CORNWALL HOUSING BOARD MEETING · Gill offered to share the principles that were discussed at the CLT meeting and the Board discussed buying services. Gill explained that this should

CORNWALL HOUSING BOARD MEETING

Monday 28 May 2012 – 6.00 pm Committee Room, St Austell One Stop Shop,

39 Penwinnick Road, St Austell, PL25 5DR Present: Nick Ball Board Member Chair Councillor Ann Kerridge Board Member Daiman Baker Board Member Councillor Derris Watson Board Member Councillor Grenville Chappel Board Member Joanne Marks Board Member John Bailey Board Member John Harris Board Member Martin Emery Board Member Shelley Thornton Board Member Tony Canton Board Member Councillor Mike Eathorne Gibbons Board Member Gerald Chin-Quee Board Member Peter Ledson Board Member Joe Cooke Board Member Gill Steward Director of Communities, Cornwall Council Adrian Pengelly Director of Assets Emma Blatchford Finance and Governance Manager Jane Barlow Managing Director John Shipley Finance Director Pete Jarman Director of Landlord Services Cathy Hadfield Director of Housing Options Tony Studden Homes and Neighbourhood Services Manager Nicky Mannell Housing Support Manager Apologies: Councillor Michael Callan Board Member Councillor Mark Kaczmarek Cornwall Council Portfolio Holder for Housing and Planning Nathan Waller Board Member 1 Welcome and Apologies Action Nick welcomed all to the meeting. Apologies as indicated above.

2 Minutes of meeting held on 23 April 2012 and Matters Arising The above Minutes were agreed.

Housing Investment Plan Working Group – Jane advised that the Council was required to respond to the DCLG by 27 June in respect of Right to Buy receipts and whether the Council wished to utilise them for new build. The Council is considering the implications of this and Jane has indicated that CH would be keen to look at the potential to add this to the HRA funding to assist us to deliver our new build targets. Director of Finance – Jane confirmed that the Job Description had been developed by Cath Robinson, in consultation with Jane, Nick and John and it was anticipated that it would be advertised in July. The interview panel would be Jane, Nick, Cath Robinson and a further Council representative. IT equipment – Nick and Daiman provided an update on the IT equipment that they had been trialling and identified the pros and cons of each. The

1

2

Board also discussed the use of laptops which was also a consideration. It was concluded that the requirements of individuals would depend on usage needs. All members to give further consideration to their requirements and let Mark Duffill know. Budgets – Jane confirmed that all alternative service delivery models were treated the same in respect of paying for support services from the Council. This was in response to a query whether support services costs are top sliced from budgets or included in base budgets. Staff Structure and Role Profiles – Jane and the Directors were currently looking at structures, including identifying any gaps around business development projects and being able to move with the national agenda. Costing were being developed for the initial findings. Year One objectives were also being developed, as well as individual objectives and key priorities to work towards clear work plans for each Director. Jane will report back to the Board when appropriate. Tenants’ Forums – A schedule of meetings had been e-mailed to the Board illustrating the different forums that they could attend. Any members who would like to attend any of the scheduled meetings to let Michelle know. Indemnity Insurance – John would circulate copies of this when available. Register of Interests and Code of Conduct – Board Members to e-mail John with any interests that they would like to declare.

ALL

Jane

John

3 Update from the Chair Nick had completed some work looking at Sub-Committees which had

been circulated to the Board. Jane would develop the terms of reference and Michelle would co-ordinate meeting dates. Nick had also viewed some of the more recent homes that had been built at Laburnum Court and Dracaena Gardens in Falmouth.

Jane Michelle

4 Update from the Managing Director Jane had attended a meeting with the Council regarding the Housing

Investment Programme and had a sense of the Council wanting to enable Cornwall Housing around the new build. Discussions also included the possible use of Council land. It had been recognised that the RTB receipts were the way to progress this. Jane had been invited to attend a Corporate Leadership Team meeting around support services and inter-company trading and how this would work to share benefits. Also discussed were the principles about the Council passporting contracts which had been tested with the sheltered housing project. The purchasing of support services was also discussed and how this relationship would work. A further report would be presented to CLT over the next couple of weeks. Jane would be meeting with Arthur Hooper to look at consistent comments to go back to CLT. Jane had attended a meeting of the National Federation of ALMOs South-West Group and it would appear that all ALMOs were having discussions with their respective Councils regarding buying support services. Jane advised that a representative from the NFA had offered to attend a Board Away Day to update on the direction of ALMOs nationally. It was agreed that this would be arranged.

3

Jane would be holding an Away Day with Middle Managers tomorrow to explore the culture of the organisation and set out what was expected from them. There would be a mix of managers and these meetings would be held on a quarterly basis.

5 Update from the Director of Communities Gill offered to share the principles that were discussed at the CLT meeting

and the Board discussed buying services. Gill explained that this should be looked at as a contract and that the Council and Cornwall Housing should give each other first consideration for providing services.

Gill

6 Cornish Housing Standard Tony summarised the discussion held at the previous meeting and

apologised for issuing the papers late at that time which resulted in a decision being deferred to this meeting. Costings had now been prepared which would be covered in the following report which would be explained by Adrian. The Board discussed the proposed areas of work that needed to be addressed, the proposed timescale and the costings. It was agreed that the next report would address conflicting priorities for spend. It was proposed by Councillor Derris Watson, seconded by Gerald Chin Quee and RESOLVED that: (1) The Board approve the Cornish Housing Standard, for referral then to Cornwall Council’s Housing Task Group of Communities Overview and Scrutiny Committee.

(2) That Officers develop a programme of works that commit Cornwall Housing Limited to achieving this standard, within timescales to be agreed as part of the consideration of the capital programme.

7 Capital Programme Options Adrian referred to the circulated report which started as a report on

photovoltaic (PV) installations, but it was considered sensible to see the capital programme in its entirety for completeness. The Government’s Housing Revenue Account (HRA) Self-financing Policy introduced the opportunity for additional investment in the housing stock via borrowing by Cornwall Council to a stated debt cap. The sum available was £15m and consideration of a number of investment opportunities was required to enable a detailed business case/s to be prepared. The main areas of investment that had been considered were acceleration of the delivery of the Cornish Housing Standard, a new-build programme in line with the Cornwall Housing Investment Plan objective and the installation of PV panels. Adrian advised that the timescale for signing up to the installation programme had moved from the beginning to the end of July. The financial model for new build was based on the Housing Investment Plan target of 150-200 new properties over a 4 year period. The target at 200 had not been fully costed and this would need to be revisited. Two proposals were included for the PV project, one a model for 150 installations and one for 300 installations. Following an assessment of the HRA budget, further consideration would be given to extending the programme of installation to 300. Discussions would need to be held with tenant groups in terms of this programme as there would be a tenancy variation process that would be required.

4

Adrian explained the figures within the report which identified that approximately £36.7m of investment was required to achieve the Cornish Housing Standard for the entire housing stock; and a cost of approximately £18m had been identified for 150 new build properties. The Board discussed universal credit and Jane confirmed that this had been raised as a risk when the management agreement documents were being developed. An action plan about welfare reform was in development currently, considering all impacts of welfare reform on our tenants, customers as well as the business. The provision for bad debts within the business plan had been increased to £500,000 on the assumption that payments to tenants of housing benefit (rather than direct payments) as well as restricted housing benefit where people under-occupy has potential to significantly add to the level of rent arrears. It was proposed by Councillor Eathorne Gibbons, seconded by John Bailey and RESOLVED that: (1) The Cornwall Housing investment priorities for the use of the additional capital funding be confirmed as:

Delivery of 150-200 new build properties over 4 years; and Commence an initial programme of photovoltaic installations to 150

properties securing the current feed in tariff subject to Cornwall Council approval – final business case liaison and approval to be delegated to the Chair of the Board.

(2) Delivery of the Cornish Housing Standard be programmed over 5 years and funded by the existing capital programme.

8 Year End Position and Pension Fund Options John referred to the circulated report which updated the Board on the

latest position in respect of Carrick Housing Ltd’s draft Annual Accounts for the year to 31 March 2012 from the position reported at the meeting on 23 April 2012. The draft profit had improved by £364K to £726K. The Pension Fund Surplus had reduced by £800K from £1.913K to £1,113K. The movements in both cases were entirely due to adjustments from the actuaries pension fund valuation. These accounts remained draft and were subject to external audit which was due to commence at the end of May. John explained the implications of assumptions about pension and salary inflation. It was proposed by Shelley Thornton, seconded by Councillor Mike Eathorne Gibbons and RESOLVED that: (1) There would be a salary growth assumption used in the valuation of:

1% per annum until 2015; and RPI for all future years after 2015

9 Housing Management System Procurement Emma referred to the circulated report and explained that it had been

necessary to consider a new procurement exercise based on the method of procuring a Housing Management System which allowed the roll out of the Capita system in the north-east shortly after forming the unitary

5

authority. The time limit this procurement exercise gave was until December 2012 to re-tender. Approval was therefore sought to commence a procurement process to tender for a single system and at the same time seek to test the market on providers of other software to potentially replace the other systems used within the company. Emma referred to the indicative costs for a new system and the likely efficiency savings, as well as the benefits of working with one system. It was proposed by Tony Canton, seconded by Jo Marks and RESOLVED that: (1) Approval is given to procure a single Housing Management System. The contract award is to be 10 years with break clauses. (2) Approval is also given to test the market regarding the other housing systems to see if competitive replacements are available.

10 Housing Procurement Framework Tony referred to the circulated report and explained that this framework

would enable Cornwall Housing to take advantage of lower procurement costs, simplified documentation, increased know-how using specialist contractors which would result in better value for money. The establishment of a Framework Agreement would contribute towards achieving the Cornish Housing Standard. Such a framework would enable the procurement of services with a number of strategic partners in five lots. Once established, individual call offs for specific projects would be on a mini tender basis to ensure full price competition would be obtained. The proposed five lots were as follows: (1) mechanical and electrical maintenance; (2) ground works; (3) kitchens and bathrooms; (4) roofing; and (5) general building. Tony explained how the different lots would work and the different options available. As part of the Council’s aspiration for promoting inter-company trading, and in recognition of the potential benefits to Cornwall Housing in doing so, the potential for such is built into this procurement framework. In this regard, it was proposed that Cornwall Housing Limited offered CORMAC Solutions the opportunity to bid on equal terms with selected contractors for all housing maintenance contractors work or selected lots. CORMAC would by-pass the PQQ and OJEU process by virtue of the ‘Teckal’ exemption and become an automatic 5th partner contractor within the framework. It was proposed by Gerald Chin Quee, seconded by John Bailey and RESOLVED that:

Cornwall Housing Limited approve the Maintenance Framework Model Option 1 and that submission in the lots as set out through the Official Journal of the European Union (OJEU) tender route at the earliest opportunity to prevent delays delivering the capital programme.

11 Budget Monitoring Reports position John updated the Board with the current position on providing financial

information. Normally next month the Board would receive final year end accounts audited, signed off and ready for approval, as well as current year information. Due to implementation of the ERP system, there was not yet the access or reporting functionality available in order to do detailed monthly accounts. Due to these delays, John was therefore proposing to defer the year end accounts until July and to concentrate on current year reporting which was agreed by the Board.

6

12 Sheltered Housing Services Update Nicky presented the circulated report and provided an update on the

current funding and future of older people’s support services provided by Cornwall Housing Limited. Providers of support services to older people in Cat I and Cat II properties have been advised that funding for these services would continue until March 2013 and that after that date funding for Cat I services would be separately commissioned via open tender. Discussions were taking place to obtain agreement that the ALMO would be passported through this process. Cornwall Housing Limited currently provided two separate and different support services to tenants in the former Carrick and Caradon/North Cornwall Districts and work has been carried out to identify areas of difference and how the company could implement the changes needed to align the services. Funding for Cat II accommodation would continue on a rolling contract basis and Cat I funding would be tendered later this year along with £1M of funding currently paid to voluntary sector organisations across Cornwall. CLT were currently discussing whether passporting arrangements could apply to the ALMO in this case. If Cornwall Housing was successful in obtaining funding through passporting, it would be necessary to work with Adult Care and Support to influence the service specification. The deadline for expressions of interests was 1 June 2012. It was proposed by Shelley Thornton, seconded by Tony Canton and RESOLVED that: Cornwall Housing Limited submits an expression of interest to Adult Care and Support to provide older people’s and provide ideas for future service design and delivery. The meeting closed at 9.10 pm

1 of 73


Meeting to be held on Monday 25 June 2012

Council Chamber, Truro One Stop Shop, Carrick House, Pydar Street, Truro, TR1 1EB

6.00 pm

AGENDA

1. Welcome and apologies – Nick Ball 2. Minutes of meeting held on 28 May 2012 (attached) (6.00 pm-6.15 pm)

3. Verbal update from the Chair (6.15 pm–6.25 pm) 4. Verbal update from the Managing Director (6.25 pm-6.35 pm) 5. Verbal update from the Director of Communities (6.35 pm-6.45 pm) 6. Declaration of Interests (6.45 pm) For Decision: 7. Operational Plan – Emma Blatchford (attached ) (6.50 pm-7.15 pm) For Discussion:

8. Committees of the Board – Jane Barlow (attached) (7.15 pm–7.30 pm) 9. Finance – Verbal Update – Jane Barlow/John Shipley (7.30 pm-7.45 pm) For information only 10. Stepping Stones to Home - Cathy Hadfield (attached) (7.45 pm-7.55 pm) 11. Date of next Meeting – Monday 30 July 12. Any Other Business (7.55 pm-8.00 pm)

2


Monday 28 May 2012 – 6.00 pm Committee Room, St Austell One Stop Shop,

39 Penwinnick Road, St Austell, PL25 5DR Present: Nick Ball Board Member Chair Councillor Ann Kerridge Board Member Daiman Baker Board Member Councillor Derris Watson Board Member Councillor Grenville Chappel Board Member Joanne Marks Board Member John Bailey Board Member John Harris Board Member Martin Emery Board Member Shelley Thornton Board Member Tony Canton Board Member Gill Steward Director of Communities, Cornwall Council Adrian Pengelly Director of Assets Emma Blatchford Finance and Governance Manager Jane Barlow Managing Director John Shipley Finance Director Pete Jarman Director of Landlord Services Cathy Hadfield Director of Housing Options Tony Studden Homes and Neighbourhood Services Manager Nicky Mannell Housing Support Manager Apologies: Councillor Michael Callan Board Member Councillor Mark Kaczmarek Cornwall Council Portfolio Holder for Housing and Planning Nathan Waller Board Member 1 Welcome and Apologies Action Nick welcomed all to the meeting. Apologies as indicated above.

2 Minutes of meeting held on 23 April 2012 and Matters Arising The above Minutes were agreed.

Housing Investment Plan Working Group – Jane advised that the Council was required to respond to the DCLG by 27 June in respect of Right to Buy receipts and whether the Council wished to utilise them for new build. The Council is considering the implications of this and Jane has indicated that Cornwall Housing would be keen to look at the potential to add this to the HRA funding to assist us to deliver our new build targets. Director of Finance – Jane confirmed that the Job Description had been developed by Cath Robinson, in consultation with Jane, Nick and John and it was anticipated that it would be advertised in July. The interview panel would be Jane, Nick, Cath Robinson and a further Council representative. IT equipment – Nick and Daiman provided an update on the IT equipment that they had been trialling and identified the pros and cons of each. The Board also discussed the use of laptops which was also a consideration. It was concluded that the requirements of individuals would depend on usage needs. All members to give further consideration to their requirements and let Mark Duffill know.

ALL

3

Budgets – Jane confirmed that all alternative service delivery models were treated the same in respect of paying for support services from the Council. This was in response to a query whether support services costs are top sliced from budgets or included in base budgets. Staff Structure and Role Profiles – Jane and the Directors were currently looking at structures, including identifying any gaps around business development projects and being able to move with the national agenda. Costing were being developed for the initial findings. Year One objectives were also being developed, as well as individual objectives and key priorities to work towards clear work plans for each Director. Jane will report back to the Board when appropriate. Tenants’ Forums – A schedule of meetings had been e-mailed to the Board illustrating the different forums that they could attend. Any members who would like to attend any of the scheduled meetings to let Michelle know. Indemnity Insurance – John would circulate copies of this when available. Register of Interests and Code of Conduct – Board Members to e-mail John with any interests that they would like to declare.

Jane

John

3 Update from the Chair Nick had completed some work looking at Sub-Committees which had

been circulated to the Board. Jane would develop the terms of reference and Michelle would co-ordinate meeting dates. Nick had also viewed some of the more recent homes that had been built at Laburnum Court and Dracaena Gardens in Falmouth.

Jane Michelle

4 Update from the Managing Director

Jane had attended a meeting with the Council regarding the Housing Investment Programme and had a sense of the Council wanting to enable Cornwall Housing around the new build. Discussions also included the possible use of Council land. It had been recognised that the RTB receipts were the way to progress this. Jane had been invited to attend a Corporate Leadership Team meeting around support services and inter-company trading and how this would work to share benefits. Also discussed were the principles about the Council passporting contracts which had been tested with the sheltered housing project. The purchasing of support services was also discussed and how this relationship would work. A further report would be presented to CLT over the next couple of weeks. Jane would be meeting with Arthur Hooper to look at consistent comments to go back to CLT. Jane had attended a meeting of the National Federation of ALMOs South-West Group and it would appear that all ALMOs were having discussions with their respective Councils regarding buying support services. Jane advised that a representative from the NFA had offered to attend a Board Away Day to update on the direction of ALMOs nationally. It was agreed that this would be arranged. Jane would be holding an Away Day with Middle Managers tomorrow to explore the culture of the organisation and set out what was expected from them. There would be a mix of managers and these meetings would be held on a quarterly basis.

4

5 Update from the Director of Communities Gill offered to share the principles that were discussed at the CLT meeting

and the Board discussed buying services. Gill explained that this should be looked at as a contract and that the Council and Cornwall Housing should give each other first consideration for providing services.

Gill

6 Cornish Housing Standard Tony summarised the discussion held at the previous meeting and

apologised for issuing the papers late at that time which resulted in a decision being deferred to this meeting. Costings had now been prepared which would be covered in the following report which would be explained by Adrian. The Board discussed the proposed areas of work that needed to be addressed, the proposed timescale and the costings. It was agreed that the next report would address conflicting priorities for spend. It was proposed by Councillor Derris Watson, seconded by Gerald Chin Quee and RESOLVED that: (1) The Board approve the Cornish Housing Standard, for referral then to Cornwall Council’s Housing Task Group of Communities Overview and Scrutiny Committee.

(2) That Officers develop a programme of works that commit Cornwall Housing Limited to achieving this standard, within timescales to be agreed as part of the consideration of the capital programme.

7 Capital Programme Options Adrian referred to the circulated report which started as a report on

photovoltaic (PV) installations, but it was considered sensible to see the capital programme in its entirety for completeness. The Government’s Housing Revenue Account (HRA) Self-financing Policy introduced the opportunity for additional investment in the housing stock via borrowing by Cornwall Council to a stated debt cap. The sum available was £15m and consideration of a number of investment opportunities was required to enable a detailed business case/s to be prepared. The main areas of investment that had been considered were acceleration of the delivery of the Cornish Housing Standard, a new-build programme in line with the Cornwall Housing Investment Plan objective and the installation of PV panels. Adrian advised that the timescale for signing up to the installation programme had moved from the beginning to the end of July. The financial model for new build was based on the Housing Investment Plan target of 150-200 new properties over a 4 year period. The target at 200 had not been fully costed and this would need to be revisited. Two proposals were included for the PV project, one a model for 150 installations and one for 300 installations. Following an assessment of the HRA budget, further consideration would be given to extending the programme of installation to 300. Discussions would need to be held with tenant groups in terms of this programme as there would be a tenancy variation process that would be required. Adrian explained the figures within the report which identified that approximately £36.7m of investment was required to achieve the Cornish Housing Standard for the entire housing stock; and a cost of approximately £18m had been identified for 150 new build properties.

5

The Board discussed universal credit and Jane confirmed that this had been raised as a risk when the management agreement documents were being developed. An action plan about welfare reform was in development currently, considering all impacts of welfare reform on our tenants, customers as well as the business. The provision for bad debts within the business plan had been increased to £500,000 on the assumption that payments to tenants of housing benefit (rather than direct payments) as well as restricted housing benefit where people under-occupy has potential to significantly add to the level of rent arrears. It was proposed by Councillor Eathorne Gibbons, seconded by John Bailey and RESOLVED that: (1) The Cornwall Housing investment priorities for the use of the additional capital funding be confirmed as:

• Delivery of 150-200 new build properties over 4 years; and

• Commence an initial programme of photovoltaic installations to 150 properties securing the current feed in tariff subject to Cornwall Council approval – final business case liaison and approval to be delegated to the Chair of the Board.

(2) Delivery of the Cornish Housing Standard be programmed over 5 years and funded by the existing capital programme.

8 Year End Position and Pension Fund Options John referred to the circulated report which updated the Board on the

latest position in respect of Carrick Housing Ltd’s draft Annual Accounts for the year to 31 March 2012 from the position reported at the meeting on 23 April 2012. The draft profit had improved by £364K to £726K. The Pension Fund Surplus had reduced by £800K from £1.913K to £1,113K. The movements in both cases were entirely due to adjustments from the actuaries pension fund valuation. These accounts remained draft and were subject to external audit which was due to commence at the end of May. John explained the implications of assumptions about pension and salary inflation. It was proposed by Shelley Thornton, seconded by Councillor Mike Eathorne Gibbons and RESOLVED that: (1) There would be a salary growth assumption used in the valuation of:

• 1% per annum until 2015; and

• RPI for all future years after 2015

9 Housing Management System Procurement Emma referred to the circulated report and explained that it had been

necessary to consider a new procurement exercise based on the method of procuring a Housing Management System which allowed the roll out of the Capita system in the north-east shortly after forming the unitary authority. The time limit this procurement exercise gave was until December 2012 to re-tender. Approval was therefore sought to commence a procurement process to tender for a single system and at the same time seek to test the market on providers of other software to

6

potentially replace the other systems used within the company. Emma referred to the indicative costs for a new system and the likely efficiency savings, as well as the benefits of working with one system. It was proposed by Tony Canton, seconded by Jo Marks and RESOLVED that: (1) Approval is given to procure a single Housing Management System. The contract award is to be 10 years with break clauses. (2) Approval is also given to test the market regarding the other housing systems to see if competitive replacements are available.

10 Housing Procurement Framework Tony referred to the circulated report and explained that this framework

would enable Cornwall Housing to take advantage of lower procurement costs, simplified documentation, increased know-how using specialist contractors which would result in better value for money. The establishment of a Framework Agreement would contribute towards achieving the Cornish Housing Standard. Such a framework would enable the procurement of services with a number of strategic partners in five lots. Once established, individual call offs for specific projects would be on a mini tender basis to ensure full price competition would be obtained. The proposed five lots were as follows: (1) mechanical and electrical maintenance; (2) ground works; (3) kitchens and bathrooms; (4) roofing; and (5) general building. Tony explained how the different lots would work and the different options available. As part of the Council’s aspiration for promoting inter-company trading, and in recognition of the potential benefits to Cornwall Housing in doing so, the potential for such is built into this procurement framework. In this regard, it was proposed that Cornwall Housing Limited offered CORMAC Solutions the opportunity to bid on equal terms with selected contractors for all housing maintenance contractors work or selected lots. CORMAC would by-pass the PQQ and OJEU process by virtue of the ‘Teckal’ exemption and become an automatic 5th partner contractor within the framework. It was proposed by Gerald Chin Quee, seconded by John Bailey and RESOLVED that:

Cornwall Housing Limited approve the Maintenance Framework Model Option 1 and that submission in the lots as set out through the Official Journal of the European Union (OJEU) tender route at the earliest opportunity to prevent delays delivering the capital programme.

11 Budget Monitoring Reports position John updated the Board with the current position on providing financial

information. Normally next month the Board would receive final year end accounts audited, signed off and ready for approval, as well as current year information. Due to implementation of the ERP system, there was not yet the access or reporting functionality available in order to do detailed monthly accounts. Due to these delays, John was therefore proposing to defer the year end accounts until July and to concentrate on current year reporting which was agreed by the Board.

12 Sheltered Housing Services Update Nicky presented the circulated report and provided an update on the

current funding and future of older people’s support services provided by

7

Cornwall Housing Limited. Providers of support services to older people in Cat I and Cat II properties have been advised that funding for these services would continue until March 2013 and that after that date funding for Cat I services would be separately commissioned via open tender. Discussions were taking place to obtain agreement that the ALMO would be passported through this process. Cornwall Housing Limited currently provided two separate and different support services to tenants in the former Carrick and Caradon/North Cornwall Districts and work has been carried out to identify areas of difference and how the company could implement the changes needed to align the services. Funding for Cat II accommodation would continue on a rolling contract basis and Cat I funding would be tendered later this year along with £1M of funding currently paid to voluntary sector organisations across Cornwall. CLT were currently discussing whether passporting arrangements could apply to the ALMO in this case. If Cornwall Housing was successful in obtaining funding through passporting, it would be necessary to work with Adult Care and Support to influence the service specification. The deadline for expressions of interests was 1 June 2012. It was proposed by Shelley Thornton, seconded by Tony Canton and RESOLVED that: Cornwall Housing Limited submits an expression of interest to Adult Care and Support to provide older people’s and provide ideas for future service design and delivery. The meeting closed at 9.10 pm

8

Cornwall Housing Limited

Procurement of single Housing Management System

Agenda No:

Report to: Cornwall Housing Limited Board

Date: 25th June 2012

Title: Operational Plan 2012/13

Author: Emma Blatchford Role: Finance and Governance Manager

Contact: Phone - 01579 341100 email – [email protected]

For Board reports only

Committee:

Date:

Recommendations:

1.That the attached plan is approved

1. Executive Summary:

The operational plan similar to the Delivery plan as for this year it

only covers one year.

The management agreement refers to the Operational plan as part of section 7.

This first plan is an interim document prepared in the knowledge

that this is a year of transformation and some of the information is not yet available. Its focus is around the first year plan creating a

strong platform for the future delivery of our objectives.

2. The requirements of the Operational Plan

Section 7 of the Management Agreement (MA) states (copied for

reference from MA): The operational plan shall:

9

7.1.1 set all the outputs of the Organisation, the key

performance requirements of the Services and

includes the performance standards expected;

7.1.2 detail the financial and other resources required to

enable the Organisation to deliver the Delivery Plan

and perform the Services with skill, care and

diligence.

7.2 In addition to the requirements in Clause Error! Reference

source not found. above the Operational Plan shall also

contain the following matters:

7.2.1 an analysis of the Organisation’s objectives in

respect of the Services;

7.2.2 an identification of the required capital and revenue

to deliver the delegated services in the Delivery

Plan. The capital programme will be reviewed by

the Organisation in accordance with the procedure

set out in the Tenant Participation Compact.

7.2.3 an analysis of the Services throughout the previous

twelve months being the period between the

previous anniversary of the Commencement Date

and the next following anniversary of the

Commencement Date, focusing on those areas

which were successful and unsuccessful;

7.2.4 an identification in the Organisation’s view of the

reason for the successes and failures referred to in

Clause 7.2.3 recognising that:

7.2.4.1 some of the matters may be due to the

Organisation’s performance of the

Services (or that of its sub-contractors,

employees or agents);

7.2.4.2 others may be due to the actions or

omissions of the Council, other

companies engaged by the Council

and/or the Council’s employees; and

10

7.2.4.3 other matters may be due to external or

other circumstances;

7.2.5 performance targets (based on best value

indicators as a minimum) for the subsequent year

compared with performance for the period being

the period between the previous anniversary of the

Commencement Date and the next following

anniversary of the Commencement Date;

7.2.6 a timetable of planned Service Reviews and the

outcome of any previous Service Reviews;

7.2.7 suggestions for possible improvements in or

development of the Services;

7.2.8 an action plan setting out the Organisation’s

suggested measures that might be taken by the

Organisation, the Council or other organisations

further to improve the Services PROVIDED THAT

against any measure which it considers might be

taken by the Organisation itself, the Organisation

shall set out whether the implementation of such

measure would result in any upward or downward

variation of the Delivery Plan if the measure were

to be a variation under the provisions of Clause

Error! Reference source not found..

7.3 The Operational Plan for the first year following the

Commencement Date is set out in Annex 1. After the first

year the Organisation shall provide to the Council by the

relevant date specified in the Contract Management

Framework a draft of the Operational Plan for the year

following the next relevant anniversary of the

Commencement Date.

7.4 Subject to the procedure set out in Clause 7.5 the

Organisation and Tenants Representative shall work together

in a spirit of mutual cooperation to produce each year a draft

Operational Plan that:

11

7.4.1 meets the Council’s strategic housing objectives

and;

7.4.2 is acceptable (and affordable) within the resources

available within the area managed by the

Organisation.

7.5 The Organisation shall consult with the Tenants

Representative about the draft Operational Plan as follows:

7.5.1 the Organisation will supply the Tenants

Representative with the sections of the draft

Operational Plan relating to housing revenue

account functions and a brief commentary of the

key issues;

7.5.2 the Tenants Representative will discuss the draft

housing revenue account sections of the

Operational Plan with the Organisation’s

Representative so that (i) the Tenants

Representative understands the Organisation’s

reasons for proposing the draft sections of the

Operational Plan and (ii) the Tenants

Representative can provide an initial response on

behalf to the Organisation on the proposed draft

sections of the Operational Plan;

7.5.3 the Tenants Representative and the Organisation’s

Representative shall continue a dialogue on the

proposed draft housing revenue account sections of

the Operational Plan; feeding into that dialogue the

views/ instructions they have received from the

other persons they have consulted;

7.5.4 the Tenants Representative and the Organisation’s

Representative shall seek to agree the proposed

changes. If agreement is proving elusive, the

Tenants Representative and the Organisation’s

Representative may (by mutual agreement) involve

others in the process to assist in reaching

agreement;

12

7.5.5 the Tenants Representative and the Organisation

shall use all reasonable endeavours to ensure that

the other party (i) receives documents in good time

to allow it to properly consider and consult about

them; and (ii) is given reasonable time to respond

to such documents;

7.5.6 for the avoidance of doubt the consultation process

set out in Clause 7.5 shall not bind the Organisation

to accept any changes proposed by the Tenants

Representative.

7.6 Senior officers of the Council and the Tenants Representative

will meet with the Managing Director of the Organisation

within thirty (30) Working Days of the receipt by the Council

of the draft Operational Plan to review the draft Operational

Plan and to review the previous year’s performance against

the targets set out in that year’s Operational Plan.

7.7 The Council shall give due consideration to the draft

Operational Plan and shall by the date specified in the

Contract Management Framework notify the Organisation as

to whether it is agreed or supply details of the Council’s

comments thereon.

7.8 The Organisation and the Council shall work together in good

faith to resolve any areas of disagreement and agree the

draft Operational Plan.

7.9 The Council shall have 20 Working Days in which to confirm

its approval of the draft Operational Plan (and in the

absence of any response shall be deemed to have

approved it) or to notify the Organisation that the draft

Operational Plan is not acceptable, in which case the matter

shall be referred to the dispute resolution procedure in

accordance with Clause Error! Reference source not

found..

7.10 If the Organisation does not agree such changes the changes

notified by the Council shall be deemed to be incorporated as

modifications to the draft Operational Plan and the draft

13

Operational Plan as so modified shall be the current

Operational Plan PROVIDED THAT in the event that the

Council and the Organisation shall not have agreed the

financial consequences of such changes this aspect of the

current Operational Plan and draft Operational Plan shall be

referred to the dispute resolution procedure in accordance

with Clause Error! Reference source not found. and

pending resolution the current Operation Plan as modified in

accordance with the draft Operational Plan shall have full

force and effect until such resolution whereupon the current

Operational Plan financial provisions shall be modified in

accordance with such resolution and the draft Operational

Plan shall be adopted in accordance with such decision and

subject to such modifications as may be specified in such

resolution.

7.11 Any changes to the approved Operational Plan shall be

subject to the consultation with the Tenants Representative

and the procedure set out in 7.4- 7.10 in relation to the

approval of the draft Operational Plan, in so far as it is

practicable.

7.12 There shall be one formal meeting each year to which the

senior officers of the Council, the Tenants Representative and

the Managing Director of the Organisation hall be invited to

discuss the Operational Plan and review the Organisation’s

performance.

7.13 Where the Council is not satisfied with the Organisation’s

performance following the review in Clause 7.12 the Council

shall be entitled to issue instructions to the Organisation to

implement any measures which the Council may deem

necessary to perform the current Operational Plan.

7.14 In the event that notwithstanding any measures taken

pursuant to Clause 7.13 the Organisation continues to fail to

demonstrate that the Agreement and the Services represent

best value the Council shall be entitled to terminate the

Agreement.

14

At this stage we do not have all the requirements of the Operational plan as included above but we are working to secure al the

information for the next full plan.

3. Timetable for creation of next plan

Much of this Resources aspect of this plan will require us to dovetail

into the budget setting process of the council and we will be developing a timetable to ensure we meet this and allow time for

meaningful consultation.

Work will commence scoping and preparing for the creation of the document over the summer.

4. Equality Impact Assessment:

An equality impact assessment has yet to be completed and will

follow shortly.

5. Board committee: (For Board reports)

None

Supporting Information

Appendices:

Appendix 1 – Operational Plan 2012/13

Background Papers:

None/or list papers used.

Approval and Clearance of Report

Guidance: All reports need to be cleared by a member of the Senior

Management Team.

Guidance for those clearing reports (SMT): Any implications you wish to add to the report should be made under the relevant

paragraph in the main body of the report. Always refer such amendments back to the report author for agreement.

Report cleared by: DLT Date: 19/6/12

Operational Plan

2012/13 Cornwall Housing

Treven Kernow

Date: 01/04/2012

Version 1.0

Operational Plan 2012/13 2 Version 1.

Policy control sheet

Current document status

Status Draft

Reference

Last reviewed

Document type Plan/Policy

Document location

Area applicability

Current document status

Status

Reference

Last reviewed

Document type

Document location

Area applicability

Version history

Version Date

created

Date

approved

Date for

review Author/s

Approved

by

Revised

by

Equality impact assessment record

Date

Type of

assessment

conducted

Stage/level

completed

Summary of

actions/decisions

Completed

by

Impact

assessment

review date


Notes

Legal influences on this policy

Non-legal influences on this policy

Other documents linked to this policy Delivery Plan


Operational Plan

Table of contents

page

About the Company x

The first year x

Our vision and plans x

Financial information x

Key Risks x

Appendices

1 Distribution of residential properties or sites that are either managed or

owned by the company

2 Organisation structure (firm up and include high level) not included yet pin wheel or table

3 Operational plan summary outcome chart – outcomes under each objective – board to consider?? Draft included

4 Asset management - draft included

5 Detailed first year plan – draft included


About the Company

Cornwall Housing is an Arms Length Management Company owned by

Cornwall Council, responsible for managing council homes on behalf of Cornwall Council. Cornwall Housing also provides other housing services like Homelessness, Housing Advice and Options.

The company was established on 1st April 2012, and brought together a majority of Cornwall Councils Housing Service and Carrick Housing Ltd. It is

wholly owned by the Council, but overseen by a Board of Directors rather than a committee of the Council. The Board has 18 members made up of six tenants, six councillors and six independent members. The services we

provide include:

We provide a landlord service to the following:

• 10,507 Council owned properties • 2473 garages tenancies • 351 leaseholder flats

• 18 stores • 21 shops

• 48 play areas • 3 Gypsy and traveller site management • 25 commercial shops

• 13 community rooms • 56 properties owned by Cornwall Housing

The landlord services provided include all tenancy and rent management,

addressing antisocial behaviour issues on our estates, asset management, repairs and maintenance

In addition we provide the following other Housing services on behalf of the

Council which are provided across the whole of Cornwall across six main bases:

• Manage the Housing Options and Needs Service, which delivers the statutory duties of the provision of housing advice and homelessness functions including the provision and management of over 297 (subject

to fluctuation) units of temporary accommodation in the form of Private Sector Leased (PSL) properties, as well as development of

delegated strategies. • Management of the housing register (currently consists of 25,000

households) and Cornwall Homechoice, the choice- based lettings

partnership, which allocates a majority of the social rented homes in Cornwall.

• Provision of Housing advice on a range of housing issues such as security of tenure, repair and exchanges.


This operational plan is to cover our first year.

The first Year

This first year is very much about transition and change, with the new company structure, culture and working practices being created and plans

for future years being finalised.

Acknowledging this period of change a number of harmonising projects and tasks have been identified to complete, (details of which can be found in

appendix 5) to help us quickly achieve our goal of creating an organisation focussed on delivering on our company objectives.

The new structure needs also to reflect the aspirations of the company going forward in relation to growth, and ensuring that we have the right staff with the right skills to enable us to achieve our objectives

Our Vision and Plans

The vision for the Company is:

‘To deliver high quality homes and housing services to the communities of Cornwall’.

In addition, the Board and the Council have agreed some high level

objectives

The following table demonstrates how the Cornwall Housings objectives

contribute to the Council’s overall priorities:

Cornwall Housing Objectives Cornwall Council Priorities

Achieving the Cornish Housing

Standard and maintaining our homes

Better Environment.

Minimise waste and generate sustainable energy.

Creating new homes

Affordable housing to meet local need.

Achieve a balanced housing market that meets local needs.

Efficient use of resources

Manage public resources well and always look to improve.

Integrate and transform Cornwall’s public services to achieve


efficiencies and improvements.

Minimise waste and generate

sustainable energy.

Excellent Housing Services To become an excellent council

through continual improvement - fix, prepare, transform and excel.

Manage public resources well and

always look to improve.

Good governance and tenant

involvement

Improve the resilience of

communities.

To become an excellent council

through continual improvement - fix, prepare, transform and excel.

The first year will be subject to significant change as the company takes shape. In addition to delivering a significant increase to the capital

programme and driving forward on a number of other projects there will be significant internal reshaping of the services.

The attached first year plan (Appendix 5) demonstrates how much work is

intended to be undertaken in driving through these changes.


Financial information

For the first year of operation we have prepared a single year revenue

forecast.

The following table demonstrates the income and expenditure forecast fro the opening position of the company but acknowledges that due further

changes and opportunities available later in the year this forecast is subject to change during the year.

Income & expenditure account forecast 2012-13 for the whole of the company.

Income £ million

Management fee 31.48

Rental income 0.26

External sales 0.05

Other external funding 0.11

Other income 0.06

Total Income 31.96

Expenditure

Direct Costs

• Repairs and improvements

• Communal services

• Transport

• Own property costs

• Tenant participation

• Housing management

16.93

0.38

0.34

0.19

0.36

0.19

Total Direct Costs 18.39

Indirect Costs

• Staff costs

• Other overhead costs

11.63

1.41

Total Indirect Costs 13.04

Total Expenditure 31.43

Net Surplus 0.53


The company was fortunate to benefit from the cash balances and balance sheet that was inherited from Carrick Housing as a result of the

restructuring that took place to create Cornwall Housing. However, at the time of writing a finalised balance sheet and cash flow forecast is not available to include.

Key Risks

There are two key risks that we will be evaluating the impact of over this first year:

• Welfare Reform

• Right to Buy

Welfare Reform

The changes to Housing Benefits as a result of the implementation of this

could be wide reaching. We will be assessing the impact on the service as a result of the introduction of the Universal Credit and the impact of under occupancy. It is anticipated that the level of support required for tenants in

managing direct payments will increase along with our arrears and bad debts.

Welfare reform will also have a significant impact on our Housing Options service, particular in the areas of increased demand for services, and the impact of changes to the Housing Benefit arrangements for Temporary

Accommodation provision to statutory homeless families

We will also be working with the Council to review the Allocations policy to

ensure that it enables us to meet the needs of our customers, as well as reflecting recent legislation changes such as the Localism Act and Welfare Reform.

Right to Buy

The raising of the Right to Buy discounts to a maximum of £75,000 will have a number of effects on the service:

• Increasing the number of applications – increasing the resource

required within the service to administer. Applications have reduced significantly over the past years and the resource required to manage

this has reduced accordingly.

• A significant number of sales will impact on the financial modelling that was undertaken as part of the development of the capital


programme. If too high the forecasted programme may need to be reviewed to accommodate the impacts.

• The proposed build programme may need to be increased to accommodate the need to build to replace sold properties rather than increase stock holding. This will depend on any decision the council

makes on utilisation of a proportion of the receipts.

Appendix 1 – Distribution of residential properties or sites that are either managed or owned by the company

The table below shows the towns and villages where we have Council HRA stock and the type of properties managed.

Town/Village No of

Houses

No of

Bungalows

No of

Flats

No of

Bedsits

Total

Units

Altarnun 5 10 9 4 28

Antony 2 2 4

Blackwater 2 6 8

Blisland 4 8 12

Blunts 4 4

Bodinnick 4 1 5

Bodmin 476 187 307 19 989

Boduel 2 2

Boyton 2 6 8

Bude 144 55 82 281

Callington 84 33 26 143

Calstock 33 6 5 44

Camelford 50 18 76 3 147

Cardingham 8 7 15

Cargreen 1 8 9

Carneggan 1 1

Carnon Downs 5 6 18 29

Causeland 1 1


Town/Village No of

Houses

No of

Bungalows

No of

Flats

No of

Bedsits

Total Units

Cawsand 12 3 15

Chacewater 31 6 27 64

Commonmoor 1 19 20

Coombe 1 1

Crafthole 5 5

Crofthandy 3 3

Cubert 5 5

Darite 5 1 6

Davidstow 3 3

Dobwalls 38 54 92

Doublebois 6 6

Downderry 14 2 4 20

Duloe 14 10 24

East Taphouse 4 13 17

Egloshayle 6 6

Egloskerry 1 6 7

Fairy Cross 3 3

Falmouth 623 105 366 1,094

Feock 6 7 13

Flushing 24 10 34

Forrabury &

Minster

13 11 24

Frogpool 1 21 22

Gerrans 4 4

Golberdon 7 7

Goonhaven 12 8 7 27

Grampound Road 7 4 1 12

Gunnislake 41 62 103


Town/Village No of

Houses

No of

Bungalows

No of

Flats

No of

Bedsits

Total Units

Gwennap 4 8 12

Hatt 5 8 13

Helland 5 5

Hendergulling 1 1

Horningtops 2 2

Insworke 23 12 2 37

Jacobstow 2 9 11

Kea 6 6

Kelly Bray 2 2

Kilkampton 19 17 36

Kingsand 16 14 11 41

Ladock 1 1

Landrake 19 6 12 37

Laneast 2 2

Lanhydrock 2 2

Lanlivet 39 26 65

Lanreath 8 7 15

Lansallos 3 3

Lanteglos 10 10

Launcells 5 6 11

Launceston 220 13 195 1 429

Lawhitton 4 4

Lerryn 15 16 31

Lawannick 5 9 14

Lezant 4 8 12

Liskeard 297 146 143 1 587

Looe 80 18 173 271


Town/Village No of

Houses

No of

Bungalows

No of

Flats

No of

Bedsits

Total Units

Lower Clicker 10 10

Marhamchruch 8 13 21

Menheniot 21 24 5 50

Metherell 1 1

Millbrook 49 2 38 80

Mitchell 9 9

Mount Hawke 4 13 11 28

Morval 4 4

Morwenstow 7 7 14

Muchlarnick 1 1

Mylor Bridge 34 25 6 65

Narkurs 3 3

Nomansland 16 10 26

North Hill 5 9 4 18

North Petherwin 5 6 11

North Tamerton 5 10 15

Otterham 4 1 5

Padstow 115 35 36 186

Pelynt 13 24 18 55

Penryn 225 20 127 372

Pensilva 16 33 2 51

Perranporth 46 2 52 100

Perranwell Station 11 14 14 39

Pillaton 6 6

Playing Place 24 13 37

Polborder 1 1

Polperro 28 16 20 64


Town/Village No of

Houses

No of

Bungalows

No of

Flats

No of

Bedsits

Total Units

Polruan 24 54 4 82

Portloe 9 9

Portscatho 6 22 1 29

Poundstock 11 7 18

Probus 13 7 5 25

Quethiock 3 3 6

Redgate 4 4

Rilla Mill 14 24 38

Rosenun 2 2

Ruan High Lanes 11 11

Saltash 248 157 311 716

Seaton 2 6 8

Sheviock 3 3

Shortlanesend 4 4 5 13

South Petherwin 5 7 12

St Agnes 52 24 48 124

St Anns Chapel 17 20 37

St Breock 7 7

St Breward 17 5 22

St Cleer 28 19 26 73

St Clether 1 1

St Dominick 23 3 6 32

St Endellion 40 30 70

St Erme 9 5 14

St Ervan 12 5 17

St Eval 5 5

St Gennys 3 7 10


Town/Village No of

Houses

No of

Bungalows

No of

Flats

No of

Bedsits

Total Units

St Germans 18 18 2 18

St Issey 16 16 32

St Ive 11 2 13

St John 4 2 1 7

St Juliot 2 2

St Just in

Roseland

6 10 16

St Kew 16 15 8 39

St Keyne 7 4 2 13

St Mabyn 18 9 27

St Martin 3 3

St Mawes 18 3 24 45

St Mellion 10 16 26

St Merryn 32 17 19 68

St Minver High 14 14

St Minver Low 26 42 4 72

St Neot 5 10 2 17

St Newlyn East 21 8 29

St Stephens 6 6

St Teath 44 18 7 69

St Thomas 1 6 7

St Tudy 10 5 15

Stoke Climsland 10 15 4 29

Threemilestone 44 16 60

Tideford 12 3 2 17

Tintagel 15 20 35

Torpoint 118 74 163 18 373

Treburgie 7 7


Town/Village No of

Houses

No of

Bungalows

No of

Flats

No of

Bedsits

Total Units

Tregony 14 11 25

Tremar 4 8 2 14

Tresillian 17 21 12 50

Tresmeer 4 1 5

Trethurffe 8 8

Trewidland 5 2 7

Truro 560 126 470 1,156

Upton Cross 4 13 17

Veryan 20 10 30

Wadebridge 128 79 105 8 320

Warbstow 3 3

Warleggan 1 4 5

Week St Mary 8 8 16

Werrington 5 5

Wheal Rose 1 1

Whitstone 5 8 13

Widegates 10 2 4 16

Wilcove 5 10 15

Withiel 2 2

Zelah 3 5 8

Total 5,035 2,282 3,118 56 10,489

Properties Owned and managed by Cornwall Housing Ltd

Town/Village No of

Houses

No of

Bungalows

No of

Flats

No of

Bedsits

Total Units

Bude 4 4

Constantine 6 6 12

Falmouth 6 11 17

Perranporth 5 5


St Newlyn East 2 2

Tresillian 16 16

Total 37 0 19 0 56

Cornwall Housing also lease a number of properties as part of our homelessness accommodation duties. A snap shot of the properties we lease is shown but due to the short term nature of these leases this is

subject to greater fluctuations.

Town/Village No of

Houses

No of

Bungalows

No of

Flats

No of

Bedsits

Total Units

Hayle 22 1 11 34

Bodmin 5 2 3 10

Falmouth 25 2 15 42

Penryn 5 1 2 8

Threemilestone 1 1 8 10

Penzance 22 21 43

Newquay 5 17 22

Truro 22

1 23

Launceston 2 2

Camborne 4 18 22

Helston 1 1

Carbis Bay 2 2

St Ives 3 1 4

St Austell 10 8 18

Trispen 2 2

St Erme 2 2

Saltash 1 1

Callington 1 1


Redruth 2 2

Mousehole 1 1

Lostwithiel 1 1

Goldsithney 2 2

Total 136 7 110 0 253

As part of our Homelessness function we also manage two hostels

Town/Village No of

Houses

No of

Bungalows

No of

Flats

No of

Bedsits

Total Units

Liskeard 1 16 17

Truro 18 18

Total 1 0 34 0 34

And finally we currently manage three Gypsy and Traveller sites on behalf of the Council:

Town/Village No of Plots

Foredown,

Pensilva

10

Boscarn Parc, Pool 30

Wheal Jewell,

Redruth

24

Total 64


Appendix 5: Operational plan summary outcome chart

Objective Outcome by end of year one

Achieving the Cornish

Housing Standard and maintaining our homes

• Five year programme developed to identify

and build in all works to achieve Cornish Housing Standard

• Investigate and start to deliver on innovative

affordable warmth programmes

Creating new homes

• Develop a programme of new build with 150 -200

units planned in year 2 – 4.

• Received funding to extend for Gypsy and Traveller site provision, site development

underway.

• Pilot remodelling of sheltered housing to

deliver 60 new extra care homes for older people over 4 years.


• Identified how to realise global savings identified as part of the gateway process.

• Develop with the client the key Performance Indicators for year one.

• Reorganise to integrate the services and form an efficient, effective team

• Procurement of single Housing Management System started.

• Extend mobile working for the operatives and look at ways of rolling out to include other areas of the organisation.

• Complete the alignment of the former Cornwall council and Carrick housing staff structure to achieve targeted efficiencies.


Objective Outcome by end of year one

Excellent Housing

Services

• Maintain the high level of service delivery during the first year while we create the new organisation.

• Review service to accommodate changes as a result of the impact of legislation.

• Develop a plan of service area reviews

• Develop a suite of KPIs for reporting using a

balanced scorecard approach.

Good governance and

tenant involvement

• Agree and set up governance arrangements

via the development of committee structures

• Tenant scrutiny arrangements developed and implemented.

• Timetable of tenant involvement and consultation events planned and publicised.

• Development of a new single tenant compact

Appendix 6: Asset Management

The first year of the company is about pulling together and shaping the

teams while looking forward to what we want to deliver in the future.

We currently use a number of different delivery methods for providing our

planned and responsive programmes and we are developing framework


contracts for delivery of our Planned works and assessing the different delivery methods we currently use for providing our responsive repairs

service.

Part of the management fee received includes an element for our Capital Programme for the year which currently stands at:

Element Total

Kitchens £1,208,042

Bathrooms £411,968

Rewiring £565,100

Common areas £71,432

Environmental works £422,994

Heating £1,337,541

Insulation £79,440

Roof £591,178

Structural works £886,267

Windows & Doors £2,209,335

Garages £176,121

Improvements and Remodelling £1,537,500

Disabled adaptations £1,443,200

Energy efficiency improvements £215,250

Asbestos removal/internal finishes £396,675

Voids £333,125

Total £11,885,168

The service has completed work finalising in conjunction with out tenants a Cornish Housing Standard which is the next step for us from the Decent

Homes Standard. This coupled with a build programme will inform and shape out future Capital Programme and we are working with tenants and our Board prioritising these demands on our funding.

Appendix 7: Detailed First year plan

Outcome’s Objective Task Priority Directorate Progress and

estimated completion

1 Five year programme developed to

identify and build in all works to

achieve Cornish Housing Standard

Achieving the Cornish Housing

Standard and maintaining

our homes

Develop asset management plan

1 Assets Work has started to produce the asset management plan and

consultation with tenants is underway.

To be completed by September 2012.

2 Investigate and start to deliver on

innovative affordable warmth

programmes

Achieving the Cornish

Housing Standard and

maintaining our homes

Looking at other renewable options such

as PV, air source heat pumps, bio mass etc

1 Assets Currently tendering contract for PV

installation and we are assessing an existing

framework agreement for the supply of

panels.

3 Develop a programme of new build with 150 -200 units planned in year 2 – 4.

Creating new homes

Identify sites, financing and build a programme

1 Assets Commenced programme of site

appraisals identified two specific sites and

use them to model affordable housing

scheme. Currently, making arrangements


Outcome’s Objective Task Priority Directorate Progress and estimated

completion

to discuss investment

and funding arrangements with Cornwall Council

treasury management team

4 Received funding to extend

for Gypsy and Traveller site provision, site

development underway.

Creating new homes

Gypsy and Traveller site (development of

new Gypsy and Traveller sites)

2 Assets Funding has been secured by Homes and

Communities.

5 Pilot remodelling

of sheltered housing to deliver 60 new extra care

homes for older people over 4

years.

Creating new

homes

Identify sites, financing

and build a programme

2 Assets All sites being

reviewed for suitability.

6 Identified how

to realise savings identified as part

Efficient use of

resources Review of PSL

maintenance contracts

2 Housing Solutions Housing framework

when introduced in January 2013 will



completion

remove procurement

requirement

Efficient use of

resources North East response

contract come to an end in 2013 review options for operations.

2 Assets Housing framework

proposal completed and presented to tenants forums. PQQ

and OJEU process to be completed by

September 2012 and contractor selection completion by January

2013.

of the gateway

process.

Efficient use of

resources Decommission Open

Accounts and Ebis (Carrick Housing

Finance systems)

2 Finance Timetabling

decommissioning

7 Develop with the client the key Performance Indicators for year one.

Efficient use of

resources Develop and implement

a strategy for the delivery of Housing Support Services

across the Company

1 Landlord Services Project plan in place

and project team working towards a completion date of

January 2013.



completion


Complete the review of customer access

2 Resources Monitoring work is underway with the

corporate contact centre to review service – complete

review to start in September 2012

8 Reorganise to integrate the services and form an efficient, effective team

Excellent Housing

Services

Develop a Social Housing Stock Register

within Abritras for all social housing stock in Cornwall (inc. adapted

stock register)

1 Housing Solutions/

Resources

Started

31/3/2013

9 Procurement of single Housing Management System started.

Efficient use of

resources Procurement of single

Housing Management System plus

assessment of options for:

• Asset

management package

• Homelessness management

1 Resources Business case

completed to go to PAS and Board in May

2012 – looking at go live for new Housing Mgt System December

2013.



completion

system

• Choice based letting package

10 Extend mobile working for the operatives and look at ways of rolling out to include other areas of the organisation.


Open Contractor procurement (repairs

mobile working module)

1 Resources Significant progress made on project –

open contractor will be operational by end

July 2012 with the Total Mobile element operational by October

2012.

Efficient use of

resources

Produce a workforce

development strategy and plan

Resources 11 Complete the alignment of the former Cornwall council and Carrick housing staff structures to achieve targeted efficiencies.


Complete a staff restructure

1 DLT Structure development is underway with the MD and three of the

four director posts filled prior to go live of

the company. Directors are then developing structures

within each service



completion

area and a structure

should be complete by July 2012 with appointment and

assimilation to the senior management

structure completed by December 2012.

Excellent

Housing Services

Develop a

communication strategy

Resources Communication plan

completed for Cornwall Housing go live, longer term

comms plan under development

Excellent Housing

Services

Development of Health and Safety

management plan

2 Assets PID complete and draft H & S mgt plan

completed. Estimated completion date September 2012

12 Maintain the high level of service delivery during the first year while we create the new organisation.

Excellent Housing

Services

Review Homelessness Strategy

2 Housing Solutions Not underway. Pending recruitment to

vacant homelessness strategy post, which is



completion

being held open

during re-structure

Excellent

Housing Services

Deliver ‘No second

night out’ Rough sleepers policy

2 Housing Solutions Rough Sleeper

Partnership’s action plan

Excellent

Housing Services

Determine and finalise

complaints recording system, based on

approach/process in companies complaints

policy

1 Resources Complaints process

being reviewed by the ombudsman and

training will also be provided across the

service once the policy has been finalised – due to be completed

by end June 2012

Excellent

Housing Services

Phone Systems

upgrades – part of IS Business Comms

project. Implement integrated telephony facilities across

Cornwall Housing, including voicemail,

groups, statistical reporting, call

1 Resources Project outside the

control of Cornwall Housing as it is a

Business communication project of CC IS team. We

hope to have the comms in place by

end Sept 2012



completion

recording.

Excellent Housing

Services

Shared network storage – review

shared storage usage, rationalise and combine existing documents.

Evaluate options for better management of

document storage, including Microsoft SharePoint or intranet

system.

2 Resources Appreciation that currently our

electronic storage is not consistent and requires significant

work to pull together. Will aim to start work

on this during 2012.

Excellent

Housing Services

Orchard Housing

upgrade – complete implementation of

upgrade arcHouse to orchard housing browser system

including CRM facilities

1 Resources

Excellent

Housing Services

Orchard process

reviews – review and improve process where

possible in rents and service charges teams

2 Resources



completion

Excellent

Housing Services

Keystone upgrade –

new version available

2 Resources

Excellent Housing Services

Work with Cornwall Council to formulate Cornwall Housing’s

approach to flexible tenures and tenancy

succession following localism Bill

1 Landlord Services Work underway understanding the issues and the

impacts. Cross department working

group set up to develop the approach. To be have a

completed approach and action plan by

January 2013.

13 Review service to accommodate changes as a

result of the impact of

legislation.

Excellent

Housing Services

Service review for

impact of Welfare reform bill (proposed changes to HB and

introduction of Universal Credits)

Housing Solutions

and Landlord Services

Links with the above

action.

14 Develop a plan of service area

reviews

Excellent Housing

Services

Define and agree Service Level

Agreements with Shared Services:

1 Resources Not started – but needs to be completed

by the budget round during 2012



completion

• IS

• HR • Property

Excellent Housing

Services

Undertake a financial assessment of cost

charges to the HRA

1 Resources To be undertaken as part of the budget

setting process in 2012/13

Excellent Housing

Services

Review of service charges across all

housing stock

2 Finance/Landlord/

Resources

Not consistently undertaken and will

require a rolling programme over two years to complete.

Project group formed and work on project

underway.

Excellent

Housing Services

Review of cleaning,

grounds maintenance and garage maintenance contracts

across all housing stock

2 Finance/Landlord/

Assets

Linked with project 14

above

15 Develop a suite

of KPIs for reporting using a

Excellent

Housing Services

Develop and agree and

Performance management

1 Resources Progress made on

developing a framework with the



completion

balanced

scorecard approach

framework shadow board. Need

to work now with Performance sub committee to finalise.

16 Agree and set up governance

arrangements via the development

of committee structures

Good Governance

and Tenant Involvement

Development of management and

financial reporting for Board, committees and

line management

1 Finance Structures developed and being

implemented.

17 Tenant scrutiny arrangements developed and

implemented

Good Governance and Tenant

Involvement

Develop effective Tenant Scrutiny within Cornwall Housing

1 Resources An additional budget envelope was agreed at Board in April to

assist in the training and development of

tenants to assist in the tenant scrutiny.

18 Timetable of tenant involvement and

consultation events planned

and publicised

Good Governance and Tenant

Involvement

Develop a timetable of consultation and events over the first year of

operation

1 Resources Large scale consultation events organised for August

12, to be advertised via the newsletter

(published July) and website.



completion

19 Development of

a new single tenant compact

Good

Governance and Tenant Involvement

Develop and introduce

a single tenants compact

1 Resources Work underway with

tenant groups to create a single compact for adoption

during 2012.

Alternative formats

Furvasow Erel

If you would like this information on audio CD, audio tape, Braille,

large print, any other format or interpreted in a language other than English, please contact:-

Mar mynnowgh hwi kavos an kedhlow ma war son-sidi, sonsnod, yn Braille,

prynt bras, furvas aral po styrys yn taves dres Sowsnek, kestevewgh mar pleg:-

Address Cornwall Housing Ltd

Higher Trenant Road Wadebridge

Cornwall PL27 6TW

Telephone

General enquiries and repairs: 0300 1234 161

Repairs (North East area): 01208 893489

Text: 07941 712 712

Email

General enquiries and

South East repairs: [email protected]

Repairs (Mid): [email protected]

Repairs (North East): [email protected]

Website www.cornwallhousing.org.uk

Committees of the Board

Membership

At its away day in April, the Board agreed its committee structure. It also agreed that an extraordinary meeting of the Remuneration Committee be

convened to appoint members of the Board to each committee.

Expressions of interest were provided by Board members and subsequently the Remuneration Committee met on 17 May (with a membership agreed by the

Board at its away day for this one meeting) and appointed members to each committee.

The Committee structure and membership, is attached at Appendix A.

Meeting schedules

Contact has been made with each of the Chairs of the Committees to discuss

meeting arrangements and a schedule of first Committee meetings is attached

at Appendix B.

Draft Terms of Reference

A set of draft Terms of Reference for each committee is attached at Appendix C for consideration by the Board.

Once the Board has considered the Terms of Reference and has made any

amendments it requires, the committees will review them at their first meeting. One area to be completed by each committee at their first meeting is Section 7,

Duties of the Committee. This section should outline the specific functions which the committee should be delegated to carry out on behalf of the Board,

When each committee has reviewed their terms of reference, they will be

brought to the Board for approval.

Jane Barlow

Managing Director 18 June 2012

CORNWALL HOUSING LIMITED

COMMITTEE MEMBERSHIP

CUSTOMER FOCUS

BRICKS AND

MORTAR

PERFORMANCE AND

DELIVERY

PROPERTY

DEVELOPMENT REMUNERATION AUDIT

John Harris ©

Martin Emery

© Nick Ball © Peter Ledson © Nick Ball ©

Shelley Thornton

©

Derris Watson Daiman Baker Shelley Thornton John Harris Mike Calln Joanne Marks

Joanne Marks Nathan Waller Mike Eathorne-Gibbons Gerald Chin Quee Peter Ledson Terry Wilkins

John Bailey Ann Kerridge Peter Ledson Martin Emery

Mike Eathorne-

Gibbons Tony Canton

Tony Canton Joe Cooke Gerald Chin Quee Grenville Chappel Grenville Chappel John Bailey

Gerald Chin Quee

Kevin Lavery1

© Designates Chair of

Committee

1: By invitation on

matters of Managing

Director salary only.

Audit Committee

Schedule of Meetings

DATE TIME VENUE

Monday 24 September 15:00 – 17:30 Committee Room, Wadebridge One Stop Shop, Higher Trenant,

Wadebridge, PL27 6TW

Monday 17 December 15:00 – 17:30 Committee Room, Wadebridge One

Stop Shop, Higher Trenant, Wadebridge, PL27 6TW

Membership

Shelley Thornton (Chair)

Joanne Marks

Terry Wilkins Tony Canton

John Bailey

John Shipley

Customer Focus Committee


DATE TIME VENUE

Wednesday 25 July 10:00 – 12:00 Chairman’s Room, St Austell One

Stop Shop, Penwinnick Road, St

Austell, PL25 5DR

Monday 13 August 14:00 – 16:00 Chairman’s Room, St Austell One

Stop Shop, Penwinnick Road, St Austell, PL25 5DR

Thursday 13 September 14:00 – 16:00 Liskeard (venue/room to be

confirmed)

Thursday 11 October 14:00 – 16:00 Room 2N:07, New County Hall,

Truro

Membership

John Harris (Chair) Derris Watson

Joanne Marks John Bailey

Tony Canton Cathy Hadfield

Pete Jarman

Performance and Delivery Committee


DATE TIME VENUE

Friday 6 July 10:00 – 12:00 Cornwall Housing Meeting Room, Carrick House, Pydar Street, Truro,

TR1 1EB

Thursday 23 August 10:00 – 12:00 Cornwall Housing Meeting Room, Carrick House, Pydar Street, Truro,

TR1 1EB

Thursday 20 September 10:00 – 12:00 Cornwall Housing Meeting Room,

Carrick House, Pydar Street, Truro, TR1 1EB

Friday 5 October 10:00 – 12:00 Cornwall Housing Meeting Room, Carrick House, Pydar Street, Truro,

TR1 1EB

Membership Nick Ball (Chair)

Shelley Thornton Mike Eathorne-Gibbons

Peter Ledson Gerald Chin Quee

Jane Barlow

Property Development Committee


DATE TIME VENUE

Thursday 28 June 10:00 – 12:00 Directors’ Room, Wadebridge One Stop Shop, Higher Trenant,

Wadebridge, PL27 6TW

Thursday 19 July 14:00 – 16:00 Directors’ Room, Wadebridge One

Stop Shop, Higher Trenant, Wadebridge, PL27 6TW

Membership

Peter Ledson (Chair) John Harris

Gerald Chin Quee

Martin Emery Grenville Chappel

Adrian Pengelly

8


Draft Terms of Reference – Audit Committee

1. Audit Committee – overall objectives

To ensure the appropriate appointment of both internal and external

auditors and that adequate and appropriate audits of the company’s

business are carried out.

To ensure that Cornwall Housing has adequate financial reporting

arrangements and financial procedures.

2. Composition

The Committee shall comprise of a Chair and 4 other Members, each of

whom shall be appointed by the Board’s Remuneration Committee. The

Director of Assets is also a member of this committee.

3. Frequency of meetings

The Committee will normally meet twice per year 4. Notice of meetings

4.1 Meetings of the committee shall be called by the secretary of the committee, who shall be the PA to the Director of Assets, at the request

of the committee chairman. 4.2 Unless otherwise agreed, notice of each meeting confirming the

venue, time and date, together with an agenda of items to be discussed, shall be forwarded to each member of the committee, any other person

required to attend and all other non-executive directors, no later than five working days before the date of the meeting. Supporting papers shall be sent to committee members and to other attendees as appropriate, at

the same time. Papers will be sent by email with hard copies being provided only where requested.

5. Minutes of meetings

5.1 The secretary shall minute the proceedings and resolutions of all

committee meetings, including the names of those present and in attendance.

5.2 Draft minutes of committee meetings shall be circulated promptly to

all members of the committee. Once approved, minutes should be

circulated to all other members of the board unless it would be

inappropriate to do so.

9

6. Quorum

Three non executive Members of the Committee.

7. Duties

The committee should carry out the duties below for Cornwall Housing:

List of duties to be developed by each committee at first meeting which

may include the following:

1. Consider the appointment of external and internal auditors.

2. Review the relationship with external auditor and consider audit fees.

3. Review the financial reporting and internal control procedures.

4. Review any reports released by internal auditors.

5. Review the management of financial matters.

6. Focus upon the independence and objectivity of the external auditor as well

as the freedom allowed to the internal auditor.

7. To receive and consider any reports on matters of significance from the

Finance Director and Managing Director.

8. Reporting responsibilities

8.1 The committee chairman shall report to the board on its

proceedings after each meeting on all matters within its duties and responsibilities.

8.2 The committee shall make whatever recommendations to the board it deems appropriate on any area within its remit where action or

improvement is needed.

8.3 The committee shall, if required, produce a report to be included in

the company’s annual report about its activities.

9. Other matters

The committee shall:

9.1 Have access to sufficient resources in order to carry out its duties, including access to the company secretariat for assistance as required.

9.2 Be provided with appropriate and timely training, both in the form of an induction programme for new members and on an ongoing basis for

all members.

9.3 Arrange for periodic reviews of its own performance and, at least annually, review its constitution and terms of reference to ensure it is

operating at maximum effectiveness and recommend any changes it considers necessary to the board for approval.

10


Draft Terms of Reference – Customer Focus

1. Customer Focus Committee – overall objectives

1.1 The objective of the Committee is to ensure that Cornwall Housing

achieves its objectives in relation to Excellent Housing Services.

1.2 The Committee needs to ensure the company manages the issues

that matter to tenants and which make a positive difference to them and

the neighbourhoods in which they live.

1.3 The Committee needs to ensure that the services provided by the

company enable its customers to find a housing solution suitable for their

needs and that they are provided with high quality advice and assistance

to enable them to make appropriate choices.

1.4 The areas of service which will report to this committee are:

o Housing management

o Anti social behaviour

o Housing options and Homelessness

o Homechoice

o Gypsy and Traveller site management

o Tenant engagement

2. Composition



Directors of Landlords and Options are also members of this committee.


The Committee will normally meet monthly. 4. Notice of meetings

4.1 Meetings of the committee shall be called by the secretary of the

committee, who shall be either the PA to the Director of Landlords or Options, at the request of the committee chairman.

4.2 Unless otherwise agreed, notice of each meeting confirming the venue, time and date, together with an agenda of items to be discussed,

shall be forwarded to each member of the committee, any other person required to attend and all other non-executive directors, no later than five working days before the date of the meeting. Supporting papers shall

11

be sent to committee members and to other attendees as appropriate, at the same time. Papers will be sent by email with hard copies being

provided only where requested.

5. Minutes of meetings 5.1 The secretary shall minute the proceedings and resolutions of all committee meetings, including the names of those present and in

attendance.





6. Quorum


7. Duties


List of duties to be developed by each committee at first meeting


8.1 The committee chairman shall report to the board on its proceedings after each meeting on all matters within its duties and

responsibilities. 8.2 The committee shall make whatever recommendations to the

board it deems appropriate on any area within its remit where action or improvement is needed.



9. Other matters


12

9.1 Have access to sufficient resources in order to carry out its duties, including access to the company secretariat for assistance as required


all members 9.3 Arrange for periodic reviews of its own performance and, at least

annually, review its constitution and terms of reference to ensure it is

operating at maximum effectiveness and recommend any changes it

considers necessary to the board for approval.

13


Draft Terms of Reference – Performance and Delivery Committee

1. Performance and Delivery Committee – overall objectives

1.1 to ensure that the company has a robust performance framework

in place which is accessible and meaningful for the Board, tenants,

customers and the Shareholder

1.2 to approve the business plan

1.3 to approve any savings plans

1.4 to monitor the company’s risk register

1.5 to ensure that the company complies with and has plans in place

to improve health and safety, equality and diversity and safeguarding

1.6 to consider any business plans for new areas of activity or

expenditure for the company

2. Composition



Managing Director of Cornwall Housing shall also attend this Committee.



4.1 Meetings of the committee shall be called by the secretary of the committee, who shall be the PA to the Managing Director, at the request





14

5. Minutes of meetings 5.1 The secretary shall minute the proceedings and resolutions of all






6. Quorum


7. Duties


List of duties to be developed by each committee at first meeting:


8.1 The committee chairman shall report to the board on its

proceedings after each meeting on all matters within its duties and responsibilities.

8.2 The committee shall make whatever recommendations to the board it deems appropriate on any area within its remit where action or

improvement is needed.



9. Other matters








15


Terms of Reference – Property Development Committee

1. Property Development Committee – overall objectives

1.1 The objective of the Committee is to ensure that Cornwall Housing

achieves its objective to develop new homes.

1.2 New homes may include new build homes, Gypsy and Traveller

sites and other accommodation such as homelessness hostels. It may

also include the use of existing stock either through purchase of “off the

shelf” units or remodeling of Cornwall Council stock.

1.3 To ensure that property development is monitored and focused to

ensure targets are met.

1.4 To develop detailed business cases for submission to the

Performance and Delivery Committee and as required thereafter to the

Council’s Capital Gateway panel.

1.5 To ensure that the development of new homes takes into

consideration evidence of need as provided by the Housing Options

directorate, and also that it recognizes the company’s commitment to the

full engagement of tenants, ensuring that their views on new

development options is also taken into consideration. This will be

particularly relevant when developing in fill sites or making alternative

use of Housing Revenue Account land or property.

2. Composition



Director of Assets is also a member of this committee.



4.1 Meetings of the committee shall be called by the secretary of the

committee, who shall be the PA to the Director of Assets, at the request of the committee chairman.

4.2 Unless otherwise agreed, notice of each meeting confirming the venue, time and date, together with an agenda of items to be discussed,

shall be forwarded to each member of the committee, any other person required to attend and all other non-executive directors, no later than

16

five working days before the date of the meeting. Supporting papers shall be sent to committee members and to other attendees as appropriate, at









6. Quorum


7. Duties


List of duties to be developed by each committee at first meeting


8.1 The committee chairman shall report to the board on its proceedings after each meeting on all matters within its duties and

responsibilities. 8.2 The committee shall make whatever recommendations to the




9. Other matters


17







18


Report Template for Board and Board Committee Reports

Agenda No:

Report to: The Board

Date: Monday 25th June 2012

Title: Stepping Stones to Homes Scheme

Author: Cathy Hadfield Role: Director of Housing Options

Contact: 07528 983435

For Board reports only

Committee: N/A

Date: N / A

Recommendations:

1. That the Board note the content of this report.

1. Executive Summary:

The report is to provide information to the Board about a new

initiative that has been launched by Cornwall Housing Limited called

‘Stepping Stones to Homes’. The scheme is a new service being delivered by the Housing Options Directorate to enable and facilitate

access to the private rented sector for households to whom Cornwall Council owes a homelessness duty.

The Scheme has been developed not only to meet the new powers

given to Local Authorities to make offers of accommodation in the private rented sector to homeless households, but also to drive up

standards in the private rented sector by only working with landlords whose properties meet a high standard and accrediting

those landlords accordingly.

In order to safeguard any tenancies created via the Scheme, staffing resources are being committed to focus on tenancy

sustainment, tenant accreditation and strong partnerships with

private landlords and Housing Benefits.

19

The Scheme should result in fewer homeless households in

temporary accommodation, an increase in the number of households whose duty is ended in the private rented sector, and a

reduction in the length of stay in temporary accommodation for those households to whom a housing duty is owed.

Performance measures will be developed to enable the Service and

the Performance & Delivery Committee to monitor and measure the success of the Scheme.

2. Background and Cornwall Housing Objectives:

To date, Local Authorities (or organisations delivering homelessness

services on the LA behalf) have limited ways in which a homelessness duty to provide accommodation can be ended.

Councils have a duty to house people who are eligible, have a priority need and are homeless unintentionally. Under the previous

rules, people who became homeless were able to refuse offers in the private rented sector, resulting in them being housed in often

expensive temporary accommodation until long-term social housing becomes available. This means that some households with an acute

but short-term housing need acquire a social housing tenancy for life, (but due to tenure reform there are now fixed term tenancies

being offered by some providers) although they might have not needed one, while others are who need a social home are left

waiting.

The Localism Act lets Local Authorities meet their homelessness

duties by providing good quality private rented homes. The aim is to provide appropriate housing solutions to some homeless

households, whilst freeing up social housing for others in need.

Stepping Stones to Homes is Cornwall Housing’s response to the new provisions in the Localism Act and provides a Scheme whereby

landlords opt to work with Cornwall Housing to take direct referrals of homeless households from the Housing Options Service in return

for a range of support and services from Cornwall Housing. All tenancies created are a legal contract between the landlord and

tenant. However, landlords signing up to the scheme are asked to sign an agreement with Cornwall Housing setting out each party’s

respective responsibilities.

There are currently a range of existing arrangements and good,

long-standing relationships with private landlords across Cornwall and Stepping Stones to Homes seeks to build on these as well as

establish a clear procedure and framework for the Service to be able to bring its homelessness duty to an end with the offer of a

suitable private rented sector tenancy.

Services offered via the Scheme include:

20

• Landlord Accreditation

• Tenant accreditation • Fast-track housing benefit assessment

• Landlord and tenant ‘matching’ • Property inspections and tenancy visits

• Tenancy sustainment • Direct point of access for both landlord and tenant

The Housing Options Service bid f

or and secured £60k from the South West Council’s Regional Innovation and Excellence Programme in 2010 to deliver a private

sector access scheme to help meet homelessness pressures, and

this project evolved and adapted to ensure the new scheme could deliver the new requirements under the Localism Act.

The Scheme contributes to Cornwall Housing Objectives or

delivering ‘Excellent Housing Services’ as well as ‘Efficient Use of Public Money’.

The table below sets out brief performance information around the how

the homelessness duty is currently brought to an end.

Date Offer accepted

in social housing

Offer accepted

in private rented sector

2009/10 324 18

2010/11 267 19

2011/12 451 33

3. Decision and Supporting Information

Board are requested to note the details of the new Scheme and

approve the proposed performance measures to be presented to the Performance and Delivery Committee.

Cornwall Housing, as Cornwall Housing’s delivery agent for Homelessness Services, must respond to the changing legislation

and prepare itself to work more closely with the private rented sector.

To do nothing would mean that the organisation would continue to

rely primarily on the social housing sector to meet all homelessness need, and put continued pressure on temporary accommodation,

and risk increased scrutiny from Commissioners and central government, in terms of key performance indicators.

4. Financial Implications and Budget:

21

The inception, planning and implementation of the Stepping Stones to Homes Scheme has been funded via the general fund during

2011/12.

However, now the Scheme has been launched, the Housing Options Directorate is funding two full time equivalent members of staff to

manage and operate the scheme, in accordance with the scheme objectives. Funding to run the scheme operationally has been

allocated from the South West RIEP funding as well as re-allocating a budget line for a former private sector access scheme (Find a

Home Scheme) which was operating in the North Cornwall area only.

Current financial risks that Cornwall Housing Limited currently encounter are low, due to the budgets associated with temporary

accommodation being retained by Cornwall Council. The Scheme should have a direct impact on reducing not only the numbers of

households in temporary accommodation, but also the length of stay for households in temporary accommodation.

The future staffing costs associated with running Stepping Stones to

Homes are budgets that Cornwall Housing administer and manage.

5. Other Resourcing Implications:

None

6. Legal Implications:

The Localism Act 2011 introduces legislative changes to Part VII of the

Housing Act (1996, as amended by Homelessness Act 2002). When the

relevant provisions of the Localism Act 2011 come into force, the duty to

the homeless will remain intact. However, the situation regarding private

rented accommodation will change. The Act recognises that whilst people

who face homelessness need suitable accommodation, they do not

necessarily need social housing. It therefore lets local authorities meet

their homelessness duty by offering suitable accommodation in the private

rented sector, provided that the tenancy is for a fixed term of at least 12

months. If the applicant refuses such an offer, the authority’s duties will

cease.

It is important to note that if an applicant becomes unintentionally

homeless and re-applies for accommodation within 2 years, the local

authority still has a duty irrespective of whether the applicant still has a

priority need.

22

There is no perceived impact, either positive or negative, on crime and disorder reduction.

7. Equality Impact Assessment:

Summary of proposals – extracted from the EIA

Stepping Stones to Homes (SSTH) is a homelessness prevention initiative with the following aims:

• To incentivise private sector landlords to let their properties

to people in housing need who are homeless or are threatened with homelessness

• To give people who are facing homelessness increased housing options

• To allow the Council to discharge its statutory duty to

homeless households by offering accommodation in the private rented sector – this is a direct response to the

Localism Act 2011

Mitigation, actions and measures. – as extracted from the EIA The impact of SSTH will be positive, as it will be addressing the need of

households, who may have been on the home choice register, for a long time, by finding them affordable, reasonable and suitable accommodation,

to address their housing issue. The Landlords will be positively impacted as they will receive support from the sustainment officer (s) to ensure that any problems that arise are dealt with quickly and efficiently.

There could also be positive impacts on the cost of housing for the

Council, as numbers in B&B and temporary accommodation will reduce, by working with Private Sector landlords.

The negative impact could be seen on landlords, if we are not able to fulfil the delivery of the scheme based on lack of resources and staffing.

Please refer to Appendix 1 for the full EIA

8. Significant Risks:

There are no significant risks associated with the scheme.

All risks during the scheme development and launch have been monitored via the Project Team associated with the delivery of the

Scheme, which includes the author of the report as well as the Managing Director of Cornwall Housing.

The main operational risks with the Scheme are:

1) Recruiting sufficient landlords who are willing to offer 12

month tenancies – this has been mitigated via detailed and

ongoing consultation and engagement with private sector landlords throughout the Scheme development. Many of

their ideas and priorities have been incorporated into the

23

Scheme development. Specifically, the creation of 2 x FTEs to support the tenancies and to act as a point of contact for

landlords has been crucial to gaining landlord support. 2) Accessing properties that are affordable – landlords have

been made aware that the rent levels being sought under the scheme need to be in line with Local Housing Allowance

levels, to ensure that households being put forward for the properties can afford the rents.

3) Accessing properties that are suitable – detailed work and negotiation has taken place with Private Sector Housing and

the Legal Service to ensure that robust procedures are in place to ensure that any property that is proposed to be

taken on under the Scheme meets all the relevant legislative

standards around health and safety as well as definitions of ‘suitability’

4) Timely payments of rent in advance – extensive work has been undertaken with colleagues in Finance and Shared

Services to map processes to ensure payments to facilitate tenancies can be made quickly and efficiently

5) Timely assessments for housing benefits – extensive involvement of the Housing Benefit service has enabled the

Scheme to offer fast-tracked assessment and direct payments of rent for landlords signing up to the scheme.

9. Consultation carried out including staff, SMT, Directors,

specialist advice and the community:

Consultation has been carried out with key partners and stakeholders

associated with the scheme:

Private landlords, including Cornwall Residential Landlords Association Housing Benefit Managers Private Sector Housing

Housing Options staff Legal Services

Finance staff Prospective tenants

Consultees are aware that the Scheme has been developed in response to Legislative changes and the scope and remit of the Scheme has evolved

accordingly. Consultees have been supportive of the Scheme and its objectives.

10. Board committee: (For Board reports)

N/A – given that the Scheme was incepted whilst services were being

delivered by Cornwall Council and that the Committees had not been developed, this report has not been to any Committee.

However, a Project Team has been in existence for the lifetime of the Project, and the Project has been managed in accordance with Prince 2

Project Management principles.

Supporting Information

24

Appendices: Appendix 1 – Equality Impact Assessment

Background Papers:

None/or list papers used.

Approval and Clearance of Report

Report cleared by: Jane Barlow Date: 20th June 2012

25


Draft Terms of Reference – Remuneration Committee

1. Remuneration Committee – overall objectives

1.1 to agree the remuneration of the Managing Director

1.2 to make any senior appointments to the company (director level)

1.3 to appoint any new members to the Board or committees as

required

1.4 to review and approve workforce development and succession

plans for the company

2. Composition

The Committee shall comprise of a Chair and at least 4 other Members,

each of whom shall be appointed by the Board’s Remuneration

Committee. The Chief Executive of Cornwall Council shall also be invited

to attend this committee when items relating to the remuneration of the

Managing Director are considered, in accordance with the Reserved

Matters of the Company.


The Committee will normally meet twice yearly. 4. Notice of meetings

4.1 Meetings of the committee shall be called by the secretary of the committee, who shall be the PA to the Managing Director, at the request








26





6. Quorum


7. Duties


List of duties to be developed by each committee at first meeting:


8.1 The committee chairman shall report to the board on its proceedings after each meeting on all matters within its duties and responsibilities.

8.2 The committee shall make whatever recommendations to the




9. Other matters

The committee shall: 9.1 Have access to sufficient resources in order to carry out its duties,

including access to the company secretariat for assistance as required 9.2 Be provided with appropriate and timely training, both in the form of an induction programme for new members and on an ongoing basis for

all members

9.3 Arrange for periodic reviews of its own performance and, at least annually, review its constitution and terms of reference to ensure it is

operating at maximum effectiveness and recommend any changes it considers necessary to the board for approval.

Documents

CORNWALL HOUSING BOARD MEETING · Gill offered to share the principles that were discussed at the CLT meeting and the Board discussed buying services. Gill explained that this should