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Making our house your home
Chief Executive: Dena Macleod
Registered Office: Creed Court
Gleann Seileach Business Park
Willowglen Road, Stornoway
Isle of Lewis, HS1 2QP
Email:info@hebrideanhousing.co.uk
Web: hebrideanhousing.co.uk
Chief Executive: Dena Macleod
Registered Charity No: SCO35767
A Registered Society under the Co-operative
and Community Benefit Societies Act 2014
Reg No. 2644R(S)
BOARD AGENDA – 20
NOVEMBER 2018 PRELIMINARY MATTERS
Item Description Presented By Action Page No Time
1 Attendance & Apologies Appointment of Substitutes for
IDB
Chair Noting 3
5.30 pm
-
5.40pm
2 Declaration of Interest Chair Noting -
3 Minute of Board Meetings
29 & 30 August 2018
Chair Approval 6
4 Action Sheet Chief
Executive
Noting 13
5 Date of Next Meeting
13 February 2019
Chair Approval -
6 Health & Safety Director of
Operations
Noting -
ITEMS FOR DECISION Item Description Presented By Action Page No Time
7
Board Skills Assessment &
Training Plan
Corporate
Governance
Manager
Approval
16
5.40pm
-
6.00pm
8
Investment Update & 5
Year Investment
Programme
Assets &
Contracts
Manager
Approval T/F
9
Budget Timetable
2019/20
Director of
F&CS
Approval 21
10 Management Report to
30 September 2018
Director of
F&CS
Approval 30
POLICIES FOR APPROVAL Item Description Presented By Action Page No Time
11
Allocations Policy
Consultation
Director of
Operations
Approval 52
6.00pm
-
6.15pm
12 H&S Policy Statement Director of
Operations
Approval 66
13 Safeguarding Policy
Review
Chief
Executive
Noting 72
14 Code of Conduct Chief
Executive
Approval 78
2
MONITORING & UPDATE REPORTS Item Description Presented By Action Page No Time
15 Business Planning
Timetable
Chief
Executive
Noting
98
6.15pm
-
6.45pm
16 Business Plan 2015/16 –
2019/20 Monitoring
Report
Chief
Executive
Noting
100
17 Board Plan 2019 Corporate
Governance
Manager
Noting
123
18 Quarterly Treasury Report Director of
F&CS
Noting 127
19 Gas Audit Director of
Operations
Noting 133
20 Welfare Reform Director of
Operations
Noting 144
MEETING GOES INTO PRIVATE SESSION
Agenda Item 1
Board Members Notes 23-May-18 27-Jun-18 29-Aug-18
Norman Macleod
Mairi Bremner
Daniel Coyle 2
Alasdair Mackenzie
Calum Mackay
Iain Macmillan
Kevin Paterson
John Mitchell
Roddy Mackay
John Mackay
Dolene Smith 1
Fiona Macleod 3
Member present at meeting
1 - Appointed as a Tenant Member on 23 May 2018
2 - Resigned as Board Member 27 June 2018 Member not present at meeting
3 - Appointed as Board Member on 29 August 2018
Cancellation of travel due to weather/
technical problems
Member not required to be present at meeting
Special Leave
Board Meetings 2018/19
Agenda Item 1
Board Members Notes 30-Aug-18
Norman Macleod
Mairi Bremner
Calum Mackay
Alasdair Mackenzie
Iain Macmillan
John Mitchell
Roddy Mackay
John Mackay
Dolene Smith
Fiona Macleod
David Blaney 1
Alexander Gardner 2
Member present at meeting
1 - Appointed as a Community Member on 30 August May 2018
2 - Appointed as a Tenant Member on 30 August May 2018 Member not present at meeting
Cancellation of travel due to weather/
technical problems
Member not required to be present at meeting
Special Leave
Board Meetings 2018/19
Lobbying
Training
28-Jun-18
Mairi Bremner
Daniel Coyle 2
Alasdair Mackenzie
Calum Mackay
Iain Macmillan
Kevin Paterson
Roddy Mackay
Norman Macleod
John Mitchell
John Mackay
Dolene Smith 1
Member present at meeting
1 - Appointed as a Tenant Member on 23 May 2018 Member not present at meeting
2 - Resigned as Board Member 27 June 2018
Cancellation of travel due to weather/
technical problems
Member not required to be present at meeting
Board Training 2018/19
Board Members Notes
HEBRIDEAN HOUSING PARTNERSHIP
Board
Minutes of Meeting held in HHP Board Room, Creed Court, Wednesday, 29 August 2018 @ 5.30pm
ATTENDANCE & APOLOGIES
1
Attendance & Apologies
Present Staff & Consultants In Attendance
Mairi Bremner Dena Macleod (Chief Executive)
Alasdair Mackenzie John Maciver (Director of Operations)
John Mackay Donald Macleod (Director of Finance & Corporate
Dolene Smith Services)
Fiona Macleod (from Item 7) Angela Smith (Corporate Governance Manager)
Angus MacNeil (Assets & Contract Manager)
Apologies Donalda Mackinnon (Lewis Area Manager
Norman Macleod Katia Petteloot (Finance & Business Manager)
Calum Mackay Jane Ballantyne (Tenant Participation Officer)
Roddy Mackay Iona France (Governance Admin Officer – Minute Taker )
John Mitchell
Kevin Paterson
Iain Macmillan
As the Chair and Vice Chair were unable to be at the meeting the Company Secretary called for
nominations to Chair the meeting. Alasdair Mackenzie nominated Mairi Bremner. Mrs Bremner
accepted the nomination and passed on best wishes to the Chair and Vice Chair on behalf of the
Board.
The Company Secretary advised that Mr Kevin Paterson had not sought re-election to the Board. Mrs
Bremner thanked Mr Paterson for his contribution to the Board.
PRELIMINARY PROCEDURAL MATTERS
2
Declaration of Interest
Mairi Bremner declared an interest in Item 7.
3 Minute of Board Meeting 27 June 2018
The minute of the Board meeting of 27 June 2018 was submitted and approved as a true and accurate
record of the proceedings of the meeting.
4 Action Sheet
Item 23
The Director of Operations advised that the remaining tenants at Braehead had taken up new tenancies
and therefore HHP would shortly have vacant possession of the properties.
The Action Sheet was noted.
5 Date of Next Meeting
The date of the next meeting will be 30 August 2018 following the AGM and 20 November 2018 in Barra.
6 Health & Safety
There was nothing to report.
Agenda Item 3
ITEMS FOR APPROVAL
7 Board Member Appointment
Ms Fiona MacLeod had indicated that she was interested in joining HHP’s Board. Ms MacLeod, who is
from the island, had worked in both public and voluntary sectors for a number of years and had
considerable knowledge to draw upon in the fields of Governance, local and community planning and
development.
The appointment as a Board Appointed Member in accordance with HHP’s Rules and for a period of two
years with immediate effect was proposed and agreed.
Fiona Macleod joined the Board at this point after signing the Code of Governance.
Mrs Bremner left the meeting during the following discussion.
In accordance with the Regulatory Standards of Governance and Financial Management a governing
body: “must be assured that any member seeking re-election after nine years’ continuous service is able
to demonstrate their continued effectiveness…”
On 17 September 2018 Mrs Bremner will have served on the Board for nine years continuously.
Rule 39.1 states that the two longest serving Tenant and Community Board Members must resign each
year at the AGM. Mrs Bremner was not required to stand down this year, but the Board’s approval would
be required prior to 17 September 2018, to enable her service beyond the nine year limit.
The Board considered the benefits of Mrs Bremner continuing as a Board Member and agreed that she
had demonstrated her continued effectiveness.
The Board:
a) approved Ms Fiona MacLeod’s appointment to HHP’s Board for a period of two years as a Board
Appointed Member with effect from 29 August 2018;
b) approved Mrs Mairi Bremner’s continued service to the 2019 AGM as a Community Board
Member; and
c) noted the composition of the Board for the 2018/19 session.
8
Governance Report
The report assured the Board that the requirements of the Rules in respect of minutes and books of
accounts as set out in Rule 62 had been complied with for the year 2017/18. The report also detailed the
five proposed local charities which would be recommended to the AGM to receive a share of £5,000 of
the surplus as agreed at the Board meeting of 27 June 2018.
The Board:
a) noted that the Partnership has complied with Rules 62 to 67 for the year 2017/18;
b) approved the 5 charities:
Autism Eilean Siar;
Caraidean Uibhist
Cobhair Bharraigh
Eilean Siar Foodbank; and
Western Isles Kidney Patients’ Association
be proposed at the AGM on 30 August 2018 to each receive £1,000; and
c) approved the Draft 2019 Timetable for Board Meetings.
9 Board Development Plan 2019
The report outlined a timetable for the 2019 Board Development Assessment to be carried out.
The annual Board Member Skills Assessment was due to take place after the 2018 AGM. The Governance
Team will arrange individual meetings with Board Members to carry out the Assessments. Once the
outcome of the Skills Assessment is known, a Development Session will be held with the Chair and Chief
Executive. Following this any items arising from the session will be worked into a Training Plan and the
Board Development Plan for 2019 will be finalised and presented at the November 2018 Board Meeting.
The Board:
a) approved the Board Development Plan 2019 Assessment Timetable;
b) noted progress against the Board Development Plan 2018
c) agreed that a date for a development session led by the Chair in October or November 2018
would be discussed with the Corporate Governance Manager; and
d) delegated responsibility for finalising the 2019 Board Development Plan to the Chair and Chief
Executive.
10 Training Plan 2018/19
The report presented to the Board the updated Training Plan for 2018/19. The report also provided Board
Members with details of training undertaken, or in progress, for 2017/18.
Alasdair Mackenzie suggested that joint training with staff and Board Members would be more cost
effective and beneficial to Board Members and Staff. The Director of Finance & Corporate Services
advised that this would be carried out when appropriate and that joint training session had been
arranged previously.
The Board:
a) approved HHP’s updated Training Plan 2018/19 – 2020/21; and
b) noted the training completed in 2017/18.
11
Management Report
The Management Report for the month ended 30 June 2018 was presented to the Board for review.
The Director of Finance & Corporate Services advised that there were no significant variances to
highlight. There had been some slippage in the Development Programme and this was detailed at Item
22.
The report also sought approval to bring forward Capital Investment to this year from reserves to fund the
additional IT Data Hosting hardware. IT Data hosting had been procured earlier in the year, and whilst
savings would be achieved over the 4 year term of the contract, initial investment for additional
hardware was required.
The Board:
a) noted the management information at 30 June 2018; and
b) approved the additional IT Data Hosting Capital Investment requirement of £73K to be funded
from reserves.
12 Investment Programme Monitoring Report
The report provided an update on the 2018/19 Investment Programme.
The Board agreed in June 2018 to carry out external insulation works at Dunmore Crescent, Leverburgh
and this would be funded from the insulation budget. The cost of the works is unchanged. However,
£128k was required to be vired from the unallocated budget to fully fund the works. There was also a
requirement for a further £403k to be vired from the unallocated budget to carry out works identified
from the Stock Condition Survey.
Mairi Bremner enquired if the £148k to fund the insulation work would have any impact on the insulation
programme and the Director of Operations confirmed that the works are 100% grant funded but if there
were any additional funds required for insulation works a further report will come to Board for approval.
The Director of Operations further highlighted that the UK and Scottish Government have issued further
guidance concerning fire safety and flat and communal doors and that there may be a requirement for
works to be carried out which would be funded from the unallocated budget.
The Board:
a) Noted the 2018/19 Investment Programme progress and financial update; and
b) Noted the update on External Wall Insulation at Dunmore Crescent;
c) Approved the virement of £148k from the insulation budget and £128k from the unallocated
budget for external wall insulation at Dunmore Crescent; and
d) approved that £403k be vired from the unallocated budget to carry out works.
POLICIES
13 Code Of Conduct For Staff & Code Of Governance For Board Members
The report sought approval in respect of a revised Code of Governance for Board Members and Code
of Conduct for Staff.
Since the Codes were last approved in 2015, the SFHA had made some revisions to the Model Codes
upon which HHP’s Codes are based, and these had been incorporated accordingly. Further additions
incorporated in 2015 to strengthen HHP’s Governance arrangements were retained.
The Code of Conduct for Staff would be required to go out to consultation with staff and the Union,
therefore it was proposed that the draft Code of Conduct be approved to go out to consultation and
return to the Board for final approval in November 2018, subject to any changes suggested following the
consultation process.
The Board approved:
a) the revised Code of Governance for Board Members; and
b) the revised Draft Code of Conduct for Staff for consultation with staff and the Union.
MONITORING & UPDATE REPORTS
14 Tenant Satisfaction Survey
The report provided information on the key results of the 2018 Tenant Satisfaction Survey.
The Director of Operations advised that all results for ARC indicators included in the survey had improved
since 2015, the 2 areas identified in the 2018 Regulation Plan had both increased significantly and overall
satisfaction increased from 83% to 88%.
Alasdair Mackenzie enquired why the percentage of tenants who took part in the survey was not
included in the Homeward newsletter. The Director of Operations advised that only the headline figures
were included in the latest edition of the newsletter and that more detailed figures would be included in
the next edition. A more detailed report giving contextual and household information would also be
presented to Board Members at the Business Planning Day.
The Board noted:
a) the key findings from the 2018 Tenant Satisfaction Survey and the improvement in overall
satisfaction from 83% to 88%; and
b) the improvement in the areas of performance highlighted in the 2018 Regulation Plan.
15 Alasdair Mackenzie left the meeting prior to the discussion of this item.
Stock Condition Survey
The near final draft of the Stock Condition Survey was presented to the Board for information. The
Director of Operations advised that report was still being reviewed in terms of quality assurance issues
and data but that indications were that there were no issues that could not be dealt within the current
investment budget framework. As part of the Stock Condition Survey a short interview was conducted
on Fuel Poverty which showed figures have fallen significantly in the past 5 years although they are still
very high in national terms. The 4 year Investment Programme will come to the November Board based
on the results of the Stock Condition Survey.
The Board noted the Stock Condition Survey.
16 Business Plan Monitoring Report
The report provided an update on the Business Plan Action Plan agreed in March 2018. The Chief
Executive advised that, following the Business Planning Day, how actions are reported to the Board
would be reviewed.
The Board noted the progress in the Business Plan Objectives Monitoring Report.
17 Quarterly Treasury Report to 30 June 2018
The report informed the Board of the Treasury Management activities of the first quarter of 2018/19. The
Director of Finance & Corporate Services advised that there was no requirement to borrow during the
first quarter, which is in line with the Annual Financing Strategy for 2018/19. The cash balance of £9.622m
would reduce as larger developments are realised.
The Board noted:
a) the quarterly report on the Analysis of Investment and Borrowing;
b) the outstanding loans at 30 June 2018 of £4.95 million; and
c) the cash balance at 30 June 2018 of £9.622 million.
18 Welfare Reform
The report updated the Board on the preparatory work carried out for Welfare Reform.
Job Centre Plus confirmed that Full Service Universal Credit will commence on 26 September 2018 in the
Outer Hebrides. Work had been undertaken to ensure staff are familiar with processes etc. The
Department for Work and pensions (DWP) confirmed that HHP have been selected for enrollment onto
the Universal Credit-Trusted Partner Scheme and the UC Landlord Portal. This would allow the fast track of
some processes which would be of assistance to both HHP and their tenants.
The Lewis Area Manager provided Board Members with a brief overview of the processes involved. She
outlined some of the issues facing both HHP and tenants and the assistance being provided to tenants
during the transition period.
The Board noted the Welfare Reform update.
19 Tenant Participation Strategy 2016 – 2020 Update
The report presented Board Members with an update on the Tenant Participation Strategy and the
progress of the delivery of the Action Plan. There had been significant tenant engagement carried out
over the year by the Tenant Participation Officer and the Tenant Forum.
The Board noted the progress with the Tenant Participation Action Plan.
Chairperson Mr Norman M Macleod
SIGNED ………………………………………………………
DATE ………………………………………………………
HEBRIDEAN HOUSING PARTNERSHIP Board Minutes of Meeting held on Thursday 30 August 2018 @ 1.15pm in Town Hall, Stornoway
ITEM DISCUSSION
PRELIMINARY PROCEDURAL MATTERS
1 Attendance & Apologies
Present Apologies Staff & Consultants In Attendance
Iain Macmillan Norman Macleod Dena MacLeod Mairi Bremner John Mitchell John MacIver Alasdair Mackenzie Calum Mackay Donald Macleod David Blaney (via Skype) Roddy Mackay Angela Smith Fiona Macleod Iona France Dolene Smith Alex Gardner
Declaration of Interest
There were no interests declared.
3 Date of Next Meeting
The date of the next meeting will be 20 November 2018.
MANAGEMENT
4 Election of Chair
The Company Secretary called for nominations for the Chairperson’s position following the AGM held earlier in the day.
Norman Macleod was nominated by Alasdair Mackenzie and this was seconded by John Mackay.
There were no other nominations. Norman Macleod was appointed to the position of Chairperson in his absence.
The Company Secretary called for nominations for the position for Vice Chair.
Calum Mackay was nominated by Mairi Bremner and this was seconded by Alasdair Mackenzie.
There were no other nominations. Calum Mackay was appointed to the position of Vice Chairperson in his absence.
5 Election to Standing Committees
The Company Secretary called for nominations to the Audit & Risk Committee. Six Board Members are required to sit on Committee.
It was agreed that those who currently sit on the Audit & Risk Committee should remain on the Committee. There were 2 vacancies on the Audit & Risk Committee.
The current Members are:
Mairi Bremner;
Calum MacKay;
John Mitchell; and
Roddy Mackay.
David Blaney and Dolene Smith were appointed to sit on the Audit & Risk Committee.
Agenda Item 3
6 Work Groups
There were currently vacancies on several Work Groups and it was agreed that the Work Groups would be as follows:
Development
Norman Macleod;
John Mackay;
Alasdair Mackenzie;
John Mitchell; and
Fiona Macleod.
Investment
Alasdair Mackenzie;
Mairi Bremner;
Calum Mackay;
Roddy Mackay; and
David Blaney.
Finance
Iain Macmillan;
Calum Mackay;
Alasdair Mackenzie;
Norman Macleod; and
Alex Gardner.
Housing Management
Alasdair Mackenzie;
Mairi Bremer;
Calum Mackay;
Alex Gardner;
Dolene Smith.
Remuneration Work Group:
Mairi Bremner;
Iain Macmillan;
Calum Mackay;
Norman Macleod; and
Alex Gardner.
7 Alex Gardner was appointed as Spokesperson for Tenant Liaison and Housing Management. There were no changes to the other Spokespersons.
Chairperson Mr Norman M Macleod
SIGNED ……………………………………………………….
DATE ……………………………………………………….
Action Point
MINUTE NUMBER ACTION TO BE TAKEN DEADLINE/
TIMESCALE ACTION BY PROGRESS
1 29 Aug 18
(1)
Chief Executive to write to Kevin Paterson to thank him for his contribution.
Chief Executive Done
2 29 Aug 18
(8)
Arrange for charity cheques to be presented following AGM 30 November 2018
Corporate Governance
Manager
Date agreed for 2nd November in Stornoway and Southern Isles presentation to coincide with Board meeting on 20th November.
3 29 Aug 18
(9)
Arrange Skills Assessment with Board Members.
Development Session to be arranged to be held with Chair and Chief Executive prior to finalising the Board Development Plan.
30 Sept 2018
5 November 2018
Corporate Governance
Manager
Chief Executive
Carried out with 10 of 12 Board Members. Report on Agenda.
To arrange prior to November Board Meeting.
4 29 Aug 18
(11)
Bring forward investment to IT Data Hosting budget. Director of Finance & Corporate Services
Done
5 29 Aug 18
(12)
£148k to be vired from the insulation budget and £128k from the unallocated budget for external insulation works at Dunmore Crescent
£403k to be vired from unallocated budget to carry out works identified by Stock Condition Survey.
Director of Finance & Corporate Services
Done
6 29 Aug 18
(12)
Staff Code of Conduct to be issued for consultation with Staff and Union.
28 Sept 2018 Corporate Governance
Manager
Issued with return by 28 September 2018. On November Agenda.
7 29 Aug 18
(13)
Detailed information on Tenant Satisfaction Survey in December 2018 of Newsletter.
Detailed report giving contextual and household information to Business Planning Day.
31 October 2018
Director of Operations
Planned for December 2018.
Final report to be issued to Board Members November 2018.
Board Action Sheet
Agenda Item 4
Action Point
MINUTE NUMBER ACTION TO BE TAKEN DEADLINE/
TIMESCALE ACTION BY PROGRESS
8 29 Aug 18
(15)
4 Year Investment Programme Report to November 2018 Board 5 November 2018
Director of Operations
Report on agenda.
9 29 Aug 18
(16)
Business Plan Monitoring Report to be reviewed following Business Planning Day.
Chief Executive Will be done after 1 April 2019.
10 27 June 18
(11)
Investment Programme procurement be progressed as per report prepared by ALT.
Director of Operations
Report on agenda.
11 27 June 18
(15)
Business Planning Day timetable to be prepared after AGM and to run over a 3 month period.
31 Aug 2018 Chief Executive First meeting held on 31 October 2018. Tenant meetings scheduled throughout November.
12 27 June 18
(16)
Review Financial Regulations following conclusion of Pay & Grading Review.
28 Feb 2019 Director of Finance & Corporate Services
13 28 June 18
(17)
Review rechargeable repairs budget. 31 Oct 2018 Director of Finance & Corporate Services
Review undertaken with some costs reallocated to voids. Potential virements needed with respect ot full year out-turn.
14 27 June 18
(18)
Report to Investment Working Group on continuous Investment Programme with no break at year end.
Nov 2018 Director of Operations
Planned for future meeting.
15 23 May 2018
(12)
Begin discussions with Union Technical on a Warm Homes Fund Bid.
Provide figures showing how much has been spent on Fuel Poverty.
Nov 2018
Investment Manager
Discussions in progress.
Information being compiled.
16 23 May 2018
(15)
Full review of Development Policies. 30 Nov 2018 Development Manager
In progress.
17 21 Mar 18
(18)
Policies which address safeguarding are to be reviewed on an annual basis to confirm remain compliant with OSCR and a report to go to November Board.
20 Nov 18 Corporate Governance
Manager
On agenda.
Action Point
MINUTE NUMBER ACTION TO BE TAKEN DEADLINE/
TIMESCALE ACTION BY PROGRESS
18 15 Nov 17
(11)
Arrange for Gas Audit to be carried out on an Annual basis. 31 Aug 2018 Director of Operations
Completed August 18. Report on agenda.
19 15 Nov 17
(20)
Training on void loss accounting to be arranged. 30 November 2018
Director of Finance & Corporate Services
To be arranged alongside financial training requested by Board Members following the Board meeting on 20 November 2018.
20 28 June 17
(8)
Report to September Board on Subsidiary activities. 27 June 2018 Director of Finance & Corporate Services
Subsidiary meeting held on 26 June 2018 to sign accounts. Options with regards to potential activities were highlighted & three options were to be explored further with findings to be presented in 3 months time.
Making our house your home
Angela Smith 30-Oct-18
ITEM NO 7
BOARD SKILLS ASSESSMENT TRAINING PLAN
Board 20 November 2018
Report by Chief Executive
Purpose of Report
1.1 This Report advises of the outcome of the Board Skills Exercise that was carried out in
September and October 2018 and details a training plan which arose from Board
Members’ responses, in addition to recommending a further Development Session for
the Board prior to the end of 2018.
Summary
2.1 In accordance with the Scottish Housing Regulator’s Regulatory Standards of
Governance and Financial Management, the Board needs to “assess annually the
skills, knowledge, diversity and objectivity that it needs for its decision-making, what is
contributed by continuing governing body members, and what gaps there are that
need to be filled.”
2.2 A skills assessment exercise with 10 out of 12 Board Members took place in October
2018. Results were collated and reviewed, and a Draft Training Plan, prepared in line
with identified needs, is outlined at Appendix 1.
2.3 The outcome from the Skills Assessment, in addition to a further development session
led by the Chair, will be used to populate the 2019 Development Plan for the Board.
Competence
3.1 The legal, financial, or other constraints arising from the recommendations to this
report being implemented are detailed at 5.1 – 8.1.
Recommendations
4.1 It is recommended that the Board:
a) approve the Training Plan at Appendix 1;
b) agree a date for a further development session led by the Chair before the
end of 2018 from the list at 13.1; and
c) delegate responsibility for finalising the 2019 Board Development Plan to the
Chair and Chief Executive.
APPENDIX 1 Draft Board Training Plan and Timetable 2018
Background Papers Regulatory Standards of Governance and Financial Management
Writer of Report Angela Smith Tel: 0300 123 0773
Angela Smith 30-Oct-17
Competence
Financial
5.1 There will be a financial cost to the implementation of the Board Training Plan which
will be borne from existing budgets. The allocation for Board Training for 2018/19 is
£7,000 and it is anticipated that a similar amount will be made available for the
coming financial year.
Legal
6.1 There is a regulatory requirement to carry out a skills assessment and provide ongoing
training to Board Members in order to sustain their continued effectiveness.
6.2 Any training undertaken by Board Members will be in accordance with HHP’s Training
Strategy.
Regulatory Guidance
7.1 The relevant Regulatory Standards are:
Standard Sections
6 The governing body and senior officers have the skills
and knowledge they need to be effective.
6.1, 6.2, 6.3
Risk
8.1 Governance of the Partnership is critical to its long term viability. Carrying out skills
assessments helps to ensure that the Board has the skills, knowledge and diversity it
needs to provide capable leadership, control and constructive challenge to achieve
the RSL’s purpose, and helps to mitigate the risk of not delivering good tenant
outcomes or manage the Partnership’s affairs.
8.2 Recruitment of Governing Body Members is detailed at number 11 on the Risk
Register.
Report Details
Skills Assessment
9.1 A skills assessment took place with Board Members in September and October.
9.2 Board Members were asked to respond to two surveys:
The first with 20 questions on skills and experience relating to HHP and the
environment in which it operates: 18 on a scale of 1-5, where 5 is the highest
skill and 1 is the lowest, and 2 direct responses. They were asked to evidence
any answer they gave, and also to quality it if they wished. The questions
related to Expertise, Partnership, Customer Focus and Integrity; and
The second had 18 areas of housing knowledge and experience and 15 areas
of housing skill and experience, in which they were asked to assess their skill
and experience as good, some or require training, and then determine the
importance of any required training on a scale of 1-3.
Angela Smith 30-Oct-17
9.3 Board Members generally scored themselves as “good” or “very good” against the
first question set, which is what might be expected considering the length of service
many have now given housing in the islands.
9.4 The second question set teased out any areas of training need. Any areas in which
more that four Board Members indicated they would benefit from training has been
worked into the Training Plan at Appendix 1, in addition to any common areas of
training requested.
9.5 In accordance with the way Board Members responded the areas that have been
earmarked for training are:
Housing Allocations;
Homelessness;
Housing Options;
Finance;
IT/Tablet;
Measuring Performance;
New Build & Housing Development;
Housing Legislation; and
Welfare Reform.
Board Training Plan 2019
10.1 A draft Training Plan and Timetable has been prepared at Appendix 1 which draws in
the above elements. There will be a mix of in-house and external training made
available and all training will be tailored to the strategic requirements of the Board.
10.2 Board Members were advised that if they became aware of particular training
requirements throughout the year, these could be raised with the Company Secretary
and worked into the plan accordingly.
10.3 Should the Board approve this plan the Governance Team will source training and
firm up dates accordingly.
Personal Training Plans
11.1 The Governance Team will get in touch with each of the Board Members to discuss a
training plan personalised to their needs, where collective training has not been
arranged but they have identified a requirement. Personalised training may take a
variety of formats, which may include online training, or face-to-face training with
staff.
2018 Training Plan
12.1 Only one third of the planned training sessions from the 2018 plan took place. This was
largely due to Board Members’ geographical or time constraints, and prior
commitments, which made it difficult to arrange training. We will consider a range of
options for the coming year to maximize the amount of training we can offer to Board
Members, which may include online training sessions, or smaller group training. We will
give as much notice as possible for formal training sessions organised with external
trainers, and consider the recording of such sessions for any Board Members who
can’t be present.
Board Development Session
13.1 The Board is asked to agree a date prior to the end of 2018 for a Board Development
session led by the Chair who will be assisted by the Chief Executive. A list of dates is
detailed below, and the Board will be asked at the meeting to indicate which date is
most suitable:
Angela Smith 30-Oct-17
Tuesday 11 December, 10-12am;
Wednesday 12 December, 10-12am; or
Thursday 13 December, 2-4pm.
13.2 Following this Development Session, any further items arising can be worked into the
timetable at Appendix 1 and the Development Plan for 2019 will be finalised and
distributed.
APPENDIX 1
2018
Training Inhouse / External Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug
Business Planning
1 Development Session to be held with Board
2 Tablet & IT
3 Finance
4 Homelessness
5 Housing Allocations
6 Housing Options
7 Welfare Reform
8 New Build & Housing Development
9 Measuring Performance
Following AGM - 2020 Skills Assessment Cycle Commences AGM
Draft 2019 Training & Development Plan & Timeline
2019
Making our house your home
Donald Macleod 29-Oct-18
ITEM NO 9
BUDGET TIMETABLE 2019/20
Board 20 November 2018
Report by Director of Finance & Corporate Services
Purpose of Report
1.1 To present to the Board a Budget Strategy for 2019/20 including rent consultation for
consideration and approval.
Summary
2.1 The Partnership prepares long term financial plans which are updated on an annual
basis to take account of changes. The plans are for 30 years. Shorter term plans are
also prepared for submission to the Scottish Housing Regulator; they cover a 5 year
period.
2.2 A Strategy has been prepared for 2019/20 and is at Appendix 1.
2.3 The timetable to ensure the 2019/20 rents are set within statutory timescales is
included in the Budget Strategy.
Competence
3.1 Financial and legal constraints arising from the recommendation to this report being
implemented are detailed at 5.1 – 6.3.
Recommendations
4.1 It is recommended that the Board approve the 2019/20 Budget Strategy for
consultation, including the budget timetable.
APPENDIX 1: 2019/20 Budget Strategy
Background Papers: None
Writer of Report: Donald Macleod Tel: 0300 123 0773
Donald Macleod 29-Oct-18
Competence
Financial
5.1 This report considers the financial resources the Partnership requires for 2019/20.
Legal
6.1 The Partnership’s Rule 69 states that “The Partnership must keep proper books of
account to cover its income, expenditure transactions and its assets, liabilities and
reserves in line with section 75 and 76 of the Co-operative and Community Benefit
Societies Act 2014. It must also set up and maintain a suitable system for controlling its
books of accounts, its cash and its receipts and invoices.”
6.2 The Board has the ultimate responsibility for the Partnership’s finances and in
accordance with the Financial Regulations the Board has the responsibility to
approve annual budgets.
6.3 The Finance Working Group’s remit includes reviewing the details of the annual
budget on behalf of the Board.
7.1 The relevant Regulatory Standards are:
Standard Sections
3 The RSL manages its resources to ensure its financial well-
being and economic effectiveness.
3.1
Risk
8.1 The major risk to the setting of budgets is the impact of the fluctuating current
economic environment on tenants and contractors which impacts directly on the
Partnership’s cash flow.
8.2 A number of risks which may impact the setting of budgets have been identified in
our risk register and these include the Affordability of our rents, Implementation of
Universal Credit, Brexit and Repairs Overspend. These are continually monitored with
potential mitigation actions being put in place where appropriate.
BUDGET STRATEGY 2019/20
APPENDIX 1
1 | P a g e
TABLE OF CONTENTS
INTERPRETATIONS & ABBREVIATIONS
TABLE OF CONTENTS ............................................................................... 0
BACKGROUND ....................................................................................... 2
OPERATING ENVIRONMENT ...................................................................... 2
2019/20 BUDGETS ................................................................................... 3
LONGER TERM PLANNING HORIZONS ........................................................ 3
DRIVING EFFICIENCY GAINS .................................................................... 4
EFFECTIVE RISK MANAGEMENT ................................................................. 4
KEY ASSUMPTIONS .................................................................................. 4
APPENDIX 1 BUSINESS PLANNING CYCLE .................................................. 5
APPENDIX 2 BUDGET TIMETABLE .............................................................. 6
2 | P a g e
BACKGROUND
1.1 The Partnership prepares long term financial plans which are updated on an annual
basis to take account of changes. The plans are for 30 years. Shorter term plans
are also prepared for submission to the Scottish Housing Regulator; they cover a 5
year period.
1.2 A new 5 year Business Plan will be prepared to cover the period 2019/20-2023/24
and will be presented to the Board in February 2019.
1.3 The Board approved a 30 year business plan in March 2018 that was submitted to
our Funder in March 2018 for approval. The amount of money which the
Partnership can borrow in any given financial year is determined by the 30 year
business plan.
1.4 The Board sets the rent on an annual basis, generally in February and at the same
time the detailed annual budget for the coming financial year is approved. The
rents for 2018/19 were set for one year on an RPI only basis.
1.5 The Board and the Executive team have committed to have an agreed
implementation plan for the restructure of rents in place by 31 December 2020.
OPERATING ENVIRONMENT
2.1 The Business Plan will be updated in February 2019 to cover the following 5 years
and will outline in detail the challenges, opportunities and responsibilities facing
the Partnership over that time. The assumptions used in the 2019/20 budget will
be updated to reflect any changes in the revised business plan objectives. The
current business plan objectives are summarised in the table below for reference:
2.2 The budget strategy will remain focused on rent affordability, investing in tenants
homes to ensure government standards for energy efficiency are met, and
providing long term security for tenants.
2.3 The economic and political landscape over the last 12 months remains challenging.
One significant challenge is the long term population forecast for the Outer
Placing tenants at the centre
Investing in a sustainable way in tenants homes
Delivering continuous improvement over time
Providing efficient, effective housing services of the highest
quality whilst keeping rents affordable
Being a good employer that attracts and retains high quality
staff
Delivering Value for money
Making the biggest impact on the economic well being of
communities throughout the Outer Hebrides that resources
will allow
3 | P a g e
Hebrides which is showing a projected decline of 14% over the next 20 years. The
Board are working with key partners in the community to try and prevent the
forecast turning into a reality with representation on various strategic committees
for example the Community Planning Partnership.
2.4 The key considerations which the strategy will take into account:
a) Impact of BREXIT;
b) Long term population forecasts for the Outer Hebrides;
c) Universal Credit;
d) Rent affordability & fuel poverty;
e) Impact of weather on repairs budgets;
f) Driving efficiency gains;
g) Government standards for providing energy efficient heating systems;
h) Changes in health & social care provision;
i) The large increase in the Scottish Government development grant and the
number of units to be built as per the CNES SHIP will be modelled; and
j) Changes in Housing Quality and Safety Standards, particularly in the wake of
Grenfell.
2.5 The Bank of England has increased the base rate of interest by 0.5% to 0.75% in the
last 12 months to help combat the steady increase in inflation.
2019/20 BUDGETS
3.1 The 2019/20 budget is drawn from Year 2 of the 30 year forecasts included in the
Business Plan approved in March 2018. The budget will take account of the
proposed rent increase in April 2019 which is based on RPI +0.5%, with alternative
options also being reviewed.
3.2 Budget Managers will be provided with Cash Planning Limits for the service areas
they are responsible for and they are required to keep their planned budgets within
the Cash Planning Limits.
3.3 Draft budgets will be prepared for discussion with tenants groups. Where possible
the budgets will be broken down by geographical area to enable tenants to see
where funds are raised and spent.
LONGER TERM PLANNING HORIZONS
4.1 The Partnership’s resources are targeted to meet legal requirements and deliver
business plan objectives.
4.2 The 30 year plan will be updated and presented to the Board in February 2019.
Some of the key considerations to be captured in the 30 year plan are as follows:
Continued investment in housing stock
Delivery of a development program in line with the SHIP
The potential of long term voids increasing due to falling demand
4 | P a g e
Rent Restructuring to be in place by 31 December 2020
The ending of the VAT agreement within the next 2-4 years
4.3 The Board will ensure the Partnership always lives within its means and does not
put the long term security of the organisation at risk by keeping growth under
control and spending the funds as effectively as possible to support the most
vulnerable remaining in their homes.
4.4 The 30 year financial plans will be updated annually to take account of major
changes during the year. A copy of the revised business planning timetable is at
Appendix 1.
DRIVING EFFICIENCY GAINS
5.1 HHP are developing a Value for Money (VFM) strategy and have participated in the
SHN VFM benchmarking survey. The results of this survey will assist in establishing
a VFM strategy.
5.2 Financial information including budgets will be at a sufficiently detailed level to
enable efficiency gains to be clearly demonstrated and reported at a number of
levels.
5.3 Post-implementation reviews of strategies which promised to deliver efficiencies
will be carried out to ensure that the efficiencies are recognised and that lessons
are learnt from mistakes which cost the organisation money.
EFFECTIVE RISK MANAGEMENT
6.1 The Risk Appetite is set by the Board on an annual basis as part of its business
planning process and this is reflected in both the long and short term budgets for
the Partnership.
6.2 The risks identified in the risk register have been taken into account in the
financial plans.
6.3 Assess the possibility of self-insurance for some low level risks.
KEY ASSUMPTIONS
7.1 The key assumptions will be updated during December to enable preparation of the
2019/20 budgets.
7.2 The timetable for the preparation of the budgets is at Appendix 2.
HHP is a registered society under the Co-operative and Community Benefit Societies Act 2014, Registered Number: 2644R(S),Registered Office: Creed Court,
Gleann Seileach Business Park, Willowglen Road, STORNOWAY, Isle of Lewis HS1 2QP. It is a charity registered in Scotland, Charity Number:SCO35767, registered as
Registered Social Landlord with the Scottish Housing Regulator, Registration Number:359 and registered as a Property Factor, Registration Number PF000183
Email: info@hebrideanhousing.co.uk
Web: www.hebrideanhousing.co.uk
Phone:0300 123 0773
5 | P a g e
APPENDIX 1 BUSINESS PLANNING CYCLE
Timescale Task Details
December 30 year
Cashflows
Updated for
a) Year 1 figures taking into account the
latest forecasts in November
management report
b) Material changes to global assumptions
inflation
interest rates
grant levels
tax
income (benefits)
c) Materials changes to
investment plan
repairs costs
development plan
rental income
Dec/Jan Rent consultation Consultation with tenants on proposed
rent increase and rent guarantee
(when applicable)
January Budget Strategy Updated to reflect 30 year cash flows
and business planning day
Strategy will include proposals for rent
guarantee and service levels
March Business Plan Board approve revised business plan
and 30 year cash flows for the following
financial year
April Submit annual business plan together
with 30 year cash flows to RBS
May RBS approval of business plan and
covenants for the new financial year
June Submission to SHR of 5 year return + 30
year cash flows based on what was
submitted to RBS
6 | P a g e
APPENDIX 2 BUDGET TIMETABLE
Area Task Responsible Timescale
Preparation Review options for rent
setting & approve
methodology for rent
consultation
Finance Working
Group
December 2018
Update 30 year Business
Plan
Chief Executive 28 January 2019
Collation Preparation of the
Consultation document
& First pass review with
Tenant Participation
Officer
Finance & Business
Services Manager
December 2018
Review Executive Team Executive Team 07 January 2019
Finance Working Group
(Rent Setting)
Board W/b 14 January
2019
Finance Working Group
(30 Year Business Plan)
Board January /
February 2019
Consultation Consult with Tenants on
2019/20 Rent increase
Executive Team 08 January 2019
to 31 January
2019
Approval Board approval of
2019/20 Rent Increase &
updated 30 year
business plan
Board 13 February 2019
Implementation Detailed Investment
Budgets
2019/20
Director of
Operations
21 January 2019
Detailed Development
Budgets for 2019/20
Development
Manager/Fixed
Asset Accountant
21 January 2019
Update Ledger with
detailed budgets
Finance & Business
Services Manager
18 February 2019
Update Management
Reporter
Finance & Business
Services Manager
11 March 2019
Prepare Budget Book Finance & Business
Services Manager
15 March 2019
New Rents to be
implemented
Executive Team 01 April 2019
Making our house your home
Katia Petteloot 1 November 2018
ITEM NO 10
MANAGEMENT REPORT TO 30 SEPTEMBER 2018
Board 20 November 2018
Report by Director of Finance and Corporate Services
Purpose of Report
1.1 To present the Management Report for the month ended 30 September 2018 to the
Board for review.
Summarys’
2.1 This is the Management Report to 30 September 2018 and the information is
presented in compliance with regulations to provide Board Members with assurance
that expenditure is within approved budgets and income collected is on target. A
copy of the report is at Appendix 1.
2.2 Forecast out-turn for the year is in line with RBS approved Financial Covenant with no
material variances to highlight at this stage.
Competence
3.1 The legal, financial or other constraints to any recommendation in this report are
contained in Paragraphs 5.1 to 6.1.
Recommendations
4.1 It is recommended that the Board:
a) note the management information at 30 September 2018 as detailed in
Appendix 1; and
b) approve a virement of £95k from rent void loss and handymans budget to
responsive repairs.
APPENDIX1: Management Report to 30 September 2018
Background Papers: None
Writer of Report: Katia Petteloot Tel: 0300 123 0773
Katia Petteloot 1 November 2018
Competence
Financial
5.1 The Board approved budgets for 2018/19 in February 2018 which projected a surplus
for the year of £2,252,038. The forecasted out turn is £2,543,108.
5.2 The higher forecast out-turn is mainly driven by the additional RSL Adaptations funding
of £293K for 2018/19.
Legal
6.1 The following Partnership rules are applicable:
a) Rule 69 - The Partnership must keep proper books of accounts to cover its
income, expenditure transactions and its assets, liabilities and reserves in line
with Part 7 of the Co-operative and Community Benefit Societies Act 2014. It
must also set up and maintain a suitable system for controlling its books of
accounts, its cash and its receipts and invoices.
Regulatory Guidance
7.1 The relevant Regulatory Standards are:
Standard Sections
2 The RSL is open and accountable for what it does. It
understands and takes account of the needs and
priorities of its tenants, service users and stakeholders.
And its primary focus is the sustainable achievement of
these priorities
2.1, 2.2, 2.4
3 The RSL manages its resources to ensure its financial
well-being and economic effectiveness.
3.1
Risk
8.1 The key risk is that HHP does not meet its Financial Covenants on an ongoing basis.
The covenant for 2018/19 has been formally approved by our Funders. The covenant
is forecast to be met in March 2019.
Report Details
Virements
9.1 The Forecast Out-Turn on responsive repairs is expected to be £95K over the revised
budget, based on spend in the next 6 months being in line with prior year spend in the
second half of the year.
9.2 A detailed review of repairs incurred to date is under way with an update to be
provided at the Board meeting.
Hebridean Housing Partnership Registered Scottish Charity SCO 35767
2018/19
Management Reports To 30 September 2018
APPENDIX 1
Hebridean Housing Partnership Management Reports
2
Introduction The Management Reports for 30 September 2018 are attached and if Board Members or
Managers have any areas of concern or would like additional information they should
contact the Director of Finance & Corporate Services.
The Management Reports are made up of three sections:
Section 1:High Level Summary
• Written by the Director of Finance & Corporate Services.This section shows in graphical format how HHP isperforming in relation to the annual budget for 2018/19.
Section 2:Management Accounts
• Prepared by the Finance and Business Services Manager.Provides an Income & Expenditure Account, Balance Sheetand detailed operational budgets for the period. TheManagement Acounts include a more detailed commentaryfrom Budget Managers on performance.
Section 3:Key Financial Performance Measures
• Prepared by the Finance and Business Services Managerincluding a review of Financial Covenants to provide theBoard with assurance that the Covenant for 2018/19 will notbe breached.
Hebridean Housing Partnership Management Reports
3
Section1-HighLevelSummary
Commentary on Performance by Director of Finance & Corporate
Services
The forecast out-turn being higher than the initial approved budget is mainly due to RSL
Adaptations funding of £293K for 2018/19. This is offset by £293K costs in Aid &
Adaptations which is reflected in the Investment programme and captured in Capital
Investment.
£
Initial approved Surplus 2,252,038
Virements 169,746
Virement/Adjustment current period 128,835
Revised Surplus 2,550,619
Changes identified this financial year
Changes to Income increases/(decreases) 62,489
Cost (increases)/decreases (70,000)
Depreciation -
Grant Amortisation -
Forecast Surplus to 31 March 2019 2,543,108
Increase in funds required to meet forecast out-turn 7,511
Hebridean Housing Partnership Management Reports
4
The financial covenant for 2018/19 has been approved by our Funders. The forecast shows
that the financial covenant will be met for the year ended 31 March 2019.
Hebridean Housing Partnership Management Reports
5
Section2ManagementAccounts
Page
Summary Income & Expenditure Account 6
Balance Sheet at 30 September 2018 7
Rental Income 8
Supervision & Management Costs 9
Repairs & Maintenance 10
Estate Works 11
Aids & Adaptations 12
Investment 13
Non-Housing Investment 14
Development 15
Hebridean Housing Partnership Management Reports
6
Income & Expenditure Account
For the period ended 30 September 2018
Commentary on Performance
The main point to note is
Line 1 Dwelling Rents
The Performance to date is above budget mainly due to better performance on Void loss of £62K, which is
recognized in the full year Forecast Out-Turn, and Bad Debts being below budget by £87K.
More detailed explanations of variances can be found on pages 8 to 14
Line BUDGET ACTUAL
Initial Revised to Spend to Budget Budget to Revised Revised Over/ at
Budget Budget 30-Sep-18 30-Sep-18 to date date Budget Budget (under) 31-Mar-19
£ £ £ £ £ % £ % £ £
1 Dwelling rents (net) 8,519,360 8,519,360 4,258,140 4,427,622 (169,482) -4% 4,091,738 48.03% 62,489 8,581,849
2 Non Dwelling rents (net) 13,630 13,630 6,890 9,635 (2,745) -40% 3,995 29.31% 13,630
3 Right to Buy Sales - 8,742 8,742 8,742 - - 0.00% 8,742
4 Grant Funding 120,000 554,000 290,000 285,523 4,477 2% 268,477 48.46% 554,000
5 Other Income 44,450 44,450 23,110 26,483 (3,373) -15% 17,967 40.42% 44,450
6 TOTAL INCOME 8,697,440 9,140,182 4,586,882 4,758,006 (171,124) -4% 4,382,176 47.94% 62,489 9,202,671
7 Supervision & Management 2,230,743 2,405,744 1,353,428 1,214,510 138,918 10% 1,191,234 49.52% 2,405,744
8 Response Repairs 1,372,065 1,410,235 565,365 666,073 (100,708) -18% 744,162 52.77% 70,000 1,480,235
9 Estate Works 171,320 171,320 49,480 66,313 (16,833) -34% 105,007 61.29% 171,320
10 Planned/Cyclical Maintenance 717,224 722,724 323,750 263,783 59,967 19% 458,941 63.50% 722,724
11 Total Operating Expenditure 4,491,352 4,710,023 2,292,023 2,210,679 81,344 4% 2,499,344 53.06% 70,000 4,780,023
12 Operating Surplus/(Deficit) 4,206,088 4,430,159 2,294,859 2,547,327 (252,468) -11% 1,882,832 42.50% (7,511) 4,422,648
13 Interest received 5,000 16,000 9,500 9,531 (31) 0% 6,469 40.43% 16,000
14 Interest paid 438,350 367,000 91,000 91,262 (262) 0% 275,738 75.13% 367,000
15 Surplus/(Deficit) 3,772,738 4,079,159 2,213,359 2,465,595 (252,236) -11% 1,613,564 39.56% (7,511) 4,071,648
16 Depreciation 2,720,700 2,757,988 1,351,603 1,351,603 - 1,406,385 50.99% 2,757,988
17 Grant Amortisation (1,200,000) (1,229,448) (613,823) (613,823) - (615,625) 50.07% (1,229,448)
18 Surplus/(Deficit) 2,252,038 2,550,619 1,475,579 1,727,815 (252,236) -17% 822,804 32.26% (7,511) 2,543,108
CAPITAL INVESTMENT
19 Housing Investment Programme 4,368,170 4,503,214 731,386 641,739 94,924 13% 3,861,475 85% 4,503,214
20 Non Housing Investment 76,035 191,272 121,337 10,973 110,364 91% 180,299 94% 191,272
21 Development Programme 3,442,785 3,164,477 1,054,288 561,550 492,738 47% 2,602,927 82% 3,164,477
7,886,990 7,858,963 1,907,011 1,214,262 698,026 37% 6,644,701 84.55% - 7,858,963
CURRENT YEAR BUDGET BUDGET VARIANCE BUDGET REMAINING FORECAST OUT-TURN
Hebridean Housing Partnership Management Reports
7
Balance Sheet at 30 September 2018
Commentary on Performance
Note 1 Fixed Assets Fixed Assets are shown at gross cost and are reduced by the depreciation charge
for the period.
Note 2 Development The value of work in progress, net of Grant, on current properties and new
& Investment developments
More detailed information is available in the Performance Report.
Note 4 Cash HHP currently hold RTB receipts of £1.348 million. HAG of £148K with respect to
RTB properties disposed was repaid in September 2018.
30 September 2018 31 March 2018
£ £
Notes
Fixed Assets
1 Tangible assets-social housing 1 75,757,045 77,108,648
2 Development & Investment Programme 2 1,214,262
3 Tangible assets - property, plant and equipment 823,303 823,303
4 Landbank 691,166 691,166
5 Investments 3 2
78,485,779 78,623,119
Current Assets
6 Stock 241,633 241,633
7 Trade and other debtors due within one year 3 571,021 899,890
8 Debtors due after more than one year 190,711 190,111
9 Short-term deposits 4,192,852 4,062,896
10 Cash at bank and in hand 4 5,821,982 6,146,301
11 Loan to subsiduary 16,307 16,307
11,034,506 11,557,138
12 Creditors: amounts falling due within one year 5 (2,038,895) (2,501,253)
Net current assets 8,995,611 9,055,885
Total assets less current liabilities 87,481,390 87,679,004
13 Creditors: amounts falling due after more than one
year 6 (10,566,028) (11,877,636)
14 Deferred capital grants 7 (43,421,146) (44,034,969)
15 Pension Liability (1,136,000) (1,136,000)
16 Net Assets 32,358,216 30,630,398
Capital and Reserves
17 Share Capital 205 203
18 Revenue Reserve 32,358,011 30,630,195
32,358,216 30,630,398
Hebridean Housing Partnership Management Reports
8
Rental Income
For the period ended 30 September 2018
Commentary on Performance
Line 6 Total Income:
Bad Debts are 87K lower than budget and voids performance is better than forecast by £62K.
This contributes to the net income for the year to date being above budget.
The saving on voids is recognised in the Forecast Out-Turn.
Line BUDGET ACTUAL
Initial Revised to Spend to Budget Budget to Revised Revised Over/ at
Budget Budget 30-Sep-18 30-Sep-18 to date date Budget Budget (under) 31-Mar-19
£ £ £ £ £ % £ % £ £
1 Dwelling Rent Gross 8,882,800 8,882,800 4,441,500 4,461,288 (19,788) 0% 4,421,512 49.78% 8,882,800
2 Non Dwelling Rent Gross 15,090 15,090 7,680 10,347 (2,667) -35% 4,743 31.43% 15,090
3 Voids - Dwelling (181,040) (181,040) (91,500) (29,011) (62,489) 68% (152,029) 83.98% 62,489 (118,551)
4 Voids - Other (1,460) (1,460) (790) (712) (79) 10% (749) 51.27% (1,460)
5 Bad Debts (182,400) (182,400) (91,860) (4,655) (87,206) 95% (177,746) 97.45% (182,400)
6 TOTAL 8,532,990 8,532,990 4,265,030 4,437,258 (172,228) -4% 4,095,732 48.00% 62,489 8,595,478
CURRENT YEAR BUDGET BUDGET VARIANCE BUDGET REMAINING FORECAST OUT-TURN
Hebridean Housing Partnership Management Reports
9
Supervision & Management Costs
For the period ended 30 September 2018
Commentary on performance
Line 6 Employee Costs
Year to date variance is driven by delays in awarding the annual pay award. Remainder of
difference driven by vacant posts.
Line 8 IT & Telecoms
Underspend is mainly driven by budget phasing in software.
Line 20 Professional Fees
Both Legal Fees (£27K) and Consultants Fees (£40K) are running below budget. Consultants Fees
includes a budget for Stock Condition Survey of £16K which is payable on completion of the
survey.
Line 28 Fees charged to Capital:
Investment Internal Fees are to be posted in October with budget phasing to be updated
accordingly.
Line Heading BUDGET Actual
Initial Revised to Spend to Budget Budget Revised Revised Over/ at
Budget Budget 30-Sep-18 30-Sep-18 to date to date Budget Budget (under) 31-Mar-19
£ £ £ £ £ % £ % £ £
1 Salaries and Wages 1,221,930 1,244,930 632,240 600,254 31,986 5% 644,676 52% 1,244,930
2 National Insurance 121,770 121,770 61,200 53,490 7,710 13% 68,280 56% 121,770
3 Pension Costs 220,250 220,250 110,400 106,209 4,191 4% 114,041 52% 220,250
4 Other Employee Costs 49,500 55,500 31,528 26,732 4,796 15% 28,768 52% 55,500
5 Travel & Subsistence 33,700 33,700 17,280 6,928 10,352 60% 26,772 79% 33,700
6 EMPLOYEE COSTS 1,647,150 1,676,150 852,648 793,613 59,035 7% 882,537 53% - 1,676,150
7 Premises Costs 47,900 47,900 25,660 23,688 1,972 8% 24,212 51% 47,900
8 IT & Telecoms 221,450 221,450 112,520 101,543 10,977 10% 119,907 54% 221,450
9 Area Offices 26,040 26,040 13,020 12,668 352 3% 13,372 51% 26,040
10 Payroll & Cashdesk 14,200 14,200 9,100 5,058 4,042 44% 9,142 64% 14,200
11 Property Management Fees 4,010 4,010 4,010 3,008 1,003 25% 1,003 25% 4,010
12 SUPPLIES & SERVICES 313,600 313,600 164,310 145,965 18,345 11% 167,635 53% - 313,600
13 Postage, Printing & Stationery 40,560 40,560 21,710 20,815 895 4% 19,745 49% 40,560
14 Admin Furniture & Equipment 3,000 3,000 1,560 382 1,178 76% 2,618 87% 3,000
15 Training Courses 50,250 50,250 25,320 16,662 8,658 34% 33,588 67% 50,250
16 Community Support 30,140 20,423 14,423 7,243 7,180 50% 13,180 65% 20,423
17 Health & Safety 9,250 9,250 4,720 1,268 3,452 73% 7,982 86% 9,250
18 Recruitment Costs 6,000 6,000 3,000 190 2,810 94% 5,810 97% 6,000
19 ADMINISTRATION COSTS 139,200 129,483 70,733 46,560 24,174 34% 82,924 64% - 129,483
20 Professional Fees 331,760 487,323 183,137 103,764 79,373 43% 383,559 79% 487,323
21 Insurance 238,600 238,600 119,580 118,883 697 1% 119,717 50% 238,600
22 Affliation Fees 44,620 46,775 24,310 18,489 5,821 24% 28,286 60% 46,775
23 Charitable Donations 5,000 5,000 - - - 5,000 100% 5,000
24 Governance 39,850 39,850 20,660 2,952 17,708 86% 36,898 93% 39,850
25 Bank Charges 9,500 9,500 4,800 3,339 1,461 30% 6,161 65% 9,500
26 Public Relations/Marketing 15,080 15,080 7,530 634 6,896 92% 14,446 96% 15,080
27 CORPORATE EXPENSES 684,410 842,128 360,017 248,061 111,956 31% 594,067 71% - 842,128
28 Fees charged to capital (543,117) (543,117) (86,280) (8,865) (77,415) 90% (534,252) 98% (543,117)
29 VAT Received - Partial Exemption (10,500) (12,500) (8,000) (10,823) 2,823 -35% (1,677) 13% (12,500)
30 RECHARGES (553,617) (555,617) (94,280) (19,688) (74,592) 79% (535,929) 96% - (555,617)
31
TOTAL SUPERVISION AND
MANAGEMENT COST 2,230,743 2,405,744 1,353,428 1,214,510 138,918 10% 1,191,234 50% - 2,405,744
CURRENT YEAR BUDGET BUDGET VARIANCE BUDGET VARIANCE forecast out-turn
Hebridean Housing Partnership Management Reports
10
Repairs & Maintenance
For the period ended 30 September 2018
Commentary on performance
Line 1 Responsive Repairs:
The YTD variance on responsive repairs is unlikely to be recovered through the second half of the
year. The forecast out-turn has been increased by £95K based on spend in the second half of the
year being in line with prior year costs.
Line 2 Void Repairs:
The YTD variance on void repairs is driven by budget phasing and it is anticipated that we will be
within budget at the end of the year.
Line 18 Planned Maintenance:
Contractor programme has been agreed, underspend to date is due to budget phasing and will
be reviewed in October.
Line Heading BUDGET ACTUAL
Initial Revised to Spend to Budget to Budget to Revised Revised Over/ at
Budget Budget 30-Sep-18 30-Sep-18 date date Budget Budget (under) 31-Mar-19
£ £ £ £ £ % £ % £ £
1 Responsive Repairs 800,000 840,325 309,920 403,872 (93,952) -30% 436,453 52% 95,000 935,325
2 Void Repairs 264,000 264,000 102,460 137,804 (35,344) -34% 126,196 48% 264,000
3 Handymen 124,960 122,805 60,880 48,782 12,098 20% 74,023 60% (25,000) 97,805
4 GENERAL REPAIRS 1,188,960 1,227,130 473,260 590,458 (117,198) -25% 636,672 52% 70,000 1,297,130
5 Decoration Allowance 46,530 46,530 25,370 29,619 (4,249) -17% 16,911 36% 46,530
6 Council Tax empty properties 19,800 19,800 9,780 5,644 4,136 42% 14,156 71% 19,800
7 Minor Aids & Adaptations 500 500 200 651 (451) -226% (151) -30% 500
8 Compensation 10,195 10,195 10,195 1,600 8,595 84% 8,595 84% 10,195
9 SPECIFIC ITEMS 77,025 77,025 45,545 37,513 8,032 18% 39,512 51% - 77,025
10 Rechargeable Repairs 48,900 68,900 35,730 36,377 (647) -2% 32,523 47% 68,900
11 Rechargeable Repairs Recoverable (10,700) (30,700) (21,000) (20,860) (140) 1% (9,840) 32% (30,700)
12 Insurance Repairs 55,000 55,000 17,960 10,511 7,449 41% 44,489 81% 55,000
13 Insurance Claims Recoverable (17,500) (17,500) - - - (17,500) 100% (17,500)
14 RECOVERABLE EXPENDITURE 75,700 75,700 32,690 26,027 6,663 20% 49,673 66% - 75,700
15 Commercial Properties 1,200 1,200 600 - 600 100% 1,200 100% 1,200
16 Communal Lighting 29,180 29,180 13,270 12,074 1,196 9% 17,106 59% 29,180
17 NON DWELLING REPAIRS 30,380 30,380 13,870 12,074 1,796 13% 18,306 60% - 30,380
18 Planned maintenance 514,200 519,700 226,760 190,167 36,593 16% 329,533 63% 519,700
19 Gas Servicing 60,000 60,000 30,000 20,699 9,301 31% 39,301 66% 60,000
20 Estate Management 14,320 14,320 8,100 6,937 1,163 14% 7,383 52% 14,320
21 Other Servicing (incl. heating) 85,374 85,374 42,450 44,024 (1,574) -4% 41,350 48% 85,374
22 Stair Lifts and Door Entry Systems 2,080 2,080 1,100 1,778 (678) -62% 302 15% 2,080
23 Gutter Cleaning 32,400 32,400 14,640 - 14,640 100% 32,400 100% 32,400
24 Sewage Pumps 700 700 700 177 523 75% 523 75% 700
25 Dun Berisay Heat 8,150 8,150 - - - 8,150 100% 8,150
26 CYCLICAL MAINTENANCE 717,224 722,724 323,750 263,783 59,967 19% 458,941 64% - 722,724
27 TOTAL REPAIRS & MAINTENANCE 2,089,289 2,132,959 889,115 929,856 (40,741) -5% 1,203,103 56% 70,000 2,202,959
BUDGET VARIANCE BUDGET REMAINING FORECAST OUT-TURN
CURRENT YEAR
BUDGET
Hebridean Housing Partnership Management Reports
11
Estate Works
For the period ended 30 September 2018 Line Heading BUDGET ACTUAL
Initial Revised to Spend to Budget to Budget to Revised Revised Over/ at
Budget Budget 30-Sep-18 30-Sep-18 date date Budget Budget (under) 31-Mar-19
£ £ £ £ £ % £ % £ £
1 Garage Repairs 3,110 3,110 1,580 - 1,580 100% 3,110 100% 3,110
2 Unadopted Infrastructure 112,340 112,340 13,480 48,728 (35,248) -261% 63,612 57% 112,340
3 Grounds Maintenance 55,520 55,520 34,070 17,585 16,485 48% 37,935 68% 55,520
4 Paths 350 350 350 - 350 100% 350 100% 350
5 TOTAL ESTATE WORKS 171,320 171,320 49,480 66,313 (16,833) -34% 105,007 61% - 171,320
CURRENT YEAR BUDGET BUDGET VARIANCE BUDGET REMAINING FORECAST OUT-TURN
Line 2 Unadopted Infrastructure:
Overspend to date is mainly due to £12K invoice for drainage works at Riverview and £15K to
replace a burst pipe and reinstate groundworks at Dun Innes. It is anticipated that Unadopted
Infrastructure costs will be within budget as per Forecast Out-turn.
Hebridean Housing Partnership Management Reports
12
Aids & Adaptations
For the period ended 30 September 2018
Line Heading BUDGET ACTUAL
Initial Revised to Spend to Budget to Budget to Revised Revised Over/ at
Budget Budget 30-Sep-18 30-Sep-18 date date Budget Budget (under) 31-Mar-19
£ £ £ £ £ % £ % £ £
1 Minor Aids & Adapations - - - 651 (651) (651) -
2 Investment Programme
3 Aids & Adapations 120,000 413,000 200,000 144,275 55,725 28% 268,725 65% 413,000
4 Grants
5 Received (120,000) (413,000) (200,000) (144,593) (55,407) 28% (268,407) 65% (413,000)
6 TOTAL AIDS & ADAPTATIONS - - - 333 (333) 0% (333) 1% - -
CURRENT YEAR BUDGET BUDGET VARIANCE BUDGET REMAINING FORECAST OUT-TURN
Hebridean Housing Partnership Management Reports
13
Investment Expenditure
For the period ended 30 September 2018
Commentary on Performance
Line 6 OT Aid & Adaptations:
Additional spend of £293K is funded by government grants of the same amount.
Line 4 Kitchens:
Contracts have been awarded and the works are scheduled for the second half of the year.
Line 8 Heating:
Contracts have now been awarded and work has started.
Line Heading BUDGET ACTUAL
Initial Revised to Spend to Budget to Budget to Revised Revised Over/ at
Budget Budget 30-Sep-18 30-Sep-18 date date Budget Budget (under) 31-Mar-19
£ £ £ £ £ % £ % £ £
1 Roofs 112,140 112,767 2,227 2,226 1 0% 110,541 98% 112,767
2 Insulation 148,057 283,207 - - - 283,207 100% 283,207
3 Total Roofs 260,197 395,974 2,227 2,226 1 0% 393,748 99% - 395,974
4 Kitchen 256,974 291,723 490 - 490 100% 291,723 100% 291,723
5 Bathrooms 198,450 142,829 55,937 36,145 19,793 35% 106,684 75% - 142,829
6 OT Aids & Adaptations 120,000 413,000 200,000 144,275 55,725 28% 268,725 65% 413,000
7 Showers 119,700 87,142 33,456 21,907 11,549 35% 65,235 75% - 87,142
8 Heating 1,731,598 1,858,257 251,031 251,032 - 0% 1,607,225 86% 1,858,257
9 Rewiring - 13,377 3,952 3,952 - 0% 9,425 70% - 13,377
10 Smoke/C02 Detectors 62,040 75,349 13,309 13,309 - 0% 62,040 82% - 75,349
11 Total Internals 2,488,762 2,881,677 558,176 470,619 87,557 16% 2,411,058 84% - 2,881,677
12 Windows 69,900 458,811 121,931 119,841 2,090 2% 338,970 74% 458,811
13 Roughcast house & wall 192,000 294,000 - - - 294,000 100% 294,000
14 Fencing 220,980 194,580 49,052 49,052 5,275 11% 145,528 75% - 194,580
15 Externals 412,980 488,580 49,052 49,052 5,275 11% 439,528 90% - 488,580
16
Total Investment excl. Unallocated
Exp/Efficiency Saving 3,231,839 4,225,042 731,386 641,739 94,923 13% 3,583,303 85% - 4,225,042
17 Unallocated Expenditure 1,136,331 278,172 - - - 278,172 100% - 278,172
18 Total Investment 4,368,170 4,503,214 731,386 641,739 94,924 13% 3,861,475 86% - 4,503,214
CURRENT YEAR BUDGET BUDGET VARIANCE BUDGET REMAINING FORECAST OUT-TURN
Hebridean Housing Partnership Management Reports
14
Non Housing Investment
For the period ended 30 September 2018 Line Heading BUDGET ACTUAL
Initial Revised to Spend to Budget to Budget to Revised Revised Over/ at
Budget Budget 30-Sep-18 30-Sep-18 date date Budget Budget (under) 31-Mar-19
£ £ £ £ £ % £ % £ £
1 Total Uist Office 3,500 3,500 - - - 0 3,500 0 - 3,500
2 Furniture & Fittings 6,100 13,600 13,600 - 13,600 100% 13,600 100% 13,600
3 Office equipment 3,050 3,050 - - 3,050 0% 3,050
4 IT equipment 63,385 171,122 107,737 10,973 96,764 90% 160,148 94% 171,122
5 Total Stornoway Office 72,535 187,772 121,337 10,973 110,364 91% 176,799 94% - 187,772
6 Total 76,035 191,272 121,337 10,973 110,364 91% 180,299 94% - 191,272
CURRENT YEAR BUDGET BUDGET VARIANCE BUDGET REMAINING FORECAST OUT-TURN
Line 4 IT equipment:
Forecast Out-Turn includes £73K for additional Capital Expenditure with regards to the new Data
Hosting solution with Castle.
Hebridean Housing Partnership Management Reports
15
Development Expenditure
For the period ended 30 September 2018
Commentary on Performance
Overall Spend to Date: The underspend to date is driven by delays in getting projects on site
e.g., Kit delivery delays at Stag Road and the re-tendering of Tarbert
Police Station.
Balivanich, Horgabost and Breasclete planning applications to be lodged
by the middle of November and the forecast out-turn has been
amended to reflect slippage on these projects.
Line BUDGET ACTUAL
Initial Revised Budget to Spend to Budget to Budget to Revised Revised Over/ at
Budget Budget 30-Sep-18 30-Sep-18 date date Budget Budget (under) 31-Mar-19
£ £ £ £ £ % £ % £ £
1 New Build 8,029,177 7,477,672 3,464,248 2,767,524 696,724 20% 4,710,148 63% 7,477,672
2 Retentions 2,379 2,379 2,379 2,379 (0) 0% - 0% 2,379
2 LIFT 754,635 754,635 451,380 336,144 115,237 26% 418,491 55% 754,635
3 Unallocated 3,159,564 1,960,480 - - - 1,960,480 100% 1,960,480
4 Total Development Costs 11,945,755 10,195,165 3,918,007 3,106,046 811,961 21% 7,089,119 70% - 10,195,165
5 Housing Association Grant
6 New Build (4,643,970) (4,730,073) (2,647,719) (2,331,302) (316,417) 12% (2,398,770) 51% (4,730,073)
7 LIFT (216,000) (216,000) (216,000) (213,510) (2,490) 1% (2,490) 1% (216,000)
-
8 Other Grants & Sales proceeds -
8 LIFT Sales (336,700) (400,452) - - - (400,452) 100% (400,452)
9 Unallocated (3,306,300) (1,684,480) - (1,684,480) 100% (1,684,480)
10 Total Grants (8,502,970) (7,031,005) (2,863,719) (2,544,812) (318,907) 11% (4,486,192) 64% - (7,031,005)
11 Private Finance required
12 New Build 3,385,207 2,747,599 816,529 436,221 380,308 47% 2,311,378 84% - 2,747,599
12 Retentions 2,379 2,379 2,379 2,379 (0) 0% - 0% - 2,379
13 LIFT 201,935 138,183 235,380 122,634 112,747 48% 15,549 11% - 138,183
14 Development - Abortive Costs - 316 - 316 (316) - 0% - 316
15 Unallocated (146,736) 276,000 - - - 276,000 100% - 276,000
16 Private Finance required 3,442,785 3,164,477 1,054,288 561,550 492,738 47% 2,602,927 82% - 3,164,477
CURRENT YEAR BUDGET BUDGET VARIANCE BUDGET REMAINING FORECAST OUT-TURN
Hebridean Housing Partnership Management Reports
16
Section3:KeyFinancialPerformance
Measures
Page
Financial Covenants 17
Key Ratios 19
Right to Buy 20
Cash flow Forecast 21
Hebridean Housing Partnership Management Reports
17
Financial Covenants
For the period ended 30 September 2018
The revised facility agreement with our Funders has one Financial Covenant, Interest
Cover. Where a deficit is projected in any financial year, the covenant is based on an
absolute sum rather than a percentage, so the covenant for 2018/19 is a maximum cash
flow deficit of £7,049,570. The financial covenant for 2018/19 has been approved by our
Funders. The covenant is forecast to be met in March 2019.
Interest Cover
Covenants for 2018/19 Deficit (£7,049,570)
Forecast to 30 September 2018 (£3,499,862)
Tolerance available £3,549,708
Reduction in expenditure required to achieve covenant £0
Hebridean Housing Partnership Management Reports
18
Annual Cash flow Deficit
Line Detail Current Position Forecast
Income £ £
1 Dwelling rents (net) 4,427,622 8,581,849
2 Non Dwelling rents (net) 9,635 13,630
3 Right to Buy Sales 47,000 -
4 Grant Funding 285,523 554,000
5 Other Income 26,483 44,450
6 Grant received for New Build 2,331,302 4,730,073
7 Sale of LIFT received - 400,452
8 Grant on LIFT received 213,510 216,000
9 Insurance Receipts - 17,500
10 Total Income 7,341,076 14,557,954
Expenditure
13 Supervision & Management 1,223,375 2,948,861
14 Response Repairs 666,073 1,480,235
15 Estate Works 66,313 171,320
16 Planned/Cyclical Maintenance 263,783 722,724
17 Investment Programme 632,874 3,960,097
18 Office Alterations and IT 10,973 191,272
19 LIFT Costs 336,144 754,635
20 Opening Balances
21 Development Costs 2,767,524 7,477,672
22 Total Expenditure 5,967,059 17,706,816
23 Net Operating Cashflow 1,374,018 (3,148,862)
24 Interest Paid 91,262 367,000
25 Interest Collected (9,531) (16,000)
26 Total Interest 81,732 351,000
27 Annual Cashflow Surplus/(Deficit) 1,292,286 (3,499,862)
Interest Ratio 6% -11%
Covenant Requirement
Maximum Annual Cashflow deficit (7,049,570) (7,049,570)
Tolerance 8,341,856 3,549,708
-254% -108%
Hebridean Housing Partnership Management Reports
19
Financial Ratios
For the period ended 30 September 2018
Key RatiosCurrent Forecast 2017/18
Current Ratio 5.32 4.71 5.27
(Current Assets/Current Liabilities)
Net Debt Per Unit
Borrowing/ stock units £2,276.21 £2,279.98 £2,287.79
Voids% 0.66% 2.05% 0.83%
Voids as % of Rental Income Due
Bad Debts % 0.10% 2.05% 0.18%
Bad Debts written off as % of Rental Income Due
Staff Cost/Turnover % 16.68% 18.34% 17.15%
Gross Surplus 53.54% 48.45% 53.41%
Operating Surplus/Turnover
Net Surplus 36.31% 27.88% 36.19%
Net Surplus/Turnover
Cash Flow Forecast 2018/19
The above cash flow shows the actual income received and the payments made for the period to September 2018 with projections for the
remainder of the year.
Monthly Cash Flow Forecast
Year Ended 30-Sep-18 31-Oct-18 30-Nov-18 31-Dec-18 31-Jan-19 28-Feb-19 31-Mar-19 Total
31-Mar-19 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12
Cash on Hand at beginning of month 4,068,106 3,684,012 2,988,987 2,099,340 603,281 390,305 295,657 296,022
Cash Receipts
Rent 562,864 455,367 872,518 576,795 689,969 872,518 689,969 8,557,731
Sale of Assets - - - - 336,700 - - 405,900
Grant Income 440,871 338,837 460,733 854,517 242,017 67,847 4,301,100 9,006,878
Bank Interest - - - - - - - -
Insurance Claims - - - - - - - -
Other income 24,821 40,460 40,460 40,460 40,460 40,460 40,460 486,524
Transfer from Deposit - - - - - 200,000 1,100,000 1,300,000
Total 1,028,556 834,664 1,373,712 1,471,772 1,309,145 1,180,826 6,131,529 19,757,033
Total Cash Available 5,096,662 4,518,675 4,362,699 3,571,112 1,912,426 1,571,131 6,427,186
Cash Paid Out
Payroll 132,594 161,591 136,705 136,705 136,705 136,705 136,705 1,647,907
Management Costs 67,007 72,983 72,983 72,983 72,983 72,983 72,983 832,096
Repairs 342,080 169,635 169,635 169,635 169,635 169,635 169,635 2,135,114
Investment 148,619 436,126 1,153,953 695,822 534,535 286,994 466,813 5,260,196
Development 571,425 551,815 730,083 1,299,294 608,263 609,157 5,191,636 12,484,528
Total 1,261,726 1,392,150 2,263,359 2,374,439 1,522,121 1,275,473 6,037,772 22,359,842
Cash Paid Out (Non P & L)
Loan Interest - 93,393 - 93,393 - - 93,393 413,014
Deferred RTB Receipts 500,000 500,000
HAG Repayment 148,149 - - - - - - 148,149
Refunds 2,775 - - - - - - 10,284
Transfer to Deposit Account - - - - - - - 100,000
Total 150,924 137,538 - 593,393 - - 93,393 1,171,447
Total Cash Paid out 1,412,650 1,529,688 2,263,359 2,967,832 1,522,121 1,275,473 6,131,164
Cash Position at End of Month 3,684,012 2,988,987 2,099,340 603,281 390,305 295,657 296,022 -
Deposit Acct At end of Month 6,295,250 6,295,746 6,295,746 6,295,746 6,295,746 6,095,746 5,095,746
Total Funds Available 9,979,262 9,284,733 8,395,086 6,899,027 6,686,051 6,391,403 5,391,768
Making our house your home
Donalda MacKinnon 9-Nov-18
ITEM NO 11
ALLOCATIONS POLICY CONSULTATION
Board 20 November 2018
Report by Director of Operations
Purpose of Report
1.1 This report provide Board Members with a copy for the proposed Allocation Policy
Consultation Document for approval.
Summary
2.1 The Housing (Scotland) Act 2014 was laid before the Scottish Parliament on 15 May
2018 and came in to force on 24 June 2018.
2.2 Some of the changes in the Act will affect the Allocations Policy which was due for
review in November 2016.
2.3 HHP will be consulting with stakeholders to get their views on the changes in the Act
which will affect the Allocation Policy. It is proposed that views be sought from
tenants, applicants, partner agencies and the wider community.
2.4 The Housing Management Working Group have considered these issues and have
provided a steer on the issues identified in the 2014 Act.
Competence
3.1 The financial, legal or other constraints are detailed at paragraph 5.1 and 6.1.
Recommendations
4.1 It is recommended that the Board note the report and approve the Allocation Policy
Consultation document at Appendix 1.
APPENDIX 1 Allocations Policy Consultation Document
Background Papers None
Writer of Report Donalda MacKinnon Tel: 0300 123 0773
Donalda MacKinnon 9-Nov-18
Competence
Financial
5.1 There are no financial implications arising from this report.
Legal
6.1 It is a legal requirement that landlords consult on their Allocation Policy before making
any changes and that a report is produced on that consultation.
Regulatory Guidance
7.1 The relevant Regulatory Standards are:
Standard Sections
1 The governing body leads and directs the RSL to
achieve good outcomes for its tenants and other
service users.
1.1, 1.6
2 The RSL is open and accountable for what it does. It
understands and takes account of the needs and
priorities of its tenants, service users and stakeholders.
And its primary focus is the sustainable achievement of
these priorities
2.2
3 The RSL manages its resources to ensure its financial
well-being and economic effectiveness.
3.3
4 The governing body bases its decisions on good
quality information and advice and identifies and
mitigates risks to the organisation’s purpose.
4.3
Risk
8.1 There are no specific risks associated with this report.
Report Details
9.1 The Housing (Scotland) Act 2014 was laid before Parliament on 15 May 2018 and
came in to force on 24 June 2018. There are changes within the Act that affect the
current Allocation Policy which was due for review in November 2016. The review was
delayed in the implementation of the 2014 Act.
9.2 The consultation document sets out the legislative changes which affect the
Allocation Policy and it seeks feedback, comments and other suggestions from
tenants and other stakeholders. The Housing Management Working Group have
considered the issues arising from the Act and the draft consultation document. It
Donalda MacKinnon 9-Nov-18
should be noted that they are not supportive of the suggestion that single person
households could be given greater access to 3 apartment properties.
9.3 The consultation will commence on 26 November 2018 and all feedback, comments
and suggestions should be submitted to HHP by 21 December 2018.
Allocations Policy Review
Consultation Document
November 2018
This Consultation Document is for HHP Tenants, applicants, partner agencies and the wider community.
HHP is a Registered Charity (No. SCO35767); Registered Society under the Cooperative and Community Benefit Societies Act 2014 Reg No 2644R(S);
Registered Social Landlord Reg No:359; Registered Property Factor: PF000183
Appendix 1
1
PREFACE This consultation document seeks views on HHP’s Allocations Policy following a review of
the policy and the changes implemented in the Housing (Scotland) Act 2014.
We request your views on the areas outlined in this paper as we review our approach to
allocating houses, and would appreciate any other issues to be highlighted.
Why are we consulting you? HHP want to provide an opportunity for all to express their opinions regarding the
Allocations Policy. The views and suggestions detailed in consultation responses will be
analysed and used as part of the decision making process for the development of the
final policy.
This consultation seeks views on the attached document. It is primarily aimed at:
HHP tenants;
Tenants and Residents Group;
Housing applicants; and
Partner agencies.
However, comments are also welcomed from other interested parties and the wider
general public. The consultation policy will be available on the Partnership’s website
www.hebrideanhousing.co.uk or by contacting the office and requesting a hard copy
of the document. A full copy of the Allocation Policy is available on request.
What we would like you to do? This consultation period begins on 26 November 2018 and runs until 21 December 2018.
Please ensure that your response to this consultation reaches us by 21 December 2018.
Responses can be submitted in writing to:
Allocation Policy Review
Hebridean Housing Partnership
Creed Court
Gleann Seileach Business Park
Willowglen Road
Stornoway
Isle of Lewis
HS1 2QP
Or by email to: info@hebrideanhousing.co.uk If you wish to discuss any aspects of the
document in more detail please contact HHP on 0300 123 0773.
2
ALLOCATION POLICY CONSULTATION
INTRODUCTION 1.1 HHP’s Allocation Policy is normally reviewed every three years. However, due to the
delay in Legislative changes the Policy review was postponed. Several provisions from
the Housing (Scotland) Act 2014 were laid before the Scottish Parliament on 15 May
2018 and came in to force on 24 June 2018.
1.2 The HHP Housing Management working Group is overseeing the review of the Policy.
The consultation will commence on 26 November 2018 and all feedback should be
submitted to HHP by 21 December 2018.
1.3 When the consultation closes all feedback will be analysed and it is proposed that the
revised Allocation Policy will be presented to HHPs Board for approval on 13 February
2019.
1.4 This document sets out the legislative changes brought in by the Housing (Scotland) Act
2014 which affect the allocation of housing. It also gives you the opportunity to
feedback any comments or suggestions which you feel may be relevant to the policy.
There are also a few questions in this document which we would like you to consider.
1.5 HHP let around 220 homes per year and there are around 500 applicants on our waiting
list seeking housing. The Allocation Policy is the means by which we determine which
applicants will be prioritised for housing.
HOUSING (SCOTLAND) ACT 2014 - POLICY CHANGES
Reasonable Preference
2.1 When allocating housing the law says that social landlords have to give reasonable
preference to people with particular needs. This has been amended in the 2014 Act.
It says that social landlords now have to give reasonable preference to:
• People who are homeless or are threatened with homelessness and who
have unmet housing needs
• People who live in unsatisfactory housing conditions and who have unmet
housing needs
• Social housing tenants who are considered to be under-occupying their
home.
2.2 Landlords can also give reasonable preference to other groups. We would like your
views on this. For example the current policy provides for those who are
overcrowded and those living in Below Tolerable Standard (BTS) housing.
3
Question 1 – Do you think there are other categories of
housing need which should be given priority?
Adapted Housing
2.3 The Housing (Scotland) Act 2014 makes an amendment to allow landlords to repossess
an adapted property where there is no longer an occupier who requires the
adaptation. This would only apply to a purpose built adapted property or a house that
has had major adaptations carried out.
2.4 It is proposed that HHP adopt this provision to repossess houses into the Allocation Policy.
However it is also proposed that enforcement action would only be used by HHP in
exceptional circumstances and would require Board approval. If a property was
required to meet the needs of an individual or family and the current tenants no longer
required the adaptation, a pack of incentives should be available, including assistance
with removal costs to encourage the tenant in moving to an alternative property.
Question 2 – Do you agree with this proposal?
Property Ownership
2.5 When deciding on an applicant’s priority for housing, the 2014 Act allows social
landlords to take the ownership or value of property owned by the applicant into
account. This applies to the applicant, anyone who normally lives with the applicant or
who plans to live with them. However, the Act makes it clear that property ownership
cannot be taken into account if:
The owner cannot secure entry to their property, for example it may be
uninhabitable
Occupation of the property will lead to abuse from someone else living in that
property or who previously lived with the applicant
Living in the property threatens the health of any occupants and the applicant
has done all they could to prevent than danger.
Question 3 – Do you think the ownership of property
should be taken into account when deciding on an
applicant’s priority?
4
Question 4 – If so do you think the exceptions above are
the right ones or should there be others?
OTHER ISSUES TO CONSIDER
Single Person Applicants
3.1 The Allocation Policy states that a single person household applicant is entitled to a 1
bedroom property. Single person households comprise almost 50% of the waiting list
but only around 25% of housing stock is 1 bedroom. Waiting times are therefore
generally longest for single person households. We currently only allocate 2 bedroom
properties to single person households where there is no demand for such properties.
Question 5 – Should single households be given an
increased chance of being allocated housing by giving
them access to a 2 bedroom property in all areas?
Prioritising Applicants
3.2 The Policy states in section 23.1 The Housing (Scotland) Act 2001 specifies that, in
allocating houses, the landlord shall not take account of whether an applicant is
resident in their area if the applicant:
I. Is employed, or has been offered employment, in the area;
II. Wishes to move into the area and they are satisfied that his purpose in doing so is
to seek employment;
III. Wishes to move into the area to be near a relative or carer
IV. Has special social or medical reasons for requiring to be housed within the area;
V. Is subject to conduct amount to harassment or
VI. Runs the risk of domestic violence.
3.3 Applicants who satisfy the above conditions will be considered for housing in terms of
HHP’s assessment process. Applicants who do not meet the above criteria will be
offered housing but the offer will be for low demand areas only.
3.4 The population in the Outer Hebrides is aging and declining. This poses challenges for
work sectors such as Health and Social Care. At present Health and Social Care are
unable to recruit enough staff and are running with a high level of vacancies. Some
care facilities are also struggling for staff.
5
Question 6 - Should applicants be prioritised for housing
if moving to the area for work purposes in areas such as
Health or Social Care etc?
Question 7 - Should people with no local connection be
allowed greater access to housing to assist with our
population decline?
Question 8 – If you answered yes to question 7 what
criteria if any should be taken into account?
Medical Priority Points
3.5 Points are awarded to applicants that currently occupy unsatisfactory housing
conditions under the Medical Factors pointing category. The following definitions are
used to award Medical points:
Urgent
Applicant has a serious, long term condition and their
current accommodation poses a major danger to their
health and this can be removed or significantly
alleviated by re-housing. This priority will be considered
for applicants in the most urgent medical need including
those with severe mobility or extreme medical conditions.
It will also be awarded where the need for re-housing
results from residential, institutional or hospital care.
50 Points
High
This will be awarded to applicants whose ill health is
significantly affected by their current accommodation
and whose condition is likely to be improved by suitable
accommodation. The danger to health is less immediate,
but there is still a significant health related housing need.
There will need to be clear evidence that alternative
housing will significantly improve the health needs of the
applicant.
30 Points
6
Medium
Where a medical condition is affected by the
accommodation and where there would be a clear
improvement in the medical condition or quality of life of
the applicant by re-housing.
15 Points
Intermediate
Where there is a housing need to move home to give or
gain support or where minor improvement in quality of
life can be achieved by a change of accommodation.
10 Points
Question 9 – Do you think this approach and these
definitions are correct?
Current Points Categories 3.6 Current needs categories and the points weighting attached to them are set out below.
Applicants are assessed against these criteria and awarded points as appropriate. The
applicants with the highest number of points are given the greatest priority. We are
seeking views on whether these categories are the right ones, for example should points
be awarded for time on the waiting list?
3.7 If you think other factors should be included or that some are not appropriate then
please give us your views. Equally if you think the weightings for any category are too
low or too high then please let us know.
Points Tables
1. Homelessness
Potentially Homeless - Where an applicant is deemed by the Homeless Persons
Officer as potentially and unintentionally homeless and in priority need (as defined in
Part 1 of the Housing (Scotland) Act 2001) points will be awarded as follows:
Potentially homeless in priority need 20 Points
Non-priority homeless – Where an applicant is determined as non priority homeless
(as defined in part 7 of the Housing (Scotland) Act 2001) points will be awarded as
follows:
Non-priority homeless 10 Points
Actually and unintentionally Homeless and in priority need - Where an applicant is
determined by Comhairle nan Eilean Siar as being actually and unintentionally
homeless and in priority need (as defined in Part 7 of the Housing (Scotland) Act
2001) the applicant will be added to HHP’s Priority Homeless List.
7
2. Condition of Dwelling
Points will be awarded if the property is in poor condition as assessed by HHP.
Seriously Sub-Standard 25 Points
Severe Disrepair 20 Points
Lacking Standard Amenities 15 Points
Maximum Points Available 25 Points
3. Overcrowding
Points will be awarded for each additional bedroom required to meet HHP’s
eligibility criteria for adequate sized housing:
Shortage of bedrooms
Waiting List - Per single bedroom
- Per double bedroom
5 Points
10 Points
Transfer List - Per single bedroom
- Per double bedroom
10 Points
20 Points
4. Medical Factors
Points are awarded based on medical certificates provided by GP’s when current
housing conditions are detrimental to the applicant’s health.
Intermediate 10 Points
Medium 15 Points
High 30 Points
Urgent 50 Points
Maximum Points Available 50 Points
5. Ex Service Personnel
Points will be awarded to ex-service personnel who have left the Armed Forces
under honourable discharge or medical discharge and who have completed at
least three year’s service.
Ex – service applicant 20 Points
8
6. Social Factors
Social points are determined after receiving a report from the Social Work
Department or other relevant agencies. Points are awarded on receipt of report
Intermediate 10 Points
Medium 15 Points
High 20 Points
Urgent 25 Points
Priority under the Social Factors category will also be awarded to applicants who
are leaving institutional or therapeutic care as follows:
a) Young people who have been
looked after by Social Work
Department
b) Patients who are ready to leave
hospital and are ‘bed blocking’
50 Points
50 Points
a) People leaving residential or
nursing care
b) People leaving prison or probation
hostels
c) People leaving supported
accommodation
10 Points
10 Points
10 Points
7. Adapted Housing
Transfer Applicant
Where applicant is seeking to
vacate an adapted house, and
tenant no longer requires use of
adaptation
30 Points
Seeking move to a suitable,
adapted property, to avoid
necessary adaptations to
existing home
20 Points
8. Under Occupation
If an applicant is under occupying a house and wishes to move to a smaller house:
Under Occupation of Bedrooms:
Waiting List -Per bedroom 5 Points
Transfer List -Per bedroom 10 Points
9
For pointing purposes a 3-apartment dwelling is regarded as a suitable dwelling for a
single person or a couple
Maximum Points Available 30 Points
9. Lack of Secure Tenancy
Points will be awarded to applicants who are living in insecure accommodation.
The definition of insecure accommodation includes people who: a) do not have a tenancy agreement
b) share facilities with another household
c) live in tied accommodation
d) occupy caravans
e) have short assured tenancies
f) suffer financial hardship due to paying high rents
g) are determined as having insecure occupancy rights by the Allocations Officer
(only one of the above categories will be applied)
Maximum Points Available 10 Points
10. Travel to Work Difficulties
Points are awarded where there are factors that affect the applicant’s ability to
sustain employment. Points will be given to those who need to be near their place of
employment where distance, transport arrangements or financial difficulties prevent
ease of access, subject to verification by the employer.
Travel to Work Difficulties 5 Points
Maximum Points Available 5 Points
11. Time on List
For each complete year 5 Points
Maximum Points Available 25 Points
Feedback
HHP will be pleased to receive any comments you may wish to make on the proposed
changes to the Allocation Policy, as outlined above. The Revised Policy is available for
inspection on HHP’s website at: www.hebrideanhousing.co.uk
10
Please complete the attached feedback form and return to:
Hebridean Housing Partnership
Creed Court
Gleann Seileach Business Park
Stornoway
HS1 2QP
Making our house your home
Kirstin Campbell 7-November-18
ITEM NO 12
HEALTH AND SAFETY POLICY STATEMENTS
Board 20 November 2018
Report by Director of Operations
Purpose of Report
1.1 To enable the Committee to review the Health and Safety Policy Statement and the
Landlord Facilities Health and Safety Policy Statement.
Summary
2.1 The Health and Safety Policy Statement and the Landlord Facilities Health and Safety
Policy Statement were reviewed in October 2018.
Competence
3.1 The legal, financial or other constraints to the recommendation in this report are
included in paragraphs 5 and 6.
Recommendations
4.1 It is recommended that the Health and Safety Policy Statement at Appendix 1 and the
Landlord Facilities Health and Safety Policy Statement at Appendix 2 are approved.
APPENDIX 1 Health and Safety Policy Statement
APPENDIX 2 Landlord Facilities Health and Safety Policy Statement
Background Papers None
Writer of Report Kirstin Campbell Tel: 0300 123 0773
Kirstin Campbell 7-November-18
Competence
Financial
5.1 There are no additional financial implications arising from consideration of this report.
Legal
6.1 There are no legal implications arising directly from consideration of this report.
Regulatory Guidance
7.1 The relevant Regulatory Standards are:
Standard Sections
4 The governing body bases its decisions on good
quality information and advice and identifies and
mitigates risks to the organisation’s purpose.
4.3
******* ******* SECTION NO. 1.2
HEBRIDEAN HOUSING PARTNERSHIP PAGE 1 OF 2
REV. 0
HSCM (VERSION 3) DATE: JAN 2017
Subject Policy Statement
HEALTH & SAFETY AT WORK ETC. ACT 1974
SAFETY POLICY STATEMENT
The Board of Hebridean Housing Partnership is responsible for the conduct of the business of
the Partnership.
The Health & Safety at Work etc. Act 1974 imposes statutory duties on employers and
employees. To enable these statutory duties to be carried out, it is the policy of the
Partnership so far as is reasonably practicable, to ensure that responsibilities for health and
safety are assigned, accepted and fulfilled at all levels of the Partnership; that all practicable
steps are taken to manage the health, safety and welfare of all employees; to conduct the
business in such a way that the Health & Safety of visitors, to any premises under our control,
is not put at risk.
1. It is the intention of the Partnership, so far as is reasonably practicable, to ensure
that:-
a) The working environment of all employees is safe and without risks to health
and that adequate provisions are made with regard to the facilities and
arrangements for their welfare at work.
b) The provision and maintenance of machines, equipment and systems of work
which are safe and without risks to health to employees, contractors and any
other person who may be affected with regard to any premises or operations
under our control.
c) Arrangements for use, handling, storage and transport of articles and
substances for use at work are safe and without risks to health.
d) Adequate information is available with respect to machines and substances
used at work detailing the conditions and precautions necessary to ensure that
when properly used they will be safe and without risk to health.
e) Employees are provided with such instruction, training and supervision as is
necessary to secure their Health & Safety.
f) The Health & Safety Policy will be reviewed at least annually.
Communication of any such changes will be made to all employees.
APPENDIX 1
******* ******* SECTION NO. 1.2
HEBRIDEAN HOUSING PARTNERSHIP PAGE 2 OF 2
REV. 0
HSCM (VERSION 3) DATE: JAN 2017
Subject Policy Statement
2. It shall be the duty of all employees at work to ensure: -
a) That reasonable steps are taken to safeguard the Health & Safety of
themselves and of other persons who may be affected by their acts or
omissions at work.
b) Co-operation with the Board so far as is necessary to ensure compliance with
any duty or requirement imposed on the employer, or any other person, under
any relevant statutory duties.
LANDLORD FACILITIES SAFETY CONTROL MANUAL
SECTION 4.0 REVISION 0 DATE Oct 2018 PAGES 2
ASPECT LANDLORD FACILITIES HS&W POLICY STATEMENT
1. Purpose
1.1 To define the HS&W policy of the Partnership in relation to its responsibilities as a Landlord and to demonstrate the commitment of the Management and personnel to implement this policy.
1.2 To set out the policy upon which the full LFHS&W Management System is based.
2. Associated Documentation and Records
2.1 This Policy Statement sets out the commitment of the Management and personnel to achieving high standards of HS&W in relation to the Partnership’s activities as a Landlord. Reference should be made to the full LFHS&W Control Manual and its associated documentation and records for the comprehensive arrangements in place to implement the commitments of this Statement.
3. Landlord Facilities HS&W Policy Statement
3.1 The Chief Executive holds overall executive control and is, therefore, responsible for the conduct of the Partnership from a Landlord’s Facilities Health, Safety & Welfare perspective.
3.2 The Partnership shall ensure that accountability and responsibility for the implementation and operation of facilities related Health & Safety and Welfare arrangements is discharged by formally appointed personnel of appropriate seniority and competence and that adequate resources are allocated to these roles.
3.3 A range of topic specific legislation imposes statutory duties on Landlords in relation to the protection of the Health, Safety and Welfare of tenants and others who may be affected by the Partnership’s undertaking as a Landlord. To enable these statutory duties to be carried out, it is the policy of the Partnership, so far as is reasonably practicable, to ensure that responsibilities for Health, Safety and Welfare are assigned, accepted and fulfilled at all levels of the Partnership; that all practicable steps are taken to manage the Health, Safety and Welfare tenants and others; and to conduct the business in such a way that the health and safety of tenants, service users, visitors, contractors and the public is not put at risk.
3.4 It is the Policy of the Partnership, so far as is reasonably practicable, to prevent injuries, incidents and ill-health that may be associated with its property portfolio and to ensure that:-
a) The living environment of all tenants is safe and without risks to healthor safety and that adequate provisions are made with regard to thesafety of premises and facilities.
b) Plant, machinery and equipment are safe and without risks to thehealth or safety of tenants, service users, contractors and any other
APPENDIX 2
LANDLORD FACILITIES SAFETY CONTROL MANUAL
SECTION 4.0 REVISION 0 DATE Oct 2018 PAGES 2
ASPECT LANDLORD FACILITIES HS&W POLICY STATEMENT
person who may be affected with regard to any premises or operations under the Partnership’s control.
c) All Statutory inspection regimes are maintained so far as reasonablypracticable to comply with legislation, codes of practice and best practice.
d) Adequate information is made available to tenants and others inrelation to facilities and premises related hazards and risks.
e) Employees are provided with such instruction, information, trainingand supervision as is necessary to ensure the Landlord’s HS&Wresponsibilities may be adequately discharged.
f) This Policy Statement, and all supporting Policies, Procedures andArrangements shall be reviewed and updated as and when it isnecessary or appropriate and at least annually. Communication of anysuch changes shall be made to all employees.
3.5 To enable the Partnership to meet its statutory duties and commitments set out above, a comprehensive LFHS&W Management System shall be operated, which shall include written Policies, Procedures and Arrangements for all relevant areas of HS&W Management relevant to the role of a Landlord. These shall be set out in a Control Manual, which shall be adopted by the Board and the Chief Executive. All relevant employees shall be provided with adequate information, instruction and training in the contents of the Manual and in risk management issues relevant to their work.
3.6 This Policy Statement shall be presented on the Partnership’s web site to ensure that all interested parties can view this commitment to Landlord’s HS&W and on all staff notice boards. Parties requiring further, more detailed information on the system shall be provided with all such reasonable information by the Partnership’s Facilities Safety Advisor (FSA).
3.7 It shall be the duty of all employees with defined responsibilities under this system to:
a) Co-operate with the Partnership so far as is necessary to ensurecompliance with any duty or requirement imposed on the Partnership,or any other person, under any relevant statutory duties.
b) Comply with any safe working procedures, practices or ‘rules’ set outby the Partnership and with the information, instruction and trainingprovided.
3.8 All accidents, incidents, ill health and near misses associated with a potential breach of Landlord’s duties shall be reported to the Chief Executive and shall be appropriately investigated and reported to external Authorities/Bodies where appropriate.
Making our house your home
Angela Smith 28-Feb-18
ITEM NO 13
SAFEGUARDING POLICY REVIEW
Board 20 November 2018
Report by Chief Executive
Purpose of Report
1.1 The purpose of this report is to update the Board regarding compliance of HHP’s
Safeguarding Policies with OSCR guidance.
Summary
2.1 OSCR expects Charity Trustees to review safeguarding policies on an annual basis, to
ensure they are consistent with the Interim Guidance, issued in May 2018.
2.2 The guidance covers the welfare of children and vulnerable adults to protect them
from harm including physical, emotional, sexual and financial harm and neglect.
2.3 HHP has various policies which have aspects of Safeguarding in them and their
compliance with appropriate guidance is detailed at Appendix 1, with further details
on HHP’s approach to Safeguarding in the body of the report.
Competence
3.1 There are no financial constraints arising from the recommendation to this report
being implemented. Legal constraints are detailed at 6.1.
Recommendations
4.1 It is recommended that the Board note the review of policies at Appendix 1 in respect
of Safeguarding.
APPENDIX 1 Safeguarding – Policy Review
Background Papers OSCR Safeguarding Guidance, May 2018
Writer of Report Angela Smith
Angela Smith 28-Feb-18
Competence
Financial
5.1 There is no financial constraint arising from the recommendation to this report being
implemented.
Legal
6.1 There is a legal requirement to comply with guidance issued from regulatory bodies.
Regulatory Guidance
7.1 The relevant Regulatory Standards are:
Standard Sections
2 The RSL is open and accountable for what it does. It
understands and takes account of the needs and
priorities of its tenants, service users and stakeholders.
And its primary focus is the sustainable achievement of
these priorities
2.4
Risk
8.1 The major risk of not complying with Safeguarding guidance from OSCR is that
vulnerable beneficiaries may not be safe, and the Partnership would compromise its
charitable status, in addition to incurring reputational damage.
8.2 Legislation and Regulatory Changes are itemised at number 7 on the Risk Register,
and Data Security and Integrity is at number 10.
Report Details
Safeguarding Policies
9.1 Charity Trustees are accountable for all that happens in their charity. In its
Safeguarding Guidance OSCR states that:
You must act in the interests of the charity:
◦ You must operate in a manner consistent with the charity’s purpose;
◦ You must act with care and diligence; and
◦ You must manage any conflict of interest between the charity and any
person or organisation who appoints charity trustees.
9.2 OSCR’s guidance also states that Charities have a wider responsibility to protect their
staff, volunteers and beneficiaries in general but the safeguarding guidance issued in
May 2018 focuses on the safeguarding of vulnerable beneficiaries. The following is an
extract from the Guidance:
“Safeguarding is the action that an organisation takes to promote the welfare of
children and vulnerable adults to protect them from harm including physical,
emotional, sexual and financial harm and neglect. This includes making sure that the
appropriate policies, practices and procedures are put in place. Safeguarding
includes child protection but goes further and extends to all vulnerable beneficiaries.”
Angela Smith 28-Feb-18
9.3 Vulnerable beneficiaries may be protected in the following ways:
having in place policies and procedures that will help make sure that children
and vulnerable adults are protected from harm;
making sure those policies and procedures are implemented and understood
by everyone in the charity;
having clear lines of responsibility and accountability within the charity to deal
with any safeguarding issues;
making sure that staff and volunteers are trained to identify potential harm,
know what action to take and are clear about how, when and who to report
to.
9.4 HHP can demonstrate that it is operating appropriately and in an manner consistent
with its purpose and with safeguarding guidance in a number of ways:
Codes of Conduct, based on model documents approved by regulatory
bodies, are signed by all Staff and Board Members before they can take an
active part in HHP’s business functions;
Full Disclosures of Interest are made by all Staff and Board Members annually,
and further Declarations of Interest are recorded before each Board or
Committee Meeting commences;
Rule compliance is reviewed and approved at the last meeting before the
AGM;
Training requirements are reviewed during staff appraisals and worked into a
Training Schedule which is approved by Board;
There is a Policy Review Schedule in place to ensure all policies are subject to a
review within a timeframe consistent with the risk they carry;
A Risk Register is reviewed and presented at each meeting of the Audit & Risk
Committee;
HHP’s Business Plan and Financial Regulations are reviewed annually; and
Various statutory returns are made to Regulatory Bodies annually.
9.5 In terms of HHP’s policies, those which were identified as having elements which
addressed Safeguarding, of beneficiaries and staff, are detailed below:
Codes of Conduct;
Comments, Compliments & Complaints;
Entitlements, Payments & Benefits;
Disclosure of Interest;
Equal Opportunities;
Fire Safety;
Fraud;
Gas Management;
Health & Safety;
Lone Working;
Managing Violence and Aggression at Work;
Maternity Leave;
New & Expectant Mothers;
Openness & Confidentiality;
Particular Housing Needs;
Repair & Maintenance;
Risk Management;
Scottish Secure Tenancy;
Smoking at Work;
Special Leave;
Stress Management;
Angela Smith 28-Feb-18
Tenant Participation;
Unacceptable Actions by Complainants;
Vulnerable Consumers;
Whistleblowing; and
Young Workers.
9.6 It was agreed that these policies would have an annual review in respect of
Safeguarding, and a report would go to the Board each November to confirm the
policies remain compliant with the latest guidance, or advise of any changes which
may be required. Appendix 1 details each policy and how it has been reviewed.
9.7 OSCR recommends that Charity Trustees should received training on Safeguarding, so
this will be included in the Board Training Schedule for the coming year.
Angela Smith 28-Feb-18
SAFEGUARDING - POLICY REVIEW
POLICY REVIEW CONDUCTED
Codes of Conduct Model Policies adopted in 2018, which were
approved by the Scottish Housing Regulator and
drafted by SFHA. Consistent with all current
guidance.
Comments, Compliments & Complaints Due for review in 2020 but remains consistent
with SPSO guidance.
Disclosure of Interest Due for review in May 2019, but remain
consistent with Codes of Conduct which are
consistent with current guidance.
Entitlements, Payments & Benefits Due for review in May 2019, but remains
consistent with Codes of Conduct which are
consistent with current guidance.
Equal Opportunities Revised in June 2017 and consistent with
legislation. Equalities training due to take place
with staff and Board Members on 13 November
2018.
Fire Safety Annual review took place in May 2018 and is
appropriate with current guidance. .
Fraud Fraud Checklist reviewed and approved in
March 2018.
Gas Management Due for review in February 2019. At September
2018 409 properties had gas heating systems
and all had a gas safety certificate at that date.
Health & Safety Annual review conducted in February 2018.
Consistent with all current guidance and no
amendment made.
Lone Working Updated in September 2017 with next review
due in 2020. No major amendments required
and is consistent with Health & Safety at Work
legislation. Based on Croner Model Policy.
Managing Violence and Aggression at Work General review due to be carried out in
February 2019. This is based on a Croner model
policy which was compliant with all relevant
guidance at the point of adoption.
Maternity Leave Updated in November 2017 with next review due
in 2020. No major amendments required and it is
consistent with Health & Safety at Work
legislation. Based on Croner Model Policy.
New & Expectant Mothers General review due to be carried out in
February 2019. This is based on a Croner model
policy which was compliant with all relevant
guidance at the point of adoption.
Openness & Confidentiality Reviewed for GDPR compliance in March 2018,
Full review postponed as awaiting Freedom of
Information decision, however, it is consistent
with the requirements of relevant legislation.
Particular Housing Needs Updated in September 2017 to include working
with the Integration Joint Board, whose key
deliverables include the strengthening of adult
protection protocols and service planning.
Further review due in 2020 unless any
amendment required before that date.
Consistent with current guidance.
APPENDIX 1
Angela Smith 28-Feb-18
Repair & Maintenance In line with Special Needs Housing Policy, Right to
Repair, and OT referral processes. Updated in
November 2017 and consistent with relevant
guidance.
Risk Management Reviewed in July 2018 on an annual cycle and
consistent with the risk HHP faces.
Scottish Secure Tenancy Awaiting Model Scottish Secure Tenancy
Agreement following the introduction of the
Housing (Scotland) Act 2014. All tenants advised
of the changes to their rights under their tenancy
agreement by mailing in October 2018.
Smoking at Work Updated in November 2017 with next review due
in 2020. No major amendments required and it is
consistent with Health & Safety at Work
legislation. Based on Croner Model Policy.
Special Leave Revised in May 2017 to allow for paid time off for
union stewards. Consistent with
recommendations.
Stress Management Updated in November 2017 with next review due
in 2020. No major amendments required and it is
consistent with Health & Safety at Work
legislation. Based on Croner Model Policy.
Tenant Participation Tenant Participation Strategy in place and
updated annually.
Unacceptable Actions by Complainants Updated in September 2017 with next review
due in 2020. No major amendments required
and it is consistent with Health & Safety at Work
legislation. Based on Croner Model Policy.
Vulnerable Consumers Introduced in March 2015, initially reviewed in
2016 and due for next full review in March 2019.
All aspects of vulnerability covered by policy
and various staff took part in training courses in
2018 to cover: Child Protection, Landlords
Facilities Health and Safety Awareness, Energy
Awareness, Gas Safety Awareness, Full Service
Universal Credit, Emergency First Aid, and
Equalities.
Whistleblowing Due to be updated in 2020, but consistent with
Whistleblowing guidance following the Public
Interest Disclosure Act 1998 (PIDA) and the
Enterprise and Regulatory Act 2013.
Young Workers Updated in November 2017 with next review due
in 2020. No major amendments required and it is
consistent with Health & Safety at Work
legislation. Based on Croner Model Policy.
Making our house your home
Angela Smith 5-Nov-18
ITEM NO 14
CODE OF CONDUCT
Board 20 November 2018
Report by Chief Executive
Purpose of Report
1.1 The purpose of this report is to seek Board approval in respect of a revised Code of
Conduct for Staff following consultation with staff and the union, and a further revision
to the Code of Governance for Board Members.
Summary
2.1 The Conduct for Staff was approved to go out to consultation with staff and the union
on 29 August 2018.
2.2 Several responses were received during the consultation period and they have been
considered by Executive Team, with several suggested recommendations being
implemented. Staff were informed of the outcome of the consultation on 5 November
2018.
2.3 The revised Code of Conduct for Staff is at Appendix 1 for approval.
2.4 The Code of Conduct for Board Members was approved in August, but requires a
further update to bring it into line with the current Entitlements, Payments & Benefits
Policy (Highlands & Islands Variant) and Disclosure of Interest Policy. Board approval is
being sought to make the changes.
Competence
3.1 Legal and financial constraints to the recommendation in this report being
implemented are at 5.1 – 6.1.
Recommendations
4.1 It is recommended that the Board approves:
a) the revised Code of Conduct for Staff at Appendix 1; and
b) the Code of Governance for Board Members be further revised to bring it into
line with the current Entitlements, Payments & Benefits Policy (Highlands &
Islands Variant) and Disclosure of Interest Policy.
APPENDIX 1APPENDIX Code of Conduct for Staff V 4.0
Background Papers HHP Rules
Regulatory Standards of Governance and Financial Management
Writer of Report Angela C Smith Tel: 0300 123 0773
Angela Smith 5-Nov-18
Competence
Financial
5.1 There is no financial constraint to the recommendations in this report being
implemented.
Legal
6.1 There is a legal requirement to have Codes of Conduct in place for Board Members
and Staff in accordance with Regulatory Standard 5.2, as follows:
The RSL upholds and promotes the standards of behaviour and conduct it
expects of governing body members and staff through an appropriate code of
conduct. It manages governing body members’ performance, ensures
compliance and has a robust system to deal with any breach of the code.
Regulatory Guidance
7.1 The relevant Regulatory Standards are:
Standard Sections
5 The RSL conducts its affairs with honesty and integrity. 5.2
Risk
8.1 There is a risk of breaching the Regulatory Standards of Governance and Financial
Management if appropriate Codes are not in place and reviewed regularly. The
adoption of the attached Codes mitigates this risk.
8.2 Legislation and Regulatory Changes are at Item 7 on the Risk Register.
Report Details
Code of Conduct for Staff
9.1 The Code of Governance for Board Members and Code of Conduct for Staff were
due for review in 2018.
9.2 HHP’s Codes are based on Draft Model Codes prepared by the SFHA and agreed by
the Regulator.
9.3 The Code of Conduct for Staff was approved for consultation with staff and the union
in August 2018, and the consultation ran from 5-28 September 2018.
9.4 Eight responses were received during that period, including a response from Unison,
and they were reviewed by Executive Team with the outcome being fed back to staff
on 6 November 2018.
9.5 Whilst we were unable to make any major changes as the majority of the wording is
Regulator approved, we were able to make further amendments in respect of
aligning the Code with policies we currently have in use, such as the ICT Security
Policy, and realigning it with the current Entitlements, Payments & Benefits Policy
(Highlands and Islands Variant) which is what we have been using to date in respect
of carrying out works in our own homes. In addition, the wording in connection with
mobile phone use has been revised based on feedback from staff.
Angela Smith 5-Nov-18
9.6 The updated Code of Conduct for Staff is at Appendix 1 for approval.
Code of Governance for Board Members
9.7 The Code of Governance for Board Members was approved in August, but requires a
further update to bring it back into line with the current Entitlements, Payments &
Benefits Policy (Highlands & Islands Variant), and Disclosure of Interest Policy. The
changes are in respect of sections 3 – Definition of Close Connection’ and section 4 –
Declaring Personal Interests, in Appendix 1 to the Code. Board approval is being
sought to make the changes.
Code of Conduct for Staff
Effective Date: November 2018 Review Date: November 2021 Approved by HHP Board: 20 November 2018
APPENDIX 1
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TABLE OF CONTENTS
INTRODUCTION ...................................................................................... 2
HONESTY & INTEGRITY ............................................................................. 3
OPENESS AND ACCOUNTABILITY .............................................................. 5
SELFLESSNES, OBJECTIVITY AND LEADERSHIP ............................................. 7
BREACH OF THE CODE ............................................................................ 9
POLICY CHANGE HISTORY ...................................................................... 10
INTERPRETATIONS & ABBREVIATIONS ........................................................ 11
STATEMENT OF ACCEPTANCE .................................................................. 12
DECLARING AND MANAGING PERSONAL INTERESTS .................................. 13
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CODE OF CONDUCT FOR STAFF
INTRODUCTION
1.1 HHP attaches the greatest importance to ensuring that high standards of
behaviour are demonstrated by all of our people and in all of our activities.
1.2 This Code of Conduct sets out the standards of conduct required of you as a
member of our staff.
1.3 As a Registered Social Landlord (RSL), we are required by the Scottish Housing
Regulator (SHR) to adopt and comply with an appropriate Code of Conduct.
This Code is based on the Model Code of Conduct produced by the Scottish
Federation of Housing Associations and EVH – Supporting Social Employers.
The SHR has confirmed that this Code fully complies with its Regulatory
Standards and their input during the production of this code is
acknowledged.
1.4 You must make yourself familiar with the terms of this Code and act in
accordance with its requirements at all times. You are required to sign the
Code (in the 'Statement of Acceptance' at the end) to confirm that you have
read and understood the terms of the Code and you have a personal
responsibility to uphold the requirements of this Code. Once signed, your
‘Statement of Acceptance’ form must be returned to the P.A. where it will be
held on your personnel file.
1.5 You must also ensure you are familiar with, and comply with all of our policies.
1.6 If there are any aspects of this Code, or of any of the related policies, on
which you are unclear, you must seek guidance from your line manager. Your
line manager will also be able to give guidance where you are unsure how
the Code or related policies apply in a particular situation.
Who the Code applies to
1.7 This Code of Conduct applies to everyone who works for us whether
employed directly or otherwise.
1.8 A copy of this Code will be given to every person that it applies to.
How the Code is structured
1.9 The Code is based on the Nolan Principles on Standards in Public Life which
are recognised as defining good conduct for those who work for the public
using public money.
1.10 We have defined three groups of principles as the basis for the Code:
a) Honesty and Integrity - section 2;
b) Openness and Accountability – section 3; and
c) Selflessness, Objectivity, Leadership - section 4.
1.11 Each of the three sections begins with a statement of principle. This is followed
by a number of provisions which set out the requirements of the Code in more
detail.
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The Code is not exhaustive and it should be remembered that all staff
members are responsible for ensuring that their conduct at all times meets the
high standards that the RSL sector is recognised for upholding. As well as
observing the detail of the Code, you should apply its intention and spirit to all
situations in employment.
You are required to sign the Statement of Acceptance at the conclusion of
this code at Appendix 1 which also outlines the implications for any breach of
the code.
THE CODE OF CONDUCT
HONESTY & INTEGRITY
2 You must act at all times with honesty and integrity. You must not use, or seek
to use, your position to gain financial or other benefit for yourself, your family
or friends.
Gifts & Hospitality
2.1 You must act, and be seen to act, wholly in the interests of the Partnership,
our residents and other service users. You should not benefit improperly from
your position.
2.2 You must not accept any offers of gifts or hospitality from individuals or
organisations which might reasonably create – or be capable of creating –
an impression of impropriety, influence or place you under an obligation to
these individuals or organisations. You must comply with our policy on the
matter. The following points from our Entitlements, Payments & Benefits Policy
are highlighted below for your reference:
Small gifts (e.g. a box of chocolates, pens, folders, paperweights) and
prizes from our contractors and suppliers can be accepted if:
• the value does not exceed £50
• you do not receive more than one such gift from the same
source in a 12 month period
• you record receipt of the gift in the register
You should not normally accept other gifts and should decline any gifts
with a value of more than £50 unless to do so would cause offence or
otherwise damage our reputation. In these cases you must:
• Advise the donor that the gift will be donated to charity or will
form part of our annual charity fund raising activities
• Record the gift and the action taken in the register within five
days
You should not regularly accept gifts from the same source and never
more than once from the same source within a 12 month period.
You should also record any offers that you decline and the reasons for
this, in the register within five days.
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Prevention of Bribery
2.3 We must comply with anti-bribery legislation. We have adopted, and comply
with, anti-bribery and corruption policies. Our Anti-Corruption Policy
Statement outlines our requirements in this respect.
2.4 We forbid all forms of bribery - meaning a financial or other advantage or
inducement intended to persuade someone to perform improperly any
function or activity. You must not offer, seek or accept bribes and must
comply with our policy on bribery. Offering, seeking or accepting bribes will
result in disciplinary action and may also result in criminal prosecution.
2.5 You must report to our Compliance Officer any instances of suspected bribery
within the Partnership or any external organisation with which we have
dealings.
Personal Benefit
2.6 You, or someone closely connected to you, cannot as a result of your role
with us receive preferential treatment relating to any services provided by the
Partnership or its contractors/suppliers, and you should be able to
demonstrate this.
2.7 Where, in your personal/home life, you need a service from a contractor or
supplier, if it causes no disadvantage or inconvenience to you to avoid using
someone off our approved list, then we would ask that such use is avoided. If,
however, you need to use one of our contractors or suppliers, it is important
that the guidance at Section 4 of our Entitlements. Payments and Benefits
Policy is followed exactly. An up-to-date list of our contractors and suppliers
forms part of our EPB Policy and is available on the Intranet.
2.8 You must not use, or seek to use, your position to promote your personal
interests or those of any person with whom you are closely connected or the
interests of any business or other organisation with which you have a
connection.
Section 3 of Appendix 2 defines what is meant by 'closely connected’.
Resources, Facilities and Premises
2.9 You must use our resources, facilities and premises only for the purposes
intended and in a responsible and lawful manner. This includes office
premises, telephone, computer and other IT facilities, equipment, stationery,
transport and staff.
Reasonable personal use of office telephones and computers and company
mobile telephones is permitted but must be kept to a minimum.
2.10 Mobile phones and direct dial phone numbers are provided to staff for HHP
business use. Personal use is recharged to staff in the event of extra costs.
Please refer to ICT Security Policy for full guidance on use of HHP phones and
equipment, always bearing in mind that personal devices should never be
used to access work emails.
2.14 You must comply with all of our relevant policies, including (but not
exclusively) Communications, ICT, Health & Safety, and Equal Opportunities.
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2.15 You must not undertake work for another organisation - or for any personal
business - on HHP’s premises nor use our resources or facilities for such a
purpose, unless you have specific permission from your Director.
Funds and Expenses
2.16 Our funds must be safeguarded from abuse, theft or waste. You must at all
times apply and observe all of our Financial Regulations and internal controls.
2.17 You must comply with our relevant policies when procuring goods/services or
claiming expenses.
Tenants/Service Users and Money
2.18 As a general rule, in relation to tenants and service users you must not:
• Give or loan them money;
• Receive a gift or loan of money from them; or
• Invite or influence them to make a will or trust under which you are
named as executor, trustee or beneficiary.
2.19 In circumstances where you have a declared family connection to a
tenant/service user, common sense will be applied and the Partnership would
not seek to impose restrictions on the private exchange of money between
you and that individual. The same will apply when you declare friends.
2.20 When a staff member is a tenant, it is recognised that they will be
remunerated in accordance with their contract of employment, and any
policy and procedure in place in respect of expenses incurred in the normal
operation of their duties.
General Responsibilities
2.21 You must not act in a way that unjustifiably favours or discriminates against
particular individuals, groups or interests.
You should be aware that under the Equality Act 2010, the following nine
characteristics are specifically protected: age, disability, gender
reassignment, marriage and civil partnership, pregnancy and maternity, race,
religion or belief, sex and sexual orientation.
2.22 In presenting information you must set out the facts and relevant issues
truthfully.
2.23 You must avoid any situation that could give rise to suspicion or suggest
improper conduct. You should avoid conduct that is likely to bring the
Partnership into disrepute or undermine its managerial integrities. This includes
conduct taking place outside the immediate normal working environment,
but connected to the Partnership, for example, Christmas parties or other
social events.
OPENESS AND ACCOUNTABILITY
3 You must declare all relevant personal interests. You must handle information
in accordance with our policies and procedures. You must report to the
appropriate senior person within HHP any reasonable and honest suspicions
you may have about possible wrongdoing.
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Declaring Interests
3.1 We must ensure that no conflict arises, or could reasonably be perceived to
arise, between your duties and your personal interests, financial or otherwise.
You must declare, and manage openly and appropriately, any actual or
potential interests or conflicts. Further information on the declaration of
interests is detailed at para 4.1 of Appendix 2.
3.2 Where you have a personal, business or financial interest in any matter that is
relevant to our activities or is being considered (or is likely to be considered),
or you know that someone to whom you are closely connected has such an
interest, you must declare it promptly and record it in our Disclosure of Interest
Register.
3.3 In cases where a letting may be granted to you or a close relative of yours, in
accordance with the Allocations Policy and the Control of Payment and
Benefits for Board Members and Staff Policy, the appropriate Senior Manager
should prepare a report outlining the circumstances of the individual and that
report should be submitted to the Partnership’s Board of Management for
approval. Any subsequent allocation should be recorded in the appropriate
register.
3.4 You must keep your entry in the Disclosure of Interest Register complete,
accurate and up to date. The register is retained within the Corporate Filing
System and is a public document so it may be accessed at any point for
checking.
Handling Information
3.5 You must observe and uphold the legal requirements and our policies in
respect of the storage and handling of information, including personal and
financial information. Our Communications Policy, Openness and
Confidentiality Policy, Communication Tools Procedure, Data Protection
Procedure, ICT Security Policy, ICT Strategy and Financial Regulations give
further guidance.
3.6 You must respond to requests for information positively and must not prevent
people or bodies from being provided with information that they are entitled
to receive.
3.7 You must not use confidential information acquired through your work as one
of our employees for your private interests or any other purpose for which it is
not intended.
Respecting Confidentiality
3.8 You must respect confidentiality and ensure that you do not disclose
information to anyone who is not entitled to receive it, both whilst you are a
member of staff and after you have left our employment.
3.9 The permission of the Senior Officer is required before confidential
correspondence or documents are removed from the work premises.
3.10 Partnership mobile phones and tablets must always be password protected.
3.11 Unless specifically authorised to do so, you must not make comments or
statements in public or to the media, or pass any documents or other
information to the press or media about us or our activities. If you are
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approached by the press or other media you must quickly pass the enquiry to
the Senior Officer of the Partnership.
3.12 You must not publish any material or deliver any lecture or address any issues
relating specifically to us or our activities without prior approval from the
senior officer.
Using Social Media
3.13 We respect your right to a private life, and that includes joining any social
media sites that you wish. However, as information posted on such sites is
classed as public and not private, you must not disclose any private or
confidential information relating to us, our customers, partners, suppliers,
board members, or employees on any social networking sites, bulletin boards,
blogs or similar. (See also 4.13 under “Upholding our reputation”). This applies
whether you are posting under your own name or a pseudonym. Social
media should not be accessed during working hours.
3.14 It is prohibited to post on social media sites any comments on people and
events connected to the Partnership, or make any remarks which could
potentially bring the Partnership into disrepute. Furthermore, the use of
photographs taken in Partnership premises or at Partnership events, which
depict officers, Board members, tenants or other connected persons, is
expressly forbidden without the permission of the individuals concerned.
Using Personal Mobile Phones
3.15 The personal use of mobile phones should be limited during work hours to
minimise the impact to the employee’s work and that of their colleagues.
Where possible, employees should take any personal calls in the breakroom
to minimise disruption to colleagues.
Reporting Concerns
3.16 If you become aware of any actual or potential fraud, corruption or
wrongdoing, or breaches of this Code, you must report this to your line
manager or to the Chief Executive. You may do so on a confidential basis.
Our Whistleblowing Policy gives further information.
3.17 You must not victimise any person who has used - or intends to use, or is
suspected of having used - our confidential reporting or whistleblowing
procedures to report any actual or alleged fraud, corruption or wrongdoing
by others.
SELFLESSNES, OBJECTIVITY AND LEADERSHIP
4 You must act in the best interests of HHP at all times within the framework set
by the Partnership, working to promote our aims and objectives, upholding
our values and setting a good example by your own conduct.
Fulfilling Your Role
4.1 You must comply with your terms of appointment and our policies and
procedures relating to your role.
4.2 You must fulfil your duties responsibly, exercising reasonable skill and care and
acting at all times in our best interests and that of our tenants and other
service users. As an organisation, we always aim to put the needs of our
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tenants and service users first, and we expect all of our staff to do the same in
their day to day work, within the framework of our policies and procedures.
4.3 You must work to promote our aims and objectives and in accordance with
the relevant legal and regulatory requirements (including those, as
applicable, of the Scottish Housing Regulator, the Office of the Scottish
Charity Regulator, the Financial Conduct Authority and the Care
Inspectorate). If you are in doubt as to the legal and regulatory requirements
that are relevant to your role, you must seek guidance from your line
manager.
4.4 You must work at all times in accordance with our policies and procedures
and not allow your own personal or political opinions to affect the way in
which you carry out your duties. This does not impinge on your right to be an
active citizen or, for example, to be an active trade unionist.
4.5 You must take direction from your line manager, other senior managers, your
Director, and the Board, and exercise responsibly any authority that comes
with your role as a staff member.
4.6 You must not seek to use informal channels to influence the Board regarding
decisions to be made about the conduct of our business.
4.7 Approval is required from your Director before taking on any outside work or
any position (paid or unpaid) that will in any way impact on your role with us.
Any such work or position must not interfere with your existing job or conflict
with our interests. Appendix 2 gives more details on declaring interests.
4.8 You must participate in any necessary training, and play an active part in our
performance appraisal process. You will contribute to the identification of any
personal training needs you may have in order to keep your professional skills
and knowledge up to date.
Working with Tenants and Other Service Users
4.9 You must maintain high standards of professionalism, fairness and courtesy in
all your dealings with tenants and other service users.
4.10 You must always give your name or job title to any tenant, service user or
member of the public with whom you have contact.
4.11 You must not allow any personal relationship with a tenant or other service
user to conflict with the conduct of your role and responsibilities.
4.12 You must use the appropriate channels for handling tenancy and service
provision issues. You must not act outside our established procedures in any
matter concerning any tenant or other service user.
Upholding Our Reputation
4.13 You must not act in a way that could reasonably be regarded as bringing us
into disrepute. This would include publicly making any derogatory comments
about the Partnership, its staff, Board members, service users, partners and
anyone that we are doing business with. If you have a grievance or concern
relating to a member of staff or of the Board or have any concern about
potential wrongdoing you should discuss it with your line manager or Director.
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4.14 You must always be a positive ambassador for us and our work, especially
when attending events as a member of our staff or in dealing with outside
bodies.
Showing Respect for Others
4.15 You must treat others with respect at all times. This includes considering the
views of others and being tolerant of differences.
4.16 You must adhere to both the letter and the spirit of our equality and diversity
policy. See also 2.21 above about the need to avoid discrimination of any
kind.
4.17 You must always conduct yourself in a courteous and professional manner.
You must not, by your actions or behaviour, cause distress, alarm or offence.
4.18 You must not harass, bully or attempt to intimidate any person.
4.19 You must take care when displaying materials in the office, and ensure that
these would not reasonably cause offence to your colleagues. If in doubt,
consult your line manager before displaying any materials.
4.20 You must ensure that the language you use would not reasonably cause
offence to your colleagues, tenants or other members of the public you
come into contact with in your capacity as an HHP employee.
4.21 When attending meetings, you must be courteous to all attendees and
respect the position of the meeting chair or convenor. You must also ensure
that mobile phones are switched off/on silent other than in very exceptional
circumstances where it is necessary to take an urgent call.
BREACH OF THE CODE
5.1 As a member of staff you have a responsibility to promote and uphold the
requirements of this Code. If you consider that you may have breached the
Code, or have witnessed or become aware of a potential breach by another
staff member, you should immediately bring the matter to the attention of
your line manager or Director.
5.2 Any material breach of the Code will be considered under our disciplinary
procedures and may result in a disciplinary action being taken, which may
include dismissal.
5.3 As a member of staff you have a duty to co-operate with and contribute to
any investigation relating to a potential breach of the Code or an associated
matter
5.4 You must sign the below statement of acceptance once you have read and
understood this Code and its requirements.
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POLICY CHANGE HISTORY
Version Change Applied Date By
2.5 Updated Policy 20/02/13 Angela Smith
3.0 SFHA Model Policy adopted and
adapted for HHP use. 24/06/15 Angela Smith
4.0
Latest SFHA Model Policy adopted
and revised for HHP use, but content
from current EPB Policy retained.
21/11/18 Angela Smith
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INTERPRETATIONS & ABBREVIATIONS
The following interpretation and abbreviations are used in this policy:
Word Interpretation
HHP or Partnership Hebridean Housing Partnership
Board Means the Board of the Hebridean Housing Partnership
Board Members All Members of the Board including co-opted Members
Close Connection
Someone 'closely connected' to you includes family
members and persons who might reasonably be
regarded as similar to family members even where there
is no relationship by birth or in law, for example, spouses
and partners, children (included adopted and step-
children), parents and parents-in-law, grandparents,
grandchildren and siblings
Chair
The Chairperson of the Hebridean Housing Partnership or
the Chair of a meeting.
Compliance Officer
The officer responsible for supporting the Board in the
implementation of our external and internal controls. This
role is aligned with the Corporate Governance
Manager’s post.
Contractor
A person or business with which the Partnership has a
business contract.
EVH Employers in Voluntary Housing
Senior Officer
The Chief Executive of the Hebridean Housing
Partnership.
SHR Scottish Housing Regulator
Supplier
A person or business that supplies the Partnership with
goods or services for a fee.
All references to the masculine gender in this policy shall read as equally applicable
to the feminine gender
HHP is a registered society under the Co-operative and Community Benefit Societies Act 2014, Registered Number: 2644R(S),Registered Office: Creed
Court, Gleann Seileach Business Park, Willowglen Road, STORNOWAY, Isle of Lewis HS1 2QP. It is a charity registered in Scotland, Charity
Number:SCO35767, registered as Registered Social Landlord with the Scottish Housing Regulator, Registration Number:359 and registered as a Property
Factor, Registration Number PF000183
Email: info@hebrideanhousing.co.uk
Web: www.hebrideanhousing.co.uk
Phone:0300 123 0773
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STATEMENT OF ACCEPTANCE
I have read and understood the terms of this Code of Conduct and I agree to
uphold its requirements in all my activities as a staff member of Hebridean Housing
Partnership Ltd.
I confirm that I am aware that I must declare and manage any personal interests in
accordance with our policy. I agree to review all relevant Registers regularly to
ensure that all entries relating to me are accurate.
I understand that, if I am found to have breached any points mentioned in this Code
of Conduct or acted against its spirit, action will be taken in accordance with HHP’s
disciplinary procedures and could ultimately result in my dismissal.
Signed _____________________________________________________
Date _____________________________________________________
This Code of Conduct was adopted by the Board on 20 November 2018, following a
period of consultation with staff, and comments were incorporated where
appropriate. It will be further reviewed not later than November 2021.
The Board will receive the annual reports on the working of this Code.
Appendix 1
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DECLARING AND MANAGING PERSONAL INTERESTS
Introduction
1.1 Being a member of HHP staff is of course only one part of your life. Other
aspects of your life - such as family, friends and neighbours, voluntary work,
causes you support, possibly business or financial interests, possibly your own
housing arrangements - may have the potential to cross over into your role as
a staff member.
1.2 However, as we are an organisation that works for the community [and uses
public funds], it is essential that there is no conflict - and that there can be no
reasonable perception of conflict - between your duties as a member of staff
and your personal (or personal business or financial) interests.
1.3 Any potential conflict between your position as a member of our staff and
your other interests must be openly declared and effectively managed so as
to protect the good reputation of HHP and the RSL sector.
1.4 As stated in the Code (provision 3.1), where you have a personal business or
financial interest in any matter that is relevant to our activities or is being
considered (or is likely to be considered) or you know that someone to whom
you are closely connected has such an interest, you must declare it promptly
and record it in the Register of Interests.
1.5 This Appendix gives further guidance on how to declare and manage any
personal (including personal business or financial) interests.
Examples of Interests that must be Declared
2.1 The following are examples of the kind of interest that you must declare.
Please note that this list is not exhaustive, and there may be other interests
that you should also declare.
• Tenancy of a property (by you or someone to whom you are closely
connected) of which we are the landlord;
• Occupancy or ownership of a property (by you or someone to whom
you are closely connected) which is factored or receives property
related services from us;
• Receipt of care or support services from us;
• Membership of a community or other voluntary organisation that is
active in the area(s) we serve;
• Voluntary work with another RSL or with an organisation that does, or is
likely to do, business with us;
• Membership of the governing body of another RSL;
• Being an elected member of any local authority where we are active;
• If you purchase goods or services from us;
• If you purchase goods or services from one of our approved
contractors or Framework Agreement partners;
• Significant shareholding in a company that we do business with;
Appendix 2
22
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• Membership of a political, campaigning or other body whose interests
and/or activities may affect our work or activities;
• Ownership of land or property in our areas of operation excluding for
the purpose of your own residential use (i.e. there is no requirement for
you to declare any house in which you currently live); and
• Unresolved dispute relating to the provision of services in connection
with a tenancy or occupancy agreement or a contractual dispute
over the provision of goods or services with us.
2.2 If you are not sure whether a certain matter needs to be declared, you must
seek guidance from your line manager or from the Company Secretary If
doubt remains, the advice would always be to declare the matter.
2.3 You should note that in some circumstances, declaration of an interest may
not be sufficient, and that it may be necessary for the Partnership to take
additional measures to deal satisfactorily with the situation so as to protect
the probity and reputations of both yourself and the Partnership.
Definition of ‘Close Connection’
3.1 Someone 'closely connected' to you includes family members and persons
who might reasonably be regarded as similar to family members even where
there is no relationship by birth or in law.
3.2 As well as considering your own actions, you must be aware of the potential
risk created by the actions of people to whom you are closely connected.
Who you should consider, and our expectations of you to identify and
declare such actions are outlined in Table A below.
Table A
Group 1
Members of your household
Group 2
People closely associated with you
Group 3
Others you may need to consider
Anyone who normally lives as part of your household, whether they are related to you or not, including spouses/partners who work away from home and sons and daughters who are studying away from home.
• Parents, parents-in-law and theirpartners;
• Sons and daughters; stepsons andstep-daughters and their partners;
• Brothers and sisters and theirpartners;
• A partner’s parent, child, brother orsister;
• Grandparents, grandchildren andtheir partners;
• Someone who is dependent on youor whom you are dependent on; and
• Close friends.
Other relatives (e.g. uncles, aunts, nieces, nephews & their partners).
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3.3 If you become aware of any action or involvement relating to anyone in the
table then you should consider as soon as possible whether it requires to be
declared or managed.
3.4 We recognise that you will not always be closely acquainted with or in regular
contact with all of the people listed and we do not expect you to go to
unreasonable lengths to identify actions or involvement that are covered by
this policy.
3.5 Please note, we do expect you to be familiar with the actions of members of
your household (Group 1) and of any other people listed in the table above
with whom you are closely connected and you must take steps to identify,
declare and manage these.
3.6 You are not expected to be aware of the actions of people in groups 2 and 3
with whom you do not have a close connection. We do not expect you to
research into the employment, business interests and other activities of all
persons with whom you are closely connected.
3.7 In relation to 3.2 – 3.5 above, when considering actions you should do so from
the point of view of a reasonable and objective observer and a common
sense approach should be adopted at all times.
What You Need To Consider
3.8 The following are the relevant actions /involvement by those to whom you are
closely connected that you should consider, declare and manage as per our
expectations outlined in Table A:
A significant interest in a company or supplier that we do business with.
A significant interest means ownership (whole or part) or a substantial
shareholding in a business that distributes profits, but does not include
where an individual has shares in large companies such as banks, utility
companies or national corporations, i.e. where owning shares would
not give the individual any significant influence over the activities of
that organisation;
Where the individual may benefit financially from a company with
which we do business;
Involvement in the management of any company or supplier with
which we do business;
Involvement in tendering for or the management of any contract for
the provision of goods or services to us;
Application for employment with us;
Application to join our Board or any of its subsidiaries;
Application to be a tenant or service user of the organisation; and
If they are an existing tenant or service user of the organisation.
Declaring Personal Interests
4.1 When you first join the Partnership, and thereafter at the end of each financial
year, all staff will be issued with a Disclosure of Interest Form. It ought to be
completed and returned to the Governance Team within two weeks of issue.
Once all the forms have been returned, the Governance Team will pass them
to the Company Secretary for review. The Company Secretary will check the
forms and pass them back to the Governance Team who will record any
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items to be disclosed in the Disclosure of Interest Register and file the forms. If
there are any queries regarding your form, the Company Secretary will
address these with you. If you become aware of any new item to be
disclosed following completion of your form, you should ask a member of the
Governance Team for a new form, fill it in and then pass it to the Company
Secretary for review. It will then be added to the register as detailed above.
4.2 As stated in the Code (provision 3.4), you must keep your entry in the
Disclosure of Interest Register up to date, add any new interests as soon as
they arise, and amend existing interests as soon as any change takes effect.
4.3 A situation may arise where you are invited to be present at a meeting where
a matter in which you have a personal (or a personal business or financial)
interest is discussed. In such cases you must inform the meeting chair at the
start of the meeting, or as soon as you become aware that this is the case.
You would then be required to leave the meeting for the duration of the
particular item. If in any doubt, you should ask the meeting chair or another
senior person present for guidance. This applies to all meetings that you
attend as a member of our staff – both internal and external.
4.4 Any failure to make a complete, accurate and prompt declaration - whether
deliberately or through taking insufficient care - will be regarded as a breach
of this Code.
Making our house your home
Dena Macleod 5 Nov 18
ITEM NO 15
BUSINESS PLANNING TIMETABLE
Board 20 November 2018
Report by Chief Executive
Purpose of Report
1.1 To provide a Timetable for the updating of the next five year Business Plan 2019-2024.
Summary
2.1 The current Business Plan requires to be updated to reflect the Board’s plans for the
next five years.
2.2 A timetable has been prepared to ensure the Business Plan is prepared and approved
by 31 March 2019. The timetable is at Appendix 1.
Competence
3.1 There are no legal, financial, or other constraints arising from the recommendations to
this report.
Recommendations
4.1 It is recommended that the Board note the timetable at Appendix 1.
APPENDIX 1 Business Planning Timetable
Background Papers None
Writer of Report Dena Macleod Tel: 0300 123 0773
Dena Macleod 5- Nov-18
Appendix 1: Business Planning Timetable
Event Detail Date
1 Initial Business Planning
Day
To hear from our key partners and
improve our overall approach to
business planning and ensure that
plans are cohesive
31 October 2018
2 Board Business Planning
Session
There will be two aspects:
a) Review of the vision and
strategic objectives
b) setting the Risk Appetite
December or early
January 2019
3 Tenant Sessions To meet with Tenants throughout the
islands and hear what their
aspirations are for us over the next 5
years
19 November 2018
20 November 2018
27 November 2018
3 December 2018
4 December 2018
11 December 2018
4 Board Scenario Planning The financial model will be stress
tested for the output from Session 1 &
2
Late January/early
February 2019
5 Initial Draft prepared for
consultation
To be prepared and presented to
the February Board meeting
Mid February
6 Consultation Period Mid February to
March 2019
7 Approval of Business Plan Final Business Plan presented to
Board
March 2019 Board
meeting
8 Business Plan published April 2019
Making our house your home
Jackie Macleod 4-Oct-18
ITEM NO 16
BUSINESS PLAN 2015/16 – 2019/20 MONITORING REPORT
Board 20 November 2018
Report by Chief Executive
Purpose of Report
1.1 To enable the Board to monitor progress on the Business Plan Action Plan.
Summary
2.1 The 5 year Business Plan 2015/16 – 2019/20 was updated and approved by the Board
on 21 March 2018.
2.2 The Business Plan Objectives Monitoring report is at Appendix 1 and shows progress
being made on the agreed actions.
Competence
3.1 There are no legal or financial constraints arising from the recommendations in this
report.
Recommendations
4.1 It is recommended that the Board note the progress in the Business Plan Objectives
Monitoring report at Appendix 1.
APPENDIX 1 Business Plan Action Plan
Background Papers None
Writer of Report Dena Macleod Tel: 0300 123 0773
BUSINESS PLAN OBJECTIVES - MONITORING REPORT 2015/16 TO 2019/20
1 | P a g e
OBJECTIVE 1 - Placing tenants at the centre of everything we do, and engaging with the wider
community
REF ACTION REQUIRED MILESTONES TIMEFRAME LEAD OFFICER PROGRESS
1.1 Provide opportunities for
tenants to engage in service
review and design
Annual report of
opportunities provided
Director of
Operations
Work ongoing with Western Isles
Housing Association
Communities Forum. Repairs
scrutiny group meeting on
regular basis. Meetings arranged
for 2019 Business Plan review.
1.2 Continue to support and work
with Western Isles Housing
Association Communities
Forum to ensure tenants
voices and views are heard
Review of Tenant
Participation Strategy
Director of
Operations
Completed June 2016. Update
to Board September 2018.
Hold tenant events in
Stornoway, Tarbert,
Barra, Balivanich and
North & South Uist
Annually Area Managers
& Service
Development
Manager
All events for 2016 & 2017 held
Stornoway event held June
2018. Attendance at Uist
Games.
Review staff resource
for tenant involvement
May 2017 Service
Development
Manager
Completed.
Tenant Participation
Action Plan-delivering
key objectives
September
2014
Service
Development
Manager
Completed. Reviewed annually.
Next review September 2018.
1.3 Engage wider community Contribute actively to
Community Planning
Partnership
Management and
Outcome Groups
Chief Executive
& Director of
Operations
Membership of CPP & Quality of
Life sub group. Membership of
IJB Strategic Group and locality
groups.
APPENDIX 1
BUSINESS PLAN OBJECTIVES - MONITORING REPORT 2015/16 TO 2019/20
2 | P a g e
REF ACTION REQUIRED MILESTONES TIMEFRAME LEAD OFFICER PROGRESS
OHCPP Board Member Chief Executive Member of Partnership.
Priority Outcome
Group
Chief Executive Membership of the three priority
groups.
Sustainable Population Priority
Group.
Sustainable Economic Growth
Priority Group.
Improving Quality of Life Priority
Group.
by Executive Team.
Chief Executive Membership of Child Protection
Committee.
Director of
Operations
Membership of Health & Social
Care Planning Group and
Community Justice.
1.4 Build partnership and identify
further opportunities to
improve life outcomes for
tenants and residents
Opportunities
identified
Director of
Operations
Work ongoing on poverty
awareness through Poverty
Action Group and Welfare
Reform Officers Group.
Hebrides Energy launched with
Our Power to deliver lower fuel
prices.
Void service introduced with
BUSINESS PLAN OBJECTIVES - MONITORING REPORT 2015/16 TO 2019/20
3 | P a g e
REF ACTION REQUIRED MILESTONES TIMEFRAME LEAD OFFICER PROGRESS
Hebrides Energy September 18.
Lobbying of SSE ongoing with
partners locally and Highlands &
Islands Group.
Clauses and initiatives to deliver
Community Benefit
incorporated into 2015 - 2019
Investment Framework.
1.5 Seek funding
opportunities to
support service
development
Ongoing Bid submitted to National Grid
Warm Homes Fund but
unsuccessful.
1.6 Develop customer centered
culture in individuals and
teams
Team building day
held
June 2018 Executive Team Team Day held 7 June 2017 –
feedback collated and Action
Plan prepared. Team Day for
2018 held on 20 June 2018 .
1.7 Review the current structure of
Board Membership in May in
light of ONS classification
Rules Review May 2017 Chief Executive Completed.
Rules Update Sept 2017 Chief Executive Completed in 8 November 2017.
BUSINESS PLAN OBJECTIVES - MONITORING REPORT 2015/16 TO 2019/20
4 | P a g e
OBJECTIVE 2-Keeping Rents Affordable
REF ACTION REQUIRED MILESTONES TIMEFRAME LEAD OFFICER PROGRESS
2.1 Identify cost of implementing
proposed rent structure
Decision taken on
whether
implementation is
affordable
March 2020 Director of
Finance &
Corporate
Services
On hold due to Universal Credit,
but rents structure options have
been presented to the Finance
Working Group in October 2017.
Rent Structure Review Plan
presented to November Board.
2.2 Consult on proposed rent
structure
To be determined by
above
March 2020 Director of
Operations
Implementation plan to be
developed by March 2020.
2.3 Carry out a study on
affordability of rents
Affordability Study
commissioned
20 June 2019 Director of
Operations
Completed and reported to
Board in August 2018.
Complete initial
assessment
April 2018 Director of
Operations
Household survey carried out via
Stock Condition Survey indicates
that rents are affordable to most
tenants.
Assess Impact September
2018
Director of
Finance &
Corporate
Services
Stock Condition Survey
information to inform rent
setting.
2.4 Identify overhead costs v
direct service delivery and
benchmark these
Define overhead v
direct identifying
benchmarking
partners
30 November
2018
Director of
Finance &
Corporate
Services
Initial work done – appropriate
benchmarking partners to be
selected. Value For Money
assessment completed in
September 18. Awaiting results
to inform benchmarking KPI’s.
BUSINESS PLAN OBJECTIVES - MONITORING REPORT 2015/16 TO 2019/20
5 | P a g e
REF ACTION REQUIRED MILESTONES TIMEFRAME LEAD OFFICER PROGRESS
2.5 Explore opportunities with
partners to achieve savings
Development of
Procurement Strategy
31 December
2016
Corporate
Resources
Officer
Completed and reported to
Board in November 2016.
2.6 Deliver new build programme
in a more costs effective way
reducing per unit cost
Analysis of costs of
current approach
31 May 2018 Executive Team Development Review is
underway by the Development
Manager.
BUSINESS PLAN OBJECTIVES - MONITORING REPORT 2015/16 TO 2019/20
6 | P a g e
OBJECTIVE 3-Investing income in a sustainable way
REF ACTION REQUIRED MILESTONES TIMEFRAME LEAD OFFICER PROGRESS
3.1 Better understand the needs
of our tenants by improving
the collection and the use of
customer profile data and
thereby target efforts to assist
maximizing benefit uptake
and manage introduction of
Universal Credit
Customer profiles for
tenants affected by
Bedroom Tax
February 2018 Service
Development
Manager
Completed.
Profiles for impact of
Universal Credit
February 2018 Service
Development
Manager
Process defined and in place. IT
implementation completed.
Full service in place and impact
being closely monitored.
3.2 Develop IT systems to enable
recording and management
of customer data
IT system in place February 2018 Service
Development
Manager
Completed.
3.3 Use Tenant Participation
Development Services from
TPAS to create
communication and
involvement mechanisms
Mechanisms in place Annual review
of strategy
September
2018
Director of
Operations
Contact made with groups and
Community Associations.
Informal tenants group set up.
TPAS social media page set up.
Scrutiny Group in place.
Approximately 20 groups and
community representatives in
place.
3.4 Carry out follow up Tenant
Satisfaction Survey Action
Plans
Action Plan to Board November
2015
Service
Development
Manager
Completed.
Deliver Plan November
2016
Service
Development
Completed .
BUSINESS PLAN OBJECTIVES - MONITORING REPORT 2015/16 TO 2019/20
7 | P a g e
REF ACTION REQUIRED MILESTONES TIMEFRAME LEAD OFFICER PROGRESS
Manager
3.5 Carry out Tenant Satisfaction
Survey
Survey complete August 2018 Service
Development
Manager
Survey completed.
Report to Board in August 2018.
Full report to be published
August 2018.
3.6 Work with partners to deliver
the affordable warmth
strategy for our tenants
Fuel poverty report November
2017
Investment
Manager
Actions largely completed.
Partnerships in place with SSE
and Citrus and local agencies.
3.7 Identify further works to
improve energy efficiency of
homes and seek to fund a
programme to deliver this
Develop and cost
proposals for next
stage of insulation
works
30 September
2018
Investment
Manager
Complete. Further measures
being evaluated to improve
under-floor insulation.
Swedish Timber properties in
Dunmore Crescent externally
insulated, other schemes being
evaluated.
Window double
glazing programme
complete
2016 Investment
Manager
Completed.
Insulation programme
within framework
2016-2019 Investment
Manager
Works currently being carried
out using Eco/Government
funding.
3.8 Action Plan for SHQS
abeyances and exemptions
Abeyances to be
dealt within time
frame of investment
plan
2016-2019 Investment
Manager
Abeyances being addressed as
opportunity arises.
Exemptions Investment
Manager
Heating programme continues
to address exemptions.
BUSINESS PLAN OBJECTIVES - MONITORING REPORT 2015/16 TO 2019/20
8 | P a g e
REF ACTION REQUIRED MILESTONES TIMEFRAME LEAD OFFICER PROGRESS
Programme excluding
abeyances
Investment
Manager
90-% of work awarded. Final
tenders issued.
3.9 Continue to strengthen
partnership working with
CNES, TIG, Greenspace,
community organisations etc
6
month/annual
review for
feedback
Chief Executive
& Director of
Operations
Members of Health & Social
Integration Planning group.
Meeting with TIG/CNES.
Members of Western Isles Fuel
Poverty Action Group & ESCO.
Working with Community Trusts.
3.10 Engage with CNES and other
Community Planning Partners
to identify housing
requirements for future
population demographic
projections
Contribute to
development of Local
Housing Strategy and
highlight HHP priorities
Contribute to LOIP
July 2017 Chief Executive
&
Director of
Operations
Participation in MOWG.
Member of Community
Planning Partnership Population
Workgroup.
LHS & SHIP completed.
3.11 Ongoing work to co-ordinate
all strategic plans in relation to
housing
Business Planning
Session January 2018
Executive Team Meeting held with Chair of
Housing & Communities
Committee.
Business Planning
Session October 2018
Meeting with all key partners.
3.12 Contribute to Health & Social
Integration Plan
Participate in Health &
Social Care
Integration Forum
March 2016 Chief Executive Membership of Health & Social
Care Planning Group. Political
feed in to new build
programme – special needs.
3.13 Develop and agree Asset Strategy in place May 2016 Investment Completed.
BUSINESS PLAN OBJECTIVES - MONITORING REPORT 2015/16 TO 2019/20
9 | P a g e
REF ACTION REQUIRED MILESTONES TIMEFRAME LEAD OFFICER PROGRESS
Management Strategy
Review Asset Management
Strategy
Annual review
undertaken
May 2018
Manager
Asset &
Contract
Manager
Update reported to Board –
May 2017 & May 2018.
Annual review May 2019.
3.14 Work with partners to address
fuel poverty
Reduce % of tenants in
fuel poverty from 63%
to under 60%
Re-survey in
2017/18
Investment
Manager
Membership of Hebrides Energy-
Partnership with Our Power
launched in March 2018.
Membership of local Fuel
Poverty Group.
Working with CAB and Citrus
Energy to promote advice and
assistance.
Monitoring project with CES
successfully completed.
Thermal imaging technology
introduced.
Monitoring process for individual
houses in place.
Stock condition household
survey indicates fuel poverty at
48% compared to 64% in 2013.
Engagement with key
stakeholders to inform
decision
Meetings held with OFGEM via
Investment Working Group and
CNES and TIG invited to
contribute.
BUSINESS PLAN OBJECTIVES - MONITORING REPORT 2015/16 TO 2019/20
10 | P a g e
REF ACTION REQUIRED MILESTONES TIMEFRAME LEAD OFFICER PROGRESS
Working to support CNES with
lobbying of SSE.
Working with Highlands & Islands
Group to pursue projects.
Joint response via Highlands
Group to fuel poverty
consultation February 2018.
3.15 Prepare Action Plan for the
Energy Efficiency Standard for
Social Housing (EESSH)
Plan agreed
Measured through
ARC on a yearly basis
Achieve
EESSH by 2020
Review in
2017
Investment
Manager
EPC’s issued after every heating
replacement, insulation works
and COT where none exist.
S.C.S will add additional EPC
information.
3.16 Commit 100% of Scottish
Government grant allocation
for development
Grant committed % 31 March
2020
Director of
Operations
Development Plan updated
and shows 13% currently
committed with plans to
commit 30% in 2018/19 and 57%
in 2019/20.
BUSINESS PLAN OBJECTIVES - MONITORING REPORT 2015/16 TO 2019/20
11 | P a g e
OBJECTIVE 4 – Delivering continuous improvement
REF ACTION REQUIRED MILESTONES TIMEFRAME LEAD OFFICER PROGRESS
4.1 Complete Self Assessment
Plan
Self Assessment inspection
Plan complete Inspection
November
2015
Corporate
Governance
Manager
Completed. Accreditation
received 1 December 2015.
4.2 Re-assess self assessment
methodology
Award achieved February 2018 Corporate
Governance
Manager
Committed to Excellence
Assessment – 2 Star
accreditation awarded on 23
January 2018, which is valid for 2
years.
4.3 Implement new performance
measures agreed by Finance
Working Group linking
performance with resources
New P.I Report – more
in line with ARC
requirements
January 2018 Corporate
Governance
Manager
KPI’s were revised prior to last
Business Planning session,
updated and incorporated into
Business Plan. Will continue to
seek feedback on KPI’s to
incorporate into Performance
Report, in line with QS
Improvement Plan.
4.4 Arrange to visit 2 of the top
performing RSL’s in peer group
to benchmark KPI.
Benchmarking report
revised targets
June 2018 Corporate
Governance
Manager
Various visits to peers including:
an exchange visit between the
Lewis Area Manager and staff
members from Orkney Housing
Association re Welfare Reform;
Lewis Area Manager also visited
Albyn Housing Association as
part of a Welfare Reform Group;
and Corporate Resources
Manager visited Lanarkshire
BUSINESS PLAN OBJECTIVES - MONITORING REPORT 2015/16 TO 2019/20
12 | P a g e
REF ACTION REQUIRED MILESTONES TIMEFRAME LEAD OFFICER PROGRESS
Housing Association re Finance
and Housing Management
interface. In addition, staff have
been in contact with other
Housing Associations via video
conferencing to share
information on best practice i.e.
IT Officer had a session on Board
Development software with
Albyn. SHN Peer Group
presentation due November
2018 – updated for tenant
survey results. Value for Money
benchmarking survey
completed September 2018.
KPI’s to be reviewed once
published.
4.5 Develop peer review against
top quartile RSL’s
Partners identified and
information obtained
December
2017
Corporate
Governance
Manager
Peers reviewed prior to Business
Plan being finalised to
determine where HHP want to
be.
4.6 Identify duplication and
inefficiencies in processes and
streamline these.
Detailed process maps
developed for key
areas including: Service
Development
Manager
Investment Investment
complete
January 2016
Investment process map
completed.
Fixed asset process under
review.
Factoring August 2017 Factoring process mapped and
BUSINESS PLAN OBJECTIVES - MONITORING REPORT 2015/16 TO 2019/20
13 | P a g e
REF ACTION REQUIRED MILESTONES TIMEFRAME LEAD OFFICER PROGRESS
being reviewed.
Repairs August 2017 Process mapped IT
development completed.
Initial phase of gateway for
contractor completed.
OBJECTIVE 5 –Continue to provide services of the highest quality whilst delivering value for money
REF ACTION REQUIRED MILESTONES TIMEFRAME LEAD OFFICER PROGRESS
5.1 Improve core service
performance on range of
indicators to achieve top
quartile performance
Arrears < 2.5% of gross
debit (to be reviewed
as Welfare Reform
develops)
Quarterly Area Manager Year end figure of 1.59% for
current tenants achieved.
Void loss < 0.8% Monthly &
End of Year
Area Manager Ahead of target when low
demand excluded. Low
demand is having significant
negative impact on
performance.
Average re-let time
(excluding difficult to
let less than 20 days)
Monthly &
End of Year
Area Manager Average re-let @ 18.5 days in
2017/18.
Performance continues to be
affected by low demand in
some areas.
Repairs on target > On Asset & Contracts Contractual Performance at
BUSINESS PLAN OBJECTIVES - MONITORING REPORT 2015/16 TO 2019/20
14 | P a g e
REF ACTION REQUIRED MILESTONES TIMEFRAME LEAD OFFICER PROGRESS
95% contractual
target
Reviewed
monthly &
annually
Manager 96% on target.
Reporting systems revised and
implemented to enable
reporting from Active H
system.
5.2 Report on all indicators that
are in top quartile
Report provided September Corporate
Governance
Manager
Prepared for Business Plan in
February 2017.
5.3 Improve customer access to
information and service
Further develop
website to provide
better information,
improve accessibility
to services – on-line
services available
December
2016
I.T Officer
Corporate
Resources Manager
Website has been rebuilt.
New added functionality
added for improved mobile
phone access.
Communication consultants
appointed for 6 months.
5.4 Empower individuals to
deliver for customers
Review delegated
authorities
Refresher event on
delegated authorities
for all staff
March 2019
Executive Team Meeting with Manager to
review and implement.
Review of Pay and Grading
will include updating
delegated authorities.
5.5 Improve performance
reporting and management
systems to provide a tool to
drive performance
75% of relevant ARC
reports from Active H
for ARC submission
2017
31 May 2017 Corporate
Governance
Manager & Service
Development
Governance Officer has
prepared a comparator
spreadsheet with all historic
HHP Charter data input so
trends can be more easily
BUSINESS PLAN OBJECTIVES - MONITORING REPORT 2015/16 TO 2019/20
15 | P a g e
REF ACTION REQUIRED MILESTONES TIMEFRAME LEAD OFFICER PROGRESS
Manager identified, and Performance
planning can be better
facilitated.
5.6 Achieve Committed to
Excellence accreditation
Implement Self
Assessment Action
Plan
Review progress
February
2018
Executive Team
Corporate
Governance Officer
Achieved in January 2018.
5.7 Repairs Service Review (Part
of wider review of services
which are provided
externally)
Instigate long term
project on review of
future service.
Team in place to
review bringing
repairs service in
house
2020 Director of
Operations
Board agreed in February
2018 to re-procure service
from 2020.
5.8 Improve services to factored
properties and transparency
of charges.
Written procedure in
place
Visit other Housing
Associations
experienced in
factoring
March 2017
December
2018
Service
Development
Manager & Area
Manager
Process review in progress.
5.9 Value for Money – develop
approach
Value for Money
Strategy prepared
30
September
2018
Director Finance &
Corporate Services
Ground work on measure
underway, with Value for
Money assessment submitted
in September 2018. Follow up
with SHN to be scheduled
once datasets are published.
BUSINESS PLAN OBJECTIVES - MONITORING REPORT 2015/16 TO 2019/20
16 | P a g e
REF ACTION REQUIRED MILESTONES TIMEFRAME LEAD OFFICER PROGRESS
5.10 Develop
measures/definitions of
effectiveness and efficiency
Publish service
standards and targets
as part of Charter
reporting
30
September
2017
Service
Development
Manager & Finance
& Business Services
Manager
Tenant Report published
October 2018.
Leaflets published for several
service areas.
5.11 Publicise quality standards
for customers
To be incorporated
into above & leaflets
for each service
provided as they are
developed
By 31 August
each year
Service
Development
Manager &
Corporate
Governance
Manager
Tenant Report published
October 2017.
5.12 Develop tenants report.
Feedback from stakeholders
required
Review approach to
ARC report annually
September
2018
Corporate
Governance
Manager
Feedback for current year
incorporated. This will be an
annual process.
5.13 Determine business case for
providing student and/or
furnished accommodation
using hard to let houses
Review
need/demand and
property type and
location 31 March
2018
Director of
Operations
Position with UHI
developments being clarified
prior to progressing further.
Current proposal successful at
planning appeal stage.
Business modelling for
student
accommodation in
Stornoway
Director of Finance
& Corporate
Services
Position with UHI
developments being clarified
prior to progressing further.
5.14 Identify costs/unit in
investment and repair
programmes and identify
implications of reducing
Monitor contracts and
at budget setting to
increase scope of
investment
Nov 2018 Asset & Contract
Manager
Ongoing analysis of costs.
Review to be carried out as
part of the Investment and
Repair & Maintenance
BUSINESS PLAN OBJECTIVES - MONITORING REPORT 2015/16 TO 2019/20
17 | P a g e
REF ACTION REQUIRED MILESTONES TIMEFRAME LEAD OFFICER PROGRESS
these programme procurements.
5.15 Subsidiary activity – review
options that subsidiary can
undertake
Subsidiary active 31 March
2019
Director of Finance
& Corporate
Services
Resources Team restructured
to provide support for the
development of the
Subsidiary.
5.16 Undertake review of impact
of LIFT properties in the
Stornoway area
Survey successful
applicants.
Carry out market
analysis to ascertain
demand
March 2016
March 2020
Director of
Operations
Development Workgroup
review following completion
of Local Housing Strategy.
5.17 Undertake review of
demand/need for 3+
bedroom houses in some
rural areas e.g South Lochs,
Bragar, Uig, North Uist, South
Uist & Barra
Annual Allocation
Report to Board
June –
Annually
Director of
Operations
June 2016.
Update to Business Planning
Day – January 2016 and
Board report March 2016.
Report to Board – June 2017.
Update in June 2018.
5.18 Provide temporary
accommodation to CNES as
required
Annual Review
Annually Director of
Operations
Reviewed June 2018.
Review of allocation to
homeless applicants as
required by CNES
Annual Review
5.19 Review SLA with Homeless
Service with CNES
Annual Review 4th quarter of
financial year
Area Manager Reviewed in March annually.
5.20 Review arrangements with Arrangements to be Director of Discussion ongoing regarding
BUSINESS PLAN OBJECTIVES - MONITORING REPORT 2015/16 TO 2019/20
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REF ACTION REQUIRED MILESTONES TIMEFRAME LEAD OFFICER PROGRESS
Foyer in relation to leased
properties
concluded
Operating model to
be agreed
Operations operating model.
Liaison arrangements in place.
Meeting held with Foyer on 12
June 2018.
5.21 Work to prevent
homelessness amongst HHP
tenants through tenancy
breakdown
Joint working
arrangements in
place with partners
e.g CPN Team, CAB
and Social Work
Ongoing
Area Managers
Liaison arrangements in place
with CPN Team and CAB.
Quarterly meetings to
continue.
In place – ongoing.
Tenancy sustainability
after 1 year > 90%
Ongoing Sustainability rate at 81% for
new tenancies.
5.22 Provide advice and
assistance to housing
applicants on options and
ensure effective signposting
Eviction rate < 0.15% Ongoing ARC lead
monitoring
Housing Officers continue to
work with tenants to aim to
achieve targets. The current
rate is 0.146%.
Explore formal
accreditation on
advice and
assistance
To start in July
2017 with
continuous
refreshers
Service
Development
Manager/Corporate
Resources Admin
Officer
Scottish National Standards for
Information and Advice
Providers.
Type 1 Accreditation and
advice UK Membership being
researched.
Applications processes under
review.
Develop housing
options information for
applicants to support
Service
Development
Manager/Area
Universal Credit training for
frontline staff completed
October 2018.
BUSINESS PLAN OBJECTIVES - MONITORING REPORT 2015/16 TO 2019/20
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REF ACTION REQUIRED MILESTONES TIMEFRAME LEAD OFFICER PROGRESS
advice provision Manager Signposting to CAB, HB,
Advocacy, Catch 23, CPS’s –
ongoing at sign up stage and
before.
BUSINESS PLAN OBJECTIVES - MONITORING REPORT 2015/16 TO 2019/20
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OBJECTIVE 6 – Being a good employer that attracts and retains high quality staff
REF ACTION REQUIRED MILESTONES TIMEFRAME LEAD OFFICER PROGRESS
6.1 Appraisals and training
needs request to be
completed.
All SDA’s completed on
time
By 31 August
each year
Chief Executive Review of process underway.
100 % completed for 2018.
6.2 Training Plan to be
prepared.
Training Plan to be delivered
Effectiveness of training to
be assessed
Training Plan prepared
Training Plan delivered
Training Plan reviewed
Following SDA
completion
November each
year
Admin Officer
(Corporate
Resources)
Provided to Board in August
2018.
6.3 Staff survey Survey undertaken September 2015 Executive Team Action Plan being
implemented. Review of results November 2015
6.4 Annual pay review Recommendation for
2018/19
June 2018 Chief Executive Offer has been made.
6.5 Review grading structure Recommendation on
grading
structure/implementation
2017/18
2018/19
(implementation)
Chief Executive External consultants to
support work appointed.
A revised organisational
structure completed.
6.6 Review opportunities to
participate in Modern
Apprentice Scheme,
provision of trainee posts
and secondments
Review undertaken 31 March 2018 Chief Executive Modern Apprentice
appointed and due to
complete in September 2018.
BUSINESS PLAN OBJECTIVES - MONITORING REPORT 2015/16 TO 2019/20
21 | P a g e
REF ACTION REQUIRED MILESTONES TIMEFRAME LEAD OFFICER PROGRESS
6.7 Review of induction process New induction process
implemented
September 2017 Director of
Finance &
Corporate
Services
New member of staff
inducted in May. Induction
process revised with detailed
1st week plan in diary ensuring
they had the correct training
and completed Risk Modules.
This has been replicated with
the other new starts and will
be formally added to the
induction process.
6.8 Review of appraisal system New or revised system September 2018 Chief Executive Initial review underway.
BUSINESS PLAN OBJECTIVES - MONITORING REPORT 2015/16 TO 2019/20
22 | P a g e
OBJECTIVE 7 – Working with partners to contribute to the economic wellbeing of communities
throughout the Outer Hebrides that resources will allow.
REF ACTION REQUIRED MILESTONES TIMEFRAME LEAD OFFICER PROGRESS
7.1 Support local suppliers and
contractors.
Source majority of
supplies locally
Ongoing Investment
Manager/Corporate
Resources Officer
Support of local economy
now included as formal
aspiration/requirement of
HHP’s Procurement Strategy.
7.2 Apprenticeships –
commitment from
contractors to recruit and
retain apprentices.
All major contracts to
include recruitment &
retain apprentices
Ongoing Asset & Contracts
Manager/Investment
Manager
In place and ongoing.
7.3 Support CNES/CPP Strategy
of making Stornoway a
University town.
Working in partnership
for student/lecturer
accommodation
Ongoing Chief Executive
7.4 Participate in Economic
Outcome Group.
Ongoing Chief Executive Meetings attended.
7.5 Examine opportunities for
pilot projects for innovative
developments that link with
community projects
Opportunities
explored
2017-2020 Executive Team
7.6 Develop an Anti Poverty
Strategy
Strategy prepared 31
December
2020
Executive Team Initial preparation underway.
Making our house your home
Angela Smith 6-Nov-18
ITEM NO 17
BOARD PLAN 2019
Board 20 November 2018
Report by Chief Executive
Purpose of Report
1.1 This Report outlines a plan in respect of items to be considered by Board during the
2019 Board session.
Summary
2.1 The plan at Appendix 1 has been compiled in respect of standing and other items,
which the Board can expect to consider during the 2019 Board session.
2.2 This plan is a guide and may be added to throughout the year if there is a
requirement for other items to be considered.
Competence
3.1 There are no legal, financial, or other constraints arising from the recommendation to
this report being implemented.
Recommendations
4.1 It is recommended that the Board note the Board Plan 2019 at Appendix 1.
APPENDIX 1 Board Plan 2019
Background Papers None
Writer of Report Angela Smith Tel: 0300 123 0773
Angela Smith 6-Nov-18
Competence
Financial
5.1 There is no financial constraint arising from the recommendation to this report being
implemented.
Legal
6.1 There is no legal constraint arising from the recommendation to this report being
implemented.
Regulatory Guidance
7.1 The relevant Regulatory Standards are:
Standard Sections
4 The Governing Body bases its decisions on good
quality information and advice and identifies and
mitigates risks to the organisation’s purpose.
4.1, 4.2
Risk
8.1 Governance of the Partnership is critical to its long term viability. Ensuring that the
Board has all the information, reports and supporting papers it requires to take well
informed decisions, and a plan of when it can expect to see different types of reports,
helps to mitigate the risk of the Board being unprepared.
BOARD PLAN 2019
Approval
Noting
Annual / one off
Standing Colour fill as above
Policies are highlighted with *
Item Report 13 Feb
19
20 Mar
19
22 May
19
19 Jun
19
28 Aug
19
28 Aug
19
20 Nov
19
1 Budgets 2019/20
2 Annual Financial Strategy
3 Business Plan
4 Debt Management Report
5 Development Programme 2019-
2024
6 Investment Programme 2019/20
7* Health & Safety Policy
8* Allocations Policy
9* Development Policies (4 in total)
10* Gas Safety Management Policy
11* Procurement Policy
12* Procurement Strategy
13* Estate Management Policy
14 Annual Pay Review
Recommendation
15* Communication Policy
16* Members Expenses Policy
17* Staff Expenses Policy
18* Rent Arrears Policy
19* Recovery of Sundry Debts Policy
20* Vulnerable Consumers Policy
21 Fraud Checklist
22 Funders Valuation 2018/19
23 ARC 2018/19
24* Appointment of Consultants
Policy
25* Entitlements, Payments &
Benefits Policy (H&I Variant)
26* Managing Violence &
Aggression at Work Policy
27* Membership Policy
28* Fire Safety Policy
29 SHR Returns
30 Annual Report & Financial
Statements for 31 March 2019
31 Budgetary Performance for year
ended 31 March 2019
32 Housing Allocations report
2018/19
33* Openness & Confidentiality
Policy (tentative)
34* Risk Management Policy &
Strategy (incorporating Risk
Strategy Annual Update)
APPENDIX 1
Approval
Noting
Annual / one off
Standing Colour fill as above
Policies are highlighted with *
Item Report 13 Feb
19
20 Mar
19
22 May
19
19 Jun
19
28 Aug
19
28 Aug
19
20 Nov
19
35 Training Plan 2019/20
36 Self Assessment (Decision on
next level of C2E)
37 Election of Office Bearers
38 Election to Standing Committees
and Working Groups
39 Draft 2020 meeting schedule
40 Board Skills & Development
41 Budget Strategy 2020/21
42 Anti-Social Behaviour & Estate
Management
43 Board Development Plan
Progress Report
44 Notifiable Events
45 Management Reports 31 Dec
18
31 Jan
19
30 May
19
30 Jun
19
30 Sep
19
46 Quarterly Treasury Report 31 Dec
18
31 Mar
19
30 Jun
19
30 Sep
19
47 Business Plan Monitoring Report
48 Development Supporting Papers
49 Development Programme 2012-
18 Monitoring Report
50 Investment Programme 2018/19
Monitoring Report
51 Welfare Reform updates
52 Tenant Participation Strategy
2016-20 Update
53 Fuel Poverty Update
54 Procurement Strategy 2019/20
55 Review of Corporate Registers
56 Board Members Expenses
2018/19
57 Asset Management Strategy
58 DTL Properties Update
59 Repairs Service-six month review
60 Complaints-six month report
61 Annual Review of Financial
Regulations
62 Annual Review of Standing
Orders
63 Governance Report
64 Annual Insurance
65 Safeguarding Policy Review
66 2020 Board Plan
No of reports to be considered
Approval
Noting
23 19 18 18 17 3 19
12 11 7 7 3 3 5
11 8 11 11 14 0 14
Making our house your home
Donald Macleod 22-Oct-18
ITEM NO 18
QUARTERLY TREASURY REPORT TO 30 SEPTEMBER 2018
Board 20 November 2018
Report by Director of Finance & Corporate Services
Purpose of Report
1.1 To inform the Board of the Treasury Management activities of the second quarter of
2018/19.
Summary
2.1 The quarterly Analysis of Investment and Borrowing report required by the Treasury
Management Policy is at Appendix 1.
Competence
3.1 Financial and legal constraints arising from the recommendation to this report being
implemented are detailed at 5.1 – 6.1.
Recommendations
4.1 It is recommended that the Board note:
a) the quarterly report on the Analysis of Investment and Borrowing as shown at
Appendix 1;
b) the outstanding loans at 30 September 2018 of £4.91 million; and
c) the cash balance at 30 September 2018 of £9.980 million.
APPENDIX 1 Analysis of Investment and Borrowings
APPENDIX 2 Quarterly Income and Expenditure Profile
Background Papers None
Writer of Report Donald Macleod Tel: 0300 123 0773
Donald Macleod 22-Oct-18
Competence
Financial
5.1 This report deals entirely with the cash resources utilised over the second quarter of
2018/19.
Legal
6.1 Rule 19.1 to 20.1 details the Partnership’s borrowing powers.
6.2 The effecting of borrowing and lending money is in accordance with the Partnership’s
borrowing and lending policies and CIPFA’s “Treasury Management in Housing
Partnerships: A Code of Practice” and has been delegated to the Director of Finance
& Corporate Services.
6.3 The Treasury Management Policy requires that as a minimum a quarterly report is
provided to the Board in the form “Analysis of Investment and Borrowing”.
6.4 The Treasury Management Policy requires that if the cash balances exceed £4 million
the funds should be spread over no fewer than four interest bearing accounts. The
cash balances are in a special interest account with Royal Bank of Scotland (RBOS).
The remainder is held in the current accounts with the RBOS.
Regulatory Guidance
7.1 The relevant Regulatory Standards are:
Standard 3
The RSL manages its resources to ensure its financial well-being and
economic effectiveness.
The relevant points within the Standard are 3.1.
Risk
8.1 There are a number of risks highlighted in the Risk Register in relation to Treasury
Management. The risk scored as “high” is the impact of increases in the interest rate
and inflation rate and this has been addressed in Appendix 1.
Report Details
9.1 There were no borrowings during the second quarter, which is in line with the Annual
Financing Strategy for 2018/19.
9.2 The second quarter of the year saw £3.617 million expenditure of which £1.642 million
related to new build.
9.3 The income for the second quarter was £3.860 million and comprised Rental Income
(58%) and other (2%) and Government Grants including new build (41%).
9.4 Appendix 2 summarises the income and expenditure profiles for the second quarter.
9.5 The cash balances at 30 September 2018 increased quarter on quarter by £0.358M to
£9.980M. This was driven by the timing of investment and development spend.
9.6 We currently hold RTB receipts of £1.387M which is due to be repaid to the Scottish
Government over the next 3 years and £148K of HAG was repaid to Scottish
Government with respect to the final ex 5RSL sales.
9.7 It is expected that all covenants will be complied with for 2018/19.
30SEP18 ANALYSIS OF INVESTMENTS AND BORROWINGS
1
INVESTMENTS
The cash held at the Royal Bank is split between 5 operational accounts totalling £3.684m and 5
special deposit accounts totalling £3.366m.
BORROWINGS
Compliance with Cash Flow Forecasts The Annual Financing Strategy for 2018/19 forecast there may be a requirement to borrow during
the year. This was not needed due to current cash balances exceeding initial budgets as a result of
continued slippage on investment and development.
Mar-18 Jun-18 Sep-18 Average
DEPOSIT ACCOUNTS £000's £000's £000's £000's
Royal Bank 3,363 3,366 3,366 3,365
CWS 0 0 0 0
BOS 690 705 716 703
Santander 2,109 2,111 2,214 2,145
Total Deposit 6,163 6,182 6,295 6,213
CURRENT ACCOUNTS
General Account 959 1,015 958 978
Standing Order 782 757 774 771
Direct Debit 1,163 876 845 961
Office/Cash 1,176 764 1,078 1,006
Property Factoring 26 28 29 28
Total current 4,106 3,440 3,684 3,744
Total 10,270 9,622 9,980 9,957
Balances shown are taken from the Bank Statements and not the ledger.
Core Funding Facility £m
Estimated debt outstanding (per Business Plan) Yr 7 5.10
Actual amount outstanding 4.91
Difference 0.20
APPENDIX 1
30SEP18 ANALYSIS OF INVESTMENTS AND BORROWINGS
2
Interest Rates The Interest Rate that applies to the Partnership is LIBOR plus an agreed margin. LIBOR (London
Inter Bank Offer Rate) is the interest rate banks borrow funds from each other in the London
Interbank Market.
The Base Rate rose 0.25% from 0.50% to 0.75% in the 2nd quarter. 3 month LIBOR increased to
0.803% as at 30 September 2018.
Borrowings Mar-18 Jun-18 Sep-18 Average
£000's £000's £000's £000's
Facilities arranged 15,000 15,000 15,000 15,000
Loans outstanding 4,946 4,946 4,909 4,933
Variable/Fixed analysis-amounts
Variable amount 1,446 1,446 1,409 1,433
Fixed amount 3,500 3,500 3,500 3,500
Other Hedging - - - -
4,946 4,946 4,909 4,933
Variable/Fixed analysis-Percentages
Variable 29.23% 29.23% 28.70% 29.06%
Fixed 70.77% 70.77% 71.30% 70.94%
Other Hedging Products
100% 100% 100% 100%
Lenders amounts
Core Facility (RBS) 4,946 4,946 4,909 4,933
Other Borrowings - - - -
4,946 4,946 4,909 4,933
Average cost of borrowing
Amount £000's Interest Type Annual Cost
3,500.00 5.53% Fixed 193,500
1,408.67 2.08% Variable 29,351
4,908.67 222,851
Average cost of funds 4.54%
Anticipated level of borrowing over next 5 years
AFS
Year 2018/19 Est Forecast Variance
£m £m £m
2018/19 4.909 5.089 (0.180)
2019/20 9.909 10.089 (0.180)
2020/21 14.804 14.984 (0.180)
2021/22 14.804 14.984 (0.180)
2022/23 14.804 14.984 (0.180)
30SEP18 ANALYSIS OF INVESTMENTS AND BORROWINGS
3
-
2,000,000.00
4,000,000.00
6,000,000.00
8,000,000.00
10,000,000.00
12,000,000.00
02
Jan
uar
y 2
01
7
01
Feb
ruar
y 2
01
7
03
Mar
ch 2
01
7
02
Ap
ril 2
01
7
02
May
20
17
01
Ju
ne
20
17
01
Ju
ly 2
01
7
31
Ju
ly 2
01
7
30
Au
gust
20
17
29
Sep
tem
ber
20
17
29
Oct
ob
er
20
17
28
No
vem
ber
20
17
28
Dec
em
be
r 2
01
7
27
Jan
uar
y 2
01
8
26
Feb
ruar
y 2
01
8
28
Mar
ch 2
01
8
27
Ap
ril 2
01
8
27
May
20
18
26
Ju
ne
20
18
26
Ju
ly 2
01
8
25
Au
gust
20
18
24
Sep
tem
ber
20
18
Cash Balances
Total Funds
Current
Deposit
Non RBS
0.00%
1.00%
2.00%
3.00%
4.00%
5.00%
6.00%
7.00%
Interest Rates
3 month LIBOR Per Business Plan Base Rate
30SEP18 ANALYSIS OF INCOME AND EXPENDITURE PROFILES
1
EXPENDITURE
Overall the expenditure for the second quarter of 2018/19 is in line with the revised forecast.
Financial covenants have now been received and forecast to be met for the full year.
INCOME
Total Income for the second quarter of 2018/19 is in line with the revised forecast.
.
-
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
Quarter 1 Quarter 2 Quarter 3 Quarter 4 Quarter 1 Quarter 2 Quarter 3 Quarter 4
2018/19 FORECAST 2018/19 ACTUAL
Expenditure
New Build Expenditure net of New build
-
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
8,000,000
9,000,000
10,000,000
Quarter 1 Quarter 2 Quarter 3 Quarter 4 Quarter 1 Quarter 2 Quarter 3 Quarter 4
2018/19 FORECAST 2018/19 ACTUAL
Total Income HAG Income net of HAG
APPENDIX 2
Making our house your home
ITEM NO 19
GAS AUDIT
Board 20 November 2018
Report by Director of Operations
Purpose of Report
1.1 To inform Board on the outcome of the Gas Audit carried out during July 2018.
Summary
2.1 The Board agreed in November 2017 to carry out a further gas audit in 2018 to
provide assurance on the quality of work being carried out on HHP properties.
2.2 The 2018 audit concluded that the overall management of gas safety by HHP has
improved again since the 2017 audit.
2.3 Gas works carried out by FES FM Ltd and Alex Murray Construction Ltd have
deteriorated since the last audit.
2.4 Following this audit an improvement plan has been put in place to address issues
contained in the report. The contractors have been warned as to the potential
consequences of a continuing failure to improve performance or to meet
acceptable standards.
Competence
3.1 The legal, financial or other constraints to the recommendations in this report are
contained in paragraphs 5, 6 and 7.
Recommendations
4.1 It is recommended that the Board note the report.
APPENDIX 1: Gas Audit Executive Summary
APPENDIX 2: Gasmap 2012 – 2018
APPENDIX 3: Gas Service Summary
Background Papers: None
Writer of Report: Peter O’Donnell Tel: 0300 123 0773
Competence
Financial
5.1 The cost of the gas audit was £5,070. Training has been estimated to cost £5k for the 2
visits in 2019.
Legal
6.1 HHP has a duty under the Gas Safety (Installation and Use) Regulations 1998. In
particular there are requirements under Regulation 35 – Duties of Employers and Self-
employed Persons & Regulation 36 - Duties of a Landlord.
Regulatory Guidance
7.1 The relevant Regulatory Standards are:
Standard Sections
1 The governing body leads and directs the RSL to
achieve good outcomes for its tenants and other
service users.
1.1 & 1.3
4 The governing body bases its decisions on good quality
information and advice and identifies and mitigates risks
to the organisation’s purpose.
4.1
Risk
8.1 The satisfactory management of gas installations is a significant area of risk for HHP
and it is therefore critical that robust systems and processes are in place.
Report Details
Gas Audit 2018
9.1 Corgi Technical Services were engaged to carry out an audit of gas management
arrangements and contractors quality of work. They have also carried out the
previous gas audits in 2011, 2014, 2016 and 2017.
9.2 The objective of the audit is to assess the internal systems used to control and manage
the gas work undertaken in HHP properties and to assess the quality of the servicing,
repair and installation work carried out by our contractors. The systems were reviewed
against Gas Safety Legislation, Health and Safety Legislation and industry best
practice to ensure they are sufficiently robust to manage the risks to which HHP is
exposed.
9.3 A copy of the Executive Summary is attached at Appendix 1. A full copy of the report
is available to Board Members if required.
9.4 The audit has highlighted areas for improvement which has been addressed through
discussions with HHP, FES FM and Alex Murray Construction. The contractors have
been warned as to the potential consequences of failure to meet acceptable
standards and to achieve improvement in quality.
HHP Management of Gas Safety
10.1 Corgi Technical Services measure the overall average performance level for Gas
Safety Management by means of a Gas Map. This Map measures performance
against 9 areas of gas safety. The scoring matrix then grades the overall level of
performance from 0 (no strategy) to 4 (comprehensive strategy). The 2018 Gas Map
for HHP is attached in Appendix 2.
10.2 HHP has once again achieved an improvement in our gas management
performance over the last 12 months.
10.3 Gas awareness training for HHP frontline staff took place on 16 August 2018.
10.4 There were no recommendations following this audit for improvement in the HHP
management of gas safety. Further improvements would require HHP staff gaining
formal gas qualifications.
Quality of Work (FES FM LTD)
11.1 The audit assessed the quality of the gas work carried out by FES FM Ltd (FES) on HHP
gas services. A summary of the findings is attached in Appendix 3.
11.2 9 audits were carried out on work through FES. The audit found several issues with the
quality of work and documentation and the overall score was 57% which is less than
the 68% score in 2017. Documentation issues have not improved and the quality of
work has dropped from 86% to 63%.
11.3 Two properties were identified as ‘At Risk’. Both issues may not have been present at
time of service.
Quality of Work (ALEX MURRAY CONSTRUCTION LTD)
12.1 The audit assessed the quality of the gas work carried out by Alex Murray Construction
Ltd (AMC) who installed gas boilers as part of the investment programme. A summary
of the findings is attached in Appendix 3.
12.2 8 audits were carried out on work completed by AMC who now have their own Gas
Safe engineers. The audit found several issues with the quality of work and
documentation and the overall score was 19% which is substantially less than the 50%
score in 2017 although the number of audits has increased.
12.3 One property was identified as ‘At Risk’ due to restricted isolation of the external gas
service valve i.e. it would not fully close. This valve is an existing valve but the
contractor should have identified the issue during the service being carried out. This
valve had not previously been identified by any other HHP gas service contractor.
Conclusions
13.1 Gas audits act as a method of scrutiny and Corgi are rigorous in their approach. Both
FES and AMC have allowed standards to slip and this will be addressed. Toolbox talks
will be undertaken with engineers to address documentation issues. Both companies
are registered with and audited by Gas Safe.
13.2 Documentation errors are still prevalent with no visible pattern. One FES engineer
improved significantly whilst another slipped backwards. AMC were similar in that the
engineer who was audited last year showed no improvement.
13.3 HHP is exploring options to assist in improving gas servicing standards within the local
industry with Corgi Technical Services and particularly with our framework and
maintenance contractors.
13.4 To address issues with documentation HHP is holding discussions with gas contractors
on using software systems that will eliminate errors with documentation and improve
quality of work. Proposals emanating from these discussions will be brought to
Executive team.
Appendix 1
Corgi Technical Services Executive Summary
Overall conclusion on effectiveness of internal controls
The audit review has highlighted improvements in most areas since the previous audit. There
are still a number of weaknesses in the systems that control the facilitation of gas work within
Hebridean Housing Partnership (HHP) properties. Although some are of a minor nature, some
issues could lead to the association not being able to demonstrate that they are in full
compliance with Landlords duties as required in the Gas Safety (Installation and Use)
Regulations 1998.
The audit identified areas where improvements could be made, which included the
following:
There is no evidence of regular contractor QC results to ensure gas safety is
maintained and managed within HPP properties. An annual report is provided to HHP,
the current report was not available at the time of the audit. The QC process would
benefit from a more “regular” or ongoing reporting system rather than an annual
report. The process details 10% of inspection required although this is not able to be
demonstrated.
Staff training for verification of completed LGSRs to ensure documents are fully
completed and compliant with gas safety regulations.
Not all anomalies in completion of the LGSRs were being picked up by the
contractors supervisory/QC system. Staff training for verification of completed LGSRs
to ensure documents are fully completed and compliant with gas safety regulations.
The operations for void properties would benefit from a risk assessment review to
confirm they are meeting the requirements of Health and Safety Legislation and the
requirements of the GSIUR. This is to ensure maintaining gas safety in properties at all
times.
Site Audits
Quality of Work
In respect of the quality of work, delivered on behalf of HHP by its Contractors they have not
met national benchmark in respect of work activities (93%), achieving 44%. This shows a
decline from previous audit results produced for HHP and we will explain the possible reasons
for this below.
During this period of auditing three Landlords installations were found to be ‘Immediately
Dangerous’ or to be ‘At Risk’ by the CORGI Technical Services Auditor.
5 Westview Terrace: Builders opening not sealed in the correct manner ‘At Risk’
6 Columbia Place: Emergency Control Valve not operable ‘At Risk’
9 Gibson Gardens: Component not seated into casing to allow separation between
the room and combustion air for a room sealed appliance ‘At Risk’
One tenant’s own appliance was found to be ‘At Risk’. This was not recorded as an engineer
failing due to the tenant informing the auditor that the fault was intermittent; therefore the
fault may not have been able to be observed during the engineer previous visit.
All other ID’s and AR’s have been dealt with by HHP’s Contractor in the correct manner as
required in the GISUP.
Documentation
In respect of records you will note from the results that operatives are not completing
documentation correctly and are achieving compliance significantly below the National
average (78%), achieving 31%. This shows a decline from previous audit results produced for
HHP, the possible reasons for this below.
The documentation for New Installations are assessed against commissioning records
(Benchmark) in addition to any LGSR provided. The main areas identified as requiring
attention are:
Defects not identified and Remedial action
Prior to 6th April 2018 it was recognised in the GSIUR that all defects including safety and non-
safety related defects were to be recorded on an LGSR along with the remedial action
taken.
This meant that any defects identified during this audit and not noted on the LGSR, results in
the LGSR not being completed correctly. After the 6th April 2018, GSIUR only requires safety
related defects to be recorded on LGSRs. These are ‘At Risk’ or ‘Immediately Dangerous’
defects that exist.
The change introduced above may affect the individual scores of some audits due to some
audits in this auditing period being undertaken on work done before this change was
introduced and some being undertaken on work done after the change was introduced.
During the next audit period it is advisable to only assess work completed after the 6th of
April 2018. CORGI Technical Services have found that overall scores of documentation
compliance have improved due to a decrease in documents failing as a result of not
recording NCS defects.
We do advocate that Gas Operatives continue to record all defects safety related or not on
LGSRs to enable clients to make decisions on managing their housing stock. The LGSR is after
all the only document many clients receive at regular intervals containing information
relating to the condition of gas installations they are responsible for.
If HHP confirm that they have instructed their Contractors to continue to document NCS
defects on LGSRs and it is identified that the defects have not been noted, CORGI’s Auditors
will bring it to the attention of HHP via audit notes, but it will not constitute a failed document
or work activity for completion of LGSRs alone.
Other areas identified as requiring attention are:
Regulation 26(9) checks. (functional testing)
Several of the documents were found to have incomplete or incorrect information recorded
to demonstrate completion of 26(9) checks. These are primarily:
Flue gas analysis readings not being recorded or ratios recorded where the
appliance manufacturers do not specify a ratio and only specify acceptable CO2%
readings as a way of confirming satisfactory performance.
Operating pressures recorded for appliances where it is not possible to record an
operating pressure and the appropriate test would be to measure and record the
gas rate (heat input) of these appliances.
Where it is not possible to determine through documentation that the engineer completed
these checks correctly the document and work activity fail. With training, monitoring and
guidance aimed at these particular subjects it may be possible for HHP to see a significant
improvement in their average compliance scores.
Customer Satisfaction
As an additional service, CORGI Technical Services are undertaking customer satisfaction
surveys; the full results are detailed in section 14 of the main audit report.
In respect of the above it stands out that HHP’s tenants report having excellent customer
experiences and those encountered are satisfied with HHP. HHP and its Contractors should
be congratulated on the level of customer satisfaction being reported.
Recommendations
The recommendations in this report are graded in accordance with the following definitions:
Fundamental recommendations represent fundamental control weaknesses, which
expose the Association to a high degree of unnecessary risk.
Significant recommendations represent significant control weaknesses which expose
the Association to a moderate degree of unnecessary risk.
Housekeeping recommendations show areas where we have highlighted
opportunities to implement a good or better practice, to improve efficiency or further
reduce exposure to risk.
Management Audit
Observations Risk Suggested action Priority
/Responsibility
Contractor
Supervision/QC
levels
Contravention of the
Gas
Safety (Installation &
Use) Regulations 1998
Provide specific
guidance and
set requirements to meet
service level
agreements/targets
Significant
HHP/ FES
Works Audit
Observations Risk Suggested action Priority
/Responsibility
Gas installation
identified as “At Risk”
Contravention of the
Gas Safety Installation
& Use) Regulations
1998
Contractor engineer
training and increased
levels of monitoring &
supervision
Fundamental
Contractor
(FES/
AMC) to
provide
evidence
Installation/applianc
e
significant issues not
highlighted for
remedial
works
Contravention of the
Gas Safety Installation
& Use) Regulations
1998
Contractor engineer
training
and increased levels of
monitoring
Significant
Contractor
(FES/
AMC) to
provide
evidence
Unable to verify
complete appliance
service checks
Non-compliance
Manufacturer’s
instructions
Contractor training
specific to
manufactures service
requirements
Housekeeping
FES
Outstanding issues
on
new installations
Non-compliance
Manufacturer’s
instructions & relevant
standards
Quality control Housekeeping
AMC
APPENDIX 2
GasMap Review July 2018
Progress Level
Contractor Selection
Specification Document
Void Properties
Mutual Exchanges
Work Records
Gas Escapes
& RIDDOR
Access Policy
PersonnelQuality Control
4 11 11 12 12 11 12 12 10
3 9
2
1
0
Level 0 There is no overall strategy for this area of operation. There is no framework for personnel within the organisation to work to and no definitive guidance to assist individuals in implementing any actions. No defensible evidence is being produced and therefore the organisation will be at risk should an incident occur.
Level 1 There is an awareness of the need for processes to be in place in order to deliver safe gas work, however not enough is being done to ensure that a uniform strategy is being adopted across the organisation. It is unlikely that the organisation would be able to demonstrate that all reasonable steps are being taken to fulfil regulatory requirements
.
Level 2 The importance of gas safety as an issue has been recognised and addressed in certain elements of the operation. Weaknesses are still apparent in certain areas of the processes and procedures that are being utilised. Assessments are required to identify key areas of improvement that will address the shortcomings.
Level 3 Gas safety is taken seriously as an issue by the organisation and the organisation is attempting to deliver a strategy that reflects this. Most important areas are being addressed but there is still scope for improvement to ensure the processes and procedures are as robust as they can possibly be. Specialist, technical knowledge may be lacking in key areas of operations within the gas management team.
Level 4 A comprehensive strategy is in place to deliver a good service to the tenants whilst ensuring the organisation is striving to fulfil its duties. Processes and procedures are laid out for personnel to follow so that individual decision making is minimal in key areas, ensuring a corporate approach is being adopted in all possible instances
.
Scores are out of 12 in each category.
GasMap Review July 2017
Progress Level
Contractor Selection
Specification Document
Void Properties
Mutual Exchanges
Work Records
Gas Escapes
& RIDDOR
Access Policy
PersonnelQuality Control
4 11 11 11 12 12 10
3 8 9 8
2
1
0
GasMap Review November 2011
Progress Level
Contractor Selection
Specification Document
Void Properties
Mutual Exchanges
Work Records
Gas Escapes
& RIDDOR
Access Policy
PersonnelQuality Control
4 11
3 7 8 7 9 9
2 6 4 4
1
0
Scores are out of 12 in each category.
Appendix 3
CORGI TECHNICAL SERVICES GAS SERVICE SUMMARY FOR HHP PROPERTIES
Post inspection checks
A total of 18 post inspection checks were undertaken during July 2017 to provide HHP with an
accurate assessment of the quality of gas work undertaken by operatives. The assessment of
work was carried out by selective sampling of recently completed work, e.g. gas safety
checks, installations, repairs etc. and verifying these jobs have been undertaken correctly.
Part of the check is also to ensure correct completion of the required documentation.
Quality of work (FES)
Servicing Properties
During this period 9 site inspections were undertaken. The quality of work assessed by the
operatives scored a performance level of 63% compared with the National Benchmark
average of 93%.
Immediately Dangerous and At Risk (ID & AR)
During this period 2 installations were found to be 'immediately dangerous 'or 'at risk' by the
Auditor. However, it is possible that neither of these were present at the time of the last
service. All other ID's and AR's have been dealt with by the contractor in the correct manner
and the industry unsafe situations procedure followed.
Documentation / Landlords Gas Safety Records (LGSR's);
Records and documentation scored 50%, compared with the National Benchmark average
of 78%. During this audit 4 Landlords Gas Safety Records (LGSR) were considered to be
unsatisfactory by the auditor.
Quality of work (AMC)
Servicing Properties
During this period 8 site inspections were undertaken. The quality of work assessed by the
operatives scored a performance level of 25% compared with the National Benchmark
average of 93%.
Immediately Dangerous and At Risk (ID & AR)
During this period 1 installation was found to be 'immediately dangerous 'or 'at risk' by the
Auditor. All other ID's and AR's have been dealt with by the contractor in the correct manner
and the industry unsafe situations procedure followed.
Documentation / Landlords Gas Safety Records (LGSR's);
Records and documentation scored 13%, compared with the National Benchmark average
of 78%. During this audit 7 Landlords Gas Safety Record (LGSR) was considered to be
unsatisfactory by the auditor.
The following Performance Benchmark Chart maps performance returns and highlights both
gas work and documentation performances for HHP contractors for both the current and
previous audit results.
Overall Performance Work correct Records correct Audits completed
Contract Period
2011 57.9% 0% 19
2014 77.8% 41.2% 18
2016 53% 47% 17
2017 78% 56% 18
2018 44% 31% 17
National Benchmark 93% 78%
Contractor Performance Work correct Records correct Audits completed
Contract Period
2016
FES 60% 53% 15
Alex Murray Construction Ltd 0% 0% 2
2017
FES 86% 50% 14
Alex Murray Construction Ltd 50% 75% 4
2018
FES 63% 50% 9
Alex Murray Construction Ltd 25% 13% 8
Making our house your home
Donalda MacKinnon 9-Nov-18
ITEM NO 20
WELFARE REFORM
Board Report 20 November 2018
Report by Director of Operations
Purpose of Report
1.1 This report is to update the Board on the preparatory work carried out for Welfare
Reform.
Summary
2.1 Full Service Universal Credit commenced in the Outer Hebrides on 26 September 2018.
An update is detailed in the report.
2.2 HHP are now a UC-Trusted Partner and have access to the DWP Landlord Portal. This
will have significant benefits in assisting tenants with UC.
2.3 DWP have made funding available to local authorities to help deliver Universal
Support.
2.4 The Government have announced that they will be funding CAB to help deliver a
comprehensive, enhanced support service for UC claimants.
Competence
3.1 The financial, legal or other constraints are detailed at paragraph 5.1 and 6.1.
Recommendations
4.1 It is recommended that the Board notes the report.
APPENDIX 1: None
Background Papers: None
Writer of Report: Donalda MacKinnon Tel: 0300 123 0773
Donalda MacKinnon 9-Nov-18
Competence
Financial
5.1 The Welfare Reform changes present financial challenges for HHP as rental income
becomes more difficult to collect and the costs of collection increase. The
unpredictability of payments under Universal Credit in particular will also impact on
cashflow.
Legal
6.1 There are no legal implications arising out of consideration of this report.
Regulatory Guidance
7.1 The relevant Regulatory Standards are:
Standard Sections
1 The governing body leads and directs the RSL to
achieve good outcomes for its tenants and other
service users.
1.1, 1.6
2 The RSL is open and accountable for what it does. It
understands and takes account of the needs and
priorities of its tenants, service users and stakeholders.
And its primary focus is the sustainable achievement of
these priorities
2.2
3 The RSL manages its resources to ensure its financial
well-being and economic effectiveness.
3.3
4 The governing body bases its decisions on good
quality information and advice and identifies and
mitigates risks to the organisation’s purpose.
4.3
Risk
8.1 Rent arrears levels are likely to increase as tenants’ income reduces. It is hoped that
arrears due to Bedroom Tax will not increase because of ongoing assistance available
through the Comhairle via Discretionary Housing Payments (DHP). Tenants in receipt
of DHP due to bedroom tax have had this extended until 31 March 2019.
8.2 Universal Credit remains a very significant risk on the Risk Register. Bedroom Tax risk
has been reduced but will be reviewed if the situation with DHP changes.
Donalda MacKinnon 9-Nov-18
Report Details
Current Position
9.1 Universal Credit Full Service commenced in the Outer Hebrides on 26 September 2018.
An update on some of the key elements is summarized below.
9.2 Universal Credit full service is delivered via an online self-service and some people will
need help with this. UC Full service requires the claimant to maintain their online
journal where all “to-do” items will be sited. If they fail to maintain their journal they
could be sanctioned or payments could be delayed.
9.3 UC will replace Housing Benefit, ESA, JSA, Child Tax Credit, Working Tax Credit and
Income Support, these are known as legacy benefits. If someone is claiming benefits
for the first time then they will be advised to apply for UC. If a current benefit
claimant has a change in circumstances they will be advised to claim UC. The
natural migration for those in receipt of legacy benefits is due to commence in 2019.
Numbers of HHP tenants claiming UC will increase gradually and it is expected to
peak at approximately 700 by March 2022.
9.4 Following the implementation of Full Service UC 18 rent verification notifications have
been received through the landlord portal.
Advice and Assistance
10.1 There are a number of concerns around digital self-service. All claimants will need a
phone number, bank account and access to the internet to claim for UC full service.
Not all claimants will have these in place.
10.2 Universal Support (US) is advice, assistance and support provided by agreed partners
such as Local Authorities, Citizens Advice, Credit Unions, registered Social landlords
and relevant registered charities.
10.3 DWP has made funding available to local authorities to help deliver US. Help with
applying for Universal Credit will be provided by CNES Customer Service staff in the
Stornoway Library and Tarbert, Balivanich and Castlebay Council Offices. This is
known as Assisted Digital Support. This assistance is by appointment only.
10.4 On 1 October 2018 the Government announced that they will be funding the CAB to
deliver a comprehensive, enhanced support service helping people to make a UC
claim. The support scheme will help claimants through every step of the first five
weeks of making a Universal Credit claim. It will offer people the comprehensive and
practical support they need to get their first payment on time and be ready to
manage it when it arrives. This is as well as providing budgeting support for claimants
who are moving from weekly benefits to a monthly UC payment.
10.5 A member of staff from the Stornoway JCP office will be visiting Barra once a week to
deal with claimants there. It was confirmed that those in Barra and Uist that are
unable to attend a local office will be defined by DWP as “remote postcode”
claimant. This allows them to post their ID to the Stornoway JCP and their claimant
commitment can be done over the phone or via Skype. The claimant commitment
has to be agreed before any money will be released. Full confirmation of this process
is due to be issued by DWP shortly.
Donalda MacKinnon 9-Nov-18
10.6 When a claimant moves from legacy benefits to UC Housing element and they are in
receipt of Housing Benefit, a 2 week “run on” of their HB will be an automatic process
and is to be paid direct to the tenant and not the Landlord. The “run on” is not for
their rent but is intended to help them with the transition from a weekly/fortnightly
benefit to a monthly payment. The housing element of their UC will start from the
date of claim.
Process and Systems
11.1 HHPs IT system has been developed to incorporate UC requirements. This includes
case management and arrears escalation functionality. We have contacted a
number of tenants, who are in receipt of Universal Credit at present, to use them as
test cases for the revised workflow processes.
Training
12.1 Further training for staff and Board members is being arranged through Bill Irvine. A
provisional date of 13 March 2019 has been agreed.
12.2 A Tenant Advisor from Lochalsh and Skye Housing Association visited HHP on 23
August 2018 and gave a presentation on their experiences so far following Full Service
implementation of UC in Skye in 2017. Staff found this session informative and useful.
12.3 Housing Services staff have been carrying out weekly training for the last month. This is
set to continue until further notice.
Communication
13.1 A full page article on Full Service roll out was published in the summer edition of the
Homeward newsletter. A further article will be published in the winter edition.
13.2 Targeted communication is ongoing with current cases transitioning to Full Service.
We will also work closely with new claimants over the coming weeks.
Caseload
14.1 Following Full Service implementation all Live service claims will be closed and a new
claim for Full Service will need to be completed. The change is scheduled to take
place on 17 October 2018. Following the changeover, if an APA is in place, a new
application to UC for direct payments will be required. At present there are 24 Live
cases of UC of which 17 have an APA in place. These accounts will be closely
monitored and APAs applied for as soon as the new claim is available on the Portal.
14.2 We will also monitor the impact on officer caseload and the effect of UC on arrears
levels.
DWP Liaison
15.1 HHP have been enrolled on to the Universal Credit-Trusted Partner Scheme and the
UC Landlord Portal. To date there have been no claims for Full Service UC.
Partnership Working
16.1 Regular meetings continue to be held with CNES, JCP and CAB to discuss the advice
provision available for service users. CNES have employed two Financial Inclusion
Officers, one for Uist and Barra and one for Lewis and Harris. The role of the FIO is to
carry out checks for claimants to ensure that they are getting all the benefits they are
entitled to.
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