financial and Value for Money (VfM)
Maximising VfM & social or economic benefits via delivery of the Investment Programme by ensuring projects align with BCT’s Capital Investment Strategic Brief.
Costs are closely monitored to align with the Business Plan budgets.
Opportunities for grant funding are explored and progressed where appropriate.
People/Consultation
Achieving added value and maximising training and job opportunities for the benefit of residents through the delivery of its Investment Programme is a key objective.
The Investment Programme will be shaped to address resident’s needs and concerns, full consultation is undertaken with residents affected by each contract.
Equality and Diversity A non-discriminatory approach is adopted in procurement & consultation processes.
Environment Implications
The Investment Programme will improve and regenerate the Byker estate environment and the lives of customers who live here.
Contractor Implications A strategic partnership approach and a commitment to BCT’s Mission, Vision and Values are adopted by all BCT’s contracting partners.
10.
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3. Progress
3.1 Refurbishment of the Byker Wall
3.1.1 All work to the Byker Wall completed on 29 April 2016 and the defect liability period will end on 29 April 2017.
3.2 Byker Wall New Concierge Service and Communal Digital Aerial Installation
3.2.1 The Openview contract overran from its due date of 26 February 2016. This has not impacted on individual property completions, but has delayed the final snagging of communal areas. All work is now complete and formal handover is imminent. As soon as handover takes place a 12 month defect liability period will commence. The contractual delay has not resulted in any additional costs to BCT.
3.2.2 The CCTV camera installation including the building and pole mounted cameras across the estate which are connected to the system are complete. Openview have completed works to 652 properties with a Notice to Quit served on the remaining property which required connecting. Access has now been obtained and this work is being programmed in ASAP, resulting in 100% properties on the new system.
3.3 District Heating Upgrade
3.3.1 Work Package 1 – Secondary Mains Renewal Contract
3.3.2 The secondary mains renewal work is nearing completion in the Dunn Terrace area. The next phase of works will commence in the Shipley Place / Norfolk Square area.
3.3.3 As the contract has progressed the condition of some sections of the mains network has required more extensive replacement than originally envisaged. All additional works have been included within the contract and additional costs funded by the contingency.
3.3.4 There have been a further five areas of pipework replacement identified where temporary repairs have previously been carried out. The areas are Kendal Street primary main and secondary mains work at Dunn Terrace roof, Clive Place, Commercial Road and Oban Gardens. A cost for this work has been obtained and is detailed in confidential Appendix A. The total cost of the district heating upgrade, including this additional work is still within the original budget agreed by Board. There are significant financial and operational benefits of adding this work to the existing contract rather than using repairs and maintenance services. The key operational benefits are derived from having the road closures in place as a result of this contract, having the main contractor (Malones) on site, and the excavation sub-contractor (NCC Highways Department). The financial benefits include the use of agreed competitive tender rates for the works, VAT recovery arrangements and not incurring any repairs and maintenance administrative costs.
3.4 Work Package 2 – Heat Transfer Station Renewal and BMS Replacement
3.4.1 Refurbishment of the heat stations and the extension of the primary mains network to pick up the three group heating system at Ayton Street, Janet Croft and Janet Square to connect them to the district heating mains system is progressing as programmed.
3.4.3 Malone’s have met all their contractual employment and training outputs. To assist BCT in undertaking outreach work to help tenants improve their IT skills, Malone’s purchased 6 tablets, training sessions for tenants start week commencing 14 November 2016.
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3.5 Work Package 3 – Internal Upgrade Works
3.5.1 This project relates to providing heating controls and internal repairs to the heating and hot water system of all properties on the system.
3.5.2 To maximise the energy efficiency potential of this contract, a bespoke programmer has been designed specifically for the Byker District Heating System and internal secondary mains pipework will be insulated. Both measures will significantly improve energy efficiency and reduce the energy demand on the whole system.
3.5.3 Tender documents are being prepared during November / December 2016 and the project will go out to tender early January 2017. Tenders are due to be returned February 2017 and evaluated during February / March 2017. We would like to invite a Board member to take part in the tender evaluation process. The tender results will be presented to Board on 26 April 2017.
3.6 Biomass 2 – Boiler Installation
3.6.1 An update on the Biomass 2 project was reported to Finance and Audit Committee on 07 November 2016, and the Chief Executives report on this agenda provides a summary of progress.
3.7 Modern Homes Omit Programme
3.7.1 There are currently 84 outstanding modern homes omits across the estate. Out of the 84, 11 tenants have confirmed they would like the internal work carried out to their home. YHN have arranged asbestos surveys, scope of work surveys, and tenants have been visited to discuss the work to their home.
3.7.2 The tender will be advertised November 2016, with tenders returned before Christmas. Results will be presented to Board on 18 January 2017 for consideration and approval.
3.8 Comprehensive Environmental Upgrade
3.8.1 We have held meetings with YHN procurement team and NCC Head of Highways and Local Services to discuss the approach towards the procurement of the design team, to ensure BCT deliver against the stock transfer promises, and address the environmental priorities faced on the estate, in line with realistic budget expectations.
3.8.2 A meeting will be held with NCC Planning and Historic England, to discuss the approach to the procurement, ensure joint objectives are agreed from the outset, and that improvements to resident’s comfort and safety are achieved. Currently is it our aim that the scheme design brief will go out to tender early 2017.
3.9 Hobby Rooms Phase 1
3.9.1 Planning permission (PP) and listed building consent (LBC) has been obtained for 9 of the 10 hobby room conversions.
3.9.2 Detailed plans for the conversion of 2 Chirton Wynd into a 2 bedroomed disabled bungalow are ready for submission for PP and LBC. We await the results of a drainage survey prior to submitting them to NCC. We will also trigger the disposal of the building from NCC to BCT once the drainage results are known (hopefully during November).
10.
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3.9.3 BCT have joined the Spirit Development Partnership and submitted a grant funding application towards the conversion of the hobby rooms from Spirit’s 2015-18 Homes and Communities Agency (HCA) grant allocation. The HCA recently approved BCT’s application and £250k grant funding for the Hobby Rooms Phase 1 has been secured.
3.9.4 The bid was submitted based on the properties being charged at target rent level, as when using comparators on Rightmove, target rent is higher than at affordable rent (80% of market rent) for Byker. HCA have confirmed that this is acceptable for this stage of the process, but there is a requirement for a professional valuation (less than 6 months old) to confirm the affordable rents. There is also an audit requirement that first tenancies need to match the rents submitted to the HCA at project practical completion stage. BCT will arrange an independent valuation during 2017 once programme dates are agreed.
3.9.5 Tender documents are all prepared and the project went out to tender on 15 November 2016. Tenders are due to be returned by 13 December 2016 and evaluated on the morning of 20 December 2016. We would like to invite a Board member to take part in the tender evaluation process.
3.9.6 Start on site is planned for February 2017, and therefore it is recommended that if the tender returns are in line with the estimated costs for the delivery of Phase 1 (as per the breakdown in confidential Appendix A), that the selection of the approved contractor is delegated to the Finance and Audit Committee, early January 2017 to provide an adequate lead in time for a start on site.
3.10 Development Budget – Chirton House Redevelopment
3.10.1 All work to Chirton House completed on 04 June 2015 and YHN issued the end of defects certificate for this scheme on 25 August 2016.
3.11 Disabled Adaptations Programme
3.11.1 Between April and September 2016 there were 8 new referrals for major adaptations to BCT properties. This is in addition to the 10 adaptation requests carried over from the 2015/16 programme. Of the 18 cases the position is as follows:-
11 adaptations were agreed. 7 are complete and the remaining 4 will be complete by end November 2016.
5 adaptations were assessed by the YHN adaptations panel, and refused in line with the policy criteria. No appeals have been received.
1 applicant is pursuing rehousing to a more suitable property within BCT or elsewhere in the City if no alternative is found in Byker.
1 applicant has been relocated to a more appropriate property outside BCT.
3.11.2 Until the 2016/17 budget is fully committed, BCT will consider referrals from the Occupational Therapy Team at Newcastle City Council (NCC) including requests for palliative care.
3.11.3 To date, the disabled adaptations budget has been set in the context of the continuing demand for adapting our housing stock (which isn’t always achievable), mainly because of the lack of appropriate level access accommodation in Byker. Due to this growing problem our tenants are unfortunately having to move elsewhere in the City and away from their family support. BCT will continue to consider best use of revenue funding in the context of not being able to meet the growing demand for major adaptations. To this end, we have already begun to develop appropriate accommodation, such as the 2 disabled adapted units in Chirton House, 2 upcoming hobby room conversions into 2 bed adapted accommodation and forward planning a potential level access bungalow
Page 51 of 53
development on the Bolam / Ayton Street site.
3.11.4 It is proposed to review development opportunities of our land development sites alongside investment priorities at our Board Awayday on 04 February 2017. Consideration will also be given on the continuation of our disabled adaptations budget from April 2017.
3.12 Byker Painting Programme 2016/17
3.12.1 There have been 2 external painting schemes on site which will be complete by the end of November 2016. Bell Group have completed works to the garages and decorating to improve internal stairwells in these areas. The have also carried out social investment to reinstate areas of vandalism and make improvements to Spires Lane football pitch. The last remaining blocks due for internal painting in 2016/17 are Mount Pleasant and Tom Collins House sheltered accommodations.
3.12.3 We have accepted YHN’s estimated fee proposal for the delivery of the 2017/18 programme through the YHN/Bell Group Framework. Currently there are 6 areas due for external painting, 2 of which are Mount Pleasant and Tom Collins House. BCT have asked YHN to survey and reality check the 4 remaining areas to confirm their condition, as currently there are no schemes due in 2018/19, and there may be the opportunity to phase these 4 areas over a 2 year period.
4. Health & Safety Issues
4.1 There have been no RIDDOR reportable accidents since the last quarterly update to Board on any capital investment projects.
4.2 Byker Wall Link Bridges
4.2.1 Following concerns relating to the stability of the link bridge joining Headlam House to the Byker Wall, YHN have now received the detailed specifications for the planned remedial works from the specialist surveys and have had verbal confirmation from NCC that Planning and Listed Building Consent will not be required. Confirmation in writing is awaited. Concrete repairs have been identified at Thornborough House as part of the stock condition surveys and this work will be included in the tender. The tender will be advertised by the end of November 2016, with tenders returned before Christmas. The tender results will be presented to Board on 18 January 2017 for consideration and approval.
4.3 38-42 Headlam Green
4.3.1 Due to areas of unstable brickwork being repaired at 38-42 Headlam Green, it was recommended that the adjacent block at 33-37 Headlam Green be surveyed. We utilised the scaffolding for the painting programme to carry out repairs, saving costs of accessing the brickwork at roof level.
10.
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4.4 Tom Collins House Roof
4.4.1 All work is complete to the loose roof trim to the east elevation of Tom Collins House. All parties involved in the roof repairs were of the opinion that the damage to the brickwork and profile sheeting, was not as a result of any failings in the specification from when the roof was replaced in 2010, but was as a direct cause of extreme weather conditions, and therefore storm damage. YHN produced a report of their findings, and a summary of costs incurred. These have been submitted to Zurich, to investigate recompense through BCT’s building insurance policy.
4.5 Tom Collins House & Mount Pleasant Sheltered Accommodation
4.5.1 Initial stock condition surveys to Tom Collins House indicated concerns relating to the condition of timber on some balconies on the south elevation, and temporary works have been carried out to these to make safe. All stock condition surveys are now complete.
4.5.2 Board were made aware of this issue and requested that further analysis was carried out relating to the investment due on both sheltered accommodation blocks. This analysis is now complete and concludes that for the next 10 years, work to the internals of the 63 properties in minimal, however there are various investment requirements to the communal areas and externals of both blocks to address ongoing maintenance issues and landlord services. Both blocks are also due for internal and external painting, which will required full scaffolding. Estimated costs for this work are aligned to the painting programme budgets for 2016/17 and 2017/18.
4.5.3 Recent fire risk assessments and regulatory inspections by the Fire Service have also confirmed the flat entrance doors in both blocks are not compliant and need replacing with fire door sets. The fire risk assessments have stipulated BCT must complete this element of work within a 6 month period.
4.5.4 It is therefore recommended to package these improvements into an external and communal upgrade of both sheltered blocks. YHN have detailed knowledge on both blocks so it is proposed we request they undertake detailed surveys, confirm the proposed scope of work and estimated cost to undertake this project. BCT will request a fee from YHN to undertake this work providing they can deliver within the agreed timescales, together with potential project management fees to progress the scheme to completion. A detailed breakdown of investment requirements and estimated costs will be reported to Board for approval prior to progressing to tender stage.
5. Investment Profiling
5.1 BCT stock condition surveys are progressing well with 1210 surveys completed to date. All garage surveys are complete and block surveys are progressing. A cut-off date has been set for the end of November for completion of the surveys with YHN. Profiling of the investment results will be considered at the Board Away Day on 04 February 2017.
6. Contact Officer
6.1 If you have any questions about this report that you would like clarifying before the meeting, you can contact Michelle Bell by telephone on 0800 533 5442 or email [email protected]
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