Housing Revenue Account Business Plan 2019-20old.wrexham.gov.uk/assets/pdfs/housing/hra_business_plan.pdf · Within the HRA portfolio there are also 2,076 garages and 39 shops which

Providing well managed, decent, warm homes with modern facilities

Housing Revenue Account Business Plan 2019/20


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Contents

Section 1:Introduction 2

Section 2:Strategic Planning 3

Section 3:Service Priorities and Objectives 6

Section 4:Housing Need and Demand for Affordable Homes 11

Section 5:Welsh Housing Quality Standard (WHQS) 20

Section 6: Financial Modelling and Resources 31

Section 7: Monitoring and Evaluation 36

Section 8: Communication and Tenant Involvement 39

Appendices:Appendix 1 Housing Services Performance (January 2019)Appendix 2 5 Year Capital Investment Programme 2019/20 - 2023/24Appendix 3 Table: Current Position of Council’s Housing Stock Achieving the WHQS (January 2019)Appendix 4 HRA Business Plan 30 Year Financial ModelAppendix 5 WHQS Governance


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This is the Housing Revenue Account (HRA) Business Plan 2019/20 for Wrexham County Borough Council that explains how we as a Council will use our resources to provide an efficient housing service that will improve the quality of life, health and well-being of tenants living within the County Borough.

Wrexham County Borough Council supports the Welsh Government’s (WG’s) view that all Council housing should achieve the Welsh Housing Quality Standard (WHQS) by 2020. Our focus is to invest in our communities not just financially but also in providing a quality customer service. Investment in the housing stock plays a key role in the regeneration of the whole community.

This Business Plan demonstrates that there is sufficient finance in terms of revenue and borrowing availability to deliver the WHQS by 2020. This plan is supported by a 30 year financial model which contains key assumptions including future rent levels and inflation levels.

The Business Plan:� sets out the investment required to bring all

Council homes up to the WHQS by 2020;

� explains what the council has achieved over the past 12 months and what are our key actions for 2019/20;

� helps us to review and amend financial assumptions in the 30 year financial model; and

� provides the WG with a document that shows Wrexham County Borough Council’s commitment to achieving the WHQS.

� gives a commitment to commence a new build programme to deliver Council-owned socially rented homes.

The Council will continue to build on the successes of previous years and ensure it remains on target to deliver the Capital Investment Programme for 2019/20 of £53.8m and achieve the WHQS by 2020.

Section 1: Introduction


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Council Plan 2018-2022This plan is the overarching plan for the Council which defines where to focus our energies and resources for the next 5 years.

The Council Plan 2018-2022 focuses on three strategic planning themes:

Economy – supporting sustainable, thriving and more equal economy,

People – supporting sustainable, active and self-reliant communities whilst safeguarding those at risk and

Place – supporting a sustainable and bio-diverse environment.

These are enabled by a corporate theme of Organisation – building an efficient and effective organisation that can best support local well-being.

The Housing and Economy Department delivers the corporate priorities of the Council Plan and specific objectives for housing are:�Pe2 - Supporting people to live

active, independent lives within their community;

� PL1 - Promoting good quality homes and regeneration;

� PL3 – Communities with sustainable,

attractive settlements, neighbourhoods, buildings and spaces.

� E3 – Helping tackle poverty.� O1 - Continuing to modernise our services.

Section 2: Strategic Planning


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Quarterly reports are presented to Executive Board which report on overall performance against the outcome indicators agreed within the Council Plan and against the four themes set out: Economy, People, Place and Organisation. In regard to the indicators which Housing have responsibility for, the following are reported on:

• Average number of calendar days taken to deliver Disabled Facilities Grants (DFG);

• Number of new units of affordable housing developed;

• Number of new units of social housing built by the Council on which building has commenced;

• Number of empty properties brought back into use;

• Amount of time those housed by the Council spend in temporary accommodation;

• Percentage of properties meeting the following elements of the WHQS:

- Up to date kitchens; - Up to date bathrooms; - Adequately heated; - In a good state of repair

The following table demonstrates the well-being objectives of the Council Plan that the HRA Business Plan is supporting:

Planning Themes Well-Being Objectives Key StrategiesPeople Pe2 – Supporting People to live

active, independent lives within their community

Local Housing StrategyTelecare StrategyAgeing Well StrategyAdult Social Care Departmental Commissioning Strategy

Place PL1 – Promoting good quality homes and regenerationPL3 – Communities with sustainable, attractive settlements, neighbourhoods, buildings and spaces

Local Housing StrategyLocal Development PlanCorporate Land & Building Strategy

Economy E3 – Helping tackle poverty Anti-Poverty StrategyOrganisation O1 – Continuing to modernise our

servicesCommunications Strategy

The Well-Being ActsThe Well-Being of Future Generations (Wales) Act 2015 sets out seven interdependent well-being goals for Wales; together they provide a shared vision for the public bodies listed in the Act to work towards:


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To support the Council in its decision making, the five ways of working set out in the Well-Being of Future Generations (Wales) Act have been adopted. Wrexham have also developed two additional principles which are to prioritise the most vulnerable and to provide services and information for local people, equally in Welsh

and English. These planning principles reflect the sustainable development principles defined within the Well-Being of Future Generations (Wales) Act but also the Social Services and Well-Being (Wales) Act 2014 and the Environment (Wales) Act 2016.

The Council wishes to ensure Wrexham County Borough and its people are supported and enabled to fulfil their potential, prosper and achieve a high standard of well-being. When planning services it will consider the level of local need and the resources available to respond. The Council will then consider the planning principles which have been defined to help plan and enable the most fair, effective and sustainable services to be delivered with available resources and these principles run through this Business Plan:


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The Council’s Housing and Economy Department aims to improve the quality of life, health and well-being of tenants living in Wrexham. It does this by providing 11,137 rented homes to tenants and their families which are decent, affordable, warm and well maintained in communities where people want to live. The Department works closely with Registered Social Landlords (RSL’s), the private rented sector, developers and the Local Lettings Agency in the provision of housing within the County Borough.

The Council’s housing service is directly managed through 6 decentralised housing offices which form part of the Housing and Economy Department. It provides a range of services including income collection, administering the housing register, allocations, housing management, housing enforcement, responsive repairs, capital improvements, tenant participation, tenancy support, supported housing and homelessness prevention.

Within the HRA portfolio there are also 2,076 garages and 39 shops which are located on housing estates across the County Borough.

As of 26 November 2018, the Council’s housing stock consisted of:

Section 3: Service Priorities and Objectives

Type of property Numbers

Bedsits 42Bungalows 1044

Flats 2448Houses 6947

Sheltered Accommodation 656TOTAL HOUSING STOCK 11,137


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Housing Services Key Priorities 2019/20The Department’s Service Management Plan contributes to the Council Plan and identifies the priorities and challenges for the Housing and Economy Department. It outlines how the Department will aim to meet them and what it intends to achieve. The Service Plan contains the key actions and performance measures to enable us to achieve our priorities which in turn will contribute to the overarching Council Plan.

The key priorities include: • delivery of the Capital Investment Programme

in order to achieve WHQS by 2020;

• increase the Council’s housing stock through the Build and Buy Programme;

• responding to implications of Universal Credit whilst minimising the impact on tenants and their tenancies;

• complying with the Renting Homes in Wales Act 2016;

• review accommodation for older people in order to meet their needs;

• Implementation of Local Homelessness Strategy & Action Plan;

• service reviews and continual service improvement;

• voids management.

The performance of the service is continually monitored and is reported both to Elected Members and tenant representatives. This includes reporting on revenue collection, the Council’s housing register, allocations, voids, relets and repairs completion. Appendix 1 provides a summary of the current level of performance on key areas of the Housing service (January 2019).

The Department also submits an annual return to the Data Unit Welsh Government for the following:

• property stock and rent levels;

• number of tenants in rent arrears less than and more than 13 weeks;

• number of allocations broken down by waiting list, transfer, homeless and mutual exchanges;

• number of voids long term and short term, ready to let, under repair;

• number of properties which have achieved WHQS.


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Maintaining the Council’s Housing Stock During 2018, the Housing Service Centre received 66,646 calls. This includes general and housing enquiries but also requests for repairs. With effect from the 1 April 2017, the Lettable Standard was introduced. This means that all void properties are now brought up to the WHQS before they are relet. This work includes stripping wall paper from the whole property, re-plastering where required, skimming all walls and ceilings and re-decorating the whole property. Works are delivered through a combination of the in-house repairs team and a new framework of a number of external Contractors. The ethos of the Department is to “aim to do it once, do it right” in order to avoid repeat or numerous visits reducing future maintenance demands.

Lettable StandardSince January 2018, voids are administered through the creation of a new Commissioning Team which has been developed to oversee the voids programme of works and monitor quality. The Voids Commissioning Team operates independently from the in-house repairs team and acts as the Housing client. There is greater emphasis placed on property surveys and cost management before any works start. The team is required to undertake a detailed, fully costed survey of the works required to the property to bring it up to the required standard. The Commissioning Team also review Contractor’s performance and provide appropriate monitoring and feedback, providing for continuity and consistency in terms of control and quality of work.

In addition to the new property standards, there has been a significant increase in the amount of external work required to be carried out at void properties. A number of external Contractors have experienced some difficulty to secure appropriate resources and as a result have not been able to return the void properties back in the volumes anticipated. As a consequence there has been an increase in the number of voids in 2018 and an increase in turnaround time. It is felt however, that quality is preferred to speed and for the Housing Revenue Account, the improved void standard means the cost of repeat repairs is reduced by delivering a better quality property prior to letting.

In regard to the quality of the returned properties the feedback from new tenants has been very positive. The improved standards have contributed to an improved estate environment for tenants and residents. The outcome of the new Lettable Standard will continue to be measured and it is expected to deliver a:

• reduction in responsive repairs and improved job satisfaction amongst staff as properties are refurbished as opposed to undertaking patch repairs;


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• improved tenant satisfaction with the quality of the accommodation; and

• sustainable tenancies due to greater satisfaction with the condition of their home.

As well as the creation of the Voids Commissioning Team there has also been a commitment to invest in the in-house workforce with a long term view to reduce the reliance on external contractors and try and ensure more of the money invested in the housing stock remains within the County Borough. Traditionally the in-house Repairs team has undertaken smaller scale voids and the more extensive void properties have been carried out by external contractors. In order for the in-house Repairs team to expand and assist in the turnover of larger value void properties, 24 additional operatives of varying trades have been appointed. This has been complemented further by the recruitment of an additional 4 apprentices.

Welfare ReformOn the 1 April 2013, the Government’s Welfare Reform Act came into effect and this introduced a programme of radical changes to the Welfare Benefit system. The changes with the greatest impact on Council tenants were the introduction of Universal Credit, introduction of the Spare Room Subsidy and the Benefit Cap.

Since October 2016, further changes to the Welfare Benefit system have been announced as part of the enactment of the Welfare Reform & Work Act 2016. The changes that will have the greatest effect on housing tenants are:

• further reduction of the Benefit Cap;

• freezing of certain benefits at 2016 levels for 4 years;

• limiting of the child element of Universal Credit and Housing Benefit payable to two children only; and

• roll out of Universal Credit full service to all working age tenants in Wrexham.

Implications of Universal CreditIn order to mitigate and minimise some of the effects of Welfare Reform, the Council has been undertaking a range of activities.

Housing Staff continue to receive regular training to ensure that they are better equipped to help tenants deal with the changes and complexities of a new benefit system. All staff have access to an online specialist Universal Credit support package which provides a whole range of support tools and allows one to one support claims with benefit experts who can guide staff through problematic claims.

Universal Credit full service has been running in Wrexham for most areas from the 4 October 2017 with remaining areas in Chirk and Whitchurch going live in early May 2018.

The experience of the first year of full service Universal Credit has highlighted a significant culture shift in terms of claimant’s behavior and the promptness in which claim entitlement is established.


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The Department has been working closely with housing applicants and tenants as benefit claimants continue to be migrated onto Universal Credit, before the anticipated completion date of 2022. New tenants are being supported to manage their personal finances with everyone having a “financial check”. This financial check provides a snap shot of an applicant’s finances and upon an offer of accommodation, realistic discussions take place regarding affordability.

There has been additional work generated by Universal Credit. In response to this the Department is restructuring the housing service functions which will provide frontline staff with more time to promote and provide more intensive support.

Working groups have been set up with partners from Registered Social Landlords and the Department for Work and Pensions to manage the “go live” migration.

The Department’s rent recovery procedure has been reviewed and continues to be reviewed. The emphasis continues to be on early intervention and further checks have been put in place to ensure that tenants in arrears are fully aware of all avenues of assistance prior to the commencement of any formal possession procedures.

As at 6 November 2018, 1,267 tenants in Wrexham are claiming Universal Credit and 1,074 are in arrears. There has been an increase in the level of rent arrears due to the introduction of Universal Credit, and a provision for bad debt has been made within the HRA Business Plan 2019/20.

Renting Homes (Wales) Act 2016The Renting Homes (Wales) Act 2016 received Royal Assent on the 18 January 2016. This is one of the most significant pieces of legislation to be passed by the National Assembly and will replace various and complex pieces of existing legislation with one clear legal framework. The Act means that wherever possible consistent terms will be used irrespective of whether the landlord is a Local Authority, Housing Association or private landlord. All of the key rights and responsibilities of both landlords and tenants will be set out in a

written statement of a rental contract.

The new agreements for both the private and socially rented sectors will provide more protection for people and a better service.

Welsh Government will provide model contracts for local authorities and landlords to use as a basis of their agreement. There will be two types of occupation contract, one for social housing called ‘secure contract’ and one for the private rented stock called ‘standard contract’ The secure contract will replace the current Tenancy Agreement. Welsh Government has not given a firm date for implementation of the Act but has confirmed that it will not be before the 1 April 2019. Landlords have been advised that before the implementation date, there will be a lead in time of up to 6 months to issue the new contracts to existing tenants and licensees. This will allow local authorities sufficient time for engagement and consultation with tenants before a new contract is finalised.

Abolishment of Right to BuyThe Abolition of the Right to Buy and Associated Rights (Wales) Act 2018 gained Royal Assent on the 24 January 2018 and the provisions within the Act mean abolition of the rights will come to an end on 26 January 2019. The Council has seen an increase in the number of applications and sales in the run up to the scheme coming to an end.

Whilst the end of the Right to Buy scheme will stabilise the number of Council properties available for rent, there will still be a shortage of social housing in some parts of the County Borough, especially in outlying rural areas where stock is already limited. Under the Housing (Right of First Refusal) (Wales) Regulations 2005 any property bought under the Right to Buy scheme, cannot be sold on the private market, within ten years of purchase, without first being offered to the Council. The Council in 2018 commenced a programme to buy back some former Council properties and bring them back into Council ownership. Purchases are being made as a way of helping to meet housing need, taking account of factors such as demand, cost effectiveness and strategic benefits.


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Prosperity for All

In September 2017, the Welsh Government published ‘Prosperity for All’, a national strategy to deliver its key priorities and set the right foundations to tackle the big challenges faced by the nation.

The strategy is designed to drive integration and collaboration across the Welsh public sector and put people at the heart of improved service delivery: “Prosperity is not just about material wealth – it is about every one of us having a good quality of life, and living in strong, safe communities.”

The strategy identifies five priority areas: Early years, Housing, Social Care, Mental Health and Skills and Employability that have the potential to make the greatest contribution to long-term prosperity and well-being. These are areas where it has been shown that earlier intervention and more seamless services can make a real difference to people’s lives.

The ‘Prosperity for All’ strategy identifies several specific actions in each priority area and in the case of Housing these are:

• contribute to a national target of 20,000 new affordable homes by 2021 and make more homes available at an affordable rent;

• make buying a home more affordable through the “Help to Buy” and “Rent to Own” schemes. Support for buying a home in high cost rural areas within reach of local people through Homebuy;

• accelerate support for new and innovative housing designs to meet challenges including pressing housing need, fuel poverty, climate change and demographic change;

• end the “Right to Buy” and “Right to Acquire” in order to protect social rented housing for those in need;

• work with local authorities to begin council house building for the first time in years;

• significantly reduce the number of people forced to sleep on the streets by focusing on the individual support needs of rough sleepers and deliver earlier effective intervention for those at risk of becoming homeless;

• unlock the potential of Small to Medium Enterprises (SMEs) to build homes and deliver local skilled jobs in all parts of Wales;

• incentivise housing providers to build homes that respond to the challenges of an ageing population and that enable people to live independently and safely in their own homes for longer;

• link new housing with major new infrastructure developments.

Section 4: Housing Need and Demand for Affordable Housing


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Wrexham Local Housing Strategy 2018-2023

The Council has reviewed and finalised its Local Housing Strategy for 2018-23. Section 87 of the Local Government Act 2003 requires local authorities to produce housing strategies. A Local Housing Strategy should be an overarching document that considers housing related issues at a local authority level, sets out a vision for housing with priorities for action, both across the authority and by partner agencies and organisations.

The Strategy outlines the Council’s five year vision for the delivery of housing and related services in the County Borough. There are three parts to the Strategy, a one page infographic, Strategy booklet and Action Plan. Whilst they are all connected, they also serve as stand-alone documents.

The Strategy has taken its priority themes from the Welsh National Strategy –Improving Lives and Communities – Homes in Wales 2010 and the previous Local Housing Strategy 2013-18. The priority themes of the Local Housing Strategy 2018-23 are:

• More housing choice;

• Better quality homes and communities; and

• Better services to improve people’s lives.

The new Strategy has been developed through engagement with a wide range of stakeholders including input from Officers from across Council departments, external partners and full public consultation. The Strategy will provide a framework that will direct the work of Council departments and in conjunction with external partners will provide a positive environment for collaboration and sustainable development. Although the Strategy is a Council publicised document, it is not intended to act only as a social housing strategy but is one that represents all types of housing and services needed within the County Borough.

The Council aims to provide a greater range of housing options for individuals, families and those with more complex needs. There are various opportunities to facilitate the development of more housing choice. Councils are now able to build accommodation and Welsh Government provides funding programmes to support affordable housing delivery. Section 106 agreements can secure affordable housing in private developments and the private sector, responding to market demand.

The Housing and Economy Department has developed a multi-layered spatial tool for mapping housing demand. This is used to support evidenced based decisions on where to target new housing development to make best use of funds available. This tool will continue to be developed as technological advances become available. Internally, work will be undertaken by Officers to scrutinise and examine data that is held concerning demand and availability of stock to ensure the best use of the Council’s housing stock is made. This will help to ensure that the Council has a robust method of making strategic decisions relating to future housing supply and have a mix of accommodation to meet housing demand.

The Council works closely with Registered Social Landlords (RSL’s), developers and the Planning department to try and ensure that the right types of housing are delivered, taking account of local demand. This will include bringing vacant land back into use to support delivery of housing, marketing land available and reviewing areas of Council owned land to assess its suitability for housing development.


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Registered Social Landlords The Council works closely with a number of RSL’s and has entered into a nomination agreement with the following. This agreement is based on the principles of the Regulatory Framework for Housing Associations Registered in Wales 2011:

• Abbeyfield (Wrexham) Society;• Clwyd Alyn Housing Association;• Grŵp Cynefin;• Habinteg Housing Association;• North Wales Housing Association;• Wales & West Housing Association;• Cartefi Cymunedol Gwynedd;• First Choice Housing Association.

The agreement relates to certain properties let by RSL’s in the Wrexham area and the Council is offered certain nomination rights to nominate suitable applicants who are registered on the Council’s housing register to them for consideration.

The Wrexham Housing Alliance established in December 2005 is a partnership that includes the Council and RSL’s that operate in the County Borough and meets quarterly to discuss housing issues and address key housing priorities. The Housing Alliance will have an important role in helping to monitor progress and success of the Local Housing Strategy 2018-23 in meeting its aims.

Local Development Plan (LDP) 2013-2028The Local Development Plan is a key part of the Council’s strategic planning framework, establishing the objectively assessed need for housing across Wrexham County Borough Council to 2028 and identifying a supply of land suitable for new housing development to meet the need identified. Land allocation in a Local Development Plan is essential for housing growth, investment, wider regeneration and economic development. It will also identify where

new infrastructure such as schools, transport links and employment opportunities will need to be located to support this housing growth.

The Local Housing Strategy complements and supports both the planning policies set out in the emerging Local Development Plan and the Council’s plans for growth. The Deposit Local Development Plan was approved for public consultation by the Council on the 28 May 2018, and deposited for inspection 30 November 2018. Once adopted the Local Development Plan will become the statutory land use plan for the County Borough and replace the current (expired) Unitary Development Plan (1996-2011) as a basis for making decisions on investment and individual Planning Applications.

The Council will work closely with colleagues in Planning, developers and Registered Social Landlords to try and ensure that the right type of housing are delivered taking into account local demand.

The Growth Vision for North Wales will also play a significant role in supporting the delivery of new housing.


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Local Housing Market Assessment (LHMA) 2015 (Updated 2017)The Local Housing Market Assessment (LHMA) report was produced in 2015 and updated in 2017 as part of the Local Development Plan evidence base. It provides an up-to-date analysis of the social, economic, housing and demographic situation across the area. The LHMA considers the housing market, how it is functioning, and potential future demand for housing as well as assessing need. This document forms the strategic basis for determining the type and future level of housing needed in Wrexham County Borough. This document is available at: http://www.wrexham.gov.uk/assets/pdfs/planning/ldp2/march_2015/local_housing_needs_assessment.pdf

The LHMA provides a range of information to inform policy debate, contribute to the delivery of a range of housing interventions, help inform and influence strategic response and shape local and regional strategic housing priorities to inform future investment plans with the overarching priority of growing Wrexham’s economy.

The following table gives the calculations for Wrexham showing the number of households in housing need who require affordable housing. It is based on the prescribed Welsh Government guidance on how to calculate the figure:

Analysis through LHMA needs assessment model reveals that there is an annual shortfall of 157 affordable dwellings across the County Borough over a 5 year period. The LDP cannot deliver all affordable housing; it is only one of the delivery mechanisms. Housing assessments are a snapshot in time and the above figure calculated under this model should not be used as a

definitive measure of housing need or an absolute target figure.

The tenure profile of the Wrexham County Borough area shows that 63.5% of occupied dwellings are owner occupiers, 13.6% private rented, 22.4% are rented from a social housing provider and 0.5% intermediate tenure dwellings. Overall, there is a high level of social rented/affordable housing stock in Wrexham with just over 1.4 of every 5 households renting.

There has been an increase in the number of privately rented properties, the number of Houses in Multiple Occupancy and the number of people who are privately renting. This is due in part to an insufficient supply of suitable social housing to rent and the rapid increase in the cost of both renting privately and home ownership.

The private rented sector has become increasingly more of an important housing choice to support economic mobility as well as providing a more flexible form of tenure for households. Around 14% (180,000) of all households in Wales currently rent privately, with this level expected to grow further to around 20% by 2020.

Between 2014 and 2039 Welsh Government estimates that the population of Wrexham will increase by 13,300 (9.7%). By 2039, this will give a total population of approximately 150,000. Welsh Government predicts that by 2033, 26% of the Welsh population will be aged over 65. This is a larger increase than neighbouring North Wales Local Authorities: Denbighshire (2.7%), Flintshire (1.34%) and Powys (-7.73%). Within these forecasts there will be significant growth in older age groups (65+ years) as well as growth in the proportion of smaller households.

Key future and continuing policy drivers for Wrexham Council include increasing the supply of both market and affordable housing, asserting its economic role as part of North East Wales spatial plan area as a Key Hub of National Importance and addressing the changing requirements of an ageing population.

The LHMA helps the Council plan for a mix of housing, based on current and future demographic trends, market trends and the needs of different groups in the community.

2014/15Current Need +4586Available Stock 507Newly arising Need 448Supply of Affordable Units per year 797Annual additional Affordable Units Needed (Annual imbalance)

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The LHMA identifies the size, type and tenure of affordable housing shortfall by sub area and considers and presents the range of household forecasts and future associated dwelling forecast.

In terms of affordable housing by size (number of beds) then analysis suggests there is a need for smaller 2 bedroom properties for both under and over 65’s with some 2 bedroom general needs accommodation.

Housing for Older PeopleIn 2013 a study into the housing needs and aspirations of older people living in the Borough was undertaken. This study concluded that older people expect choice, quality and the opportunity to adopt a positive lifestyle in old age. This survey has been carried out again in 2018, with the focus on ‘Housing for the Future’ and a report will be available in Spring 2019. The findings of the study will be fed into the new Local Housing Strategy 2018-23 and also the sheltered housing refurbishment project. Improving access to suitable housing will increase choice and help to make tenure more sustainable, giving people the ability to live independently in their communities for longer.

Sheltered Housing

The Council’s sheltered housing service has, for many years, provided a service that is both popular and makes a significant difference to the quality of life of many older people; both in providing companionship and social

contact and in providing safety and security. There is still a need for this type of model of accommodation, but the reality is that much of this accommodation is inappropriate for the increasing support needs of older people, where space standards, ease of access, facilities and location are important.

A stock option appraisal has been completed on the sheltered housing stock and a report on the future viability, use and refurbishment is to be presented to the Council’s Executive Board in March 2019.

Maes y Dderwen, Grosvenor Road Wrexham opened in November 2018 and is the second Extra Care scheme open in Wrexham. The scheme has been developed by Tŷ Glas Housing Society, part of the Pennaf Housing Group, in partnership with Wrexham County Borough Council. The £10.5 million scheme, partly funded by £4.9 million of Vibrant and Viable Places (VVP) funding and another £1.2 million of Social Housing Grant is not only providing homes for older people, but also boosted the local economy through jobs and training opportunities.


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Armed Forces CovenantOn the 5 April 2013, partners across Wrexham signed the Armed Forces Community Covenant (AFCC) for Wrexham. The AFCC is a voluntary statement of mutual support between a civilian community and its local Armed Forces Community. The purpose of the Covenant is to encourage support for the Armed Forces community working and residing in Wrexham and commits local authorities to preventing veterans and their families facing disadvantage either whilst they are serving or after they have completed their service.

Since 2017, two Armed Forces Liaison Officers have been employed to work in Wrexham and across North Wales to promote the covenant. They have looked at policies and procedures in areas including social care, education, employment and Housing to make sure that the needs of the armed forces community are fully considered in strategic plans and services.

In 2018, a self-build scheme consisting of 16 apartments was completed and opened in Wrexham. This development called Tŷ Ryan was built in association with Williams Homes and First Choice Association where a selection of veterans gained on-the-job experience whilst being employed to build their own apartment.

As part of the work, two large Victorian villas were converted and refurbished alongside a new accommodation block to the rear and centrally located communal facilities. The scheme consists of 60 one and two bedroom, high quality apartments for rent with communal facilities located in the town centre. There is an onsite care team providing domiciliary care and housing related support for residents with an assessed need.

Council’s Housing Stock In Wrexham County Borough over 22% of the stock is social rented / affordable housing. The majority of Council housing has remained fit for purpose, although it is appreciated that people’s aspirations, needs and demands have changed since they were built. It has been identified from those currently on the housing register that there is a lack of certain types of property in some areas of the County Borough, such as one bedroom general needs accommodation and housing for larger families. An evaluation of the current housing stock is to be undertaken to identify best use, redevelopment, refurbishment or reclassification in order to maintain choice and meet future demand.

Housing RegisterDuring 2017/18 a total of 849 Council allocations were undertaken which is a decrease of 323 in the number of allocations in 2016/17 which was 1,172.

As at December 2018 there were 1,886 applicants registered on the Council’s housing register. Some areas remain to be more popular than others and the waiting time for people being allocated properties can vary due to demand for particular types of property and vacancies occurring in specific areas.

During 2017/18, the number of applicants on the housing register compared to the number of Council properties that were relet showed there is a lack of demand for two and three bedroomed properties and over demand for one bedroomed and larger family type accommodation.

Allocations 2016/17 2017/18Waiting List 643 (55%) 479 (56%)Transfer 361 (31%) 274 (32%)Homeless 160 (14%) 96 (11%)TOTAL 1,172 849


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HomelessnessIn 2017/18, 1,220 homeless applications were made to the Housing Options team. This is a 9% decrease on the number of assessments carried out to the previous year. In 2017/18 the total number of prevention or relief cases was 528. This figure includes providing help to applicants to remain in their own accommodation, help to find accommodation in the private sector or through the Local Lettings Agency or an offer of Council accommodation being made. Progress continues to be made on both preventing and alleviating homelessness within the County Borough.

The Housing (Wales) Act 2014 places a duty on all Local Authorities in Wales to have in place a Homelessness Strategy. As part of this work, it is necessary to carry out a Homelessness Review to examine current systems and services in dealing with homelessness and assess their effectiveness. During 2018, the Council commissioned consultants Arc4, to carry out both this review and write its Homelessness Strategy.

Whilst this work was underway, senior Officers across all North Wales local authorities decided to share their knowledge and experience in order to produce a Regional Homelessness Strategy. Officers from all six authorities worked in co-operation with the Chartered Institute of Housing Cymru, to produce a regional document. This identifies the common issues that are contributing to homeless across North Wales. The main themes of the regional strategy are:-

• People – Tackling youth homelessness and rough sleeping;

• Homes – Housing First, improving access to accommodation and the provision of temporary accommodation;

• Services – Homelessness prevention and working to try to mitigate the effects of welfare reform.

Whilst the regional strategy highlighted issues present in the County Borough, which can be addressed by working with other local authorities and sharing good practice, it was felt that there was a need for a greater degree

of detail and county focus such as addressing issues surrounding homelessness and rough sleeping. It was decided therefore, to commission a local Homelessness Strategy which would act as a sound evidence base for taking forward the Housing Options service in Wrexham. The overall vision of the County Borough Council’s Homelessness Strategy is:

“To work in partnership to prevent and reduce homelessness, and end the need for anyone to sleep rough.”

The Council’s Executive Board in December 2018 approved its Homelessness Strategy and Action Plan and this will be monitored to ensure that the strategic aims are being achieved.

Council Housing New BuildFollowing the move to a self-financing HRA with buy-out of the subsidy system in April 2015, the Council can now not only finance investment in its housing stock in order to meet the WHQS but also build or purchase new homes. The new Local Housing Strategy 2018-2023 outlines the approach the Council will take to increase and adapt its housing stock to meet increasing demand as well as contribute to the Welsh Government’s delivery of 20,000 affordable homes across Wales.

In 2015 the Council’s Executive Board approved a Build and Buy Programme, which set out 15 recommendations to support the increase of affordable housing in the County Borough. It is the role of the Affordable Housing Working Group, made up of the Lead Member for Housing and Economy, the Lead Member for Adult Social Care, appropriate Officers from the Housing and Economy Department and Planning Officers to oversee the delivery of the recommendations. These recommendations include commencing a social house building programme, purchasing housing units and developing the Local Lettings Agency to pursue a wider range of tenure options.


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Welsh Government provides funding programmes to support affordable housing delivery. Section 106 agreements can secure affordable housing in private developments and the private sector responds to market demand. It is important that where viable, opportunities are taken to use gap sites, brown field sites and spaces within existing buildings, for example, homes above retail units to supply accommodation.

The Council is limited to build new affordable homes in certain areas of the Borough since it does not own sufficient suitable land but it is excited that for the first time in some 30 years it has now been able to commence a new build programme to deliver new Council-owned socially rented homes. Sites have been identified with an expected 28 units coming forward in the first phase of building. Work is due to start on site April 2019. The two sites which have been

• Nant Silyn which will be a development of 15 units of mixed property types - 8 x 1 Bedroom Flats, 6 x 2 Bedroom Houses, 1 x 2 Bedroom fully adapted bungalows;

• Plas Madoc which will be a development of 13 units - 4 x 1 Bedroom Flats, 3 x 4 Bedroom Houses, 2 x 3 Bedroom House, 2 x 2 Bedroom Houses and 2 fully adapted 5 Bedroom Dormer bungalows.


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Buy Back of Former Local Authority PropertiesThe Buy Back of former local authority properties under Right to Buy Regulations and outside of the regulations was initiated by Wrexham Council in April 2018. The Housing (Right of First Refusal) (Wales) Regulations 2005 applies to properties purchased from the Council within the last 10 years.

Since April 2018, Wrexham Council has completed the purchase of four former local authority properties which will be added to the Council’s housing stock. For the 2019/20 financial year, a budget of £3 million has been allocated to the buy back of properties, which will help to meet the needs of applicants on our housing register. Currently each property purchased and the associated costs to bring the property up to the WHQS has an average cost of £144,000 per property to the Local Authority.


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Central to our vision is the expectation that all tenants shall have the opportunity to live in good quality homes.

The Welsh Government first published the WHQS in 2002 which expects all landlords in Wales to adopt the standard and meet it by 2020. The WHQS has been developed to provide a benchmark for the physical standard and condition of all existing social housing in Wales. The WHQS standard gives tenants the opportunity to live in good quality homes that are:

• in a good state of repair;• safe and secure;• adequately heated, fuel efficient and well

insulated;• contain up to date kitchens and bathrooms;• well managed;• located in attractive and safe environments;

and• as far as possible suit the specific

requirements of the household e.g. specific disabilities.

Delivering the Capital Investment Programme 2019/20To achieve the WHQS, local authorities are required to devise detailed programmes of works. The priority for the 2019/20 financial year is to continue to work towards maximising the number of properties that achieve the WHQS.

The Capital Investment Programme is funded from Welsh Government’s Major Repairs Allowance, HRA Revenue Contributions, Capital Receipts from sale of assets and Prudential Borrowing. When combined they will fund the investment programme to 2020 and beyond.

The WHQS Investment Programme for the next 5 years is outlined in Appendix 2. For 2019/20 an investment programme of £45.9m is proposed and a further £137.1m for the following 4 years 2020 to 2024.

The future estimates of work have been revised following the knowledge and experience which has been gained since the commencement of work.

The programme to December 2020 will see:

• continuation of a small number of kitchen and bathroom replacements where there has been a previous refusal.

• re-roofing will continue and increase until the 2020 deadline;

• non-traditional properties will receive External Wall Insulation (EWI) by 2020;

• full and partial rewires will continue and increase until the 2020 deadline;

• replacement of central heating systems to continue until 2020 with numbers reducing annually;

• investment in sheltered housing accommodation; and

• a major external works and environmental programme continue until all properties comply with the external requirements of the WHQS.

Section 5: Welsh Housing Quality Standard (WHQS)


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WHQS Progress by Component

Component

Roofs & associated components

Windows

External Doors

Kitchens

Bathrooms

Energy Rating

Central Heating Systems

Electrical Systems

Mains Powered Smoke Detectors

External Works

2018/19

% No.

2019/20

% No.

2020/21

% No.

986688

11156100

11156100

1082597

1052794

934684

11156100

570051

1081697

--

--

1110098

1110098

--

870078

--

--

--

11156100

11156100

Baseline

Full compliance with the WHQS will be achieved in 2020.= 100% compliance

How the Capital Investment Programme is Identified and PrioritisedThe investment programme and property lists for work to be carried out are primarily identified via the use of an Asset Management IT System. The Council utilises an asset management database, currently Keystone Version 7.4, to record data on its housing stock. All properties in the database have been populated with the information required to generate WHQS programmes of work and produce forecasting reports required for the 30 year Business Plan as well as the requirements to 2020.

The data has been sourced via stock condition surveys carried out both internally and by external consultants and updated with future replacement dates once completion of the various work elements has occurred.

The Keystone system was implemented in 2010 and has provided a much better knowledge of the housing stock and allows more effective asset management. The system currently provides:

• investment planning detailing addresses and costs;

• asbestos register;• energy efficiency monitoring;• servicing information and programming for

gas and fire risk assessments;• scenario modelling allowing changes in costs

and life cycles to be modelled without altering the base data;

• sustainability modelling; and• links to the Council’s mapping system

allowing the various programmes to be shown geographically.


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In building up programmes of work and the forecast costs associated with these, the Keystone system uses the life cycles for each element advised in the ‘Stock Condition Surveys – Guidance’ available at: http://gov.wales/topics/housing-and-regeneration/publications/stocksurveys/?lang=en

The cost for each element is based on actual costs incurred; these costs are monitored and updated annually.

The table below details the life cycles for each element used in the Asset Database for future replacement times and associated costs. These have been included in our 30 year plan. These anticipated life cycles are established on the basis of guidance contained within the Welsh Government’s ‘Stock Condition Surveys – Guidance’ document and the BCIS ‘BMI Life Expectancy of Building Components’.

Element Life Cycle (Years)

Kitchen 20Bathroom 30

Extract Fan 15Electric Shower 15

Boiler 15Central Heating System 25

Electrical Installation 35

Roofing Slate 70

Clay Tiles 50Concrete Tiles 50

Repointing 40Chimney Stacks 40

uPVC Windows 30

uPVC Doors 25

Keystone is crucial in the planning and monitoring of the WHQS programme and the updating of information ensures that forecasts and remaining works are accurate. The system is updated monthly with the various completed works elements. The methods of updating are generally via spreadsheets (Keystone Generic Interface, KGI) which allow a number

of addresses and elements to be updated electronically. The Council is in contact with other users of Keystone in Wales and representatives have attended user group meetings specifically for Welsh users.


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DecarbonisationThe Environment (Wales) Act 2016 places a duty on Welsh Minister’s to ensure that in 2050 net carbon emission are at least 80% lower than the baseline set in legislation. This will be achieved through the setting of interim targets for 2020, 2030 and 2040 and 5 yearly carbon budgets up until 2050. Making homes in Wales more energy efficient will be one of the main ways of achieving this. The difficulties are compounded by the nature of Wales’ existing housing stock in that it is the oldest in Europe, and accounts for nearly 8% of Welsh Carbon emission.

The Council is aware of the drive to improve the energy efficiency of its housing stock to not only reduce the carbon emissions from housing, but to also alleviate residents who are suffering from fuel poverty. The following funding streams will be explored in greater depth to support the decarbonisation agenda in Wrexham:

LA Flexibility – LA Flex (or ‘LAFlex’) is the extension of the government’s Energy Company Obligation (ECO) scheme that helps UK households reduce their energy bills and carbon footprint. This is usually done by subsidising – often by up to 100% of the cost – things like cavity wall or loft insulation, new boilers and other such energy-saving methods.

ARBED – Welsh Government Warm Homes scheme is funded by the Welsh Government and the European Regional Development Fund. The aim of the scheme is to help eradicate fuel poverty by identifying and installing where appropriate energy efficiency measures in properties in areas of severe fuel poverty across Wales. The ARBED scheme provides a range of energy efficiency measures, including insulation, efficient heating systems and more, to households who are struggling with the cost of high energy bills, making homes warmer, more comfortable and more affordable to heat.

Warm Homes Fund (WHF) – The WHF is a £150 million fund administered by Affordable Warmth Solutions (AWS) across England, Wales and Scotland, primarily designed to address issues affecting fuel poverty by incentivising the installation of affordable heating solutions in fuel poor households who do not use mains

gas as their primary heating fuel. It is designed to support local authorities, Registered Social Landlords and other organisations working in partnership with them to address the issues affecting fuel poor households.

Proposed Capital Investment Programme for 2019/20

The budget for kitchen and bathroom replacements will decrease as all of the community areas will have been completed apart from those properties where there has been a refusal. The programme will allow for a small number of kitchens and bathrooms to be completed, this will be a mixture of void properties and tenanted properties.

As part of the WHQS there is a requirement to ensure all heating systems are reasonably economical. The programme for 2019/20 will continue to focus on replacing the older, inefficient central heating systems by age of system. We anticipate some 350 properties being provided with new systems during the year. The work on central heating systems will also contribute to achieving the energy efficiency targets set by the WHQS. Where mains gas is available, most Council properties now have a highly efficient central heating system due to the significant expenditure on heating systems in recent years.


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We anticipate over 630 properties being either rewired or partially rewired during the year. Where required, full electrical rewires are being carried out in conjunction with the kitchen work to ensure co-ordination as well as reducing tenant disturbance.

Work continues to progress across the County Borough to re-roof properties identified as in need of work, with works being concentrated on houses and flats where stock condition surveys have identified work needing urgent attention.

The budget for roofing and associated components will increase slightly in 2019/20 and we anticipate completing over 1070 properties Re-roofing of non-traditional housing stock is carried out in conjunction with EWI works as cost savings are made by utilising the scaffolding for both types of work.

£1.7m has been allocated for the ongoing programme of adaptation work which benefits tenants who are in need of adaptations to their home to enable them to remain in their own home for as long as possible possible and promote independence. Whilst the majority of adaptations remain small scale such as ramps, handrails, etc., there is an increasing number of larger

adaptations such as level access shower facilities and extensions being requested.

The budget for external doors finances the replacement of front doors and frames which is in the main, work undertaken to flats. Fire doors are being fitted in appropriate locations following the introduction of the Regulatory Reform (Fire Safety) Order 2005. A duty is placed on authorities to undertake fire risk assessments to all buildings that contain communal areas and to carry out any remedial works identified. This programme will continue and will allow for all products used to achieve and pass the new testing regime. Risk assessments to assess sheltered housing schemes and flats have been completed and works will also be completed and work prioritised according to the risk identified. This programme will continue and will allow for all products used to achieve and pass the new testing regime.


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Sheltered Housing StockIn 2016 Michael Dysons Associates were commissioned to carry out an options appraisal on 16 of the sheltered housing schemes. The options appraisal identified the condition of the sheltered stock, the amount of future investment required per scheme and designs for the options available. A report on the future viability, use and refurbishment is to be presented to the Council’s Executive Board in March 2019. Several options have been considered and factored into the financial modelling of the Business Plan.

Estate Remodelling Project - Plas MadocPlas Madoc housing estate is currently being re-modelled. A Project team comprising officers from the Housing and Economy Department, Planning and Environment and Local Members has been established. A 10 year Masterplan has been prepared detailing the vision and phased direction estate re-modelling will take. This Masterplan identifies opportunities for action and interventions that will deliver a long term vision for the Plas Madoc estate, aiming to utilise a joined up approach to regenerating the whole estate. Due to the volume and cost of work required it is accepted that there will not be a quick remedy. A number of projects have been identified which are to be undertaken in the short, medium and long term.

Following the demolition of 22 unpopular three storey properties, new build social housing proposals are now being progressed. It is envisaged a total of 13 new properties will be built by mid 2020. Other opportunities being explored include remodelling of three storey properties, re-designing smaller gardens to offer better space where possible, the re-design of public spaces and the provision of formalised car parking.

Funding for the demolition was provided from the existing capital investment programme, but funding for redesign works is yet to be fully identified. It is anticipated that this re-modelling will create physical change and improvements, which will support the creation of a safer and more attractive living environment giving residents more pride in their homes and the estate.

As part of the Capital Investment Programme in achieving the WHQS, the following works are underway in the Plas Madoc area:

• installation of EWI

• new roofing where applicable;


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Planned works include:

• renewal of fencing where required and path repairs under the External Works programme;

• improvement works under the Environmental Improvement budget;

• new kitchens and bathrooms; and

• rewires and new central heating where required.

A number of consultation and information events have taken place with tenants and residents living on the estate to seek their views on the future appearance of properties and on the design of the estate. Further consultation and information events will take place with tenants throughout the duration of the project.

Before Work

After Work

Progress on Delivery of the Programme for 2018/19The 2018/19 programme of work had a revised budget of £48.1m, delivering works both internally and externally to properties. The Council endeavors to ensure co-ordination of works wherever possible with the aim of maximising the number of properties that achieve the various elements of the WHQS. Additionally, whilst co-ordinating the works, careful consideration is given to tenants being able to cope with large volume and packaged works. Detailed specifications and scopes of work have been developed and are in place for WHQS works.

The 2018/19 programme has seen the continuation of installing a small number of new kitchens and bathrooms. There is an ongoing plan to revisit the addresses where tenants have refused a kitchen and bathroom previously. A number of previous refusals have since been installed as the property has become void. As part of the kitchen replacement programme, rewiring of kitchen circuits as well as plastering where required has been offered to tenants. Generally before works commence in an area, an open day is held for tenants to attend and look at the range of kitchens and ask questions, providing tenants with the opportunity to meet both the Contractor, Tenant Liaison Officer and the officers responsible for the daily management of the programme. Kitchens are individually designed and installed in line with the WHQS requirements.

Work is progressing well on all the major elements of the programme with most targets being anticipated to be achieved before 31 March 2019. The main exception and challenge being the external works programme. Every property is being assessed and work is continuing but, there is a vast difference between requirements in some properties in terms of the scope of works. Rewiring work has been brought forward, partly to co-ordinate the programme with the kitchen and bathroom work which minimises disruption for the tenant. There will be a large number of properties where a partial rewire will be required, these will be targeted after the main kitchen and bathroom programme.


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During delivery of the investment programme, the Council has decided to undertake enhanced work to properties within the programme, in particular to kitchens, bathrooms and empty properties. These enhanced works include, but are not limited to, removal of pantries, internal stores, enlarging kitchen areas, moving bathrooms upstairs, renewing ceilings, over-boarding walls, remedying damp and structural issues.

Appendix 3 shows the current position of the Council’s housing stock in achieving the WHQS.

Non-Traditional HousingThe Council owns 1,639 non-traditional properties. These are houses not built from the traditional brick type construction. During 2014, Michael Dyson Associates Ltd were commissioned to establish the structural condition of the non- traditional stock, their likely future life, repair requirements and cost options to maintain a 30 year assured life. The survey found that the Council’s non-traditional properties to be, by and large, in a reasonable structural condition and recommended a programme of moderate repairs, most prominent of which is the installation of external wall insulation.

A programme of EWI is nearing completion, and work is being undertaken making homes more energy efficient, cheaper to heat and increase the

overall lifespan of the property by protecting the structure.

The work will also significantly improve the outer appearance of houses with attractive designs of render and brick slips covering the insulation. The brick slips give the properties the appearance of traditional brick houses resulting in a huge physical transformation to many streets as well as reducing fuel costs for individual tenants and help improve their well-being.

For the financial year 2018/19 the focus has been on completing our Airey and Cubbitts property types. The Cubbitts properties in Plas Madoc area have received a traditional EWI solution. The Airey properties are located in a number of areas across the County Borough and have received a Structural EWI system. An element of the roofing programme has been co-ordinated with the EWI works to these properties to allow the works to be carried out simultaneously; this allows roofing details to be amended to suit EWI and to reduce disruption to the tenants. During 2018/19 we completed the remaining 74 Airey properties and 208 Cubbitts properties.

We anticipate that the EWI programme will in 2019/20 deliver works to 104 Cubbitts properties in the Plas Madoc area of the Borough.

The EWI programme has been expanded to include some traditional type properties with solid wall construction or with minimal cavities. This work has seen 127 properties across the Borough benefiting from this work in 2018/19. It is anticipated that a further 135 traditionally constructed properties will be delivered by the capital investment programme in 2019/20.

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Environmental StandardThe external environment areas of the housing stock are within elements of Part 6 and 7 of the WHQS. To ensure we achieve these elements, a new budget was introduced to the Capital Investment Programme in 2015/16 which funds a rolling programme of external works within the curtilages of the housing stock. This budget and approach has been reviewed due to challenges faced during delivery of the programme. For 2019/20 a budget of £669k has been allocated.

The budget for works to gardens and external storage up to and including the boundary of the property will fund a rolling programme of:

• fence/wall repairs/replacements;• path repair/replacements within the curtilage;

and• communal area repair/refurbishment and

storage provision if appropriate.

A detailed specification has been produced, which has been updated and is regularly being reviewed. It scopes out what external works will be undertaken in order to allow a standardised approach to be adopted in achieving the WHQS Environmental Standard. This budget area is challenging as properties differ in size and the work that is required following an assessment can differ dramatically.

Prior to the works progressing, Surveyors visit all properties and discuss what works are to be carried out with individual tenants. Tenant satisfaction with the schemes is gauged through the use of face to face contact and also completion of satisfaction questionnaires.

The External Works Programme will follow an alphabetic community area approach and will follow on to those properties which have had

internal works. This minimises the number of Contractors working in the area and will complete the WHQS programme maximising the number of properties achieving WHQS in their entirety. The first and second year of the programme have both been challenging due to the scope of the works. A complete plan is being developed for an area, which will focus on the estate as a whole, additionally linking how the estate will look in line with the external works to individual properties.

In addition an Environmental Improvement budget exists which has allowed for positive efforts to be made to improve the environment and appearance of housing estates and has proved popular with local communities. In consultation, Estate Managers, tenants and Local Members identify possible schemes which are funded from this programme. The Environmental Improvement budget will also be used to enhance the works carried out by the External Works Programme.

Work to improve the external environment in communities also includes a number of Environmental Action Days which are held during the course of the year within most estate areas. These events which are held in association with other Council departments, tenant representatives, Tenant & Resident Associations, Local Members, voluntary groups, Police and Fire Services, promote recycling and generally clean up local areas. Skips are provided and assistance given to local tenants and residents to remove bulky items of rubbish. These events prove very popular and make an instant impact on improving the overall appearance of an area.

Further budgets fund work to Council garage sites and HRA land and also boundary wall works.

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Acceptable FailsAcceptable fails are logged on the Keystone Asset Management System and can be for one of the following four reasons:- • cost of remedy;• timing of remedy;• resident’s choice; and• physical constraint.

Acceptable fails are noted under one of the above heading reasons. To date the majority of acceptable fails have been due to ‘Resident’s Choice’ with the amount of tenants who are refusing a new kitchen and bathroom having increased to approximately 25%. A programme for targeting these addresses, along with the addresses that have previously been offered a new kitchen and bathroom at the start of the programme commenced in April 2017. This programme of re-visiting refusals is ongoing with further work being undertaken to rectify the number of acceptable fails.

All tenant refusals are monitored and where possible, the relevant element of work will be installed in the period leading up to the completion of the WHQS programme, or work will continue in the maintenance phase beyond the WHQS deadline of December 2020.

When tenants decline the offer of a new kitchen or bathroom, these will be modernised when the property becomes vacant. A very small number of residents also choose not to have a new central heating system or an electric rewire due to the disruption, however, the properties must be safe for the refusal to be accepted. To date there has been a small number of recorded acceptable fails due to physical constraint.

Use of Contractors in Delivering the Programme

The Housing and Economy Department has adopted a low risk based, proportionate approach to procurement to ensure we encourage a mixed range of Contractors, including Small and Medium Enterprises (SME’s). This helps to stimulate a varied and competitive marketplace and support the local economy. We continue to monitor our use of local contractors on WHQS works.

The Council’s Delivery Plan details how it will deliver the various contracts and the approach is designed to:

� utilise existing Frameworks;� where new tenders are required they are

based on multiple years with EU allowable procurement extensions (e.g. 2 +1+1); thereby allowing partnership and investment from Contractors; and

� works have been split in lots to allow both large multinationals and local companies to apply.

Where contracts have been awarded, robust monitoring using a Key Performance Indicator (KPI) based approach ensures that delivery is achieved both on time and to the desired quality.

Community BenefitsThe Department is committed to maximising the value for every pound it spends, and via the use of Community Benefits, believes it can promote social, economic and environmental well-being in the widest possible sense. Community Benefits fall into two broad categories – Core benefits and Non-Core Benefits. Core Benefits form part of the contractual requirements and staff continue to work in partnership with the Commissioning, Procurement & Contract Management Unit (CP&CMU) to ensure that Community Benefit clauses are incorporated in all its major WHQS contracts. Contractor compliance continues to be monitored centrally by the CP&CMU and reported via the use of Key Performance Indicators using the Community Benefit Measurement Tool, which is returned to Value Wales on an annual basis.


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Where Core Community Benefits are stipulated, Contractors are required to employ or maintain Apprentices, provide training and commit to local employment. Non-Core Benefits do not form part of the contractual requirements which are evaluated as part of the award criteria, but Contractors are required to provide a percentage of annual contract value to be put towards the delivery of Non-Core Community Benefits. Examples of Non-Core Community Benefits include for example, the softer outputs such as sponsorship, kitchen replacements in community centres, play equipment and community benches. The Council has devised a process for handling requests for all Non-Core Community Benefits in order to ensure consistency and transparency for all concerned and provide a central point of contact for all Elected Members as this provides better administration of the requests in order to ensure accuracy and fairness across the County Borough.

Examples of Community Benefits we expect to be provided by Contractors are:

� refurbishment and support of community facilities;

� talks by contractors at school/college careers days;

� sponsorship of community events & initiatives;

� opportunities for SME’s; and

� work placement/experience opportunities

Some of the projects completed in 2018 have included:

• New kitchen at a local rugby club- Rhos Rugby Club.

• New kitchen at a community building – George Edwards Hall Cefn Mawr.

• New kitchen – Brynteg Community House café.

• Interior and exterior re-decoration – Sydallt Community Centre.

• Provision of new commercial boiler – Rock Chapel.

• Improvements to surface of access road – Kings Mills.

• Sponsorship of activities for two community fun days.

Employer PledgeThe Council’s Executive Board in 2015, approved the integration of the Employers Pledge within the Council’s procurement processes as a means of maximising value attached to Community Benefits. The purpose of the Employer Pledge is to create sustainable work experience and employability opportunities to support improved economic outcomes for unemployed people in the County Borough. It is supported by a partnership of agencies including the Council, Job Centre Plus, Coleg Cambria and Glyndwr University. This has been adopted into the procurement practices as a policy of the Council.

Verification of Compliance with WHQSIn addition to the Council’s own verification, it is working with Flintshire County Council, in order to provide independent verification for compliance with the WHQS. This entails an examination of a sample of completed works, the methodology used to update WHQS compliance results and an analysis of the use and appropriateness of the ‘acceptable fail’ criteria. Officers from Flintshire have completed an audit of Wrexham’s compliance and vice-versa and positive feedback has been received.


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The HRA Business Plan Model demonstrates that the Council can balance income and expenditure in the long term, whilst meeting capital financing costs and other obligations, and achieving and maintaining the WHQS over a 30 year period.

The Housing Revenue AccountUnder Part VI of the Local Government and Housing Act 1989 a Local Housing Authority has a duty to keep a Housing Revenue Account. This account records the statutorily defined revenue income and expenditure in relation to Council Housing, (e.g. rental income, supervision and management and repair and maintenance costs).

Any expenditure or income not related to the Landlord Service is recorded in the Council’s General Fund. The HRA is ring-fenced, which means that no resources can be transferred to or from the General Fund. The Council has a duty to ensure that the HRA does not go into deficit in any year.

Abolition of Borrowing CapLocal Authorities became self-financing for HRA purposes following the successful exit from the Housing Revenue Account Subsidy (HRAS) system on 2 April 2015. Following agreement between HM Treasury and Welsh Ministers, HM Treasury required each LHA to buy themselves out of the HRAS and fund the settlement from loans taken form the Public Works Loan Board, and also required a housing related borrowing cap to be put in place for each LHA.

The UK Government announced plans to lift the HRA Borrowing Cap at the UK Autumn Budget on 29 October 2018 and agreed for the Cap to

be fully abolished in Wales. At this time, Welsh Government Officials are working closely with the Welsh Local Government Association and LHAs to put the necessary arrangements in place. This includes discussions to ensure the Voluntary Agreements in Wales are terminated as soon as possible.

The lifting of the cap will allow LHAs to revisit business plans. However, the overall consideration for LHAs is that they may borrow (unsupported) to the extent that they consider prudent and that “prudent” is defined through the CIPFA prudential code.

Borrowing will be £302 million in 2019/20 and will peak in 2023/24 to £361 million. Prudential borrowing requirements have been considered for this level of debt and it is considered to be prudent.

Rent Setting PolicyLocal authorities and housing associations are responsible for setting the rents for social housing properties within a financial and policy framework established by the Welsh Government. Part 4 of the Housing (Wales) Act 2014 provides the legislative framework for social housing rents.

The Welsh Government Policy for Social Housing Rents was applied to Local Authorities from April 2015 with the agreement being for an initial 5 year period. Under this policy, a Target Rent band for each type of property is set each year. These Target Rents are based on a consistent set of principles such as the size and type of dwelling within each Local Authority area. The Council is required to set rents which fall within 5% of the mid-point of this Target Rent band.

A number of the current rents charged to tenants in Wrexham are below Target Rent whilst others are above. The Council intends that all rents will eventually be at the Target Rent level but in some cases this may take several years. In moving towards the Target Rent, it has been agreed that transitional arrangements are put in place.

Section 6: Financial Modelling and Resources


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During 2018/19 a review has been underway of the Welsh Government Policy for Social Housing rents to ensure it remains appropriate and sustainable. This work has since been incorporated into the wider WG Affordable Housing Supply Review where consideration is being given to the introduction of a revised Rent Policy, which gives certainty to Registered Social Landlords and Local Authorities and balances the need for continued development with affordability for tenants. The Panel are due to report their findings in April 2019. As part of the stress testing of the Business Plan, the Council has modelled a range of possible scenarios, specifically in relation to the annual rental uplift mechanism in order to assess the cumulative impact on its Rental Income over the 30 year period.

Welfare Benefit Reform & Potential Impact on HRAThe roll out of Universal Credit full service in Wrexham has had an impact on the Council’s rental income with an increase in the amount of rent arrears and a provision for bad debt has been made within this Business Plan. Systems are in place to try and minimise some of the effects and staff continue to give advice and signpost both tenants and perspective tenants with regard to meeting some of the challenges. New tenants are being supported by staff to manage their personal finances with everyone having a financial “health check”. This check provides a snap shot of an applicant’s finances and if an offer of accommodation is made, discussions will take place regarding affordability.

The roll out of Universal Credit across Wrexham has generated additional work and in response the Department are restructuring its housing management service. This will allow frontline staff to provide more intensive support to those tenants most in need.

The HRA Housing Capital Investment ProgrammeThe proposed HRA Capital Investment Programme for the next 5 financial years is shown in Appendix 2. The investment level required for each element is derived from detailed stock condition survey information for the entirety of the Councils Housing Stock. This is approved in accordance with Asset Management Plans and will ensure that all of our properties achieve WHQS by 2020 and to maintain it into the future.

A Capital Investment requirement of £53.8m has been identified for 2019/20 and a further £151.5m for the following 4 years 2020/21 to 2023/24.

Funding for the Capital Investment Programme comes from a combination of the WG Major Repairs Allowance, HRA Revenue Contributions, Capital Receipts from the sale of assets and Prudential Borrowing and the chart below illustrates the proposed sources of funding in 2019/20 to facilitate this:

Funding Funding for the 2019/20 HRA Capital Programme36,298,002 Prudential Borrowing £36.3m

7,815,000 Revenue Contribution £7.8m7,572,000 Major Repairs Allowance £7.6m2,100,000 Capital Receipts £2.1m

Other Contributions £0.0m53,785,002 53.8

Prudential Borrowing,

£36.3m

Revenue Contribution,

£7.8m

Major Repairs Allowance, £7.6m

Capital Receipts, £2.1m

Funding for the 2019/20 HRA Capital Programme


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The 30 Year Financial ModelThe HRA Business Plan Model (Appendix 4) demonstrates that the Council can balance income and expenditure in the long term, whilst meeting capital financing costs and other obligations, and achieving and maintaining WHQS over a 30 year period. A summary of the model is shown in the table below:

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Housing Revenue Account (expressed in money terms)

Income Expenditure

Year Year

Net Rental Income

Misc Income

Affordable Housing

Grant

Interest on

BalancesTotal

Income ManagementRepairs &

MaintenanceCapital

ChargesRevenue

ContributionTotal

Expenditure

Surplus (Deficit) for the Year

Surplus (Deficit)

b/fwd

Surplus (Deficit)

c/fwd£,000 £,000 £,000 £,000 £,000 £,000 £,000 £,000 £,000 £,000 £,000 £,000 £,000

1 2019.20 50,967 2,898 167 23 54,054 (7,582) (19,229) (19,425) (7,815) (54,051) 3 5,020 5,023 2 2020.21 51,391 2,952 167 23 54,532 (7,861) (19,614) (21,152) (5,905) (54,532) 0 5,023 5,023 3 2021.22 52,765 3,005 167 23 55,959 (8,018) (20,006) (22,507) (5,428) (55,960) 0 5,023 5,023 4 2022.23 53,824 3,059 167 23 57,072 (8,179) (18,814) (24,030) (6,049) (57,072) 0 5,023 5,023 5 2023.24 55,017 3,114 167 23 58,321 (8,342) (19,190) (25,801) (4,987) (58,321) 0 5,023 5,023 6 2024.25 57,303 3,171 167 23 60,663 (8,509) (19,574) (27,260) (5,320) (60,663) 0 5,023 5,023 7 2025.26 57,331 3,228 167 23 60,749 (8,679) (19,966) (27,777) (4,327) (60,749) 0 5,023 5,023 8 2026.27 58,460 3,287 167 23 61,936 (8,853) (20,365) (28,144) (4,573) (61,936) 0 5,023 5,023 9 2027.28 59,614 3,346 167 23 63,150 (9,030) (20,772) (28,079) (5,268) (63,150) 0 5,023 5,023

10 2028.29 60,806 3,407 167 23 64,402 (9,211) (21,188) (27,954) (6,050) (64,403) 0 5,023 5,023 11 2029.30 62,022 3,469 167 23 65,680 (9,395) (21,612) (28,182) (6,492) (65,680) 0 5,023 5,023 12 2030.31 64,479 3,533 167 23 68,201 (9,583) (22,044) (28,338) (8,236) (68,201) 0 5,023 5,023 13 2031.32 64,527 3,597 167 23 68,314 (9,774) (22,485) (28,608) (7,446) (68,314) 0 5,023 5,023 14 2032.33 65,817 3,663 167 23 69,670 (9,970) (22,934) (28,815) (7,951) (69,670) 0 5,023 5,023 15 2033.34 67,134 3,731 167 23 71,054 (10,169) (23,393) (29,099) (8,393) (71,054) 0 5,023 5,023 16 2034.35 68,476 3,799 167 23 72,465 (10,373) (23,861) (30,126) (8,105) (72,465) 0 5,023 5,023 17 2035.36 71,189 3,869 167 23 75,247 (10,580) (24,338) (31,522) (8,808) (75,248) 0 5,023 5,023 18 2036.37 71,242 3,941 167 23 75,372 (10,792) (24,825) (32,693) (7,062) (75,372) 0 5,023 5,023 19 2037.38 72,667 4,013 167 23 76,870 (11,007) (25,321) (33,314) (7,227) (76,871) 0 5,023 5,023 20 2038.39 74,121 4,088 167 23 78,398 (11,228) (25,828) (33,572) (7,770) (78,398) 0 5,023 5,023 21 2039.40 75,603 4,163 167 23 79,956 (11,452) (26,344) (34,065) (8,094) (79,956) 0 5,023 5,023 22 2040.41 77,115 4,241 167 23 81,545 (11,681) (26,871) (33,851) (9,142) (81,546) 0 5,023 5,023 23 2041.42 80,170 4,320 167 23 84,679 (11,915) (27,409) (33,174) (12,181) (84,679) 0 5,023 5,023 24 2042.43 80,231 4,400 167 23 84,820 (12,153) (27,957) (32,174) (12,536) (84,820) 0 5,023 5,023 25 2043.44 81,835 4,482 167 23 86,507 (12,396) (28,516) (31,095) (14,499) (86,506) 0 5,023 5,023 26 2044.45 83,472 4,566 167 23 88,227 (12,644) (29,086) (32,966) (13,531) (88,227) 0 5,023 5,023 27 2045.46 85,141 4,651 167 23 89,982 (12,897) (29,668) (32,816) (14,601) (89,982) 0 5,023 5,023 28 2046.47 86,844 4,738 167 23 91,771 (13,155) (30,261) (33,375) (14,980) (91,771) 0 5,023 5,023 29 2047.48 90,285 4,827 0 23 95,134 (13,418) (30,867) (33,643) (17,207) (95,134) 0 5,023 5,023 30 2048.49 90,353 4,917 0 23 95,292 (13,686) (31,484) (34,068) (16,054) (95,292) 0 5,023 5,023

114,475 4,671 677 2,190,022 (312,533) (723,822) (887,626) (266,039) (2,190,020)

Revenue Capital Summary Tables.xlsx Operating Acc 24/01/2019 18:21

HRA Capital Investment Programme(expressed in money terms)

Expenditure Financing

Year Year

WHQS Improvements & Maintenance

Regeneration & Remodelling

Acquired Properties

New Build Development

CostsTotal

Expenditure Borrowing Capital

Receipts MRARevenue

ContributionTotal

Financing£,000 £,000 £,000 £,000 £,000 £,000 £,000 £,000 £,000 £,000

1 2019.20 45,554 360 2,700 5,171 53,785 36,298 2,100 7,572 7,815 53,7852 2020.21 31,473 1,221 1,350 0 34,044 20,566 0 7,572 5,905 34,0443 2021.22 34,989 3,164 1,350 0 39,504 26,503 0 7,572 5,428 39,5044 2022.23 33,757 2,426 1,350 0 37,533 23,912 0 7,572 6,049 37,5335 2023.24 35,046 2,128 1,350 9,000 47,524 34,965 0 7,572 4,987 47,5246 2024.25 24,504 2,952 0 0 27,456 14,564 0 7,572 5,320 27,4567 2025.26 24,150 0 0 0 24,150 12,250 0 7,572 4,327 24,1508 2026.27 23,344 0 0 0 23,344 11,198 0 7,572 4,573 23,3449 2027.28 13,432 0 0 0 13,432 592 0 7,572 5,268 13,432

10 2028.29 24,937 0 0 0 24,937 11,314 0 7,572 6,050 24,93711 2029.30 23,323 0 0 0 23,323 9,259 0 7,572 6,492 23,32312 2030.31 25,794 0 0 0 25,794 9,986 0 7,572 8,236 25,79413 2031.32 27,797 0 0 0 27,797 12,779 0 7,572 7,446 27,79714 2032.33 23,735 0 0 0 23,735 8,212 0 7,572 7,951 23,73515 2033.34 32,060 0 0 0 32,060 16,095 0 7,572 8,393 32,06016 2034.35 44,312 0 0 0 44,312 28,635 0 7,572 8,105 44,31217 2035.36 41,957 0 0 0 41,957 25,577 0 7,572 8,808 41,95718 2036.37 38,456 0 0 0 38,456 23,822 0 7,572 7,062 38,45619 2037.38 33,266 0 0 0 33,266 18,467 0 7,572 7,227 33,26620 2038.39 32,863 0 0 0 32,863 17,521 0 7,572 7,770 32,86321 2039.40 31,427 0 0 0 31,427 15,761 0 7,572 8,094 31,42722 2040.41 33,065 0 0 0 33,065 16,351 0 7,572 9,142 33,06523 2041.42 31,284 0 0 0 31,284 11,530 0 7,572 12,181 31,28424 2042.43 34,387 0 0 0 34,387 14,279 0 7,572 12,536 34,38725 2043.44 63,129 0 0 0 63,129 41,058 0 7,572 14,499 63,12926 2044.45 47,771 0 0 0 47,771 26,668 0 7,572 13,531 47,77127 2045.46 49,820 0 0 0 49,820 27,647 0 7,572 14,601 49,82028 2046.47 51,923 0 0 0 51,923 29,371 0 7,572 14,980 51,92329 2047.48 50,521 0 0 0 50,521 25,742 0 7,572 17,207 50,52130 2048.49 55,547 0 0 0 55,547 31,920 0 7,572 16,054 55,547

30 1,063,622 12,251 8,100 14,171 1,098,145 602,843 2,100 227,160 266,039 1,098,145

Revenue Capital Summary Tables.xlsx Major Reps & Imps Fin 24/01/2019 18:29

Revenue Income and Expenditure

Capital Expenditure and Funding


34

Key Facts and Figures:

• The model anticipates a total capital spend of £1,098 million (including inflation) over 30 years of which £77 million will be used to reach WHQS by 2020.

• It requires approximately £57 million of borrowing by 2020.

• Total revenue from Rents and Other Charges is expected to be £2.2 billion over 30 years.

• The Average Weekly Rent for 2019/20 is anticipated to be £90.91

• The Capital Financing Requirement is expected to peak at £361 million in 2023/24

• The model includes planned expenditure of £22.3 million for the building, development and acquisition of new Council Housing and £12.2 million for sheltered accommodation review.

Key Assumptions in the 2019/20 Financial Model:

The model contains a number of key assumptions including implications of Welfare Reform, achievement of the WHQS by the agreed deadline, future rent levels, capital receipts, inflation levels, empty homes and changes in housing demand.

Area Assumption Rate / ValueGeneral General inflation rate 2.4%Rental Income Rent increases 2019/20 CPI + £2 per week transitional amount

Rent increases beyond 2019/20 CPI Voids provision 3% of Rental Income in 2019/20Bad debt provision 2% of Rental Income

Costs Staff cost increases 2% per annumMaintenance cost inflation 2% per annumWHQS cost inflation 2% per annum

Debt Debt Pools Single pool approachConsolidated Rate of Interest (CRI)

3.6% for 2019/20 and 3.5% from 2020/21 onwards

Minimum Revenue Provision (MRP)

2% straight line for HRA supported borrowing pre buy out) and HRA Subsidy Settlement debt.

New Prudential Borrowing is calculated on asset life.

The Business Plan assumes no early voluntary repayment of debt.

Other Major Repairs Allowance £7.6m per annum with no inflationary increaseMinimum HRA Balance £5m


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Risk and Sensitivity AnalysisThere are a number of risks that will impact on the HRA and future rental income, which is required to fund services to Council tenants and WHQS housing improvements.

The assumptions in the plan together with the additional borrowing requirement which accompany it present the Council with a level of risk. Managing risk is an integral part of our planning process and the assumptions in the Business Plan are regularly reviewed.

Achieving the WHQS is included on the Council’s Risk Register and actions have been put in place to help minimise and reduce these where possible.

A WHQS Risk Register and Welfare Reform Risk Register are also in place and reviews are carried

out every six months, with all risks identified and actions being put in place to help mitigate these risks.

Sensitivity analysis is an informative tool which can be used to stress test the key variables within the base financial model in order to establish the impact of any potential variations in the assumptions made. In order to carry out this exercise, the Council has identified a number of key risks to the viability of the HRA Business Plan and modelled the potential impact of changing the assumptions to which these relate. A range of potential mitigating actions have also been considered as detailed in the table below:

Key Financial Risk Description/Issues Potential MitigationReview of WG Social Housing Rent Setting Policy and potential changes to the annual rental uplift formula

• Financial viability of the Business Plan

• Ability to deliver and maintain WHQS

• Ability to deliver Build and Buy Programme

• Impact on HRA services

• Ensure regular dialogue with WG

• Financial modelling• Review rental income

collection procedures

The value of and continuation of the Major Repairs Allowance


• MRA funding is only guaranteed year on year


• Ensure regular dialogue with WG

• Financial modelling• Monitor and review at WHQS

Project Board

The impact of Welfare Reform, the roll out of Universal Credit and potential limits to Local Housing Allowance Rates


• Increases in Rent Arrears• Sustainability of Tenancies

• Effective tenancy management and support

• Review arrears monitoring procedures

• Increase the provision for bad debts

• Review rental income collection procedures

• Explore the use of funding sources such as Discretionary Housing Payments

Inflation rising above the forecasted levels


• Increases to Capital Expenditure


• Financial modelling• Monitor economic indicator

forecasts

Increases in interest rates • Financial viability of the Business Plan

• Increases in Borrowing Costs• Ability to deliver and maintain

WHQS

• Financial modelling• Monitor economic indicator

forecasts


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Monitoring the Delivery of the WHQS ProgrammeMembers and Officers from the Housing and Economy Department meet on a monthly basis to monitor delivery of the housing investment programme as well as monitoring the financial aspect of the programme.

A WHQS Governance Structure is in place to manage the investment programme and monitor progress against achieving the WHQS. This is set out in Appendix 5.

All works involving WHQS are undertaken in compliance with corporate governance. This ensures the service is providing effective, inclusive, honest, transparent and accountable management of the project. The Corporate Governance Code is linked to the overall Council Plan and it is this code which is used as an overarching document to steer the project going forward.

A WHQS Project Board, chaired by the Head of Housing and Economy, meets quarterly and considers reports on the progress, performance and finance towards achieving the WHQS. This Board includes attendance by the Lead Member.

The WHQS Project Team meets every month. This meeting is chaired by the Property Investment Lead and considers progress, targets, performance and finance towards achieving the WHQS, ensuring that works are being delivered within budget and on time.

The Homes and Environment Scrutiny Committee continue to receive six monthly updates on performance against targets and progress made towards achieving the WHQS by 2020. Since 2017, officers have been reporting three times a year to the Council’s Executive Board on the Capital Investment Programme and progress made against achieving the WHQS.

The Economy and Place Service Improvement Groups made up of tenant representatives also meet monthly with officers to consider delivery of the WHQS, discuss customer satisfaction, carry out on-site inspections and undertake mystery shopping of the service.

In reviewing the Council’s current HRA Business Plan 2018/19, consultation with tenants to seek opinions for inclusion in the 2019/20 Business Plan has taken place. A meeting with tenant representatives from the Service Improvement Group took place in November 2018 to explain the requirements of the Council in having an acceptable Business Plan which is submitted on an annual basis to Welsh Government and its contents.

Service Continuity PlanningThe Department has a number of Service Continuity Plans for areas of the service which allows the Council to continue its critical services in the event of any significant disruption or incident, which may affect the organisation. These plans explain what officers will do if something serious happened to the service and examples include Council office buildings were badly damaged, loss of significant staff due to illness or major loss of power.

Within the Plans, anticipated threats to service delivery such as ICT, data management, BT faults are detailed along with the approach, recovery and priorities which need to be taken in the event of such disruption. Information in regard to stock condition and Keystone is backed up in the event of a loss of power. The Service Continuity Plans are reviewed and updated on an annual basis.

Section 7: Monitoring & Evaluation


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Tenant FeedbackAn effective method of recording and assessing feedback and tenant satisfaction is essential in assisting us to monitor, review and improve the services offered to tenants. It allows the Department to see where the service is performing well and identify key areas where improvement is required.

It also offers our tenants a chance to voice their opinions and contribute directly to the development of Housing Services and delivery of other services, so that the Council is better able to meet their expectations for the future.

The Housing and Economy Department collects feedback in various ways and these include:

� Satisfaction Questionnaires These are given to tenants after the completion of work at their property and this helps us to monitor the performance of our Contractors, as well as the housing service. A variety of survey questions helps us to identify where we are performing well and where improvement is required.

� Tenant Surveys The People Service Improvement Group regularly attends community events to undertake surveys on various aspects of the service (e.g. Repairs, Communication, etc.). Surveys are also regularly included in the Housing Hotline and these surveys can also be completed online. The results help the Department to identify areas where improvements are required.

� Consultations The Housing and Economy Department regularly holds consultation events to collect the views of tenants. These can be organised in a variety of forms, including online, postal, consultation events and at Forum events held at local venues across the County Borough.

� Compliments and Complaints The level and nature of compliments and complaints received by the Council are monitored corporately. These are a good indicator of customer satisfaction and can identify areas for improvement.

� Wrexham Tenant & Member Partnership Survey results and performance reviews have been reported to the Partnership, where Members and tenants are able to comment and play an active role in the decision making process for improving the service.

� Service Improvement Groups Tenant representatives meet regularly with officers to review service areas, examine best practice and suggest ideas for potential improvements. Tenants are able to feedback on experiences of services and views of other tenants.

Satisfaction FeedbackFeedback on the service is obtained from surveys and questionnaires. Questionnaires are given to tenants to measure performance for capital improvement schemes which are undertaken to their homes which includes external and internal works carried out on properties. Tenant satisfaction for completed WHQS works is collected and monitored. If tenants express dissatisfaction, they are contacted to gain further insight into the issue and if possible resolved or practices are revised in an attempt to increase future satisfaction levels. The current process for monitoring customer satisfaction is being reviewed.

Findings from the surveys are reported quarterly to the Homes and Environment Scrutiny Committee. Feedback is also reported directly to Contractors working with the Department so that the areas requiring improvement can be highlighted and monitored in the future.

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3837

The analysis of tenant satisfaction for Quarter 3 (December 2018) indicates that overall satisfaction with each element of the works completed was:

� Rewires 88%

� Central Heating 72%

• Bathrooms Replacements 96%

� Roofing 86.8%

� External Works 93%

� Painting 88.5%

� External Wall Insulation (EWI) 73.5%

The average rate of returns does vary, with 50% for roofing, 88% for external works and 64% for EWI and 67% being returned for repairs and painting. Some tenants would like all works completing in their gardens however, Officers have to follow guidance on WHQS, Household Health & Safety Rating System (HHSRS) and Building Regulations as well as adhere to the budget set for this type of work.

Satisfaction Levels:

�Gas Contractors - The Department currently carries out audit checks on its gas servicing contracts. A 5% check is carried out by Contractors who carry out the work on behalf of the Council and a 5% check by a chosen auditor Morgan Lambert. Part of these checks includes completion of a customer satisfaction questionnaire which is completed by the tenant whilst the auditor is on site. We carry out 1,000 customer satisfaction surveys per year and overall satisfaction of the quality of the service is good. Levels of satisfaction are challenged with contractors at the monthly progress meetings.

�Housing Repairs Survey - Questionnaires are given to tenants. Tenants are asked to complete a questionnaire following completion of a housing repair to their property. 504 completed surveys were returned to us between April – October 2018. Surveys showed a 90% satisfaction rating with the work carried out.

During the same period in 2017, there were

395 completed surveys which is a 27.5% increase in returns.

Results of satisfaction surveys are analysed and reported quarterly as part of the Overall Performance Report and reported to tenants through the Housing Hotline. Satisfaction feedback is also used to identify key areas for service improvement.


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Our commitment: We are committed to working with, engaging and supporting tenants in their involvement with housing matters.

We recognise that effective tenant participation is key to improving our customer focus and driving service improvements. We aim to deliver a wide range of opportunities for all tenants to engage with us by their preferred method. This enables tenants to become better informed and experienced, which in turn will help us deliver a better housing service that meets the needs of our tenants, residents, leaseholders and local communities.

The Tenant and Leaseholder Strategy 2014-2016 was recently reviewed in conjunction with tenants. Tenants were consulted on various aspects of involvement over a four month period and the Strategy for 2018-2021 reflect the findings of this and outlines a number of key actions that the Council intends to implement in order to continue to support and enable tenant participation. It is acknowledged that Wrexham’s tenants and leaseholders are key stakeholders of the housing service and play a prominent role informing and shaping the key elements of the investment programme.

The Department employs a dedicated Tenant Participation Project Officer who works closely with tenants and promotes opportunities for tenant engagement and involvement through a number of methods. For many years, the Council has had good links with its tenants working with them through the following forums:

Wrexham Tenant and Member PartnershipThis group consists of ten Elected Members and ten Tenant Representatives, who meet bi-monthly with officers to monitor the overall performance of Housing Services and discuss housing policies that may affect the lives of tenants. For a number of years, members of the Partnership have been consulted on the priorities for the annual Capital Investment Programme prior to its approval by the Council’s Executive Board. This has enabled resources to be targeted to those areas identified by tenants as being most important.

In June 2012, an all Wales study led to a report on public engagement by Councils in Wales. It found that Wrexham had some positive examples of effective tenant engagement arrangements and it is used as an example of good practice on the Wales Audit Office (WAO) Good Practice website. The Wrexham Tenant & Member Partnership currently has five tenant places selected from tenants who are actively engaged in participation activities and five places are decided by an open election at the Annual Tenants Event.

The format of the Partnership is currently being reviewed to strengthen and develop it further and ensure it remains an effective forum.

Section 8: Communication & Tenant Involvement


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Tenants’ Forum This is an open meeting for any tenant or leaseholder to attend. Meetings are used to promote the opportunities for involvement and provide information on major issues affecting tenants. Meetings are held in different locations across the County Borough using local facilities to improve and encourage accessibility.

Tenant & Resident AssociationsTenants are encouraged to form Tenant Associations within an area, which act as representative voices for the communities they serve. An annual grant is provided by the Council to assist these groups who meet the agreed funding criteria. All groups are recognised and are supported by local Housing staff who are invited to attend their monthly Association meetings.

Service Improvement GroupsTenants are involved in reviewing Housing Services by attending a series of review groups with Council officers examining best practice and service improvement. The groups regularly analyse performance and the customers’ experience of the service and scrutinise service standards. The groups were reshaped in 2016 to complement the Council Plan. There are now 4 groups: People, Place, Economy & Organisation:

A number of activities have been undertaken within these groups and tenant satisfaction surveys have been completed and gathered at various community events. Findings of these

surveys and suggestions for improvements are published in editions of the Housing Hotline.

Each group has an Officer and Tenant Champion to lead the group and they report regularly to the Wrexham Tenant & Member Partnership on the work of the group and give suggestions for service improvement.

Annual Tenants’ EventFive Tenant Events have been held since 2009 which were each well attended. Tenants at these events are able to access information on services, and learn about legislation which may affect tenants in Wales. Feedback from the last Tenants’ Event was very positive with many tenants finding it to be a very informative day as well as an opportunity to meet and speak with other tenants, Elected Members and Officers in a relaxed, family-friendly environment. The next tenants’ event will be held in 2019, and tenants will have the opportunity to have an input into the content of the event.


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Drop-in Sessions & SurgeriesFollowing feedback from tenants, the Department has been looking at different ways and places to meet with tenants. The Department continues to hold drop-in sessions and repairs surgeries across the County Borough in local venues and attends a number of community events. At these events, tenant satisfaction surveys are gathered and form the basis for tenant service improvement recommendations. We will continue to look at identifying new and more accessible locations to hold these events to reach a wider range of tenants.

Welsh LanguageThe Council’s internal business language is English but all services and information provided for local people is available in Welsh or English. There are a number of staff within the Department who are either fluent or Welsh speaking. The Council’s Welsh Language Scheme was replaced on 30 March 2016 with Welsh Language Standards. These were introduced as part of the Welsh Language (Wales) Measure 2011 with the purpose of setting a consistent level of service that Welsh speakers can expect to receive in Wales. The standards were drafted with the aim of:

• improving the services Welsh speakers can expect to receive from organisations in Welsh;

• increasing the use people make of Welsh-language services;

• making it clear to public bodies what they need to do in terms of the Welsh language; and

• ensuring that there is an appropriate degree of consistency in terms of the duties placed on bodies in the same sectors.

The Council is committed to ensuring that it complies with the Welsh Language Standards and provides equal opportunities for its customers to communicate with the Council in their preferred language of either Welsh or English as well as provide bilingual services to customers.

Tenant TrainingBuilding on the previous year’s successful training programme, we have further developed the opportunities for tenants to maintain and enhance their knowledge and experience. This knowledge base continues to be built upon with topics such as anti-social behavior awareness, customer service skills, scrutiny and digital literacy training being covered.

Further visits are planned to other organisations to expand tenant’s knowledge of good practice and what it looks like in operation and enable them to apply this knowledge when scrutinising existing services. These visits will also enable tenants the opportunity to network and build links with tenants from other authorities.

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Key Achievements for 2018/19:

� Consulted with tenants and stakeholders to develop the Tenant & Leaseholder Participation Strategy 2018-2021.

� Tenant Training Programme has been further progressed with a wide range of opportunities.

� Held a very successful Tenant Event with record attendance.

� Developed drop in advice sessions for younger tenants.

� Continued programme of audits of communal hallways in blocks of flats.

� Housing Hotline continues to be produced and distributed to both tenants and leaseholders. It is full of opportunities for tenants to get involved and give feedback.

� Attended local events on housing estates gathering opinions about service areas.

� Carried out estate audits, identifying estate and environmental issues.

� Developed the Department’s social media presence, engaging with new tenants every week

� Carried out audits of void properties, following the process from start to finish, checking the Lettable Standard.

Key Actions for 2019/20:

� We will continue to build on involving tenants in the delivery of Housing Services by looking at innovative ways of engagement and building strong relationships.

� We will continue to build on involving tenants in the delivery of Housing Services by looking at innovative ways of engagement and building strong relationships.

� Continue scrutinising the service by carrying out mystery shopping.

� We will review the effectiveness of and further develop the Wrexham Tenant & Member Partnership to ensure it is an effective forum.

� Work together to improve local environments, well-being and supporting strong local communities.

� Develop training opportunities to expand tenants’ knowledge and abilities.

� Deliver awareness sessions on issues that may affect tenants and their tenancies.

� Continue to develop partnerships that enable us to work collectively on areas such as the environment, community safety and improving budgeting and finances.

� Ensure customer satisfaction is at theforefront of our work.

• Review format of Lettable Standard to ensure it is in a more readable and user friendly format.

• Review of Housing website.

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43

CommunicationsAn effective, coherent and varied plan for communicating news and information is vital for keeping staff, tenants, leaseholders and our various partners well informed of the work we are doing and plays a key role in providing an excellent tenant focused service.

A WHQS Communication Strategy is in place which outlines and manages the way the Department communicates the plans and progress of improvement works and the WHQS.

• Reference to the WHQS, Welsh Government and the Major Repairs Allowance grant is included in all relevant communications.

• Articles over the last 12 months have included photo opportunities and interviews with tenants and Elected Members around the completion of improvement works such as new kitchens and bathrooms, EWI, new central heating systems, re-roofing work and improvements to external areas.

• Publicised a number of Community Benefits schemes, including a photo opportunity showing refurbished community facilities and features on Contractors that have contributed to the local economy by boosting employment and supporting local businesses.

Our primary communication channels with our tenants and customers include the following:

� Local Press We regularly send press releases to local

newspapers and news websites to inform and update tenants and the wider community of the progress and developments of the WHQS programme, and the numerous benefits it brings to the local economy e.g. Community Benefits . Our aim is to put tenants at the heart of these stories and we always feature photos and comments from the tenants themselves wherever possible.

� Tenants Newsletter The Housing Hotline is a quarterly produced

magazine which is delivered to all Council tenants and leaseholders. Every edition features an update on the WHQS programme and a calendar/timetable which details when each aspect of improvement work is due to be carried out in each community ward.

The magazine also has a ‘Local Legacy’ section which covers the extra benefits of the WHQS programme such as employment and training opportunities, money invested in the local economy and Community Benefits schemes.

Feedback and comments from tenants is also a regular feature and we include latest customer satisfaction information wherever possible.

An editorial group made up of tenant representatives from the Service Improvement Groups work closely with officers to ensure that the content of the newsletter is informative and accessible to tenants.

� Social Media Feedback from our Tenant Forums,

particularly from younger tenants, has shown that news and information is increasingly being obtained online rather than in print form. Wrexham County Borough Council has close to 14,000 followers on Twitter and over 4,000 on Facebook. All of our press releases are now accompanied by social media posts. Social media provides a quick, efficient, measurable and fully interactive way of communicating with a large number of people living in the County Borough.

The Department now has a dedicated tenants’ Facebook page (available in Welsh and English) where we can instantly post news and information for Council tenants. The Department has boosted the number of Facebook followers to just over 2,100. This number is increasing on a weekly basis and we are increasingly seeing tenants using this platform to engage with us through commenting on stories and sending messages.


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� Online Tenants News Service Tenants are now able to subscribe (via the

Council’s website) to a dedicated email news service. Through this service they are able to receive news, information and advice, as well as receive an electronic version of the Housing Hotline magazine. To date, just over 1,600 tenants have subscribed and this figure is increasing on a weekly basis.

� Website Housing Services has a dedicated section

on the Council’s website. This includes a webpage on the WHQS programme where tenants can read information on the work being carried out, as well as some background to the project, an explanation of how the work is funded, and a guide to Community Benefits. Tenants are also able to download a calendar which details when particular improvement work will be carried out in an area. The website also includes information on how to get involved with tenant participation, as well as other useful information for tenants including paying their rent, news on Welfare Reform and how to request a repair.

� Tenant Forums, Events and Open Days Tenants are regularly invited to Open Day

events held at local venues across the County Borough. Events include consultations, forums and open days where tenants can meet the contractor who will be carrying out improvement work.

� Letters Letters are sent out to tenants prior to any

improvement work being carried out on their property.

� Posters/Flyers The Department produces posters and flyers

to promote local events and information relevant to tenants.

� Tenant Leaflets & Booklets The Department produces accessible

booklets for tenants covering different aspects of the WHQS improvement work such as the kitchens and bathroom programmes and EWI. These are given out prior to work commencing and explain why the work is being carried out, what are the benefits of having it done, what tenants need to do to prepare and advice on aftercare.

� Trade Press The Department regularly sends out good

news stories to national trade press such as construction and local government magazines.


45

Communication with StaffThe Department aims to ensure that all staff are equipped with the relevant skills and knowledge to enable them to carry out their roles and help them deliver the priorities for the service. Staff have a vital role to play in delivering an excellent service with excellent levels of customer care. Effective communication is crucial if we are to be successful in providing an excellent Housing Service. The Council communicates regularly with staff through a variety of ways which include:

� Weekly ‘Friday Bulletin’.� Team meetings;� Council Update magazine (emailed to all

council employees);� Council’s Employee Forum; • Housing and Economy Departmental

Employee Representatives; � Council’s intranet website and• Annual Key Achievements Document for

Housing and Economy Department which is distributed to all staff.

The Department will continue to review and conduct surveys with tenants asking for feedback on our communication methods. This will help us to ensure that we communicate effectively, that tenants are kept informed of progress and are encouraged to engage, ensuring we maximise tenant participation.

Communications – Key Achievements of 2018/19:� Promoted and increased the

Department’s social media following and emailing list subscribers.

• Increased awareness of core Community Benefits schemes by producing stories on our Modern Apprentice schemes and publishing figures for employment and investment pumped back into our local economy.

• Increased use of Council News Blog to publicise the work being carried out and to share good news stories.

Key Actions for 2019/20:� Encourage more tenants to engage

with us using our online services (social media and website).

• Gain positive local and national media coverage for the major WHQS schemes due to be completed over the next 12 months, including kitchens and bathrooms, EWI and external works.

• Continue to utilise the new Council news blog to promote various positive aspects of the WHQS programme.

• Use our various communication channels with tenants to conduct focused surveys to collect feedback on performance and identify where the Department can develop and improve services moving forward.


46

Appendices

Appendix 1 Housing Services Performance (January 2019)Appendix 2 5 Year Capital Investment Programme 2019/20 - 2023/24Appendix 3 Table: Current Position of Council’s Housing Stock for Achieving the WHQSAppendix 4 HRA Business Plan 30 Year Financial ModelAppendix 5 WHQS Governance Structure


47

Appendix 1 - Housing Services Performance (January 2019)

AREASQtr1

2018/2019(Week 13)

Qtr2 2018/2019 (Week 26)

Qtr3 2019/20

Revenue Collection

Current Rent Arrears £1,268,987 £1,605,254Arrears as % Debit 2.45% 3.10%FTA’s as % of Debit 0.88% 0.96%Former Tenant Arrears (Excluding Homeless)

£454,494 £496,030

FTA’s Write Offs £71,117 £30,767

Voids

Number of empty properties 318 345

Total voids over 52 weeks 2 2

Average number of calendar days to relet property (Quarterly)

134 days 149 days

Waiting List/Allocations

Number of Applicants on Housing Register

1,827 1,963

Number on Waiting List 1,278 1,378

Number on Transfer List 549 585

Number of Ethnic Minority on Housing Register

67 65

Number of Allocations Made 211 194

Number of Allocations – Waiting List 108 95

Number of Allocations – Transfer 66 66

Number of Allocations – Homeless 37 33

Week 39

£1,609,2653.11%0.85%£439,595

£69,246

406

0

170 days

1,886

1,310

576

62

173

93

41

39


48

AREASQtr1

2018/2019(Week 13)

Qtr2 2018/2019 (Week 26)

Qtr3 2019/20

Repairs

Completion of Emergency Repairs (1 day – Quarterly)

0.03 0.05

Completion of Urgent Repairs (4 days– Quarterly)

5.86 5.76

Completion of Non-Urgent Repairs (13 days – Quarterly)

14.85 11.30

Programmed Works (4 months) 66.25 31.45

Gas Servicing Total Properties on Gas Safety Check Contract

10,262 10,259

Total in Date or covered 99.9% 99.9%Total not covered 0.01% 0.01%

RTB/Sold Properties

RTB Applications 78 62

Number of RTB sales 6 9

Housing EnforcementNumber of Referrals 91 38Cases currently investigated by the Tenancy Enforcement Team

216 190

Week 39

0.07

6.41

13.00

71.91

10,265

99.95%0.05%

79

9

26210


49

Appendix 2 - 5 Year Capital Investment Programme 2019/20 - 2023/24

Elem

ent

2019

/20

2020

/21

2021

/22

2022

/23

2023

/24

TOTA

L£

££

££

£

Kitc

hens

1,07

2,92

439

7,92

439

7,92

439

7,92

426

2,92

42,

529,

620

Bat

hroo

ms

1,07

2,92

439

7,92

439

7,92

439

7,92

426

2,92

42,

529,

620

Serv

ices

(Cen

tral

Hea

ting

and

Rew

ires)

3,62

1,07

81,

914,

585

2,36

5,24

12,

437,

621

4,37

9,88

214

,718

,407

Roo

fs, S

truc

ture

s an

d As

soci

ated

Com

pone

nts

13,9

46,5

102,

599,

520

6,01

5,18

05,

921,

836

5,80

6,91

434

,289

,959

Void

s10

,997

,076

10,9

97,0

7610

,997

,076

9,19

7,07

69,

197,

076

51,3

85,3

80D

ecan

ts90

0,00

090

0,00

090

0,00

090

0,00

090

0,00

04,

500,

000

Exte

rnal

Wor

ks9,

785,

744

9,78

5,74

48,

885,

744

8,88

5,74

47,

895,

744

45,2

38,7

20G

arag

e Si

tes

and

HR

A La

nd19

0,10

619

0,10

619

0,10

619

0,10

619

0,10

695

0,53

0En

viro

nmen

tal/E

stat

e R

emod

ellin

g66

9,46

666

9,46

666

9,46

666

9,46

666

9,46

63,

347,

330

Dis

able

d Fa

cilit

ies

Gra

nts

1,70

0,64

11,

700,

641

1,70

0,64

11,

700,

641

1,70

0,64

18,

503,

205

Shel

tere

d34

1,59

41,

153,

665

2,89

7,12

92,

141,

933

1,82

1,59

48,

355,

915

Reg

ulat

ory

Com

plia

nce

1,35

5,80

31,

085,

803

995,

803

995,

803

995,

803

5,42

9,01

5Pl

as M

adoc

Est

ate

Rem

odel

ling

260,

000

260,

000

260,

000

260,

000

260,

000

1,30

0,00

0B

uild

and

Buy

7,87

1,13

61,

350,

000

1,35

0,00

01,

350,

000

10,3

50,0

0022

,271

,136

GR

AND

TO

TAL

53,7

85,0

0233

,402

,454

38,0

22,2

3435

,446

,074

44,6

93,0

7420

5,34

8,83

8

Appe

ndix

2 -

5 Ye

ar C

apita

l Inv

estm

ent P

rogr

amm

e 20

19/2

0 - 2

023/

24

48


50

Appendix 3 - Current position of Council’s Housing Stock achieving WHQS

49

APPE

NDI

X 3

Key

Actio

ns

The

num

ber o

f pro

perti

es m

eetin

g th

e fo

llow

ing

elem

ents

of t

he W

elsh

H

ousi

ng Q

ualit

y St

anda

rds

B

asel

ine

Qtr

2

Actu

al

Num

ber

inst

alle

d

Acce

ptab

le

fails

Tota

l Ta

rget

Actu

al

Num

ber

Inst

alle

d

Acce

ptab

le

Fail

(incl

Te

nant

C

hoic

e)

Tota

l (B

asel

ine

+ Ac

tual

+

Acce

ptab

le

Fail

- Fai

ls)

Tota

l Ta

rget

Actu

al

Num

ber

Inst

alle

d

Acce

ptab

le

Fail

(incl

Te

nant

C

hoic

e)

Tota

l (B

asel

ine

+ Ac

tual

+

Acce

ptab

le

Fail

- Fai

ls)

Tota

l Ta

rget

Actu

al

Num

ber

Inst

alle

d

Acce

ptab

le

Fail

(incl

Te

nant

C

hoic

e)

Tota

l (B

asel

ine

+ Ac

tual

+

Acce

ptab

le

Fail

- Fai

ls)

Tota

l Ta

rget

Actu

al

Num

ber

Inst

alle

d

Acce

ptab

le

Fail

(incl

Te

nant

C

hoic

e)

Tota

l (B

asel

ine

+ Ac

tual

+

Acce

ptab

le

Fail

- Fai

ls)

Kitc

hens

10

953

8837

2116

1099

489

4421

4111

085

1103

591

2020

3611

156

1107

611

156

Bath

room

s 99

9979

0520

9410

095

8019

2119

1013

810

190

8213

2146

1035

910

285

1115

6

Cen

tral H

eatin

g

9859

9661

198

1002

698

2421

310

037

1019

310

128

250

1037

810

360

1052

7

Rew

iring

8646

8428

218

8821

8606

259

8865

8996

8994

357

9351

9171

9346

Roo

fing

8706

8706

089

9689

980

8998

9286

9629

096

2995

7698

66

PL1

– H

omes

that

mee

t peo

ple’

s ne

eds

and

aspi

ratio

ns

Mile

ston

es/T

arge

ts

4th

Qtr

17/

18 R

esul

ts

Qtr

1 Q

tr3

Qtr

4


51

HRA Business PlanningWrexham County Borough Council2019/201. Summary

Audited Forecast 1 2 3 4 5 6 7 8 9 10 11 12 13 14 152017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 2033/34

Capital ExpenditureWHQS Improvements & Maintenance 49,445 46,059 45,554 31,473 34,989 33,757 35,046 24,504 24,150 23,344 13,432 24,937 23,323 25,794 27,797 23,735 32,060New Build 0 95 5,171 0 0 0 9,000 0 0 0 0 0 0 0 0 0 0Regeneration / Remodelling of Existing Stock 0 0 360 1,221 3,164 2,426 2,128 2,952 0 0 0 0 0 0 0 0 0Acquisition of Existing Properties 0 966 2,700 1,350 1,350 1,350 1,350 0 0 0 0 0 0 0 0 0 0Acquisition of Land 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0Other Improvements 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0Other Capital Expenditure 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0Slippage 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0Sub Total 49,445 47,120 53,785 34,044 39,504 37,533 47,524 27,456 24,150 23,344 13,432 24,937 23,323 25,794 27,797 23,735 32,060

Capital Funding Funding B/Fwd 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0Major Repairs Allowance 7,565 7,572 7,572 7,572 7,572 7,572 7,572 7,572 7,572 7,572 7,572 7,572 7,572 7,572 7,572 7,572 7,572Capital Receipts 752 948 2,100 0 0 0 0 0 0 0 0 0 0 0 0 0 0Borrowing 29,065 29,000 36,298 20,566 26,503 23,912 34,965 14,564 12,250 11,198 592 11,314 9,259 9,986 12,779 8,212 16,095Other Funding Sources 278 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0Capital Expenditure funded by HRA 11,850 9,600 7,815 5,905 5,428 6,049 4,987 5,320 4,327 4,573 5,268 6,050 6,492 8,236 7,446 7,951 8,393Sub Total 49,510 47,120 53,785 34,044 39,504 37,533 47,524 27,456 24,150 23,344 13,432 24,936 23,323 25,794 27,797 23,735 32,060

Capital Funding Shortfall 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0Capital Cumulative Shortfall 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Revenue ExpenditureManagement 6,172 6,978 7,707 7,861 8,018 8,179 8,342 8,509 8,679 8,853 9,030 9,211 9,395 9,583 9,774 9,970 10,169Repairs & Maintenance 16,674 17,868 19,229 19,614 20,006 18,814 19,190 19,574 19,966 20,365 20,772 21,188 21,612 22,044 22,485 22,934 23,393Interest 9,397 9,718 10,384 10,735 11,264 11,724 12,536 12,593 12,528 12,406 11,895 11,749 11,526 11,313 11,184 10,881 10,838Capital Financing Charge 6,539 7,696 8,916 10,418 11,243 12,306 13,266 14,666 15,249 15,738 16,184 16,205 16,657 17,026 17,424 17,934 18,261Sub Total 38,782 42,260 46,236 48,627 50,531 51,023 53,334 55,343 56,422 57,362 57,882 58,353 59,189 59,965 60,867 61,719 62,661

Revenue FundingGross Rental Income 48,261 50,901 53,644 53,811 54,962 56,065 57,307 59,687 59,717 60,892 62,095 63,336 64,602 67,161 67,212 68,556 69,927Garages 519 532 533 544 555 566 577 588 600 612 624 637 650 663 676 689 703Service Charges 483 400 400 408 416 424 433 442 450 459 469 478 488 497 507 517 528Other Commercial Rental Income 441 435 467 470 474 477 481 484 488 492 496 500 504 508 512 516 520Voids (1,188) (1,276) (1,609) (1,343) (1,098) (1,120) (1,144) (1,190) (1,191) (1,215) (1,238) (1,263) (1,289) (1,340) (1,341) (1,367) (1,395)Bad Debts (370) (764) (1,073) (1,076) (1,099) (1,121) (1,146) (1,194) (1,194) (1,218) (1,242) (1,267) (1,292) (1,343) (1,344) (1,371) (1,399)WG Affordable Housing Grant (AHG) 0 97 167 167 167 167 167 167 167 167 167 167 167 167 167 167 167Interest on Balances 17 25 25 23 23 23 23 23 23 23 23 23 23 23 23 23 23Other Income 1,498 1,500 1,500 1,530 1,561 1,592 1,624 1,656 1,689 1,723 1,757 1,793 1,828 1,865 1,902 1,940 1,979Sub Total 49,661 51,850 54,054 54,532 55,959 57,072 58,321 60,663 60,749 61,936 63,150 64,402 65,680 68,201 68,314 69,670 71,054

Surplus / - Deficit For Year 10,879 9,590 7,818 5,905 5,428 6,050 4,987 5,320 4,327 4,573 5,268 6,050 6,492 8,236 7,446 7,951 8,393Capital Expenditure funded by HRA 11,850 9,600 7,815 5,905 5,428 6,049 4,987 5,320 4,327 4,573 5,268 6,050 6,492 8,236 7,446 7,951 8,393Voluntary loan repayment 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Balance Brought Forward (HRA Reserve) 6,002 5,030 5,020 5,023 5,023 5,023 5,023 5,023 5,023 5,023 5,023 5,023 5,023 5,023 5,023 5,023 5,023Surplus / - Deficit after CERA (971) (10) 3 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Balance Carried Forward (HRA Reserve) 5,030 5,020 5,023 5,023 5,023 5,023 5,023 5,023 5,023 5,023 5,023 5,023 5,023 5,023 5,023 5,023 5,023











Appendix 4 - Summary


52












53


Capital ExpenditureWHQS Improvements & MaintenanceNew BuildRegeneration / Remodelling of Existing StockAcquisition of Existing PropertiesAcquisition of LandOther ImprovementsOther Capital ExpenditureSlippageSub Total

Capital Funding Funding B/FwdMajor Repairs AllowanceCapital ReceiptsBorrowingOther Funding SourcesCapital Expenditure funded by HRASub Total

Capital Funding ShortfallCapital Cumulative Shortfall

Revenue ExpenditureManagementRepairs & MaintenanceInterestCapital Financing ChargeSub Total

Revenue FundingGross Rental IncomeGarages Service ChargesOther Commercial Rental Income Voids Bad DebtsWG Affordable Housing Grant (AHG)Interest on BalancesOther IncomeSub Total

Surplus / - Deficit For YearCapital Expenditure funded by HRAVoluntary loan repayment

Balance Brought Forward (HRA Reserve)Surplus / - Deficit after CERA

Balance Carried Forward (HRA Reserve)

16 17 18 19 20 21 22 23 24 25 26 27 28 29 302034/35 2035/36 2036/37 2037/38 2038/39 2039/40 2040/41 2041/42 2042/43 2043/44 2044/45 2045/46 2046/47 2047/48 2048/49

44,312 41,957 38,456 33,266 32,863 31,427 33,065 31,284 34,387 63,129 47,771 49,820 51,923 50,521 55,5470 0 0 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 0 0 0

44,312 41,957 38,456 33,266 32,863 31,427 33,065 31,284 34,387 63,129 47,771 49,820 51,923 50,521 55,547

0 0 0 0 0 0 0 0 0 0 0 0 0 0 07,572 7,572 7,572 7,572 7,572 7,572 7,572 7,572 7,572 7,572 7,572 7,572 7,572 7,572 7,572

0 0 0 0 0 0 0 0 0 0 0 0 0 0 028,635 25,577 23,822 18,467 17,521 15,761 16,351 11,530 14,279 41,058 26,668 27,647 29,371 25,742 31,920

0 0 0 0 0 0 0 0 0 0 0 0 0 0 08,105 8,808 7,062 7,227 7,770 8,094 9,142 12,181 12,536 14,499 13,531 14,601 14,980 17,207 16,054

44,312 41,957 38,456 33,266 32,863 31,427 33,065 31,284 34,387 63,129 47,771 49,820 51,923 50,521 55,547

0 0 0 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 0 0 0

10,373 10,580 10,792 11,007 11,228 11,452 11,681 11,915 12,153 12,396 12,644 12,897 13,155 13,418 13,68623,861 24,338 24,825 25,321 25,828 26,344 26,871 27,409 27,957 28,516 29,086 29,668 30,261 30,867 31,48411,221 11,469 11,617 11,543 11,415 11,209 11,005 10,635 10,376 11,094 11,320 11,551 11,829 11,980 12,33018,906 20,053 21,076 21,771 22,157 22,856 22,847 22,539 21,798 20,001 21,646 21,265 21,546 21,662 21,73764,360 66,440 68,310 69,643 70,627 71,862 72,404 72,497 72,284 72,007 74,696 75,381 76,792 77,927 79,238

71,325 74,151 74,207 75,691 77,205 78,749 80,324 83,506 83,569 85,240 86,945 88,684 90,458 94,041 94,112717 732 746 761 776 792 808 824 840 857 874 892 910 928 947538 549 560 571 583 594 606 618 631 643 656 669 683 696 710525 529 534 539 543 548 553 558 563 569 574 579 585 591 597

(1,423) (1,479) (1,480) (1,510) (1,540) (1,571) (1,602) (1,666) (1,667) (1,700) (1,734) (1,769) (1,804) (1,876) (1,877)(1,427) (1,483) (1,484) (1,514) (1,544) (1,575) (1,606) (1,670) (1,671) (1,705) (1,739) (1,774) (1,809) (1,881) (1,882)

167 167 167 167 167 167 167 167 167 167 167 167 167 0 023 23 23 23 23 23 23 23 23 23 23 23 23 23 23

2,019 2,059 2,100 2,142 2,185 2,229 2,273 2,319 2,365 2,413 2,461 2,510 2,560 2,612 2,66472,465 75,247 75,372 76,870 78,398 79,956 81,545 84,679 84,820 86,507 88,227 89,982 91,771 95,134 95,292

8,105 8,808 7,063 7,227 7,770 8,094 9,141 12,182 12,535 14,499 13,531 14,601 14,980 17,207 16,0548,105 8,808 7,062 7,227 7,770 8,094 9,142 12,181 12,536 14,499 13,531 14,601 14,980 17,207 16,054

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

5,023 5,023 5,023 5,023 5,023 5,023 5,023 5,023 5,023 5,023 5,023 5,023 5,023 5,023 5,0230 0 0 0 0 0 0 0 0 0 0 0 0 0 0

5,023 5,023 5,023 5,023 5,023 5,023 5,023 5,023 5,023 5,023 5,023 5,023 5,023 5,023 5,023










16 17 18 19 20 21 22 23 24 25 26 27 28 29 302034/35 2035/36 2036/37 2037/38 2038/39 2039/40 2040/41 2041/42 2042/43 2043/44 2044/45 2045/46 2046/47 2047/48 2048/49

44,312 41,957 38,456 33,266 32,863 31,427 33,065 31,284 34,387 63,129 47,771 49,820 51,923 50,521 55,5470 0 0 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 0 0 0

44,312 41,957 38,456 33,266 32,863 31,427 33,065 31,284 34,387 63,129 47,771 49,820 51,923 50,521 55,547

0 0 0 0 0 0 0 0 0 0 0 0 0 0 07,572 7,572 7,572 7,572 7,572 7,572 7,572 7,572 7,572 7,572 7,572 7,572 7,572 7,572 7,572

0 0 0 0 0 0 0 0 0 0 0 0 0 0 028,635 25,577 23,822 18,467 17,521 15,761 16,351 11,530 14,279 41,058 26,668 27,647 29,371 25,742 31,920

0 0 0 0 0 0 0 0 0 0 0 0 0 0 08,105 8,808 7,062 7,227 7,770 8,094 9,142 12,181 12,536 14,499 13,531 14,601 14,980 17,207 16,054

44,312 41,957 38,456 33,266 32,863 31,427 33,065 31,284 34,387 63,129 47,771 49,820 51,923 50,521 55,547

0 0 0 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 0 0 0

10,373 10,580 10,792 11,007 11,228 11,452 11,681 11,915 12,153 12,396 12,644 12,897 13,155 13,418 13,68623,861 24,338 24,825 25,321 25,828 26,344 26,871 27,409 27,957 28,516 29,086 29,668 30,261 30,867 31,48411,221 11,469 11,617 11,543 11,415 11,209 11,005 10,635 10,376 11,094 11,320 11,551 11,829 11,980 12,33018,906 20,053 21,076 21,771 22,157 22,856 22,847 22,539 21,798 20,001 21,646 21,265 21,546 21,662 21,73764,360 66,440 68,310 69,643 70,627 71,862 72,404 72,497 72,284 72,007 74,696 75,381 76,792 77,927 79,238

71,325 74,151 74,207 75,691 77,205 78,749 80,324 83,506 83,569 85,240 86,945 88,684 90,458 94,041 94,112717 732 746 761 776 792 808 824 840 857 874 892 910 928 947538 549 560 571 583 594 606 618 631 643 656 669 683 696 710525 529 534 539 543 548 553 558 563 569 574 579 585 591 597

(1,423) (1,479) (1,480) (1,510) (1,540) (1,571) (1,602) (1,666) (1,667) (1,700) (1,734) (1,769) (1,804) (1,876) (1,877)(1,427) (1,483) (1,484) (1,514) (1,544) (1,575) (1,606) (1,670) (1,671) (1,705) (1,739) (1,774) (1,809) (1,881) (1,882)

167 167 167 167 167 167 167 167 167 167 167 167 167 0 023 23 23 23 23 23 23 23 23 23 23 23 23 23 23

2,019 2,059 2,100 2,142 2,185 2,229 2,273 2,319 2,365 2,413 2,461 2,510 2,560 2,612 2,66472,465 75,247 75,372 76,870 78,398 79,956 81,545 84,679 84,820 86,507 88,227 89,982 91,771 95,134 95,292

8,105 8,808 7,063 7,227 7,770 8,094 9,141 12,182 12,535 14,499 13,531 14,601 14,980 17,207 16,0548,105 8,808 7,062 7,227 7,770 8,094 9,142 12,181 12,536 14,499 13,531 14,601 14,980 17,207 16,054

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

5,023 5,023 5,023 5,023 5,023 5,023 5,023 5,023 5,023 5,023 5,023 5,023 5,023 5,023 5,0230 0 0 0 0 0 0 0 0 0 0 0 0 0 0

5,023 5,023 5,023 5,023 5,023 5,023 5,023 5,023 5,023 5,023 5,023 5,023 5,023 5,023 5,023

Appendix 4 - Summary continued


54










16 17 18 19 20 21 22 23 24 25 26 27 28 29 302034/35 2035/36 2036/37 2037/38 2038/39 2039/40 2040/41 2041/42 2042/43 2043/44 2044/45 2045/46 2046/47 2047/48 2048/49

44,312 41,957 38,456 33,266 32,863 31,427 33,065 31,284 34,387 63,129 47,771 49,820 51,923 50,521 55,5470 0 0 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 0 0 0

44,312 41,957 38,456 33,266 32,863 31,427 33,065 31,284 34,387 63,129 47,771 49,820 51,923 50,521 55,547

0 0 0 0 0 0 0 0 0 0 0 0 0 0 07,572 7,572 7,572 7,572 7,572 7,572 7,572 7,572 7,572 7,572 7,572 7,572 7,572 7,572 7,572

0 0 0 0 0 0 0 0 0 0 0 0 0 0 028,635 25,577 23,822 18,467 17,521 15,761 16,351 11,530 14,279 41,058 26,668 27,647 29,371 25,742 31,920

0 0 0 0 0 0 0 0 0 0 0 0 0 0 08,105 8,808 7,062 7,227 7,770 8,094 9,142 12,181 12,536 14,499 13,531 14,601 14,980 17,207 16,054

44,312 41,957 38,456 33,266 32,863 31,427 33,065 31,284 34,387 63,129 47,771 49,820 51,923 50,521 55,547

0 0 0 0 0 0 0 0 0 0 0 0 0 0 00 0 0 0 0 0 0 0 0 0 0 0 0 0 0

10,373 10,580 10,792 11,007 11,228 11,452 11,681 11,915 12,153 12,396 12,644 12,897 13,155 13,418 13,68623,861 24,338 24,825 25,321 25,828 26,344 26,871 27,409 27,957 28,516 29,086 29,668 30,261 30,867 31,48411,221 11,469 11,617 11,543 11,415 11,209 11,005 10,635 10,376 11,094 11,320 11,551 11,829 11,980 12,33018,906 20,053 21,076 21,771 22,157 22,856 22,847 22,539 21,798 20,001 21,646 21,265 21,546 21,662 21,73764,360 66,440 68,310 69,643 70,627 71,862 72,404 72,497 72,284 72,007 74,696 75,381 76,792 77,927 79,238

71,325 74,151 74,207 75,691 77,205 78,749 80,324 83,506 83,569 85,240 86,945 88,684 90,458 94,041 94,112717 732 746 761 776 792 808 824 840 857 874 892 910 928 947538 549 560 571 583 594 606 618 631 643 656 669 683 696 710525 529 534 539 543 548 553 558 563 569 574 579 585 591 597

(1,423) (1,479) (1,480) (1,510) (1,540) (1,571) (1,602) (1,666) (1,667) (1,700) (1,734) (1,769) (1,804) (1,876) (1,877)(1,427) (1,483) (1,484) (1,514) (1,544) (1,575) (1,606) (1,670) (1,671) (1,705) (1,739) (1,774) (1,809) (1,881) (1,882)

167 167 167 167 167 167 167 167 167 167 167 167 167 0 023 23 23 23 23 23 23 23 23 23 23 23 23 23 23

2,019 2,059 2,100 2,142 2,185 2,229 2,273 2,319 2,365 2,413 2,461 2,510 2,560 2,612 2,66472,465 75,247 75,372 76,870 78,398 79,956 81,545 84,679 84,820 86,507 88,227 89,982 91,771 95,134 95,292

8,105 8,808 7,063 7,227 7,770 8,094 9,141 12,182 12,535 14,499 13,531 14,601 14,980 17,207 16,0548,105 8,808 7,062 7,227 7,770 8,094 9,142 12,181 12,536 14,499 13,531 14,601 14,980 17,207 16,054

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

5,023 5,023 5,023 5,023 5,023 5,023 5,023 5,023 5,023 5,023 5,023 5,023 5,023 5,023 5,0230 0 0 0 0 0 0 0 0 0 0 0 0 0 0

5,023 5,023 5,023 5,023 5,023 5,023 5,023 5,023 5,023 5,023 5,023 5,023 5,023 5,023 5,023


55

Appendix 5 - WHQS Governance

Council

Executive BoardScrutiny Committee

Lead Member Group (via Lead Member for Housing)

SLT

Chief ExecutiveHeads of Department

151 Officer

WHQS Project Board

WHQS Project Team

Wrexham Tenant & Member Partnership

Service Improvement Group


56

For more information visit:www.wrexham.gov.ukwww.wales.gov.uk


57

Documents

Housing Revenue Account Business Plan 2019-20old.wrexham.gov.uk/assets/pdfs/housing/hra_business_plan.pdf · Within the HRA portfolio there are also 2,076 garages and 39 shops which