Strategic Housing Service Plan Economy …...Strategic Housing Service Plan Economy Directorate...

Strategic Housing Service Plan

Economy Directorate

2016-17

Final Version 02 November 2016

2

1. UNDERSTANDING THE STRATEGIC HOUSING SERVICE

1.1 Section Profile Housing Strategy

Housing policy, strategy and housing development.

Housing Contract and Performance Management

Management of the Council’s ALMO (Ashfield Homes Ltd) which manages the

housing services under a 25 year Management Agreement.

Managing the Shared Service with Mansfield DC for the Housing Options Service

(including homelessness).

Private Sector Enforcement

Private Sector disrepair, empty homes and Gypsy and Traveller enforcement

functions.

Housing Options

Responding to and prevention of homelessness and provision of housing advice

services

1.2 Why do we deliver the service? Much of what the Service does is governed by statute as listed below. Fundamentally the service’s role is to meet housing need and improve housing conditions in the district.

Statutes

Localism Act 2011

Housing Act 2004

Public Health Act

Caravan Sites Act

HMO Act

Local Government Act

Homelessness Act 2002 as amended

Housing and Planning Act 2016

1.3 What is the purpose of the service?

Housing Strategy

Setting the strategic direction for the Council for housing in Ashfield including:

o Identification of housing needs and formulation of strategic plans to meet

needs

o Negotiation of S106 agreements to increase the supply of affordable housing

in the district

o Welfare reform planning and impact management

o Regeneration of council owned sites to respond to identified housing need

3


Improving housing conditions in the district by:

o Reactive private sector enforcement

o Tackling empty homes to increase provision of housing in the district

o Delivering Private Landlords Forums and providing advice to landlords and

tenants

Housing Contract and Performance Management

Ensuring that housing services to the residents of Ashfield are maintained,

safe and improving by:

o Ensuring compliance with the Management Agreement and to meet the

commitments to Tenants.

o Agreement of the ALMO’s Annual Delivery Plan including target setting and

performance monitoring

o Management of the Capital Programme and planned investment in Council

housing stock to ensure homes continue to meet the required Decent Homes

Standard

o Responsibility for the Council’s Housing Register and its Choice Based

Lettings Scheme

o To ensure compliance with the Service Level Agreement with Mansfield DC for

the Housing Options shared service.

o Performance and Budget Monitoring of AHL and MDC

1.4 Existing Drivers

Driver (Local, external, govt policy) Impact of driver/ alignment

Housing & Planning Act 2016

Major changes to housing delivery

Welfare Reform and Work Act 2016 1% reduction of social rents for 4 years continuing impact of welfare reform

Implementation of Stock Options decision

Housing delivery changes

Consultation and planned implementation of selective licensing

Improvement of housing conditions in a designated area in Sutton.

New Housing Strategy to be agreed Strategic justification and planning of all the above including the health and well-being agenda,

Delivery of new homes

In the next year the key project will be refurbishing the 9 empty council homes at Warwick Close

ADC Corporate Plan

The housing strategy and this plan are aligned with the Corporate Plan

Medium Term Financial Strategy

Need to ensure that the service delivers the required savings and seeks additional income.

Health and Well Being Agenda Both are included in the Housing Strategy and have a

clear way forward jointly with others on these issues. Fuel Poverty/Energy Efficiency

4

1.5 Customers/Stakeholders Who are your customers and what do you know about them?

Customers Profile/ characteristics

Tenants

Tenant Profiling is collated and monitored by AHL. Tenant and Resident Associations are in existence across the district and AHL attend meetings as required, occasionally ADC staff (ASB/maintenance) attend but generally not Strategic Housing. It will be key to involve council tenants as stakeholders in the transition project “Better Together” around bringing back housing management into the Council. The wider group of tenants will be engaged/informed via newsletters or other events as laid out in the project’s engagement plan. This year as part of the proposed selective licensing area private tenants will need to be engaged in the project and are key consultees. We have already identified that they are a group who can be hard to reach. We are leafletting all properties in the 2 areas and holding locally based drop in sessions. (See the project’s engagement plan for details)

Leaseholders Leaseholders will continue to need to be informed about the Transition Project “Better Together” via direct mail and newsletters.

Landlords

The Selective Licensing Project will work closely with landlords who have properties in the area. We will be proactively meeting and working with a group of 25 local landlords. (See the project’s engagement plan for details) PSE team will continue to work with landlords as part of their day to day work and via the Ashfield and Mansfield Forums.

Residents This year will see the launch of a draft housing strategy. This will need to engage/inform residents on a wider basis.

Partners

The Partners who have contributed to the Housing Strategy will need to be consulted about its proposals. There will be a wider group of partners not so directly involved who will need to be consulted.

Internal staff/other depts.

Strategic housing has close working links with Housing Options, the DFG Team, Asset Management, Finance, Community Protection, Legal and HR. Also Mansfield DC as we have shared services for payroll, legal and Housing Options Services.

Homeless households

Considerable data is collated on the Peter Lally database, by the housing options team on both homeless households and those seeking housing advice. Statistical Government returns are completed and submitted quarterly. The data has shown us that there is a very significant issue in the district with homelessness caused by Domestic Violence. The Housing Strategy will be suggesting ways to manage this.

5

What are your customers’ needs and how do they contact the service?

Customers Needs from the service Means of Contact

Council tenants Full repairs and management services from AHL.

Phone, mail, email, media, online, newsletters, in person, via MP’s/Councillors

Private rented tenants Problems with the condition of their home

Phone, mail, email, media, online, newsletters, in person, via MP’s/Councillors

Landlords Either looking for advice or responding to issues raised by tenants.

Phone, mail, email, media, online, newsletters, in person, via MPs/Councillors

Residents Help with housing problems Phone, mail, email, media, online, newsletters, in person, via MPs/Councillors

Partners Advice from various parts of the service

Phone, mail, email, media, online, newsletters, in person, via MPs/Councillors

Internal staff/other depts. Phone, email, media, online, newsletters, in person, via MPs/Councillors

Homeless households, and those seeking advice

Full advice and assistance service, and rehousing for homeless persons

Phone, email, media, online, in person, via MPs/Councillors

Elected Members/MP’s

Information, facts and advice In person, mail, email, phone,

What are your customer demand levels?


The demands for service are annually relatively high for a local authority private sector

enforcement team, particularly in the winter months. Over the last five years 2010-2015 the

average number of reactive referrals to the team were approximately 560 a year. In addition

to this the team works proactively in relation to licensed caravan sites, travellers and

licensed and non-licensable Houses in Multiple occupation with a proactive caseload of

between 100 and 150 cases per year, this figure also fluctuates dependant on legislative

changes and associated statutory responsibilities placed upon the local authority.

Officers in the team in peak times average a case load of 50 with the majority of cases being

reactive particularly between October and April and the rest being ongoing proactive

casework. Proactive casework includes re visiting cases follow prosecutions, fatal fires,

overcrowding issues or poor management by rogue landlords that present a concern for the

authority and future tenants at a variety of properties.

Housing Options

The Housing Options service registered 1107 customer contacts in 2015/16 this compared

to 1037 in 2014/15 which suggests a stable case load.

6

Customer Service Standards

Service Level

Existing AHL standards Covered by PI and contract monitoring

Existing housing options Covered by PI and contract monitoring

Existing PSE? To follow

Customer Access

Opening times – Normal ADC office hours

Out of office arrangements – managed by AHL for tenants

Access channels – phone, email, mail, online, in person

Website

How does the website assist in service delivery?

Service information is available on the website, including contact details, and

office hours, etc. Details and links are available to Ashfield Homes website, and

most of our partner agencies for further information

Can customer’s self-help through the website?

Yes, information and updates on projects and statutory documents are available

to download. We are also looking to improve the ability to complete license

applications on line

Type and Frequency of Freedom of Information Requests

The Private Sector Enforcement team regularly receive on average 15 FOI

requests a week, the majority of which are in relation to conveyancing searches.

In addition to conveyancing searches we receive a varied number of complex

FOIs requesting up to five years’ data for differing enforcement and proactive

actions.

Overall the FOI team received 267 FOI requests with a housing label in 2015/16.

Customer satisfaction

Both the Housing Options service and AHL measure satisfaction which the service monitors.

This document will not cover in a lot of detail of how both services are monitored.

Type and Frequency of Received Complaints

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AHL Monthly performance monitoring reports are provided to the Council on the type and frequency of complains and escalation information. Generally these tend to focus on repairs and housing register and are few in number each month. Trends are difficult to identify unless there has been a major repairs project in place in a specific area. Housing Options Shared Service Monthly and quarterly information is provided to the Council and monitored including the number of formal requests for reviews, Section 202 appeals and Judicial Reviews. PSE

Quarterly performance monitoring reports are provided to the Council on empty homes and type and frequency of complaints in relation to Excess Cold and Damp and Mould as these are common concerns within the Ashfield private rented stock. In addition to this the team completed national returns for CIPFA (focuses on enforcement action, notices served and prosecution), ELASH returns, and HMO national database returns (relates to health statistics for overcrowding, access to facilities and licensed controls in place for the authority).

1.6 Service Functions

Covered under section 1.3.

2. SERVICE PERFORMANCE 2015/16 2.1 Service Delivery

Delivery of Core Tasks

Task Target Actual

Work with housing providers and adult social care to secure specialist accommodation for vulnerable households

Ongoing throughout 2015/16

Ongoing

Work with Developers to secure new affordable housing through S106 negotiation


Ongoing

Work in partnership with Registered Providers to deliver new affordable homes to meet the identified housing needs of the district


Ongoing

Ensure that any potential changes to policy or service delivery are subject to completion of an EIA


Achieved

Submission of LAHS returns to DCLG by end July deadline

July 2015 July 2015

Contract management of Ashfield Homes including approval of their annual delivery plan

First draft received by Council in March 2016

March 2016

Co-ordinate corporate response to the impact of Welfare Reform


Achieved

Alternate year hosting of the CBL board for the scheme. 2016/17 is a year when it is hosted elsewhere.


Achieved

8

Management of the SLA for the Housing Options shared service


Achieved – to be reviewed during 2016/17

Annual update of Strategic Tenancy Strategy incorporating changes from the Housing and Planning Act 2016

Will need to be done in 2016/7

Fuel Poverty Strategy

Included in the Housing Strategy 2016/20

Delivery of Added Value Improvement Activity

Programme Project/ Activity Target Date Progress

Introduce selective licensing

Produce Cabinet report to approve consultation

February 2016

Initial task completed – Feb 2016 Consultation to start May 2016

Progress major housing developments at Darlison Court

Completion of 39 new build apartments in Hucknall to include x 1 extra care units

April 2016

Due for handover April / May 2016

Compile Housing Strategy 2016 - 2019 document

Research / information gathering Consultation with stakeholders / compiling draft document

March 2016

Draft document to be presented to June Cabinet

Appoint Relocation Plus Officer

To free up x 40 family homes (social housing) to make better use of housing stock and reduce the impact of the bedroom tax

September 2015

Officer appointed in December 2015 after internal recruitment unsuccessful

Undertake private sector stock condition survey

Appoint consultants to undertake district wide study of the stock condition to inform housing strategy

March 2016

Survey commissioned – BRE to produce Stock modelling data and Health Impact Assessments by June 2016

Undertake garage sites review

Review existing garage sites to identify possible change of use or potential development land

March 2016 Phase 1 completed in September 2015

Creating new refuge provision across the district to support and accommodate women escaping domestic violence

X 6 furnished houses to be handed over to Women’s Aid Integrated Services (WAIS)

March 2016

Units due to be leased to WAIS from 4.4.16

Develop a strategic approach for improving non-energy efficient properties to determine a future

Review findings from the Ridge survey to inform future investment / asset management strategy for the Council’s housing stock

December 2015

Future investment has been agreed with AHL.

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investment strategy based on the stock condition survey for council housing stock

Complete the stock options review and present report to Cabinet and full council to determine the future management of the Council’s housing stock

Comprehensive review of services & consultation carried out by external organisation

March 2016

Report presented to January Cabinet Final decision taken at Full Council in April 2016 to return management of stock to ADC.

Complete sheltered courts review

Review sheltered schemes to evaluate future lifespan / use / redevelopment potential

March 2016 On hold

Develop corporate approach for delivery of affordable housing to buy or rent

To be reviewed following introduction of Housing & Planning Act 2016 to incorporate starter homes / new S106 requirements

March 2016

On hold

2.2 Performance Data

Performance Indicators

Ref Description 2015/16

Target/ Aim 2015/16 Actual

Benchmarking (where appl)

IMP022 Number of affordable homes delivered (gross supply of social / affordable rented and intermediate housing)

50 Awaiting

confirmation

KPI019a Number of long term empty homes brought back into use

45 236

SPI027a Category 1 hazards eliminated – excess cold

20 61

F16 Achieve Council resolution efficiency target

£641k £641K

KPI017a Number of non-decent homes within council housing stock

69 41

KPI017b Percentage of non-decent homes within council housing stock

1% 0.6% 0.03%

KPI018 Percentage of rent collected from total rent due

98.25% 98.16% 99.56%

HM58 Percentage of tenancies in arrears of £1,000 or more

2% 0.97%

C18 Former tenants arrears as a percentage of local authority rent roll

1.3% 1.44% 0.93%

10

F1 % Tenants paying by direct debit

35% 32.6%

HM69 Number of self-payers for the call monitoring service

1647 1527

HM66 Number of vulnerable people accessing or supported by the Supported Housing Service

1787 1710

HM3a Percentage of intercom calls received at the Supported Housing Centre answered within 60 seconds

98% 99.14%

HM42 Percentage of supported housing clients provided with a completed support plan within 8 working days of referral

100% 100%

HM70 Number of new tenants affected by Bedroom Tax who have been offered support and advice

100% 100%

HM73 Average void relet times (days) 22

21.4

23

VMRM Percentage of tenants satisfied with the repairs service

87% 90.4% 98.03%

HM67 Percentage of housing applicants satisfied with Homefinder Choice Based lettings service

79% 75.7%

HM72 Percentage of tenants satisfied with their tenancy management service including low level Antisocial Behaviour

80% 79.9%

HM71 Percentage of tenants satisfied with service provided following reports of low level ASB

75% 79%

TS3 Average time to process and complete adaptations where priority 16 (days)

4 2.4

TS4 Average time to process and complete adaptations where priority 50 (days)

18 14.8

TS32 Proportion of planned to non-urgent revenue and capital expenditure

70% 64%

TS35 Percentage of properties where a stock condition survey has been completed in the last five years

100% 99.21%

TS5 Percentage of property H&S checks carried out

100% 100%

HM59 Tenants who are members of Gateways, Tenant Inspectors or Mystery Shoppers

20 17

HR13 Total number of work experience placements within AHL

8 9

HR14 Total number of apprentices / trainees employed and achieving relevant qualification

3 4

HM63 The percentage of estate evaluations carried out as good or excellent

76% 87.1%

TS38 Percentage of properties with less than 150mm of loft insulation

0.5% 0.7%

TS43 % Properties with SAP rating 39-54 2.5%

2.48%

TS44 % Properties with SAP rating of 55-80 95.4%

95.3%

TS45 % Properties with SAP rating above 80 2.1%

11

2.20%

TS46 % Properties with A or B rated boiler 44% 50.8%

C4 Average time to resolve 1st stage complaints (AHL) in days

10 6.78

C4a Average number of days to respond to stage 2 complaints in days

15 9.75

C32 Number of complaints received 55 28

C33 Number of compliments received 220

165

C26 % protected characteristics collected from customer profiling

80% 82.09%

BS29 Customer satisfaction as an average of all vision management surveys

85% 86.4%

TA1 Total number of households placed in Bed and Breakfast each quarter

1 1

TA2 % showing occupancy of ADC temporary accommodation for each quarter. (Number of weeks occupied/number of weeks available x 100)

80% 82%

TA3 % ADC applicants in MDC temporary accommodation (44 units in total)

30% 20%

TA4 Average number of days for void turnaround for ADC temporary accommodation

7 16

TA5 Number of void properties turned around for ADC

N/A (number only)

30

HL1 % of decisions on homelessness applications made within 33 days

80% 78.4%

HL2 Actual decisions made outside 33 days including reasons for the delay

7 8

HL3 Number of households prevented from becoming homeless each quarter

25 24

HL4 Average length of time taken to be rehoused through Homefinder after the S184 decision has been made (temporary accommodation only). Working days.

38 33.5

RP1 Reports received within 4 weeks of relevant period end

100% 100%

RP2 Draft completion of P1E returns for approval within 4 weeks of the end of the quarter

100% 100%

RP3 Feedback on the quality of the service (6 monthly) number and % rating the service as good or above

75% 80% (4/5)

BU1 Budget spent each quarter against agreed budget (via Invoice)

100% Awaiting confirmation from MDC

CS1 Customer Satisfaction Survey

75% New Indicator for 16/17

12

TA5 Number of households placed in all temporary accommodation over the quarter

N/A (number only)

23

TA6 Number of households in temporary accommodation at the end of the quarter

N/A (number only)

19

SS1 Number of demands for Sanctuary schemes per quarter

N/A (number only)

5

SS2 Number of Sanctuary schemes completed per quarter

N/A (number only)

1

SR1 Number of new Service Requests during quarter

N/A (number only)

1107

2.3 Service Costs

Strategic Housing Service Budget

2015/16 2016/17 Change

Homelessness Assistance £224,950 £200,000 -£24,950

Bed & breakfast -£21,500 £0 £21,500

Sanctuary Scheme £3,000 £7,000 £4,000

Housing improvements rurals £6,000 £0 -£6,000

Housing improvements Kirkby £1,330 £0 -£1,330

Private Sector Housing £340,040 £304,213 -£35,827

Strategic housing £363,490 £432,199 £68,709

Right to move -£40,540 £0 £40,540

o Spend against Budget £50,000 will need to be saved via vacancy management

Better together project will need to ensure £500,000 of savings across

the General Fund and the HRA.

o Highlight of efficiencies already made - Shared Services with MDC for Housing Options

2.4 Reflection of Service Performance

Key Successes

Housing delivery – Darlison Court and number RSL units delivered

20 Empty Homes brought back in to use via HCA project with a further 186 due to proactive enforcement

13

Stock Options process – decision to bring housing management service back in house with support from

tenants, leaseholders and residents

Sustaining residents through welfare reform (money advisors, relocation officer etc)

Agreement to seek to set up a Selective Licensing Area

Key Learning

The Housing Strategy has had a delayed delivery but will now incorporate the Council’s homeless

strategy. With hindsight this project needed better planning.

The team is more aware of how to deliver new build housing and how to bring back empty homes

Housing delivery has been good but need to think about how to replicate it going forward and how to

ensure even better value for money.

Further reflection needed on housing options service and how to develop relationship further with

Mansfield

3. FUTURE 3.1 Horizon scanning The biggest issues facing the service are:

o Bringing the housing management service in house

o Delivering Selective Licensing

o Housing & Planning Act and Welfare Reform and Work Act implementation

Revising the Tenancy Strategy

Universal Credit roll out and impact on HRA

o Future housing delivery of rented units. Is a joint venture a possible way forward?

o Continuing Right to Buy

o Selective licensing expansion to other areas?

o Delivering the housing strategy

3.2 What will a ‘Good’ service look like? Our performance scorecard in section 3.7 reflects the measures identified to indicate

whether we are on track or are delivering what matters.

3.3 Business Development/ Commercialism Opportunities The key commercialisation idea we have had is using the Council’s assets better. Work has started on reviewing the Council’s assets and then considering whether a joint venture could deliver a range of housing to meet needs across the district. This could include for sale and market rent homes as well as council housing. This could create a new income stream for the Council.

3.4 Opportunity to re shape service delivery

The major task for 2016/17 is to integrate AHL back into the Council. This will create efficiencies and then will create the opportunity to redesign services in future years. It will also be an opportunity for the Council to be closer to council tenants in particular and to work with them on improving a variety of services.

3.5 Core Tasks for 2016/17 Describe business as usual tasks which are core elements of the service functions and the expectation/ requirement, eg volume, timescale

Ref Task Target Lead Support Required

Monitoring the performance of AHL Covered by PIs Gillian Erlandson Lindsey Kenworthy & AHL

Monitoring the performance of Housing Options work Covered by PIs Gillian Erlandson Lindsey Kenworthy & MDC

Supporting partnership working across and within the district

N/A Eileen Jackson

Support for housing associations and others delivering housing in the district

Number of new affordable homes built

Stuart Murray and Eileen Jackson

Delivery of the Private Sector Enforcement Team work

Covered by PIs Jacqui Harvey

Ensuring that the DV and respite units are supported Ensuring void periods are kept to a minimum

Eileen Jackson Housing Benefit, AHL

3.6 New Activity for 2016/17

Ref

Project/ Action

Priority SIZE Corporate

Priority and programme or other Key

Driver

Intended benefit

Project Manage

r (indicat

e if support

)

By Budget Implicat

ion Support Required

(Corp/

Key/ Op) (Large/Med/Sm

all)

HO/SUIT/M005

Housing Better Together Project

Corp

Large Corp Corporate project covered in project documentation

HO/SUIT/M001

Housing Strategy

Corp Large Corp

Improved housing in the district

Eileen Jackson

November

2016

Minor for

writing

Comms and other parts of the Council to input to the document

15

3.7 Performance Scorecard

Customers/ standards


Ref Description 2015/16 Actual

2016/17 Target/ Aim

HM3a Percentage of intercom calls received at the Supported Housing Centre answered within 60 seconds

99.3% 100%

/ Pam Wharfe

and producin

g strategy

(ADC)HOUS16/17-1 Review of

council assets

Corp

Large Corp

Ability to build

housing for a wide

range of needs in the

district

Stuart Murray/Pam Wharfe

Autumn 2016

None identifie

d yet

Asset Management, Finance

HO/SUIT/M006

Selective licensing

Corp Med Corp Corporate project covered in project documentation

(ADC)HOUS16/17-2

Strategic tenancy review

Key

Med Legislative

change

Council is legally

compliant

Eileen Jackson

Spring 2017

To be identifie

d AHL

Part of HO/SUIT/M001

BRE stock modelling and health impact assessment

Key

Med Key part of evidence base for the full housing strategy

HO/SUIT/M008 Warwick

Close refurbishment

Key

Large

Need to bring

houses back into use

Homes refurbished

and occupied

Stuart Murray

Winter 2016

Capital implicati

ons £400k agreed

AHL, Comms

16

VMRM Percentage of tenants satisfied with the repairs service

90.4% 96%

HM59 Tenants who are members of Gateways, Tenant Inspectors or Mystery Shoppers

17 20

Finance/ Costs/ efficiency

Processes/ productivity/ effectiveness



2016/17 Target/ Aim

HM73 Average void relet times (days) 21.4

21

TA4 Average number of days for void turnaround for ADC temporary accommodation

16 10

People



2016/17 Target/ Aim

Number of days of sickness per employee

18.7 9

Number of PDRs completed by end of June 2016

N/A 100%



2016/17 Target/ Aim

KPI018 Percentage of rent collected from total rent due 98.16%

99%

HM58 Percentage of tenancies in arrears of £1,000 or more 0.97%

HL3 Number of households prevented from becoming homeless each quarter

24 25

17

3.8 Service Engagement Plan (Housing Better Together and Selective Licensing covered in their project engagement plans)

Engagement Activity

Aligned Project/

Core Task

Reason for Engagement

Type of engagement

Who will be

engaged

When Resp Officer

Consultation on the draft housing strategy

Housing Strategy

As described

Via questionnaire on line

Needs to be broadly open to all residents but likely to get key feedback from Councillors and partners

June to end of August

Eileen Jackson

Keeping residents of Warwick Close up to date with progress

Warwick Close refurbishment

As described To be agreed leaflet? Face to face meetings

Residents of Warwick Close

Once refurbishment agreed

Stuart Murray

4. RESOURCES

4.1 People

Staffing levels

Current headcount = 12 (11.61 FTEs) of which: 1 x FTFTC Technical Officer (currently until 04/09/16) 1 x FTFTC Relocation Plus Officer (currently until 23/12/16)

18

The team is due to expand by one EHO (funded by Regional Housing Board funding for 2 years) and eventually to cover the work brought about by Selective Licensing if the Council agrees in the autumn to go ahead with it.

Employee turnover

Turnover = 8.33%

Average level of sickness absence

The sickness per fte from April 2015 – March 2016 was 18.17 days for Strategic Housing. This is extremely high and while it has been reducing more recently this needs to be well managed in the coming year.

Future service requirements

The services, as expected across the whole of the public sector, will continue to experience change. It is very important that the staff are open to new experiences and equip themselves to face new challenges. This will need to be further explored in the appraisal process.

4.2 Budgets Covered under 2.3 service costs.

4.3 Organisational Support

What Support is Required for the service from Internal Services?

When

IT, Legal, HR, Performance, Communications As per the PIDs for the 2 key projects (Better together and Selective Licensing) all these services are involved.

Office moves for all teams As per plan

For the other projects as described in table at 3.6

19

4.4 Assets

Buildings IT Vehicles

Occupancy/usage

Possible letting of top floor at Brook Street

N/A

Disposal / transfer of surplus opportunities

Review of assets N/A

Opportunities to occupy less space

Will be done in the moves

N/A

Improvements for economic use of asset (eg sponsorship)

Review of assets N/A

Partnership working opportunities – deliver wider community outcomes or better customer services

Better working with Mansfield and with other districts on refugees. Call monitoring?

N/A

Opportunities to reduce impact on the environment

More photo voltaic panels on sheltered housing courts

N/A

Realistic Alternatives

A better equitable home working policy

N/A

Use of technology to improve productivity and/or customer experience

PSE team to have mobile technology. Sorting out utilities for temp accommodation.

N/A

20

Selective Licensing

.

5. GOVERNANCE

5.1 Risk Management

Risk Ref Risk Name/ Description/ Vulnerability

Initial Rating Current Rating

Target Rating

Link to Corp Obj's

Consequence of the Risk Occurring

Ability to Inf

Mitigating

Actions/ Required Actions/ Controls

Responsibility for Action

Notes & History Latest

Note

(ADC) CR032c

[Corporate Risk] Risk to rental income from a

range of Benefit changes

LEAD2

•Reduced income to HRA

•Reduced ability to invest

•Reputation of Council

Low

Resident and tenant

awareness

Pete Kandola;

Sharon Lynch;

Pam Wharfe

There is no change in the position re rent

setting and therefore no change in the risk profile. In terms of

rent loss due to HB changes there are currently 32 cases affected resulting in an increase in arrears of £7k. This would have a marginal impact on

the rent collected.

Involvement of all stakeholders

Money management advice

Review bad debt provision in HRA

(ADC) CR062

[Corporate Risk] Inability to deliver affordable

housing

ECON5

• Targets not met • lack of new

affordable

Low

Use of S106 funding

Pete Kandola; Pam

Wharfe

Risk reviewed - likely hood remains to Low -

The impact of recent government

Tackling empty homes

22



Target Rating

Link to Corp Obj's


Ability to Inf

Mitigating




Note

housing going forward

Close working with Planning Services

announcements will mean that in future, on new sites developers will only have to provide starter

homes instead of affordable rented and shared ownership

units through section 106 negotiation. The 8 new affordable homes in Jacksdale that were

previously unviable are now being developed for Waterloo Homes - ADC will have 100% nomination to these 8

new units. The 39 units in Hucknall will

be delivered by the end of this financial year and 30 new social rented homes are being built by

Waterloo in Hucknall. This risk is likely to increase in likelihood and impact next year.

Work with private landlords via the Landlords

Forum

Council house

building

Enforcement

to tackle poor

standard housing

(ADC) SH002

Copy of [Welfare Reform] Lack of stakeholder engagement

COMM1

Pete Kandola; Pam Wharfe

Risk reviewed - Welfare Reform Board / Officers and liaison

with DWP now established - UC

rollout still ongoing for new claimants only currently. Situation with non payers

23



Target Rating

Link to Corp Obj's


Ability to Inf

Mitigating




Note

manageable due to small numbers affected. Risk will need to be reviewed as further initiatives

impact on residents (new benefit cap / existing claimants

moved to UC etc)

(ADC)CR079

Impact of the impending 1% rent reduction on the Councils ability to invest in new build &

existing housing

stock’

1. Reduced headroom / ability to borrow in the HRA 2. Revisions

required to the 30 year plan 3. Changes / reduced capital programme in the short term

4. Fewer new

affordable homes being delivered 5. Reduced service delivery to existing tenants

Wider review of the way the Council manage its housing stock

Pete Kandola; Pam Wharfe

'The 1% rent reduction was unexpectedly announced in the budget, the 1% reduction in rental

income for the next 4 years will have a significant impact on the Councils HRA and 30 year investment plan'

Reduce spend in the current

capital programme

Review viability of 30

year HRA plan

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5.2 Business Continuity

The areas of critical function for are:-

Critical function Impact of non delivery

Private Sector Enforcement: Emergency disrepair, illegal encampments

Legal challenges as we have a Statutory responsibility of the local authority to respond to emergency situations.

Housing Options (shared service with MDC) : Emergency homeless placements into temporary accommodation

Legal challenges as we have a Statutory responsibility of the local authority to respond to emergency situations.

5.3 Equalities

Duty

What We Are Doing

To eliminate unlawful discrimination, harassment and victimisation:-

Implementing changes fairly and

transparently

Identifying any potential negative impacts of

service provision and service changes and

mitigating this impact

Equality Impact Assessments are done for all policies going to Cabinet and Council where relevant.

To advance equality of opportunity between people who share a protected characteristic and people who do not

Equality Impact Assessments are done for all policies going to Cabinet and Council where relevant.

To foster good relations between people who share a protected characteristic and people who do not

projects that bring neighbourhoods together

Most staff have had prevent training as appropriate

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Engagement and consultations with groups

representative of the protected

characteristics

Sign Off

Name Signature Date

Service

Manager

Service

Director Pam Wharfe 8.6.16

Strategic Housing Service Plan Economy …...Strategic Housing Service Plan Economy Directorate...

Documents

Transcript of Strategic Housing Service Plan Economy …...Strategic Housing Service Plan Economy Directorate...