WOLVERHAMPTON HOMES’ BOARD MEETING · PDF fileWOLVERHAMPTON HOMES’ BOARD MEETING ... Customer Relations Management System ... scale first step to implementing digital by default,

Registered Office: Hickman Avenue, Chillington Fields, Wolverhampton, WV1 2BYRegistration No: 5441967

WOLVERHAMPTON HOMES’ BOARD MEETING

A meeting of the Board will be held as follows:-

date: FRIDAY 18 SEPTEMBER 2015

time: 11:15 HOURS

place: BOARDROOM, HICKMAN AVENUE

L RobertsChief Executive

For further information on the meeting please contact Ruth Fletcher, GovernanceManager, (tel: 01902-551009) (e-mail [email protected]).

1 of 60 Return to Agenda

Registered Office: Hickman Avenue, Chillington Fields, Wolverhampton, WV1 2BYRegistration No: 5441967

A G E N D A

1 Apologies

2. Selection of Chair and Vice-Chair

3 Declarations of Interest

4 Minutes of Previous Meetings –12 June 2015

5. Matters Arising

6 Outstanding Recommendations Tracking Report

For Decision

7A Budget Implications and Welfare Reform(i) 2015 Summer Budget – Implications for Housing(ii) Welfare Reform – Budget Implications

7B Revised Mission, Vision and Values

8. Chief Executive’s report


Glossary of Terms

ACCI - African Caribbean Community Initiative

ACOV - All Cultures One Voice

ALMO - Arms Length Management Organisation

BCM - Building Cost Model

BDA - Board Development Agency

BME - Black and Minority Ethnic

BRT - Business Recovery Teams

BSL - British Sign Language

CAADA - Co-ordinated Action Against Domestic Abuse

CAB - Citizens Advice Bureau

CCS - Considerate Construction Scheme (CCS).

CLG - Department of Communities and Local Government

CESP - Community Energy Savings Programme (CESP).

CRM - Customer Relations Management System

CSA/O - Customer Services Advisor/Officer

CSE - Child Sexual Exploitation

DA - Domestic Abuse

DASH - Domestic Abuse, Stalking and Honour Based Violence

DASM - Designated Adult Safeguarding Manager

DDA - Disability Discrimination Act

DERS - Domestic Energy Reduction Strategy

DHR - Domestic Homicide Reviews

E&D - Equalities and Diversity

EIA - Equalities Impact Assessment

ESP - Employment and Skills Plan

EMS - Environmental Management System

F&A - Finance and Audit

FY - Financial Year

H&S - Health and Safety

HCA - Homes and Community Agency


HCP - Housing Capital Programme

HPSG - Housing Providers Safeguarding Group

HRA - Housing Revenue Account

HSE - Health and Safety Executive

HQN - Housing Quality Network

IMT - Incident Management Team

KPI - Key Performance Indicators

ILM - Institute of Leadership and Management

JSA - Job Seekers Allowance

LAA - Local Area Agreement

LASB - Local Adults Safeguarding Board

LEAP - Learning Employment Achievement Programme

LHA - Local Housing Allowance

MARAC - Multi Agency Risk Assessment Conference

MASH - Multi Agency Safeguarding Hubs

MRA - Major Repairs Allowance

LAF - Local Area Forum

NFA - National Federation of ALMO’s

PING - Promoting inclusion and integration among the next generation

PSL - Private Sector Leasing

RTB - Right to Buy

SAB - Safeguarding Adults Board

SCS - Sustainable Community Strategy

SIG - Service Improvement Group

SILF - Strategic Local Investment Framework

SMT - Senior Management Team

TRA - Tenants and Residents Association

TOR - Terms of Reference

TP - Tenant Participation

TMO - Tenant Management Organisations

WCC - Wolverhampton City Council

WH - Wolverhampton Homes


WHO - World Health Organisation

WISG - Wolverhampton Information Sharing Group


MMeeting: WOLVERHAMPTON HOMES’ BOARD MEETING

Date: FRIDAY 12 JUNE 2015

BOARD MEMBERS PRESENT:-

Sue Roberts MBE (Chair)Ann BennettAlan BolshawAngela DaviesGraham DoddMary GriffithsMike HardacrePeter KnightRita PotterAnn RamsbottomPaul SinghTersaim SinghBob SmithMark Ward

STAFF IN ATTENDANCE:-

Lesley Roberts - Chief ExecutiveMark Henderson - Director of HousingShaun Aldis - Director of Property ServicesSue Kunynec - Director of Corporate ServicesRuth Fletcher - Governance ManagerAngela Barnes - Head of Community Investment (Part)

WOLVERHAMPTON CITY COUNCIL REPRESENTATIVES IN ATTENDANCE:-

Kenny Aitchison - Service Manager – Housing StrategySandra Ashton-Jones - Safeguarding Manager (Part)

Action

MINUTES


ActionSue Roberts welcomed Councillor Alan Bolshaw to the board.Introductions were carried out around the table.

1410 Apologies

Kevin Fearon.

1411 Declaration of interest

Any tenant related issues – Angela Davies, Graham Dodd,Ann Ramsbottom, Sue Roberts and Mark Ward.

Noted with interest, allowed to remain and join in the debate.

1412 Minutes of previous meeting –17 April 2015

Agreed as a true record.

1413 Matters arising

There were no matters arising.

1414

Outstanding Recommendations Tracking Report (Appendix 5)

Resolved:Board members noted the two outstanding recommendations andtimescales.

Safeguarding Training

Angela Barnes and Sandra Ashton-Jones carried out the safeguardingtraining. The training provided information on safeguarding, with fourscenarios with feedback. Angela advised that the Care Act 2014 placedadult safeguarding on a legislative footing.

Board members noted that the six safeguarding principles informed theways in which professionals and other staff worked with people at risk ofabuse or neglect – empowerment, protection, prevention, proportionality,partnership and accountability.

With regards to mental capacity, Angela outlined the 5 principles coveredin the Mental Health Act 2005, and stated that it should be assumed that


Action

1415

a personal had the mental capacity unless there was evidence otherwise.Note – Angela has since provided further information in the form ofa guide which outlines what mental capacity is and how it can beassessed. The guide is attached to the minutes, for information.

Angela advised that a new form would be used for referrals, with far moreprompts relating to the outcome the individual wished to receive.

Board members noted that the Care Act 2014 outlined the categories ofabuse and neglect as follows:

Physical Domestic violence Sexual Psychological Financial Modern slavery Discriminatory Organisational Neglect of acts or omission Self-neglect

The Care Act 2014, safeguarding section, outlined a duty for the localauthority to carry out enquiries (or cause others to) where it suspected anadult was at risk of abuse or neglect. A Designated Adult SafeguardingManager (DASM) was required for all statutory members of theSafeguarding Adults Board. Tina Wood, Head of HR was WH’s DASM.There was a requirement that all staff should understand theirresponsibilities in relation to sharing safeguarding information, and it wasa requirement that staff needed to know what was the basis for anydecision to share (or not to share) information with a third party. TheCare Act 2014 gave a clear message that housing staff were well placedto identify people at risk of abuse. Housing providers must have clearoperational policies and procedures in place. Board members wereassured that there were processes in place at WH and training availablefor both children and adults safeguarding.

Resolved:Board members noted the presentation and information on ‘safeguardingmatters’.

ALL


Action

1416

Digital by Default – A strategy for moving services on line (Agenda7A)

Lesley Roberts presented this item and stated that she would welcome adiscussion around the digital world. WH wanted the message to tenantsto be ‘don’t get left behind in the digital world’. Board members noted thatthe marketing approach would be based on how ~”Doing it online” wouldbenefit WH customers and would be based on the benefits to tenants.Lesley advised that the conclusion from discussions with SMT andcolleagues at WH was that this would not be achieved unless WHthoroughly embraced the digital world. This would mean a significantchange in WH culture, as the organisation found a way of gettingeveryone on line. Whilst it was acknowledged that the product was not asglamorous as say, Amazon, it was advanced compared to otherlandlords.

Board members noted that a digital default strategy meant changing theassumption that the way of corresponding was on paper rather than on-line. WH processes would need to be changed to a default of nothing onpaper unless it has to be on paper or the customer has specific needs. Itwas WH’s intention to create a self-service log-on for every tenant andleaseholder, and post the information about self-service and log-on detailsto them.

Lesley advised that 50% to 60% of tenants have access to the internet,and it was acknowledged that there would always be a minority whowould not access ‘do it online’. There would still be the face-to-faceoption for the vulnerable, although this would be significantly smaller.

Board members were asked to act as ambassadors for digital by default,and It was suggested that a task and finish group be set up with tenantboard members to look at the digital by default proposal.

Board members noted the example of implementing digital by default foron-line surveys, and that an option to respond to customer satisfactionsurveys for repairs on-line was introduced in 2015. As a relatively small-scale first step to implementing digital by default, it was recommendedthat WH ceased the use of paper based surveys at the end of June.

Resolved:Board Members:

(i) adopted the approach to marketing channel shift as set out in the

PT


Actionreport;

(ii) agreed that in line with the strategy, WH moved to a digital bydefault approach to customer surveys.

1417

Wolverhampton Homes 10 Years (Appendix 7B)

Sue Kunynec presented this item, and stated that it provided a nostalgiclook back at how the company had progressed during its first ten years.

Board members noted some of the key milestones over the last 10 years,and the planned activities to celebrate 10 years as a leading ALMO.

Sue also advised that it was timely to refresh the Mission, Vision andValues and to launch them in October 2015 to coincide with the 10 yearanniversary of the ALMO. The plan was to consult staff, tenants and thecity council during May, June and July with an outline proposal going toHR Sub Committee in July and then back to board in September.

Board members acknowledged the key milestones and how performancehad improved over the last 10 years. They passed on their thanks toeveryone involved and in particular extended their appreciation to thedecent homes and stock investment teams. They suggested that shadowboard members should be invited the anniversary events.

Resolved:Board members:

(i) agreed some key activities to celebrate 10 years ofWolverhampton Homes;

(ii) noted the KPI progress over the last 10 years;(iii) noted the plan to refresh WH Mission, Vision and Values

The Decent Homes Programme Outcomes and Way Forward(Appendix 7C)

Shaun Aldis presented this report. He stated that he was pleased toannounce that the decent homes programme had finally been completed.It had been a true partnership with the city council and decent homespartners.

Board members noted the total spend through the decent homes strategicconstruction partnerships and the proposals for maintaining decency.


Action1418 Resolved:

Board members:(i) noted the very positive outcome of the Decent Homes Programme;(ii) noted and approved the future strategy for maintaining decency.

1419

Governance Review 2014 – Action Plan Update (Appendix 8A)

Ruth Fletcher presented this item. She advised that she had recentlyattended an event on the new regulatory framework, and although WHwas not bound by the framework, it did like to be ahead of the game andin line with best practice. A key message from the event had been thatregistered providers must carry out regular governance reviews, andmore importantly that board members monitor any action plans to makesure the actions were completed.

Board members noted that out of the 17 actions within the WHgovernance action plan, there were six outstanding. They also noted thetimescales for completion of the six actions.

Resolved:Board members noted the completed and outstanding actions within theGovernance Review Action Plan.

1420

Balanced Scorecard (Appendix 8B)

Lesley Roberts presented this item. She advised that the report providedan update on how WH had performed in 2014/15. Board members notedthat the overall score in 2014/15 was 88.7 which demonstrated continuingimprovement in overall performance.

Lesley explained that it was proposed to cover a wider range of financeissues in the 2015/16 scorecard.

Resolved:Board Members:

(i) noted the balanced scorecard result for 2015;(ii) noted the proposed changes to the balanced scorecard for 2016.


















WOLVERHAMPTON HOMES BOARD (18/09/2015) AGENDA ITEM 6

Open Report

Title Outstanding Recommendations TrackingReport

Status For Information

AuthorContact No:

Ruth Fletcher(01902) 551009

Recommendations To note the actions taken in relation tooutstanding recommendations.

Key Risks orContentious Issues

By keeping track of outstandingrecommendations, Board members are aware ofkey actions taken.

Board members are requested to note the outstanding actions from previous BoardMeetings, appended to this report.

Value for Money and Financial implications Any issues will be addressed when updatedreports are presented to Board members.

Health and Safety Implications Any issues will be addressed when updatedreports are presented to Board members.

Impact on Environment and Community Any issues will be addressed when updatedreports are presented to Board members.

Leaseholder implications Any issues will be addressed when updatedreports are presented to Board members.

Consultation/Feedback with Tenants Any issues will be addressed when updatedreports are presented to Board members.

Long Term consequence for the organisation Any issues will be addressed when updatedreports are presented to Board members.

Employees interests Any issues will be addressed when updatedreports are presented to Board members.

Impact on business relationships withsuppliers, customers and others

Any issues will be addressed when updatedreports are presented to Board members.

Maintenance of high standards of businessconduct

Any issues will be addressed when updatedreports are presented to Board members.

Impact on the Wolverhampton HomesManagement System (WHMS) (i.e up-dates

to policies, strategies, procedures etc)

None

Has an Equalities Impact Assessment beencarried out: account, as part of any decisionmaking process prior to approval.

NO - Any issues will be addressed whenupdated reports are presented to Boardmembers.

APPENDICES: Appendix 1 – Tracking OutstandingRecommendations


Tracking Outstanding Recommendations Appendix 1

Date AgendaNo.

Title of Report Recommendations Actions

17.04.14 6A CommunitySwitch report

Board members asked toreceive feedback fromthe get-togethers whenthis item was presented.

Feedback is presented attoday’s meeting in the ChiefExecutive’s report at agendaitem 8.


WOLVERHAMPTON HOMES BOARD (18/09/2015) AGENDA ITEM 7A(I)

Open Report

Title 2015 Summer Budget – Implications for Housing


AuthorContact No:

Philip Toni

Recommendations Board Members are asked to:

(i) note the report and the potential implications for HousingRevenue Account finances and Wolverhampton Homes;

(ii) note the implications of the Summer Budget for thedemand for and the supply of social housing.


The main implications of the Chancellor’s 2015 summer budgetfor social housing is that it includes provision for compulsory rentreductions over the next four years. This has the effect ofreducing income available for management and maintenance ofHRA stock. Overall rents will be around 11% lower per year atthe end of this period than was originally forecast. Rentreductions and other provisions are also likely to reduce levels ofHRA new build across the country.

At the same time other measures in the budget are likely toincrease the demand for social housing and reduce levels ofavailable private sector letting.

1. Impact of the Summer 2015 budget on rent levels

1.1 The Summer 2015 budget completely altered the financial outlook not just forWolverhampton but for social housing in general. It has taken away the current formula forsetting rents, which was indicating annual increase of almost 2% per year for the bulk ofthe next ten years and replaced it with an “increase” rate of MINUS 1 per cent per year.

1.2 The parliamentary bill behind this is very specific. The rent for a property will be based onthe specific rent for that specific property as at 8 July 2015. The rent for each specificproperty from April 2016 has to be 1% lower than the rent as at 8 July 2015. Lookingahead rents are set to decrease by a further 1% every year for another 3 years. There isno scope even to move rents to formula as and when the existing tenants leave, becausefuture rents have to be based on what was actually charged on 8 July 2015.

1.3 The result of the change is that instead of expecting to see rents around 7% higher in 4years’ time we will see rents 4% lower overall. In other words rents for 2019/20 will beabout 11% lower now than is currently in the HRA model. This is a figure confirmed by theGovernment’s own Office for Budget Responsibility (OBR).

1.4 The position is that Wolverhampton Council along with other local authorities andregistered providers will start 2020/2021 with rents 11% lower than planned and with noguarantee the gap will get any smaller in future years. We might be faced with a furtherrent freeze or CPI only increases from 2020/21 onwards should the next parliament decideto do this.


1.5 For local authorities the Local Government Association estimate an annual funding gap of£1Bn by 2019/20, representing 60% of councils’ total housing maintenance budget. Theyestimate the total drop in revenue over five years for local authorities will be £2.6Bn andthat these funds could have supported the building of 19,000 homes.

2. Budget impact on private rented supply / demand for social housing

2.1 In terms of impact on private rented supply the budget has cut tax relief on buy to letmortgage holders. This makes starting or continuing buy to let mortgages less attractivefor them. The result is the number of private properties available to let may go down - anddemand for social housing may go up because there will be less private propertiesavailable to rent.

2.2 The Financial Times suggested that private rents might rise and standards drop aslandlords seek to make up what they've lost from the tax changes. Higher private rentsand lower standards would also push up demand for social housing.

2.3 Another concern is that, potentially, we might see more people in future becominghomeless from mortgage debt. Currently those who receive benefits to pay back theirmortgage interest can do so indefinitely until they get back into work. Benefits don't coverthe loan repayment itself they are still left with the debt, but just less time to pay it backbefore they eventually retire.

2.4 This budget converts the support for mortgage scheme into a loan. This means on leavingbenefits and returning to work the householder will be challenged by paying back not onlythe existing mortgage debt but there will be a new loan on the top. This will make lifefinancially more challenging when people return to work.

3. Market Rents

3.1 The Budget proposes charging ‘families’ outside of London, with incomes over £30,000,market rents. We don't know yet if the term ‘families’ used in the budget speech by theChancellor refers to household incomes overall or just the main tenant. Potentially, if thedefinition applies to household income two earners working full time on minimum wagecould exceed the £30,000 threshold. For ‘families’ affected, the impact is potentially that ahousehold paying £100 per week could see their rent rise to significantly more, say £150.

3.2 This may cause an increase in right to buys as the rent saving incentive from homeownership is increased.

3.3 Unfortunately for the City Council the extra income from market rents will go to theTreasury. We do not know the date from when market rents will be introduced.

4. Lifetime tenancies

4.1 Another important point is the government plan to review and limit the use of lifetimetenancies "and ensure households are offered tenancies that match their needs". IfWolverhampton Homes has a higher turn-over on properties because some tenanciesbecome fixed term there will potentially be various impacts:

more void costs in getting properties ready to re-let when people leavepotentially more bad debts and more problems collecting money when people leave


because they will not be able to sustain their tenancymore homelessness cases where people cannot find alternative accommodationgreater rent loss for the council from voids because empty periods caused by re-lettingwill happen more often

5. Changes to benefits and tax credits

5.1 Reductions in spending on tax credits and benefits, including combined with rolling outuniversal credit will mean less income for our tenants. Moving to direct payments meansthat we will have to collect more rent directly ourselves. People having less money in theirpockets to start with won't exactly help that collection process!

5.2 From April 2017 the Budget will also remove the automatic entitlement to housing supportfor new claims in Universal Credit from 18-21 year olds who are out of work. There will beexemptions, including for vulnerable young people, those who may not be able to returnhome to live with their parents, and those who have been in work for six months prior tomaking a claim, who will continue to be able to receive housing support for up to sixmonths while they look for work. Obviously, this will be an issue for us where we havetenants within this age bracket who may be impacted by the change.

6. Summary

6.1 The Summer 2015 budget will cut the money available for social housing through rentreductions. It also has the potential to reduce the supply of social housing availablethrough the forced sell-off of higher value properties and the encouragement of right to buythrough the use of market rents.

6.2 At the same time, changes to tax breaks for private landlords may reduce available privaterented property and increase the demand for social housing.

Value for Money andFinancial implications

By making staffing reductions in 2014/15 Wolverhampton Homes hasmade itself well prepared for the impact of the Summer 2015 budget.

The Summer 2015 budget can only increase pressure to achievevalue for money as it is likely, in the medium term, to result in asignificant reduction in management fee. The exact scale ofreduction is unknown at this stage because it depends on how thecouncil wants to split the rent reduction between WolverhamptonHomes, the TMOs, in-house services and the capital programme.

Health and SafetyImplications

No direct implications.

Impact on theEnvironment and theCommunity

Community impacts are likely from other changes in the summerbudget, e.g. welfare reform.

Leaseholder implications No direct implications.

Consultation/Feedbackwith Tenants

The impact of some of the changes, e.g. statutory rent reductions, willform part of the autumn rent and service charge consultations.

Long Term consequencefor the organisation ofthe Summer 2015budget

The impact of provisions requiring councils to put up for sale any oftheir 20% ‘most valuable’ properties will clearly have the effect in thelong- term of reducing stock. This money will leave the HRA as it isearmarked to fund right to buy for housing associations.


Moving households with an income of over £30,000 to market rentswill act as an incentive for increased right to buy.

The Conservative election manifesto contained proposals to give allHousing Association tenants the full right to buy, that has been a rightof council tenants since 1980. This will be paid for by forcing councilsto sell off higher value council homes in their areas as they becomevacant. This will further reduce stock numbers. Also it will act as adisincentive for new build as new properties are quite likely to fall inthe definition of “high value”.

Lower rents in general will have the effect of making new build forrent less attractive.

Taken together the level of stock under management is likely to besignificantly less in five to ten years’ time compared to now.

In addition to the above, a level of rent income going forward 11% peryear less than the current level will reduce available funds tomanage, maintain and improve services and the fabric of theproperties we manage.

Tenant interests For the majority of tenants there will be no benefit from the rentreductions. Clearly all tenants on benefit will not see any benefit fromthe reduction because they do not pay the rent themselves. Thebeneficiary from the rent reduction in these cases will be centralgovernment as it pays the benefit.

The same applies to tenants on partial benefit as the reduction willhave the effect of reducing the element of rent paid via housingbenefit. Nationally the government will be the beneficiary from thereduction for around 70% of all council tenancies.

For other tenants there will some short-term gain. However thechancellor also said in the budget that “families” outside London livingin social housing should move to paying market rent. The impact ofthis would far outweigh the benefits of a 4% rent reduction by 2020.

Employees interests The Summer 2015 budget is likely to result in staff reductions atsome point. Although it is too early to be clear about the extent andtiming of these at the present time.

Impact on businessrelationships withsuppliers, customersand others

None.

Maintenance of highstandards of businessconduct

There are no specific implications.

Impact on theWolverhampton HomesManagement System(WHMS) (i.e. up-datesto policies, strategies,procedures etc.)

NONE.


Has an Equalities ImpactAssessment beencarried out:

NO – The implications are not clear at the present time – we will lookat these, once the detail of budget changes becomes availablethrough legislation.

APPENDICES: None


WOLVERHAMPTON HOMES BOARD (18/09/2015) AGENDA ITEM 7A(ii)

Open Report

Title Welfare Reform – Budget Implications

Status For Information and endorsement

AuthorContact No:

Mark [email protected] 554780

Recommendations Board members are asked to:

(i) note the contents of the report(ii) endorse the action taken and proposed to date(iii)receive a further update as and when the Housing Bill is

published later in the year(iv)subsequently formulate a response to any associated

consultation


These appear self-evident in that many people will be affected.Many of the proposals outlined in the budget will place even greaterpressure on households and further increase the risk of reduction inrent collection rates.Subsequently there will be a risk of more failed tenancies, and alikely drop in demand for flatted accommodation amongst 18-21year olds with a consequent increase in standing voids and rentloss.The lowering of the benefit cap to £20,000 will see significantlymore numbers of households affected.The 1% reduction in rent levels per year will reduce the anticipatedincome stream from rents by around £11m over a four year periodand around £600million over a 30 year period.The proposal to charge market rents for people with householdincomes in excess of £30,000 will potentially increase rent levels byup to £25 per week. This may lead to increased numbers of tenantschoosing to exercise their right to buy;For those that continue to rent the challenge in maintaining a clearrent account will be increased.

Management Summary

1 Background

1.1 On 8 July 2015, the Chancellor delivered the summer budget to Parliament. Containedtherein were a number of proposals aimed at further reducing the welfare benefit bill by£12.99 billion by 2019/20. Attached at Appendix A is a useful summary provided by ‘SocialWelfare Training’ of the proposed changes.

1.2 Whilst much of the detail is still awaited, we are already able to determine that a number ofthe changes will have an impact upon tenants and will add even greater pressure tohousehold budgets and place greater risk on rent collection levels and consequentlyincreased arrears.


1.3 Details of the current impact of welfare reform introduced in April 2013 are outlined in therecent update to Business Improvement Committee shown at Appendix B

1.4 Specifically of particularly note are the proposals relating to

Housing Support for 18 – 21 year olds

1.5 The proposal to abolish housing support for many 18-21 year olds will obviously havefinancial implications for people in this age group looking for housing. There are indicationsthat some exemptions will apply particularly for looked after children leaving care andpotentially other vulnerable young people unable to return home due to safeguardingreasons. Young people leaving paid employment of six months or longer will also likely beexempt for a period of six months of any claim.

1.6 Nevertheless there are currently 684 people on the housing register in this age group, manyof whom will find it difficult if not impossible to sustain a tenancy without housing supportcosts, unless they have well paid employment and/or support from family. In the past yearwe have rehoused 164 people between the age of 18 and 21.

1.7 This change may have an impact upon the Councils Allocation Policy where householdincome is not generally taken into consideration in making any offer of accommodation

1.8 In any event greater pressure will be placed on assessing affordability, ultimately leading topeople having to make difficult choices pre tenancy. Longer term this may have an impactupon flatted estates where traditionally the majority of lets to this age group occurs. Thishas a potential to see more difficulty in attracting potential tenants and therefore a risk of anincrease in standing voids, void turnaround times and void rent loss.

Benefit Cap

1.9 A proposed reduction in benefit cap in April 2016 to £20,000 per year for couples (£13,400for single people) will increase the number of tenants affected. Currently there are 66Wolverhampton Homes managed households affected by the current £500 per weekbenefit cap. Early indications are that all those currently affected by the benefit cap will loseall entitlement to housing benefit.

1.10 Whilst it is still difficult to predict with any degree of accuracy, a reduction to around£384.61 per week will likely affect a further estimated 800 households. In addition it isanticipated that Governement will include provision within a forthcoming Housing Bill toreview benefit caps on an annual basis.

1.11 Claimants whose household includes someone receiving a specified disability benefit willcontinue to be exempt from the cap and the nine month ‘grace period’ for people previouslyin work will continue.

Pay to Stay

1.12 There is a proposal to move households with an income in excess of £30,000 per year to amarket rent. This is without doubt the most potentially difficult aspect of the proposals toadminister.

1.13 Currently landlords will have very little information about household income and will


therefore be totally reliant upon information being provided from other sources such as HMRevenue and Customs and or DWP. Alternatively the onus may be placed upon occupiersto claim exemption from market rents and landlords subsequently required to assess andprocess applications. In any event with inevitable fluctuations in income levels above orbelow any threshold has the potential to be very bureaucratic and become an administrativeheadache.

1.14 Clearly more detail will be required before we decide on how best to respond to theproposal but if and when introduced, we could potentially see rents increasing from currentlevels on a typical three bedroom house by around £25 per week to reflect market levels inthe city.

1.15 A likely outcome of any transfer to market rents will correspond with an increase in peopleexercising their right to buy as home ownership may prove more attractive and affordablewithout a rental subsidy

Reduction in Rent Levels

1.16 Proposals to reduce rental levels by 1% per year for the next four years will as highlightedelsewhere severely limit the rental income available to the Council. This is likely to bearound £11m over the four year period and around £660m over 30 years.

1.17 This will have significant implications for business plans and will mean that even more effortneeds to be placed on ensuring that income levels and collection rates are maximised andarrears kept to a minimum. With the introduction of Universal Credit in Wolverhampton,scheduled for 8 February 2016 and a wider roll out of direct payments anticipatedthereafter, the risks of not maintaining existing collection rates in excess of 98.50% arehigh. Evidence from demonstration projects and pilots are that collection rates will fallsignificantly following introduction of direct payments and arrears will rise placing evenfurther pressure on business plans.

1.18 The reduction in income may limit the available resource to meet the increasing demand forsupport services and our ability to provide effective interventions. These will be a need tocontinually reviewed and when and where necessary a redirection of resources to priorityareas of business. This may have a consequential impact upon other service deliveryareas.

2 Next Steps

2.1 We are eagerly awaiting publication of the Housing Bill which is scheduled for autumn2015, when it is hoped more clarity on the proposals and how they will be implemented willbe outlined. Presumably thereafter there will be a period of extensive consultation andWolverhampton Homes and the Council will no doubt wish to contribute.

2.2 In the meantime we will continue preparation for universal credit and ensure where everpossible existing resources and spare capacity is identified and released to support themost vulnerable through the process. We will also looking to partner with the Council inexploiting any opportunity for DWP funding for support services

2.3 Work has already has started to prepare and where necessary support those householdscurrently affected by the benefit cap for the likelihood of losing entitlement to housingbenefit from April 2016


2.4 In addition work will continue in our efforts to assess potential risks pre tenancy particularlythrough our ‘Are you Ready’ sessions and profile and identify those tenants likely to beaffected and where possible look to provide effective interventions to ensure impact isminimised.

Value for Money and Financialimplications

These are outlined throughout the report and will requirethe Company to make efficiencies and possibly servicereductions to accommodate the reduction in rental income.

Health and Safety implications There are no health and safety implications resulting fromthis report.

Impact on Environment andCommunity

Any significant areas where voids increase and becomedifficult to let may impact upon estate sustainability

Leaseholder implications None specifically identified, although longer term theremay be an increase in people looking to exercise a right tobuy flatted accommodation

Consultation/Feedback with Tenants None as yet

Long Term consequence for theorganisation

The proposals will have long term consequences asincome streams are affected.

Employees interests The proposals are likely to require an even more flexibleand adaptable workforce, suitably informed and aware ofchanges and a potential need to be redirected to coreareas of business


It is important that we develop effective partnerships withDWP, support agencies and the City Council all of whomwill be looking to Wolverhampton Homes to effectivelyrespond, manage and support vulnerable people duringany changes

Maintenance of high standards ofbusiness conduct

We will continue to lead and innovate and partner andlearn from other organisations as we continue to developour approach to welfare reform.

Impact on the WolverhamptonHomes Management System(WHMS) (i.e. up-dates to policies,strategies, procedures etc.)

None at this stage

Has an Equalities ImpactAssessment been carried out:

Welfare Reform has been subject to several impactassessments and most recently a report was submitted toEDSG on 18 June 2015. We will continue to assess theimpact and report to EDSG and Board where appropriateFurthermore DWP has revised its own EIA on benefit capand now indicate that nationally around 92,000 additionalhouseholds, in addition to those affected by the currentcap, will have their benefits reduced by the policy in2017/18 (roughly 2% of the out-of-work benefit caseload)DWP modelling also suggests that

Around 64% of claimants who are likely to havetheir benefit reduced by the cap will be singlefemales but only around 12% will be single men.


Most of the single women affected are likely to belone parents. This is because the DWP expects themajority of households affected by the policy tohave children

In just over three-quarters (76%) of additionalhouseholds affected the claimant will be aged 25 to44

As the benefit cap affects larger families, thosefrom cultural backgrounds with a high prevalence oflarge families and households from certain ethnicminorities that tend to have a higher proportion oflarge families are more likely to be affected.

APPENDICES:Appendix A - Social Welfare Training,

summary of benefit changesAppendix B –BIC update 9 September 15


‘at a glance guide to’

Benefit Changes in the HM Treasury Summer Budget 2015

Area of Benefits Affected

Benefit Change Reference budget policy doc.

Total Benefit cuts

To cut £12.99 billion from Welfare Benefits by 2019/20 by the following changes-

Budget Speech

Tax Credits and the Universal Credit child elements limited to 2 children only

For children born after April 2017 only, the amounts paid per child will be limited to 2 children as a maximum. An equivalent change will be made in Housing Benefit to ensure consistency between both benefits. This will also apply in Universal Credit to families who make a new claim from April 2017. Households who have been in receipt of tax credits or Universal Credit, with an interruption of less than 6 months, will be protected. Children with disabilities will continue to receive the Disabled Child Element or Severely Disabled Child Element in tax credits and the equivalent in Universal Credit. Multiple births will be protected in both systems. The Department for Work and Pensions and HMRC will develop protections for women who have a third child as the result of rape, or other exceptional circumstances. Saving- £1.365 billion.

3.4

Tax Credit Family Element

Those starting a family after April 2017 will no longer be eligible to the Family Element in tax credits. The equivalent in Universal Credit, known as the first child premium, will also not be available for new claims after April 2017. Households who have been in receipt of tax credits or Universal Credit, with an interruption of less than 6 months, will be protected. Children with disabilities will continue to receive the Disabled Child Element or Severely Disabled Child Element in tax credits and the equivalent in Universal Credit. In Housing Benefit, the family premium will be withdrawn for new claims from April 2016. Saving- £0.65 billion.

3.4

Housing Benefit Backdating

From April 2016, Housing Benefit claims will be backdated for a maximum of 4 weeks.

6.3

Extending parent conditionality

From April 2017 parents claiming Universal Credit, including lone parents, will be expected to prepare for work from when their youngest child turns 2, and to look for work when their youngest child turns 3.

6.3

Tax Credit thresholds/ taper changed

From 2016/17, earnings threshold reduced from £6420 to £3850. Earnings taper increased from 41% to 48%.(saving - £0.245 billion) Income increase disregard lowered from

3.4


5,000 to 2,500. Universal Credit Work Allowances reduced

From 2016/17, the equivalents to earnings thresholds in Universal Credit (work allowances) will be reduced to £4,764 for those without housing costs, £2,304 for those with housing costs, and removed altogether for non-disabled claimants without children. Saving around £3.5 billion.

3.4

Limit ESA for those in the WRAG group

From April 2017, for new claimants only, remove the work related activity component for those in the WRAG group. Saving £0.640 billion.

6.3

Housing Support abolished for many 18-21 year olds

From April 2017 remove the automatic entitlement to housing support for new claims in Universal Credit from 18-21 year olds who are out of work. There will be exemptions, including for vulnerable young people, those who may not be able to return home to live with their parents, and those who have been in work for 6 months prior to making a claim, who will continue to be able to receive housing support for up to 6 months while they look for work. Saving £40 million.

6.3

Youth obligation for those Age 18-21

From April 2017, young people will participate in an intensive regime of support from day 1 of their benefit claim, and after 6 months they will be expected to apply for an apprenticeship or traineeship, gain work-based skills, or go on a mandatory work placement to give them the skills they need to move into sustainable employment.

6.3

Tax Credit Recovery

HMRC will recover overpayments of Working Tax Credit from payments of Child Tax Credit, and recover overpayments of Child Tax Credit from payments of Working Tax Credit. Expanding the enforcement of tax credits debt. HMRC will extend the use of the private sector to improve the collection of tax credit debt; this will target tax credit debt in excess of £3,000 that has already passed the Extending Tax Credits debt collection process.

6.3

DHP’s continue Discretionary Housing Payments funded at £800 million of funding for Discretionary Housing Payments over the next 5 years.

3.6

The Benefit Cap Level Lowered

Current benefit cap level reduced from £26 to £23k in London and £20k in the rest of the UK. Saving- £0.495 billion

6.3

Support for Mortgage interest to be a Loan

From April 2018 support to be a loan not a benefit. Also the SMI waiting period will return to the pre-recession length of 39 weeks. Saving £0.245 billion

6.3

Reduce social sector rents

From 2016/17 reducing social sector rents by 1% per year for four years. Saving- £1.445 billion

6.3

Freezing The freezing of working age benefits for 4 years, 3.4, table


working age benefits

including local housing allowances. Doesn’t include Statutory payments, including Maternity Allowance, Maternity Pay, Paternity Pay and Statutory Sick Pay will continue to be indexed by CPI. Disability benefits will also continue to be indexed by CPI, including Personal Independence Payment, Attendance Allowance, Disability Living Allowance and Employment and Support Allowance (Support Group). Or to tax credits disability elements. Saving- £4.01 billion

A1

Welfare Cap Forecast lowered

2016/17

2017/18 2018/19 2019/20 2020/21

Welfare Cap

115.2 114.6 114 113.5 114.9

3.4

Budget date 8 7 2015 www.socialwelfaretraining.co.uk

Social Welfare Training Limited© July 2015 Last update- 8/7/2015 Disclaimer— This guide is meant as a memory aid and is not a detailed statement of changes in Social Security rules. Social Welfare Training Limited has tried to ensure that the information in this guide is accurate. However, we will not accept liability for any loss, damage or inconvenience arising as a consequence of any use of information. Please ensure that you get advice from your local advice agency/ other source of Social Security Legal Advice.

http://www.socialwelfaretraining.co.uk


APPENDIX 2Business Improvement Committee – 9 September 2015

Welfare Reform Update

Spare room subsidy removal (bedroom tax)

There are currently 2,157 Wolverhampton Homes households affected, 199 fewer than the same

point last year;

o 1,765 (163 fewer) under occupy by 1 bedroom;

o 392 (41 fewer) under occupy by 2 or more bedrooms.

The total represents around 10.4% (11.3%) of total stock;

The numbers affected by removal of spare room subsidy remain fairly consistent, with a small

reduction of just 27 since April 2015.

Since the introduction in April 2013, 622 fewer tenants are affected due to a combination of

tenants finding employment, changes in family circumstances, taking in a lodger or non-dependant,

moving to a smaller home or terminating their tenancy;

The reduction in housing benefit equated to an additional rent collection total of £1.654m for year

ended March 2015;

The current shortfall in housing benefit is £32,886 per week with an annual forecast for 2015/16 of

£1,588,657;

This amounts to an average of £14.34 per household affected per week an increase of 86 pence on

last year’s average of £13.48;

Collection and Arrears

At week 20 a total of 1,076 (50%) households have managed to maintain a clear rent account or are

in credit. The percentage is virtually unaltered from the same point last year, however at the end of

March there 65% of tenants affected had a clear or credit on their rent account (an improvement of

the previous year of 60.9%). This falls in line with the predicted rent balance patterns that we

observe during the year.

Consequently 1,081 (50%) of those affected currently have rent arrears, again running at similar

rates to the same point last year.

Arrears amount to £201,693, (£184,623), with average arrears having increased from £152 to £187.

Not all arrears cases are necessarily completely attributable to removal of spare room subsidy.

There have been two evictions associated with spare subsidy removal since the changes were

introduced in 2013.

Not surprisingly we have observed that most tenants wish to remain in their homes, despite the

challenge presented in meeting the rental payments.

We continue to support tenants to access discretionary housing payments and the Council spent

the DHP budget in full for the last 2 years, and it is anticipated that this will be the case this year.

Targeted project work to support customers to in moving to alternative accommodation has ended.

Whilst there were successes in supporting moves, the numbers were small; however the package of

support was captured, extended and communicated in a consistent manner, coupled with a scheme

to reduce some 3 bedroom maisonettes to 2 bedroom homes.


Tenants can continue to access support and the need for targeted support may well arise again in

the future.

Arrears for affected tenants represent 14.9% of the total arrears figure of £1,349,889, a year ago it

was last reported this was 16.6% (£1,114,755) and the year prior to that, 18%. The arrears relating

tenants subject to bedroom tax is lessening year on year.

Two evictions have been executed where spare room subsidy has been a contributory factor since

April 3013

Universal Credit

Roll out to new single claimants from 8 February 2015.

The latest implementation timetable subject to change

Element of Universal Credit Pathfinder area(most in NW

England)

Nationally Wolverhampton

UC available to singles (new claimants only) Now By April 2016 8 February 2016

UC available to couples (new claimantsonly)

Now TBA TBA

UC available to families (new claimantsonly)

Now TBA TBA

New claims to “legacy” benefits (JSA, ESA, IS,Tax Credits and HB) will be “closed” - claimswill be for UC.

By Dec 2017

The majority of the remaining legacycaseload will move over to UC

During 2016 and 2017

Legacy caseload of ESA claimants. TheSecretary of State’s view: “this is a veryvulnerable group and [...] they need carefulattention, I would not want to rush themthrough”.

After 2017

DWP aims to complete transfer of 93% ofclaimants

By Dec 2019

Universal Support publication of fundingscheme/bidding

Autumn 2015

Universal Support funding paid to LAs Apr 2016

Testing of DWP’s digital service at scale Nov 2015

National roll out of DWP’s digital service May 2016

Comparing ourselves to Dudley MBC around 15 to 20 per month.

Digital First outreach project are incorporating readiness for universal credit into its work stream

Money Smart following on with setting up bank accounts, 80 referrals from the project so far,

where unusable (debt) accounts or no accounts.

WH was invited to attend the inaugural meeting (3 Sept) to establish the DWP/Council “Delivery

Partnership” for the delivery of Universal Support.

DWP and Council to sign agreement on or before 11.1.16

Starts a process where DWP number crunchers provider volumetric of “worst case scenario”

predicted through put of single claimants

Funding will be provided to support 5% (or more if WCC can convince through negotiation) of

claimants with Personal Budgeting Support (PBS).


Initial Funding and agreements runs from February 2016 through to end March 2017, to the

Council for them to commission PBS.

DWP Service Centre has been established at Molineux House, standing invitation to see the set up.

Estimates that 20% of claims will require support from Service Centre.

Benefit Cap.

Currently 66 families affected.

Nine households receive just 50 pence in housing benefit which allows applications for DHP.

The remainder receive an average of £60 per week in HB towards their rent. Provided this group’s

circumstances remain unaltered, they will lose all their HB entitlement during 2016/17 when

benefit cap threshold is lowered.

Money Smart has embarked on project to contact the existing cohort of claimants.

Working with HB to scope likely extent, however they have limited income detail and the

recommendation is to lobby DWP to share information, as they did before benefit cap introduced in

summer 2013.

However it is anticipated that there will be a significant increase in the number likely to be affected

and an estimate of around 800 household

There are 45 arrears cases ranging from £0.76p to £1,439.93. Average debt is £195.26 and there

are 11 cases with arrears in excess of £300.

There have been no evictions where the household has been subject to a benefit cap.

M Henderson


WOLVERHAMPTON HOMES BOARD (18/09/2015) AGENDA ITEM 7B

Open Report

Title Revised Mission, Vision and Values

Status For Decision

AuthorContact No:

Sue Kunynec01902 554902Jamie Angus01902 550455

Recommendations Board members are asked to approve the revisedMission, Vision and Values as outlined in 2 section ofthis report, and as recommended by HR Sub-Committee


None identified.

Management Summary

1 Background

1.1. On 12 June 2015 the board of Wolverhampton Homes agreed that work should take placeon refreshing the Mission, Vision and Values with a view to launching them in October2015 to coincide with the anniversary of the ALMO’s 10th year. The plan was to consultstaff, tenants and the city council during May, June and July with an outline proposal goingto HR Sub Committee in July and then on to Board in September

1.2. An outline proposal was presented to HR Sub Committee in July 2015 (see Appendix 1).An extensive discussion took place and sub-committee members received some additionalfeedback from the Equality Champions focus group as outlined in Appendix 2.

1.3. HR sub-committee members agreed the proposed new Mission "helping people to get on inlife" for recommendation to the board.

1 .4 HR sub-committee members also agreed the following revisions to the Vision and Values:

Vision – change in wording to “unlocking people’s potential through housing, skills andtechnology”.

Values – HR sub-committee members were happy with the acronym WORD – spread theWORD, but requested that the R and D be changed, as follows:

Working together – agreedOpen to new ideas – agreedRespecting differences (change from Recognising everyone is different)Delivering our promises (change from Doing what we say we will)

1.5 They asked that it was made clear to board that the published values do not include theexplanation part (ie – Working together: because we achieve more that way), as theythought this made them too wordy.

1.6 Also, they asked that meaningful examples of each of the values were made available for


tenants. This work is on-going.

2. Revised Mission, Vision and Values for Wolverhampton Homes.

2.1 Therefore, the proposed revised Mission, Vision and Vales are as follows:

MissionHelping People to get on in life

VisionUnlocking people’s potential through housing, skills and technology.

ValuesWorking togetherOpen to new ideasRespecting differencesDelivering our promises


None identified

Health and Safety implications None identified apart from standard risk assessmentrequired for any activities.


None identified

Leaseholder implications Leaseholders will be consulted on WH values andincluded in WH 10th anniversary events,

Consultation/Feedback with Tenants Tenants consulted on WH values at Get Togethers andincluded in WH 10th anniversary events,


Clarity of Mission, Vision and Values

Employees interests Employees consulted on WH Mission, Vision andValues.


Refreshed Mission, Vision and Values helps to clarifywhat Wolverhampton Homes stands for.


As above

Impact on the Wolverhampton HomesManagement System (WHMS) (i.e.up-dates to policies, strategies,

procedures etc)

NONE

Has an Equalities Impact AssessmentCarried out

NO - as there is no change to a policy, procedure orprocess. WH Equality Champions are being consultedand their feedback will be presented to the meeting.

APPENDICES: Appendix 1 – HR Committee report dated17 July 2015.

Appendix 2 – Additional feedback from EqualityChampions focus group


WOLVERHAMPTON HOMES BOARD AGENDA ITEM 6Human Resources Sub Committee17 July 2015

Open Report

Title Wolverhampton Homes 10 years

Status For Decision

AuthorContact No:

Sue Kunynec01902 554902Jamie Angus01902 550455

Recommendations Sub committee members are asked to:

1. note the actions taken to consult on the refreshedWH Mission, Vision and Values;

2. agree in principle, the proposed WH Mission,Vision and Values and recommend them to theBoard for final endorsement.


None identified.

Management Summary

1 Background

1.1 On June 6th 2015 the board of Wolverhampton Homes agreed that work should take placeon refreshing the Mission, Vision and Values with a view to launching them in October2015 to co incide with the anniversary of the ALMO’s 10th year. The plan was to consultstaff, tenants and the City council during May, June and July with an outline proposalgoing to HR Sub Committee in July and then on to Board in September.

1.2 This report presents an update on the consultation taken to date and presents a proposalfor the refreshed Mission, Vision and Values.

2 Why the Mission, Vision and Values are important for Wolverhampton Homes

2.1 In terms of strategic vision, an organisation’s mission, vision and values are critical. It’s allabout the big picture, articulating what we exist to achieve (our mission), what type oforganisation we aspire to be in the future (our vision) and the ethos and behaviouralcompass (values) which run throughout the organisation.

2.2 It’s important that as we enter our second decade, we create a shared image of what westand for and where we want to be.

2.3 Our existing mission and vision have served us well in the past but don’t necessarilyarticulate the direction of the company and are difficult for people to remember. Theinability to remember our core mission and vision means that it’s highly unlikely that staffhave a completely shared image of what we are trying to achieve.


2.4 Our values which have underpinned the highly successful employee engagement workwe’ve undertaken in recent years – as well as our Mary Gober-inspired customer service -are already well embedded and, anecdotally, are more memorable for staff. However, wethink it’s important to understand whether these values still resonate with our staff andreflect our ethos ten years after the company was created.

2.5 The current version is:

Mission- Providing people focussed excellent services and good quality housing accordingto individual needs and choices wherever possible.

Vision-Being the landlord of choice in Wolverhampton and supporting sustainablecommunities.

Values- Putting the customer first, working together, being progressive and inspirational,embracing learning.

2.6 Over the past three months, the Communications Team has led a consultation with tenantsgroups, organisational leaders and the wider workforce to review the mission, vision andvalues as follows:April 2015: Get Togethers (Tenants)May 2015: Leadership session (Senior leaders)June 2015: All WH staff via HomesNet IntranetJune 2015: WH trades colleagues via focus groupsJuly 2015: Equality Champions group

3 Methodology for Mission, Vision and Values

3.1 In order to create a memorable and effective mission and vision, we recognised that as anorganisation, we need to get buy-in from tenants and members of staff.However it was also important to make sure that the mission, vision and values aren’tcreated by committee which could ultimately result in a failure by trying to become allthings to all people.

3.2 To strike that balance, we broke the mission, vision and values into three distinct sections:

Mission (why we’re here): SMT Vision (where we want to be): Senior Leaders Values (tenants and wider staff)

3.3 MissionFollowing discussions with members of SMT, it was agreed that there needed to be a short,concise and memorable mission explaining what Wolverhampton Homes exists to do.

It was felt that the existing mission was too vague and lacked real resonance.

Based on that, it was felt that a suitable definition would be:

“helping people to get on in life”

We feel that this phrase covers a whole host of services we provide. Ultimately, suitablehousing, security and stability is the foundation of allowing people to get on in life and fulfiltheir aspirations and potential.


Similarly, skills, job opportunities, energy efficiency, financial stability, equal opportunityand so on are all key in helping people to get on in life.

Discussions had taken place as to whether the word ‘people’ should be ‘tenants’ but wefelt that ‘people’ would allow us to encompass leaseholders, staff and tenants’ families.

3.4 Vision.In helping to set a vision for the future, we wanted to make sure that senior leaders withinthe organisation were involved in that process. Ultimately, it is those members of staffwho will help the organisation to achieve that vision therefore it was deemed crucial thatthey were central to this process and bought-in to what the organisation wanted toachieve.

That group drew out issues like improving the housing stock, reacting to welfare reform,helping boost skills and the local economy, helping people to unlock their potential andreflecting the speed of change in terms of digital inclusion and making sure tenants aren’tleft behind.

Based on the focus group with that section of the workforce, we’re proposing that ourmission become:

“Supporting tenants to get the housing, skills and technology they need to unlock theirpotential”

This vision is clear, succinct and, importantly, measurable.

3.5 Values.

Get Togethers

In April, the Tenant Engagement Team led an exercise with more than 100 tenants at thespring Get Togethers.

They gave tenants a list of words/behaviours and asked them to list their top ten in termsof what they thought were important for staff, and for the organisation, to demonstrate.

The results were:

1. Working Together2. Respect3. Honest4. Equal Opportunity5. Doing what we say we will6. Friendliness7. Fairness8. Customer Service9. Going that extra mile10.Putting the customer first11. Commitment


Wider staff

On 19th June, every member of staff received an email from the Chief Executive invitingthem to take part in a short online survey. Using the results from the Get Togethers, staffwere asked to choose the five behaviours which resonated most with them. They werealso given the opportunity to add any additional behaviours that they thought wereimportant.

We ran a similar exercise with focus groups of trade’s colleagues to ensure that thissection of the workforce was represented.

The results were:

The top five values were:1. Working together2. Respect3. Fairness4. Putting the customer first5. Doing what we say we will

The themes which came out of the focus group with trades colleagues were: Respect Working together Positivity Can-do attitude, new ideas Developing skills

We have used the feedback from Tenants and all staff to help create the proposed newvalues.

4 Proposal for Refreshing the Mission, Vision and Values for Wolverhampton Homes

4.1 As Wolverhampton Homes approaches its tenth year, it’s important that the organisationhas clarity of purpose and vision as we look towards the future.

4.2 Our existing mission, vision and values have served us well over the years but needupdating and modernising to reflect the organisation and where we want it to be over thecoming years.

4.3 Our proposal, based on consultation with tenants and staff is:

Why we’re here (mission):

“helping people to get on in life”

Where we want to be (vision):

“Supporting tenants to get the housing, skills and technology they need to unlock theirpotential”

What we stand for (values):


Making the acronym WORLD we will live these values everyday:

Working together: because we achieve more that wayOpen to new ideas: by trying new thingsRecognising everyone is different: by being fair and respectfulLiving through learning: because it’s the key to everyone’s successDoing what we say we will: because customer service matters


None identified

Health and Safety implications None identified apart from standard risk assessmentrequired for any activities.


None identified

Leaseholder implications Leaseholders will be consulted on WH values andincluded in WH 10th anniversary events,

Consultation/Feedback with Tenants Tenants consulted on WH values at Get Togethers andincluded in WH 10th anniversary events,


Clarity of Mission, Vision and Values

Employees interests Employees consulted on WH Mission, Vision andValues.


Refreshed Mission, Vision and Values helps to clarifywhat Wolverhampton Homes stands for.


As above

Impact on the Wolverhampton HomesManagement System (WHMS) (i.e.up-dates to policies, strategies,

procedures etc)

NONE

Has an Equalities Impact AssessmentCarried out

NO - as there is no change to a policy, procedure orprocess. WH Equality Champions are being consultedand their feedback will be presented to the meeting.

APPENDICES: None


APPENDIX 2

Equality Champions meeting 7 July 2015

Mission (why we’re here):

- “helping people to get on in life”

“Great, love this”

Vision (where we want to be):

- “Supporting tenants to get the housing, skills and technology they need to unlock theirpotential”

Lots of discussion about this:Didn’t like the word “tenants” as it doesn’t include leaseholders or applicantsToo wordySuggested: “To unlock people’s potential through housing, skills and technology.”

Values (What we stand for):

Making the acronym WORLD we will live these values everyday:

Working together: because we achieve more that wayOpen to new ideas: by trying new thingsRecognising everyone is different: by being fair and respectfulLiving through learning: because it’s the key to everyone’s successDoing what we say we will: because customer service matters

Didn’t like “Living through learning”, doesn’t really mean anything and “Open to newideas” encompasses learning anyway.Suggested dropping: “Living through Learning” so that it makes:

Working together: because we achieve more that wayOpen to new ideas: by trying new thingsRecognising everyone is different: by being fair and respectfulDoing what we say we will: because customer service matters

“Spread the WORD!”


WOLVERHAMPTON HOMES BOARD (18/09/2015) AGENDA ITEM 8

Open Report

Title Chief Executive’s Report


AuthorContact No:

Lesley Roberts/Ruth Fletcher01902 554700/551009

Recommendations Board members are asked to:

(i) adopt the Exclusion from Tenants EventsPolicy;

(ii) agree the dates for board meetings in 2016;(iii) note the repairs update;(iv) note the feedback from the tenant get-togethers

on Community SwitchKey Risks orContentious Issues

The Chief Executive’s report is intended to ensure that theBoard is kept informed of issues affecting WolverhamptonHomes and where necessary approves the decisions andactions proposed by the Chief Executive and SeniorManagement Team.

Management Summary

For approvalExclusion from Tenants Events PolicyIn response to recent events it has become necessary to review arrangements and the processwhere unacceptable behaviour is being displayed by tenants, applicants and residents. Aproportionate response is required to ensure situations are effectively managed, consequentlyminimising risks to staff and tenants .At present we do not have a policy to invoke in the mostextreme situations and this needs to be addressed. The policy attached, as Appendix 1, ispresented to board for comment and subsequent adoption

For approvalDates of Board Meetings in 2016The final board meeting for this year will take place on Friday 11 December at 2.00 pm.Board members are asked to approve the dates for meetings in 2016, as detailed below:

Friday 12 February at 9:30 hoursFriday 15 April at 9:30 hoursFriday 17 June at 9:30 hoursFriday 16 September AGM at 9:30 hoursFriday 9 December at 14:00 hours

For informationRepairs UpdateAt the last round of tenant get togethers, we gauged opinion from tenants on recent and plannedchanges on the way we carry out repairs to further improve efficiency and tenant satisfaction andhelp us move to better use of digital services. These improvements will over time requirechanges to the Northgate system. One of the changes we plan to make is to build more capacitywithin the repairs service by moving to an a.m/p.m appointment slots to improve efficiency and


complete more repairs on the first visit.

Other improvements include a flexible approach to delivering repairs outside of normal workinghours. We are looking for ways of bringing in ‘on demand’ repairs that are accessible on linethrough self-service. These changes are still in development.

Finally we are investigating a different way of delivering programmed repairs that will reducetimescales for the completion of the work whilst also improving communication with tenantsabout when works will take place. This is aimed at not only at improving tenant satisfaction butalso efficiency by reducing the need for multiple visits and abortive calls.

We want to improve communication methods to include automatic messages as part of thegeneral response repair service as well as the planned repairs service. A report to BIC on thedevelopment progress will be provided at their meeting on 25 November 2015.

For informationCommunity Switch – feedback from get-togethersAs part of the endorsement process to proceed with the Community Switch energy switchinginitiative, members of WH Board asked for feedback following the consultation sessions at theJuly 2015 GT’s. The consultation consisted of a short presentation on energy switching factsand included a question around ‘why don’t people switch energy suppliers?’Feedback from attendees was relatively consistent across all 4 events. Reasons for people notpreviously switching energy suppliers included:

Satisfaction with existing supplier / no hassle changingLoyaltyCurrent levels of energy debtDon’t understand the switching processCan’t be bothered / InconvenienceLack of computer skillsLocked into tariff / Penalties for switchingNo benefit for Pre-Payment Meter customers (high tariff costs)New companies and processes not establishedLack of trust in energy providers

Whilst there appeared to be some minor levels of scepticism, the initiative was generally wellreceived with no major issues or objections raised.

The GT’s provided the opportunity for attendees to volunteer to ‘test’ the process. A total of 11people volunteered generating the following outcomes:1. Stated did not volunteer – opted out2. Comparison completed - £265 p/a savings – awaiting decision3. Open - No contact made4. Comparison completed - £79 p/a savings plus additional benefits – Switched5. Comparison completed - £30 p/a savings plus additional benefits – Switched6. Open - No contact made7. Comparison completed - £40 p/a savings plus additional benefits – Switched8. Comparison completed - £301 p/a savings – Switched9. Open – call back after 02/09/2015 booked10. Comparison completed - £132 p/a savings – Did not switch11. No comparison completed – Large debt remains on account


No negative feedback has been received regarding these test cases.

The first large scale mail out took place week commencing 24.08.2015 with email contact forthose requesting this method of contact due to be organised for week commencing 07.09.2015.

For informationFeedback from Board Champions and ChairsThe Chair has asked Board Champions to feedback to board, at their December board meeting,on their role over the last 12 months. Chairs from Committees will provide six monthly feedbackfrom their various Committees at this meeting also.Value for Money and FinancialImplications.

Any issues are identified for each item if consideredsignificant

Health and Safety implications Any issues are identified for each item if consideredsignificant



Leaseholder implications Any issues are identified for each item if consideredsignificant

Consultation/Feedback withTenants




Employees interests Any issues are identified for each item if consideredsignificant

Impact on business relationshipswith suppliers, customers andothers




Impact on the WolverhamptonHomes Management System(WHMS) (i.e up-dates to policies,

strategies, procedures etc)

NONE - There are no new or updated policies or procedureswithin the context of this report.

Has an Equality ImpactAssessment been carried out:

NO – EIAs will be produced for each item, if required

APPENDICES: Appendix 1 – Exclusion from Tenants Events Policy


Guidance for staff on howto deal with Extreme

Unacceptable Behaviourfrom Customers

September 2015

This guidance should be read in conjunction with theInformation & Alert Policy and Procedure (WHHS0013)


Policy Overview

Why do we have an Extreme Unacceptable Behaviour policy?

On occasion employees or others related to the work of WolverhamptonHomes will come into contact with tenants, residents and applicants who mayexpress types of unacceptable behaviour and therefore the company needs toensure that people displaying such behaviour is dealt with appropriately toprotect the welfare of staff and others.

Usually, Wolverhampton Homes will deal with such behaviour by using theInformation & Alert Policy and Procedure (WHHS0013) which allows forcertain action to be taken to reduce the risk to people in terms of carrying outthe duties they have as part of their work.

However, on occasion the behaviour displayed by a customer may beconsidered extreme. In such cases alternative sanctions may be required,while also (where possible) continuing to provide a service commensurate tothe needs of the individual customer.

Policy statement

Wolverhampton Homes is here to provide the best services possible but indoing so it has a duty ensure the safety and welfare of staff or those workingon behalf of Wolverhampton Homes. This includes:

Staff employed by Wolverhampton Homes Members of Wolverhampton Homes Board Contractors employed by Wolverhampton Homes to undertake work Individuals working in a voluntary capacity under the terms of any

service level agreement Council employees engaged in Wolverhampton Homes business

We are committed to dealing with all customers fairly and impartially and aspart of this service we do not normally limit the contact customers have withus. However, we will not tolerate behaviour by customers which is consideredextreme and therefore, clearly unacceptable.

If any customer acts in a way which we feel is unacceptable under the termsof this policy, we will take action to protect our staff from that behaviour.Where we consider this is the case, we will tell the customer and ask them tochange their behaviour. If the unacceptable behaviour continues, or if we feelthat the behaviour displayed is so extreme as to warrant it in the first instance,we will take steps, including legal action, to restrict the customer’s contactwith us.


Aim of policy

The aim of this policy is to provide guidance to employees and managers onwhat constitutes extreme unacceptable behaviour and how WolverhamptonHomes wants employees to deal with this.

Scope of Policy

Given that Wolverhampton Homes provides public services we mustrecognize that sometimes we deal with customers who exhibit certainbehaviours, have very difficult life circumstances or feel frustrated by oursystems and processes. As such, this policy is not intended to outline howwe deal with lower level issues around the behaviour of customers. Guidanceon such matters is provided in the Information & Alert Policy and Procedure(WHHS0013)

This policy and accompanying procedure applies to extreme unacceptablebehaviour by members of the public, including customers, but not betweenstaff.

Extreme unacceptable behaviour can include (but is not restricted to) thefollowing:

actions or behaviour that may have the potential to cause staff to feelintimidated, threatened or offended. These include, but are not limitedto: threats, physical violence, personal verbal abuse, derogatoryremarks, and rudeness. We also consider that inflammatory statementsand unsubstantiated allegations can amount to abusive actions orbehaviour;

violence is not restricted to acts of aggression that may result inphysical harm. It also includes behaviour or language, whether oral orwritten, that may cause staff to feel afraid, threatened or abused;

examples of unreasonable demands may include: requestingresponses within an unreasonable timescale; insisting on seeing orspeaking to a particular member of staff; continual phone calls, emails,or letters;

where the behaviour of a customer impairs any member of staffWolverhampton Homes staff from doing their work

Such behaviour can be a one-off incident or a number of incidents. In mostcases attempts will have been made to manage the situation caused by thecustomers behaviour before there is a need the apply any of the sanctionscontained in this policy or other sanctions which are thought appropriate in thecircumstances. All possible efforts should be made in the first instance to finda resolution which does not deprive or restrict access to our services.

Sanctions

The decision to restrict access to Wolverhampton Homes will be taken by aHead of Service and where necessary reviewed by a Director or the Chief


Executive of Wolverhampton Homes. Any restrictions which are imposed willbe proportionate to the behaviour of the individual. The restrictions we aremost likely to consider are:

Requesting contact in a specified form (for example by e-mail only) Requesting contact with a named officer only Requesting contact at specified times of the day Requesting the customer to enter into an agreement about their

conduct (known as an Acceptable Behaviour Contract) Requesting the customer does not enter specified or all premises used

by Wolverhampton Homes. Where this restriction applies, thecustomer will also be excluded from participating in any event which isorganized or supported by Wolverhampton Homes for the purpose oftenant and leaseholder participation/engagement. Such eventsinclude (but is not restricted to), the following:

Review Panel Focus Groups Get Togethers Build Your Skills Flair Fair Garden Competition Tenants and Resident Meetings Leaseholder Meetings

Where Wolverhampton Homes makes the decision to exclude a customer, wewill provide written confirmation of why this decision has been taken, whataction we are taking and the length of time the restriction applies for.

Where the customer continues to behave in a way which is unacceptable,including not complying with any restrictions applied in terms of access toservices or exclusion from entering Wolverhampton Homes’ premises, we willconsider other options, for example reporting the matter to the police or takinglegal action against the person or their tenancy if they are a tenant ofWolverhampton Homes. In such cases and depending on the severity of thebehaviour displayed, we may not give the customer prior warning of thataction.


Documents

WOLVERHAMPTON HOMES’ BOARD MEETING · PDF fileWOLVERHAMPTON HOMES’ BOARD MEETING ... Customer Relations Management System ... scale first step to implementing digital by default,