Company number: 04662007
Cornwall Housing Limited (CHL) AGENDA
Agenda of a Board meeting of the Directors of Cornwall Housing Limited (the "Company") to be held on Tuesday 27th November 2018 at 14:00 in Room 1, Chy Trevail, Bodmin, PL31 2FR.
Members: Tim Jeans Interim Chair Martin Emery Board Member Jacquie Gammon Board Member John Harris Board Member Mary May Board Member Hazel Tearne Board Member Shelley Thornton Board Member Nigel Williams Board Member Mike McLening Board Member Nick Cross Managing Director / Board member
Attendees: Melanie Brain Head of Housing Strategy & Partnership - Cornwall Council Cath Robinson Group Managing Director, CORSERV Steve England Head of Finance Pete Jarman Director of Landlord Services James Turner Director of Housing Options Mark Humphries Director of Repairs and Maintenance Chris Franks Director of Homes and Investment Jen Robertson Senior HR Business Partner, CORSERV David Kinnair Assistant Company Secretary, CORSERV
Finish time 1. Welcome and Apologies To RECEIVE Apologies for absence. 2. Notice & Quorum To NOTE that the meeting has been duly convened and that a quorum is present. Accordingly the Chair opens the meeting. 3. Declarations of Interest Each Director present to DECLARE their interest to any proposed transaction to be considered at the meeting. 4. Minutes of the last Meeting held on 25th September 2018. To APPROVE the Minutes of the Board Meeting of Tuesday 25 September 2018 and NOTE that they are duly signed by the Chair. To NOTE the Written Resolution of Members approving the appointment of Tim Jeans as a Director of the Company dated 22 October 2018.Pages 5-11
1 5. CHL Board Forward Plan and Decision List. 14:20 To REVIEW actions arising from last meeting and the Forward Plan.Pages 13-22 6. Chair’s Statement To NOTE any issues the Chair wishes to raise, which are not on the agenda. 14:35 7 Executive Leadership Team report To NOTE the Report and verbal update from the Managing Director on behalf of the Company. Pages 23-28 14:45 8 Quality, Health, Safety and Environmental (HSEQ) Q2 To NOTE the Report and verbal update from the Director of Repairs & Maintenance and the Director of Homes and Investment Pages 29-45 14:55 9. Gender Pay Gap update To APPROVE the Report on the Gender Pay Gap from the Director of 15:05 Landlord Services. Pages 47-52 10. Key Performance Indicators Q2 To NOTE the Report on the Key Performance Indicators Q2 from the Managing Director, CHL. Pages 53-70 15:15 11. Transformation Update Q2 To NOTE the Report on the Transformation update Q2 from the Managing Director, CHL. Pages 71-84 15:25 12. Management Accounts Month 7 To NOTE the Report for the Management Accounts Month 7, from the Head of Finance Pages 85-88 15:35 13. CHL Business Plan Q2 To NOTE the Report on the CHL Business Plan Q2 from the Managing Director, CHL. Pages 89-127 15:50 14. Matters to be escalated to the CORSERV Board Specific items to be reported to Corserv Board on a monthly basis. 16:00 15. Update from Committee Chairs.
To NOTE the updates from the Chairs of the Committees. Pages 129-132 16:10 16. Any Other Business
16:20 17. Date of next meeting:
The Cornwall Housing AGM will be on Tuesday 29th January at 2.00 pm, followed by the Cornwall Housing Board Meeting at 2.30 pm in Room 2, Chy Trevail, Bodmin.
2
EXCLUSION OF THE PRESS AND PUBLIC
The Board is asked to consider a resolution that the press and public be excluded from the meeting for the business specified in the following item on the grounds that there is likely to be a disclosure to the public of exempt information of the following description:-
Category 3 – Information relating to the financial or business affairs of any particular person (including the authority holding that information)
18. Private Rented Sector Acquisitions Programme 16:30 To NOTE the report on the Private Rented Acquisitions Programme from the Managing Director, CHL and the Director of Housing Options.
3 4
Company number: 04662007
Cornwall Housing Limited (CHL) Board Minutes
Minutes of a meeting of the Directors of Cornwall Housing Limited (the ‘company’) (“CHL”) held on Tuesday 25th September 2018 at 14.00hrs in the Sea View Suite, St Austell Conference Centre, St Austell. Members: Colin Dennis Chair / NED, CORSERV Nick Cross Managing Director / Board member Martin Emery Board Member Jacquie Gammon Board Member John Harris Board Member Hazel Tearne Board Member Mike McLening Board Member
Attendees: Mark Humphries Director of Repairs and Maintenance Pete Jarman Director of Landlord Services David Kinnair Assistant Company Secretary, CORSERV Mel Brain Head of Housing and Strategy, Cornwall Council Andrew Hambly-Smith Observer
Action 1. Welcome and Apologies The Chairman welcomed everyone to the Board Meeting. Apologies were received from Nigel Williams and Cllr Mary May, Board Members, Cath Robinson, Group Managing Director, Corserv, Steve England, Head of Finance, James Turner, Director of Housing Options, Chris Franks, Director of Homes and Investment and Jen Robertson, Senior HR Business Partner, Corserv. The Chair welcomed Cllr Mike McLening who had recently been appointed to the Board, and to Andrew Hambly-Smith who would be observing the Meeting to provide a Board assessment for the Corserv Group. 2. Notice & Quorum
The Chair noted that the meeting was quorate and that notice had been
duly given.
3. Declarations of Interest There were no declarations of interest. 4. Minutes and Actions
The Minutes of the Board meeting held on 31 July 2018 were approved
pending an amendment to the name of the new Mechanical and Engineer
Manager.
The Board noted the appointment of Cllr Mike McLening as a Director of the Company with effect from 25 September 2018. In response to the action on Development, the Managing Director, advised that CHL had been working with Cornwall Council on the bid submission 5 on the HRA cap extension.
He advised a full report would be presented to the Finance and Initiatives NC Committee, when the work on the development had commenced.
The Chair suggested the action remain open until a report had been presented to the Board. Referring to the action on the number of properties still without a valid gas certificate, the Director of Repairs and Maintenance confirmed that the number had dropped from 136 properties to 65 properties as of September 2018. Within this figure, there were 35 properties which were being progressed through the Council’s legal team, due to no access.
The Company was committed to delivering 100% gas compliance by the end of Quarter 2, which should be achievable within the current plans subject to Cornwall Council legal confirming access within a reasonable time. The Managing Director updated the Board on the CCL contract, and advised that the Council were looking to finalise the contract in the coming days; however, he was still awaiting confirmation. Referring to the Forward Plan and in response to a Board Member’s question, the Managing Director informed the Board that the Forward Plan would also form part of the Committee Agendas. 5. Chair’s Statement There was no update from the Chair. 6. Executive Leadership Team Report
The Managing Director presented the Executive Leadership Team Report.
He updated the Board on the 2 key staffing headlines which included the information that the Rough Sleeping Strategic Advisor had left to take up a role with Coastline and the appointment of an Accommodation Solutions Advisor. In response to a Council Board member question on the staff survey, the Managing Director agreed he would circulate a copy to all Board members. NC
The Managing Director advised of the situation at Urban Terrace, Callington, where mundic block had been found in the properties, remained critical. CHL were still in the process of relocating the Residents.
He advised there were no further risks or issues to highlight to the Board, and he thanked a Resident Board member for his offer of help during this difficult time. The Managing Director confirmed that of the 10 Residents, 2 Residents had decided to look outside the local area for new accommodation, 3 Residents had had an offer of accommodation in the local area, with 2 more Residents having looked at alternative accommodation.
He confirmed Cornwall Council would be leading on the demolition of the site, with a view to rebuild as soon as possible.
6 Responding to a question on compensation, the Managing Director advised each homeowner would be offered a standard package, which included a protected market value, plus 10%, and reasonable legal costs.
He advised that Cornwall Council would lead negotiations on the package.
The Chair praised the handling of the Urban Terrace situation by the Managing Director and other colleagues within the Company. The Managing Director updated the Board on the Initiatives, which included the HRA Business Plan, the ISOpaces at Par, and the allocation of further funding to tackle Rough Sleeping.
In response to a Resident Member’s question, the Managing Director and the Head of Housing and Strategy, Cornwall Council advised that the allocation of the extra Rough Sleeper funding would provide additional activity, and would allow the extension of current projects such as Nos Da Kernow. The Managing Director advised the Board that the Contemporary Cornish Living Project Board was scheduled to meet on the 26th September 2018, with the first handovers due on the 25th October 2018. A discussion was held on the length of tenancies and the allocation of the properties.
The Chair suggested that information on the process of how properties NC were allocated should be included in future ELT reports. The Managing Director advised the Board that the LEAN process, which had been commissioned to look into the Complaints and the Income processes, would conclude in October 2018.
He further advised that the Commissioning plan was still ongoing, and advised a series of workshops would be held during October.
An update will be presented to Board in November 2018. NC
The Managing Director, informed the Board he had attended a Regional
ALMO meeting in Bristol on the 21st September 2018, where it had been
found no other ALMOs Resident Panels had yet met to discuss the Housing
Green paper.
The Chair thanked the Resident Board Members for their contribution to the consultations on the Housing Green paper. 7. Quality, Health, Safety and Environmental (HSEQ) update
The Director of Repairs and Maintenance updated the Board on the
progress on work regarding repairs to the Flue and Chimneys.
Referring to weekly meetings held, the Director of Repairs and Maintenance reported there had been some minor issues found, which related to the 4 forms required. He advised that an instruction had gone out to Managers advising them of a 2-week deadline to return the forms. He further advised that a question had been raised by the Group HSEQ Director on whether the HSE would have to visit CHL now there had been procedures put in place, or would CHL be allowed to send out the work electronically.
The Director of Repairs and Maintenance advised that an email had been circulated to those involved; advising them all the paperwork had to be
7 completed and sent back by Friday 5th October 2018.
He felt confident that all paperwork had now been completed and that all the procedures had now been put in place and he hoped that the HSE would accept the file as evidence.
The Managing Director advised he would be formally responding by letter to the HSE, confirming that the required evidence had been gathered, requesting if they would like the evidence to be sent, or, would they be visiting CHL to inspect further. The Chair asked that the Board be kept informed of the outcome and requested that a narrative on this issue to be included in the HSEQ report. NC/MH
In response to a Council Board member question on paperwork recording, the Director of Repairs and Maintenance advised both a manual based and electronic records were held. The Director of Repairs and Maintenance reiterated his earlier comments regarding the outstanding gas servicing and advised that a narrative would be put down against the address to show the actions carried out.
The Managing Director proposed prior to the November Board and the Q2 performance report, that the Director of Repairs and Maintenance would MH circulate a narrative on progress of those properties. A discussion was held on the gas servicing at peak times and how CHL would manage gas servicing during the winter months without incurring another backlog.
The Director of Repairs and Maintenance suggested that the Project Group who had been meeting to help manage this peak could circulate a report to the Board.
The Chair requested that the number of gas services proposed for the next 6 months be reported to the Board. MH
The Director of Repairs and Maintenance advised the Board on the incident within the Voids team, where an agency worker had been injured carrying out a manual handling task.
He advised the Health and Safety team had been made aware of the incident and that top-up training on manual handling would be carried out. It was confirmed that the purchase of updated equipment would be investigated.
Concerns were raised by Resident Board members on whether agency workers should already have the correct training before being taken on by CHL. The Director of Repairs and Maintenance informed the Board that all agency workers should have had training in manual handling before they are taken on and further, would not be excluded from any top up training from CHL.
He briefly summarised the performance and the current actions within the health and safety inspections. He advised the Board, that the Entropy system currently could not split
8 the external sub-contractors and the internal workers, however, if this could be done, the inspection score could increase as a result.
A discussion was held on the 5-year electrical testing cycle against the
current 10-year cycle and the additional costs and staffing implications
that could be incurred.
In response to a question on when CHL would change the cycle, the Managing Director advised those discussions were awaited and suggested the new cycle would have to be phased in to avoid resourcing and cost issues. 8. Transformation Plan Programme update
The Managing Director, CHL presented the report on the Transformation
Project and asked the Board to approve the closure of 5 projects.
He highlighted that a read back of the individual projects and the original activities within Housing Review had now been undertaken. He suggested that at the Board in November 2018, a full set of the actions from the original Housing Review, with tracked actions, would be NC presented.
He advised the outcomes would also be shared with the Head of Housing NC and Strategy, Cornwall Council.
Responding to a question on the timetable for the Cornish Housing Standard, the Managing Director, CHL advised he hoped that by December 2018 the business planning would have concluded, and a review would take place at Q4. He informed the Board, that should any revisions take place on the Cornish Housing Strategy, which was a Cornwall Housing document, they would have to be considered and reviewed by the Board. He anticipated the document would come to the Board early in the new financial year. In response to a question on when Cornwall Housing would see the benefits of the Housing Review programme, the Managing Director advised he would like to think CHL could look back on the Programme and see that there had been positive changes within the Company. He hoped that the Head of Housing and Strategy, Cornwall Council could provide assurance to the Chief Executive, Cornwall Council, that Cornwall Housing had made some significant changes as a result of the Programme. The Board APPROVED the closure of the Asset Management Strategy, Children, Families and Adult project, Change Readiness project, Medium Term Financial Strategy; and the Welfare Reform project. 9. Rough Sleeping Strategy Update
The Managing Director, CHL presented the Rough Sleeper update to the
Board.
He advised the report contained information on the additional projects supported by the Phase 1 Rough Sleeper funding spend. The Managing Director summarised the 2 projects; Short Term
9 Accommodation & Resettlement and the Private Rented Sector incentives. The Head of Housing and Strategy, Cornwall Council advised the Board of the early delivery of 6 bed spaces of crisis accommodation via Coastline Housing. The Head of Housing and Strategy, Cornwall Council further highlighted the additional work and the additional funding for the Mental Health workers as part of Phase 2 of the Rough Sleeper Strategy. The Managing Director highlighted the Housing First report and project, which had been commissioned by a group of Housing Associations and advised St Petroc’s would provide the support and the Landlords would provide the accommodation for this project. He gave a Q1 update on Nos Da Kernow project and highlighted the project had changed Rough Sleeping in Cornwall. It was noted that the additional government funding, which now totalled £1.1m, would provide additional activity on Rough sleeping throughout the County. 10. Management Accounts Month 5
The Managing Director, CHL presented key highlights from the
Management Accounts Month 5 report, and asked the Board to note there
had been some change since Month 4.
In particular, Month 5’s main variance was the reduced income on capital rewiring. He advised that although the Company had budgeted for a £500k rewiring programme for 2018/19, due to staffing levels and a potential delay to the pay levels, it had now been forecasted for a loss of £150k.
He advised that should the pay issues and recruitment be resolved over the next few weeks, CHL may be able to deliver a more positive forecast in Q4. An Independent Board member urged caution, as it had been noted that the forecast surplus had been halved in 5 months from an initial forecast of £1,123m to a current forecast of £583k. The Chair suggested that an in–depth discussion would be needed at the next Finance and New Initiatives Committee on this issue. The Managing, Director advised that there was a lot of work ongoing as Month 6 would be used as the basis of next year’s budgets. He advised discussions had been held on the projections and what was originally assumed. 11. NHF Code of Governance
The Managing Director reminded the Board that adherence to the NHF
Code of Governance had been one of the commitments made at the Board rd Away day on the 3 July 2018.
He advised the Board would look to adopt the full Code of Governance by the end of the financial year. He further informed the Board, there were still some areas where
10 Cornwall Housing had not been fully compliant; therefore those actions would be looked at between now and February 2019, prior to presenting it at the Board Away Day.
An Independent Board member suggested that she should meet up with LC/ST the Governance and Control Officer to comment on the Code of Governance and CHL’s submission. 12. Matters to be escalated to the CORSERV Board The Chair advised he would escalate the following item:
CHL’s current financial position on the capital rewiring programme leading to the current halving of the forecast surplus. 13. Update of the Committee Chairs The Chair of the Audit and Risk Assurance updated the Board on the Agenda items from the Committee.
She informed the Board, that the Committee had looked at a report on LC Tenancy Fraud, which would be circulated to the Board members. She advised the next steps would be checking and looking at potential areas of fraud, corruption and bribery. She advised that the Chair of the Scrutiny Panel attended the Committee; they had looked at the actions from the Scrutiny Panel update on Fire Safety and advised the Panel would be reflecting on the outcomes of the report in the coming weeks. The Chair advised the Scrutiny Panel had started work on Estate Improvements. The Managing Director highlighted to the Board, that Tenant Scrutiny had been referenced within the Housing Green paper and that he had been discussing the work carried out by the Scrutiny Panel at the ALMO Regional Meeting on the 21st September 2018. The ALMOs present were interested to find out the outcomes of the work carried out. He pointed out this was a positive endorsement for the Scrutiny Panel’s work and advised that the Chair of the Scrutiny Panel was also very keen to meet her colleagues at Sedgemoor. The Chair of the Audit and Risk Assurance announced that the Cornwall Housing Internal plan had been agreed. She advised that a discussion had been held on the Risk Register, and that 2 new Risks had been added which were on ‘disrepair’ cases, and the MITEL telephone system with regard to nuisance and cold calls. 14. Any other Business There were no other items for discussion. 15. Date of next meeting: Tuesday 27th November 2018 in Room 1, Chy Trevail, Bodmin, PL27 3FR. With no other business being brought forward the meeting closed at 16:00 hrs
.………………………………………………. CHAIR
11 12
CHL Board Forward Plan
Key:
Fiduciary - involving trust, especially with the regard to the relationship between a trustee and beneficiary. Strategic – relating to the long-term or overall aims and interests and the means of achieving them. Creative - relating to or involving the use of imagination or original ideas to create something.
13
CHL Board – 27th November 2018 (Agenda circulated on the 20th November 2018)
Other Committees/ Fiduciary/ Exempt Advisory
Subject of Short summary Strategic/ Directorate Date information Group that Lead Officer Report Creative have considered any of these items
Quality, Health Chris Franks / Mark No and Safety Q2 Humphries H&I / R&M
F&NI No Management Finance Accounts Steve England
Month 7
Nick Cross KPI update Q2 Company No F&NI
ELT
CHL Business Company No Plan Q2 Nick Cross
Private Rented F&NI Sector Nick Cross / James
Acquisitions Turner Housing Options Yes Programme
14
Transformation No Nick Cross plan Q2 Company
Gender Pay Company update Pete Jarman
Update from Committee Chairs Chairs (standing item) Executive Leadership Company update (standing Nick Cross item)
15 2019
CHL Board – 29th January 2019 (Agenda circulated on the 22nd January 2019)
Other Committees/ Fiduciary/ Exempt Advisory
Subject of Short summary Strategic/ Directorate Date information Group that Lead Officer Report Creative have considered any of these items
Mark Quality, Health No Humphries/Chris and Safety Q3 R&M/H&I Franks
F&NI No Management
Accounts Steve England Finance Month 9
HRA Business Plan and budget Mel Brain Council presentation
Detailed 2019/20 F&NI Budget update Finance No (inc Steve England Assumptions)
16
KPI Q3 F&NI Nick Cross Company No
CHL Business Nick Cross Company No Plan Q3
Transformation No F&NI Nick Cross plan Q3 Company
Window Factory R&M F&NI update Howard Brett
Update from Committee Chairs Chairs (standing item) Executive Leadership Company update (standing Nick Cross item)
CHL 2019/23 Company Business Plan Nick Cross draft
17
CHL Board – 26th March 2019 (Agenda circulated on the 19th March 2019)
Other Committees/ Fiduciary/ Exempt Advisory
Subject of Short summary Strategic/ Directorate Date information Group that Lead Officer Report Creative have considered any of these items
Quality, Health Mark No and Safety Humphries/Chris R&M/H&I update Franks
F&NI No Management
Accounts Steve England Finance Month 11
MTFP 19/20 Finance Yes onward Steve England
Rents report Finance No 19/20, Steve England
18 Update from Committee Chairs Chairs (standing item) Executive Leadership MD update (standing Nick Cross item)
2019/20 Final Steve England Budget Finance
2019/23 CHL Company Business plan Nick Cross final
19 20 CORNWALL HOUSING BOARD ACTION SHEET
Officers are requested to take the necessary action indicated against their names.
Contact: Lorna Curnow Governance and Control Officer, 01872 224326
Action Person Timescale for Open (OP), Responsible Completion overdue,(OD) or closed?(CL) 4 December 2017 ITEM 8
Transformation A Committee to convene to Nick Cross June 2018 OPEN Programme review the CC contract for update the CCL project and to give the Managing Director, CHL the authority to sign the contract
26th June 2018
Item 7
Statutory An informal update on the Nick Cross January 2019 OPEN Accounts Management Agreement 2017/18 would be made at the July Board meeting, with a formal presentation to Board in September. Presentation now to take place at a later Board meeting as still in progress
Update from the An item on the Equality in Jen To be confirmed OPEN Committees the workplace to be added Robertson/Nick to a future Board Agenda. Cross
31st July 2018
ITEM 6
Executive A report outlining CHL Chris Franks To be confirmed OPEN Leadership Development plans Team report presented to the Board. Ongoing discussions with the Council – update to be brought to a future F&NI
21 ITEM 12
Medium Term An alternative sensitivity Steve England February 2019 OPEN Financial Plan process to be presented to the Board Away Day in February 2019
25TH September 2018 ITEM 6
Executive The Managing Director, CHL Nick Cross November 2018 OPEN Leadership agreed to circulate a copy of Team update the staff survey to the Board members.
ITEM 7
Quality, Health, The Managing Director, CHL Nick Cross November 2018 CLOSED Safety and and the Director of Repairs Environmental and Maintenance to inform (HSEQ) update the Board on the outcome of the HSE response.
The Director of Repairs and Mark Humphries November 2018 CLOSED Maintenance will circulate a narrative on the number of properties that CHL are unable to gain access for gas servicing.
An update on the number of Mark Humphries November 2018 OPEN gas services for CHL properties proposed for the next 6 months.
ITEM 8
Transformation A complete set of Housing Nick Cross November 2018 OPEN Programme Review actions with tracked update actions to go to Board in November 2018.
Revised Cornish Housing Chris Franks March 2019 OPEN Standard to be considered by the Board
ITEM 11
NHF Code of The Chair of the Audit and Lorna November 2018 CLOSED Governance Risk Assurance Committee Curnow/Shelley to meet the Governance and Thornton Control officer to discuss the Code of Governance
22
Planned approval dates are as follows: 27th November 2018 Approved by Board
Cornwall Housing Board Meeting November 2018 Executive Leadership Team Report
Report from Nick Cross, Managing Director
23
Contents 1. Purpose of the report ...... 2 2. Key Updates ...... 2 2.1 Staffing ...... 2 2.2 Key Issues for Board Members to be aware of ...... 2 2.3 Initiatives ...... 3 2.4 Policies and Procedures ...... 3 2.5 Council Client relationship ...... 4 2.6 External Policy Environment ...... 4 3. Recommendation ...... 5
24 1. Purpose of the report 1.1 To advise the Board on key activity and information from the Executive Leadership Team since the last Board meeting. The report is for information purposes and notes links to other reports as appropriate. 2. Key Updates 2.1 Staffing • Jude Cross has just started in the role of Rough Sleeping Strategic Advisor. Jude joins us with a wealth of sector experience and will be carrying on the positive work delivering the Rough Sleeping Strategy and working with the Council and partners on delivering the projects funded by CHL and the national grants. • Unfortunately, Jane Couch who started as our Accommodation Solutions Manager in September has now left the role. This is the second member of staff appointed to this position who has not stayed with CHL and it is leaving a significant resource gap within James’ area. Following a brief review we have gone back out to recruit using specialist agencies and this is looking positive. James will be able to provide an update at the meeting. • The Restructure within the Homes & Investment Directorate is now going through formal consultation with staff and unions and so far has been positively received. It is envisaged the new structure will be operational by the end of March 2019. • The staff survey was undertaken during October and I am pleased to say that Cornwall Housing had a very strong response rate at over 60%. At the time of writing we are awaiting the results and I hope to be able to provide a verbal update at the Board meeting. • We are currently in discussions with the Unions on a proposal to begin to address the significant pay challenges within our trades and operatives. We previously reported to the Audit & Risk Assurance committee on the volume of agency use within our R&M teams and the impact this was having on productivity and budgets. This is largely down to lower than average pay levels amongst many of our trades staff which means we are unable to attract new staff to many roles. We are looking at the issues in two phases with currently work ongoing to address the current pay inconsistencies and grading and we hope to have this agreed and implemented by Christmas. In the new year we will then start to look at working hours and the trade benchmark rates. Whilst we anticipate any changes will increase the wages costs in R&M we will be able to reduce agency use significantly therefore reducing these higher cost posts and improving productivity. 2.2 Key Issues for Board Members to be aware of • We wrote to the Health & Safety Executive at the beginning of October to update them on the work we had been doing on the Chimneys and flues processes following the visit and subsequent notice. We have yet to receive a response and therefore we are formally submitting our evidence file to them for review. Mark will provide a verbal update during the H&S report on the agenda.
25 • The project at Urban Terrace in Callington is progressing well with at the time of writing four of the ten tenants having moved to alternative accommodation. Work is progressing positively on the other six tenants and we envisage that potentially eight of the Tenants will be moved out by Christmas. The Council is progressing the negotiations with the five sold properties with valuations having been undertaken. The Council hope to be able to begin buy-backs in the new year. We are not currently getting any negative media coverage and all tenants providing very positive feedback. • The annual Rough Sleeper count/estimate took place on 15th November and work is now underway to verify the information before submitting the details to the Home Office. We are unlikely to know the confirmed number for some weeks and indeed last year the information was embargoed until after Christmas. Evidence from the agencies seems to suggest that despite all the hard work being undertaken and the fantastic success of Nos Da Kernow, Rough Sleeping remains a challenge for Cornwall much like the rest of the Country. Last year the national figures saw a rise of 15% and so we await further detail of this year’s process. 2.3 Initiatives • The work Cornwall Council on the refresh of the Housing Revenue Account Business Plan is progressing well with all information and data submitted to the Council. We anticipate the plan will move into the democratic process in December before finally going to Cabinet and Council in February. There are no significant issues to bring to the Board’s attention at this time. The Board will get a full presentation on the Business Plan at the January meeting. • Discussions with ISOSpaces of Par on the potential for bringing forward some sites for Container homes to support increase in temporary accommodation and expansion of our Housing First pilot are ongoing however we have not at this time been able to bring forward any definitive proposals due to site constraints. We will review progress in the new year for next year’s Business Plan. • We have been undertaking significant work with the Council over the last six weeks on a project to look at the acquisition of a Private Rented portfolio to meet the local need of temporary accommodation as opposed to relying on the external market. This project will be discussed elsewhere on the agenda. • We are also currently working across the Group on the revision to the four year business plan. An initial draft was brought to the Finance and New Initiatives Committee at the end of October and is currently being finalised before submission to the Shareholder Board for consideration. The draft CHL business plan will be brought to Board at the January meeting. 2.4 Policies and Procedures • Lean Partnership – We continue to work with the Lean Partnership as part of our Customer First programme within the Transformation and Change projects. The Income Management project has now moved from design into implementation with some positive early signs. We have also just presented the outcome of the Complaints review and we are currently considering the implementation phase. Work has now started on a review of our Contract Management process and of the scoping for the Voids review.
26 • The following policies and procedures have recently been reviewed by the Executive Leadership Team:
o Downsizing policy; and o Visit in Pairs (VIP) policy. • The following policies have recently been agreed by the Corserv Board to apply across the Group:
o Anti-corruption, Fraud and Bribery; o Data Protection; o Modern Slavery; o Social Media; and o Whistleblowing. 2.5 Council Client relationship • We have carried out a significant review of the Commissioning Plan which is part of the new Management Agreement. We are currently undertaking a series of workshops with the Council to review and refine the commissioning plan before the Council finalise their requirements, which we anticipate to be in the New Year. It is hoped the new arrangements will be in place by April 2019. • Members of ELT recently attending the Council Housing Services away day to help promote greater vision of CHL and improve joint working. A number of opportunities and ideas were developed during the day which will be followed up over the coming months. 2.6 External Policy Environment • Housing Green paper – A new deal for social housing. Following the session at the last Board meeting a Cornwall Housing response was submitted to the Green paper. This is alongside the response submitted by the Cornwall Housing Tenants Forum and the Council. Five tenants recently attended a Ministerial Working Group session with representatives from the MHCLG and the Housing Minister. We now await the publication of the feedback which we anticipate to be in the new year. The timetable for any legislation is not currently set. • Consultation on the use of Right to Buy receipts and Rents for social housing from 2020/21 The Cornwall Housing Tenants Forum submitted responses to both consultations. Officers contributed to both responses submitted by the Council. • Housing Revenue Account Debt Cap In a surprise announcement at the Conservative Party Conference, the Prime Minister announced the ending of the debt cap and this was followed up with the necessary circular on 30th October to effect the change. The debt cap was introduced as part of the HRA self-financing settlement in 2012 to provide an absolute limit on the amount of borrow that Council’s could take on through the HRAs. No such cap was in place on council’s General Funds (just prudential borrowing rules) or on Housing Associations and so the Council Housing sector has been lobbying for some time to remove the cap to
27 allow Council’s to borrow to build more housing in their local area. The Council is currently reviewing their potential development programme as part of the HRA Business Plan and we anticipate there will be a significant uplift in the development aspirations within the HRA. Once more detail is known it will be shared with Board. • Universal Credit There continues to be significant national coverage of the impacts of Universal credit on the poorest families. Some announcements were made in the Budget of additional support to help ease the transition but it is too early to say what impact these announcements will have. We provide regular data to the Council on the impact on Universal Credit on Council Tenants and it is starting to have an impact on our income collection figures as anticipated. However it is not our intention to take a harder view on evictions for rent arrears as this has a significant impact on the households affected. Some current figures demonstrate the current situation:
o By mid October 9,969 claimants across Cornwall were receiving Universal Credit;
o 672 Cornwall Housing households are currently claiming Universal Credit;
o The arrears for these households in just under £300,000 which is roughly £440 per household; and
o If this level of arrears continues through the roll-out to Cornwall Housing households the total level of arrears could reach £1.2m. Clearly supporting our households is a key priority and we aim to continue to support residents through our Inclusion Advisors and promote Tenancy Sustainment as opposed to increasing evictions. In the first six months of this year our Inclusion Advisors have collectively supported tenants to gain £346,090.53 in additional benefits and helped sustain 13 tenancies. 3. Recommendation 3.1 The Board is requested to note this report for update.
28
Planned approval dates are as follows: 27/11/2018 Approved by Board
Cornwall Housing Board Meeting November 2018 Quality, Health, Safety and Environment (HSEQ) Reporting
Report from Mark Humphries, Director of Repairs & Maintenance and Chris Franks, Director of Homes & Investment.
29
Contents 1. Purpose of the report ...... 2 2. Executive summary ...... 2 3. Key headline information ...... 2 3.1.1. Gas Servicing ...... 2 3.1.2. Flues and Chimney update ...... 3 3.1.3. Incidents and Accidents ...... 3 4. Performance and Information ...... 4 5. Recommendation ...... 5 6. Appendices ...... 5 Appendix 1 - Health & Safety Inspections summary ...... 5 Appendix 2 - Gas Report end of Quarter 2 update ...... 5
30 1. Purpose of the report 1.1 To advise the Board on current compliance, report on Health & Safety inspections and to note the specific actions underway in order to address the performance around Gas Safety. 1.2 That the report is received and, following due consideration, the Board are sufficiently assured by the contents recognising that gas performance remains an area of risk that we are currently managing.
2. Executive summary 2.1 This report provides an overview of the Health and Safety reporting for Cornwall Housing ending October 2018. This information is recorded centrally within Corserv on the Entropy system providing for a consistent format across the group. 2.2 Additionally this report includes a summary of the current compliance performance with commentary.
3. Key headline information 3.1.1. Gas Servicing 3.1 At the end of September 2018 we had 59 properties without a valid gas safety certificate. Within this figure there were 24 properties which are being progressed through the Council’s legal team, due to no access. 3.2 The level of out of date gas services is due to a number of issues: - Capacity within the team remains an issue, which is being addressed by recruitment, use of external subcontractors, overtime and performance management. This was highlighted in the recent report to the Audit & Risk Assurance Committee due to the reliance on agency labour. However in recent weeks this pressure has eased slightly hence the improvement in gas servicing figures. - There has been a spike in volumes during the summer months – this cycle will be smoothed over the next 6 months, in order that the programme is manageable within our established resource capacity going forwards. The work has commenced to plan the smoothing process. 3.3 As reported previously we have introduced a number of administration changes to support gaining access including: - A dedicated resource to visit no access properties with the aim of gaining access or suitable appointments. - A call regime to make direct contact with each property, the day before a scheduled service to help minimise no access visits. 3.4 Actions are starting to show progress with the numbers reduced since the end of quarter. Appendix 2 gives an overview of progress since the end of Quarter 2. A verbal update will be provided at the meeting.
31 3.1.2. Flues and Chimney update 3.5 We wrote to the HSE in October to inform that our evidence file is ready for them to review; at the time of writing this report we have had no reply. 3.6 Work has progressed further on collating the evidence required and therefore it is our intention to send our evidence file to the HSE by the end of November to facilitate their review. Whilst the date of the notice has passed this has no implications for Cornwall Housing as it was simply the timeline for us to comply with the requirements. We are confident we have achieved this and that the processes are now embedded in day to day practice. We await final review by the HSE in due course. 3.1.3. Incidents and Accidents 3.7 There have been 4 RIDDOR or serious H&S events in quarter 1& 2 and the table below provides some additional commentary
RIDDOR Incident – summary details 2018/19 YTD Division Month RIDDOR Category Brief Day Potential Actual Entropy type Description s severity severity lost R&M May Over 7 Injured Shoulder 5 Moderate Moderate INC001 days whilst injury lifting 904 handling a rubble lifting or bag carrying R&M June Over 7 Injured Injured 7 Moderate Moderate INC001 days whilst hamstring 936 handling lifting lifting or window carrying from vehicle R&M July Over 7 Repetitiv Neck sprain 26 Moderate Moderate INC001 days e Motion while 936 / action plastering R&M Aug Over 7 Injured Injured 32 Moderate Moderate INC002 days whilst neck when 048 handling/ lifting lifting plasterboar plasterbo d into ard position sheets
3.8 The third incident included in the table relates to an Agency Worker employed in or R&M Team however, this should be reported to the HSE by the Agency that employs the Worker in question. It is however captured by CHL to enable us to review and take action.
3.9 As all cases have been Manual Handling issues we are reviewing with the Health & Safety Service our current practices and are looking at two key aspects:
32 a. additional training to highlight safe working practices in the area of manual handling. We have obtained a DVD briefing that all repairs staff will review as a tool box talk by the end of December. We will follow this up next year by creating our own bespoke training materials. b. Reviewing the mechanical aids that we use as standard to assist staff to handle and lift heavy or bulky items therefore removing the need for manual handling.
3.10 At this time none of the incidents have been followed up by the HSE.
4. Performance and Information a. The attached report (Appendix 1), provides Health and Safety statistics and trends for the year end 30 September 2018. b. Overall the incident statistics remain low for the year with 10 incidents recorded across Cornwall Housing. c. There have 33 site inspections carried out so far this year and the average score is 3.72. We are starting to see a number of Green assessed reports which is very encouraging and our Health & Safety Management Group is reviewing reports to ensure that good practice is embedded across the business – see Appendix 1 for detail. Where the inspection identifies an area for improvement (score of 3), these are addressed by the team as part of an individual action plan. Operational meetings are held with our service providers and details of the issue are recorded and actions monitored. The responsible person ensures that the Entropy system is updated with any completed actions. Any lessons learned would be detailed and monitored through future inspections. Trend detail on actions is reviewed through our regular Health and Safety meetings. d. Our compliance performance with commentary is outlined in the table below:
Compliance Q1/Q2 % Current Actions area
Gas 99.11% Much hard work and effort has gone into improving our level of performance in the area of Gas Servicing, we still have an issue in obtaining access into long standing no access properties, we are still trying every approach to achieve a successful visit and carry out a service to achieve a valid LSGR Legionella 100% Communal/commercial systems have all been risk assessed.
Fire Risk 97.95% 3 FRA’s were outstanding which were new properties brought into the stock – these
33 Assessments assessments have now been completed
Lifts 100% Full inspection process in place and ongoing
Asbestos 100% All voids have a Management Survey instigated and capital works have full R&D Surveys carried out.
Electrical testing 96.98% 10 Year electrical testing cycle, additional resources are being recruited into the R&M team in order to provide additional capacity. Non-access being managed in line with standard procedure. From 1st April 2019, we will be moving to a 5 yearly cycle.
4.1 Other areas that still need careful monitoring are detailed below in line with our current Risk Register:
Area of Impact Comments RAG Concern Rating
Risk 67 - risk Injury or death This remains a key area of risk. Access of non leading to remains a challenge along with resources to compliance imprisonment of carry out the annual safety checks. Measures (gas) senior officers are in place to support access and to ensure adequate resources to complete current and overdue annual safety checks.
Risk 68 – risk This remains an area of risk, however of non measures are in place to ensure that the full compliance testing programme is adequately resourced (electric) and that any actions required are adequately programmed
5. Recommendation 1. That the report is received and, following due consideration, the Board are sufficiently assured by the contents. 2. Board note the specific actions underway to continue to improve the performance around Gas Safety. 6. Appendices Appendix 1 - Health & Safety Inspections summary Appendix 2 - Gas Report end of Quarter 2 update
34 Site SHE Inspections average score Powered By
Division Score Cornwall Housing Average 3.72 Overall Average 3.72
Division Start Date End Date Num of Audits Cornwall Housing 23/04/2018 24/10/2018 33
Requested by Cheryl Hanns on 09/11/2018 01:41:48 PM Options: Report:Filters: Company (default) = "Cornwall Housing", Start Date = from 01/04/2018 00:0035 to 31/10/2018 23:59, Status = "Completed" Site SHE Inspections average score Powered By
Title Score Division Audit Audit ref Date 1.1 : CDM Management Arrangements 3- Improvement required Cornwall Housing 02/05/18 AUR-001591 3- Improvement required Cornwall Housing 02/05/18 AUR-001592 3- Improvement required Cornwall Housing 07/06/18 AUR-001594 3- Improvement required Cornwall Housing 03/05/18 AUR-001595 3- Improvement required Cornwall Housing 02/05/18 AUR-001596 3- Improvement required Cornwall Housing 07/06/18 AUR-001597 3- Improvement required Cornwall Housing 26/04/18 AUR-001600 3- Improvement required Cornwall Housing 26/04/18 AUR-001602 3- Improvement required Cornwall Housing 03/05/18 AUR-001607 3- Improvement required Cornwall Housing 22/05/18 AUR-001780 3- Improvement required Cornwall Housing 03/05/18 AUR-002027 3- Improvement required Cornwall Housing 07/06/18 AUR-002028 3- Improvement required Cornwall Housing 07/06/18 AUR-002090 3- Improvement required Cornwall Housing 07/08/18 AUR-002253 3- Improvement required Cornwall Housing 21/08/18 AUR-002420 3- Improvement required Cornwall Housing 21/08/18 AUR-002437 3- Improvement required Cornwall Housing 09/10/18 AUR-002440
1.11 : Work at Height / Falls risks 3- Improvement required Cornwall Housing 07/06/18 AUR-001594 3- Improvement required Cornwall Housing 07/08/18 AUR-002253 3- Improvement required Cornwall Housing 07/08/18 AUR-002259 3- Improvement required Cornwall Housing 18/10/18 AUR-002565 3- Improvement required Cornwall Housing 19/10/18 AUR-002566 1.12 : Fire, first aid & emergency 3- Improvement required Cornwall Housing 07/06/18 AUR-001594 procedures 3- Improvement required Cornwall Housing 07/06/18 AUR-001597 3- Improvement required Cornwall Housing 15/05/18 AUR-001601 3- Improvement required Cornwall Housing 22/05/18 AUR-001780 3- Improvement required Cornwall Housing 07/06/18 AUR-002090 3- Improvement required Cornwall Housing 14/06/18 AUR-002091 3- Improvement required Cornwall Housing 14/06/18 AUR-002094 3- Improvement required Cornwall Housing 07/08/18 AUR-002253 3- Improvement required Cornwall Housing 14/08/18 AUR-002263 3- Improvement required Cornwall Housing 20/08/18 AUR-002413 3- Improvement required Cornwall Housing 21/08/18 AUR-002420 3- Improvement required Cornwall Housing 21/08/18 AUR-002437 3- Improvement required Cornwall Housing 09/10/18 AUR-002440
1.14 : Site Security, signage & public 3- Improvement required Cornwall Housing 02/05/18 AUR-001592 protection 3- Improvement required Cornwall Housing 02/05/18 AUR-001596 3- Improvement required Cornwall Housing 07/08/18 AUR-002259 3- Improvement required Cornwall Housing 21/08/18 AUR-002437 3- Improvement required Cornwall Housing 09/10/18 AUR-002440 3- Improvement required Cornwall Housing 19/10/18 AUR-002566 1.16 : Induction, training & Competency 3- Improvement required Cornwall Housing 07/06/18 AUR-002028
1.17 : Contractor Mgt and Procurement 3- Improvement required Cornwall Housing 09/10/18 AUR-002440 1.19 : Premises Mgt (including Demolition 3- Improvement required Cornwall Housing 07/06/18 AUR-001594 & Asbestos 3- Improvement required Cornwall Housing 07/06/18 AUR-002090 3- Improvement required Cornwall Housing 14/06/18 AUR-002091 3- Improvement required Cornwall Housing 14/06/18 AUR-002094 3- Improvement required Cornwall Housing 07/08/18 AUR-002253 3- Improvement required Cornwall Housing 07/08/18 AUR-002259 1.20 : R.A.M.S, Registers and Permits 3- Improvement required Cornwall Housing 02/05/18 AUR-001591
Requested by Cheryl Hanns on 09/11/2018 01:41:48 PM Options: Report:Filters: Company (default) = "Cornwall Housing", Start Date = from 01/04/2018 00:0036 to 31/10/2018 23:59, Status = "Completed" Site SHE Inspections average score Powered By
1.20 : R.A.M.S, Registers and Permits 3- Improvement required Cornwall Housing 02/05/18 AUR-001592 3- Improvement required Cornwall Housing 07/06/18 AUR-001594 3- Improvement required Cornwall Housing 02/05/18 AUR-001596 3- Improvement required Cornwall Housing 07/06/18 AUR-001597 3- Improvement required Cornwall Housing 15/05/18 AUR-001601 3- Improvement required Cornwall Housing 26/04/18 AUR-001602 3- Improvement required Cornwall Housing 22/05/18 AUR-001780 3- Improvement required Cornwall Housing 14/06/18 AUR-002091 3- Improvement required Cornwall Housing 14/06/18 AUR-002094 3- Improvement required Cornwall Housing 07/08/18 AUR-002253 3- Improvement required Cornwall Housing 07/08/18 AUR-002259 3- Improvement required Cornwall Housing 20/08/18 AUR-002413 3- Improvement required Cornwall Housing 09/10/18 AUR-002440 3- Improvement required Cornwall Housing 23/10/18 AUR-002568 3- Improvement required Cornwall Housing 24/10/18 AUR-002642
1.22 : Lone Working & Special Groups 3- Improvement required Cornwall Housing 02/05/18 AUR-001592 3- Improvement required Cornwall Housing 02/05/18 AUR-001596 3- Improvement required Cornwall Housing 16/05/18 AUR-001603 3- Improvement required Cornwall Housing 16/05/18 AUR-001604 3- Improvement required Cornwall Housing 14/06/18 AUR-002091 3- Improvement required Cornwall Housing 14/06/18 AUR-002094 3- Improvement required Cornwall Housing 19/07/18 AUR-002096 3- Improvement required Cornwall Housing 19/07/18 AUR-002209
1.24 : Manual Handling & Ergonomics 3- Improvement required Cornwall Housing 07/06/18 AUR-001594 3- Improvement required Cornwall Housing 07/06/18 AUR-001597 3- Improvement required Cornwall Housing 16/05/18 AUR-001603 3- Improvement required Cornwall Housing 16/05/18 AUR-001604 3- Improvement required Cornwall Housing 19/07/18 AUR-002209 3- Improvement required Cornwall Housing 14/08/18 AUR-002263 3- Improvement required Cornwall Housing 20/08/18 AUR-002413 3- Improvement required Cornwall Housing 21/08/18 AUR-002420 3- Improvement required Cornwall Housing 21/08/18 AUR-002437 3- Improvement required Cornwall Housing 09/10/18 AUR-002440
1.25 : Site order / Housekeeping / Storage 3- Improvement required Cornwall Housing 02/05/18 AUR-001592 (incl HFLs & Refuelling) 3- Improvement required Cornwall Housing 02/05/18 AUR-001596 3- Improvement required Cornwall Housing 09/10/18 AUR-002440 3- Improvement required Cornwall Housing 23/10/18 AUR-002568
1.26 : Safety Signs / notices 3- Improvement required Cornwall Housing 07/06/18 AUR-001594 3- Improvement required Cornwall Housing 07/06/18 AUR-001597 3- Improvement required Cornwall Housing 26/04/18 AUR-001602 3- Improvement required Cornwall Housing 07/06/18 AUR-002028 3- Improvement required Cornwall Housing 07/06/18 AUR-002090 3- Improvement required Cornwall Housing 19/07/18 AUR-002096 3- Improvement required Cornwall Housing 07/08/18 AUR-002259 3- Improvement required Cornwall Housing 21/08/18 AUR-002437 3- Improvement required Cornwall Housing 09/10/18 AUR-002440 3- Improvement required Cornwall Housing 19/10/18 AUR-002566
1.4 : Plant and Work Equipment 3- Improvement required Cornwall Housing 07/06/18 AUR-001594 3- Improvement required Cornwall Housing 07/06/18 AUR-001597 3- Improvement required Cornwall Housing 16/05/18 AUR-001603 3- Improvement required Cornwall Housing 16/05/18 AUR-001604 3- Improvement required Cornwall Housing 22/05/18 AUR-001780 3- Improvement required Cornwall Housing 07/06/18 AUR-002090
Requested by Cheryl Hanns on 09/11/2018 01:41:48 PM Options: Report:Filters: Company (default) = "Cornwall Housing", Start Date = from 01/04/2018 00:0037 to 31/10/2018 23:59, Status = "Completed" Site SHE Inspections average score Powered By
1.4 : Plant and Work Equipment 3- Improvement required Cornwall Housing 19/07/18 AUR-002096 3- Improvement required Cornwall Housing 19/07/18 AUR-002209 3- Improvement required Cornwall Housing 20/08/18 AUR-002413 3- Improvement required Cornwall Housing 21/08/18 AUR-002437 3- Improvement required Cornwall Housing 09/10/18 AUR-002440 3- Improvement required Cornwall Housing 23/10/18 AUR-002568 3- Improvement required Cornwall Housing 24/10/18 AUR-002642 1.5 : PPE and RPE 3- Improvement required Cornwall Housing 07/06/18 AUR-001594 3- Improvement required Cornwall Housing 07/06/18 AUR-002028 3- Improvement required Cornwall Housing 07/08/18 AUR-002259 3- Improvement required Cornwall Housing 20/08/18 AUR-002413 3- Improvement required Cornwall Housing 09/10/18 AUR-002440 3- Improvement required Cornwall Housing 19/10/18 AUR-002566
1.6 : Chemical Agents – COSHH 3- Improvement required Cornwall Housing 02/05/18 AUR-001591 3- Improvement required Cornwall Housing 02/05/18 AUR-001592 3- Improvement required Cornwall Housing 07/06/18 AUR-001594 3- Improvement required Cornwall Housing 02/05/18 AUR-001596 3- Improvement required Cornwall Housing 07/06/18 AUR-001597 3- Improvement required Cornwall Housing 26/04/18 AUR-001600 3- Improvement required Cornwall Housing 22/05/18 AUR-001780 3- Improvement required Cornwall Housing 07/06/18 AUR-002028 3- Improvement required Cornwall Housing 07/06/18 AUR-002090 3- Improvement required Cornwall Housing 14/06/18 AUR-002091 3- Improvement required Cornwall Housing 14/06/18 AUR-002094 3- Improvement required Cornwall Housing 07/08/18 AUR-002253 3- Improvement required Cornwall Housing 07/08/18 AUR-002259 3- Improvement required Cornwall Housing 21/08/18 AUR-002420 3- Improvement required Cornwall Housing 23/10/18 AUR-002568 3- Improvement required Cornwall Housing 24/10/18 AUR-002642 1.8 : Respiratory Risk & other Health 3- Improvement required Cornwall Housing 07/06/18 AUR-001594 3- Improvement required Cornwall Housing 07/08/18 AUR-002259 3- Improvement required Cornwall Housing 20/08/18 AUR-002413 3- Improvement required Cornwall Housing 21/08/18 AUR-002420 3- Improvement required Cornwall Housing 21/08/18 AUR-002437 3- Improvement required Cornwall Housing 03/10/18 AUR-002438 3- Improvement required Cornwall Housing 18/10/18 AUR-002565 3- Improvement required Cornwall Housing 23/10/18 AUR-002568 3- Improvement required Cornwall Housing 24/10/18 AUR-002642 Total
Requested by Cheryl Hanns on 09/11/2018 01:41:48 PM Options: Report:Filters: Company (default) = "Cornwall Housing", Start Date = from 01/04/2018 00:0038 to 31/10/2018 23:59, Status = "Completed"
Appendix Two
Gas Report end of Quarter 2 Update
39
Contents 1. Purpose of the report ...... 2 2. Executive summary ...... 2 3. Key headline information ...... 2 3.1.1. Current performance ...... 2 3.1.2. Key highlights ...... 2 4. Actions being taken to achieve compliance ...... 2 5. Appendices ...... 2 Appendix 1 - Review of Q2 gas servicing position...... 2 Appendix 2 - Q2 properties non-compliant ...... 2
40 1. Purpose of the report 1.1 To advise the client on the outcome of the gas servicing position for Q2 including mitigating factors. 2. Executive summary 2.1 This report provides an overview of the current position as at the end of quarter 2 2018/19. It highlights key headline information including previous and current compliance position along with applicable mitigation. 2.2 Additionally this report includes a summary of the actions being taken to improve the position. 3. Key headline information 3.1.1. Current performance 3.1 As at the end of quarter 2 2018/19 the headline performance of the responsive maintenance service was; 1) 26 Properties with legal 2) 33 Properties over due 3.1.2. Key highlights 3.2 From the 26 properties that were with legal 13 properties and 17 properties from the 33 overdue list have now been completed due to our persistence and the utilisation of a TSO to knock on doors to gain entry and physically speak to our customers.
4. Actions being taken to achieve compliance A. Re-profiling of properties to group properties into postcodes and reduce the troughs and peaks in gas servicing numbers B. Utilise Warning stickers to be placed on doors when a second no access attempt is made. C. Frequent meetings with sub-contractors to monitor performance, request made that they all adopt electronic working to ensure we have certificates instantly. D. Van stocks are being created and monitored to enable a first time fix thus reducing callbacks and wasted hours travelling.
5. Appendices Appendix 1 - Review of Q2 gas servicing position Appendix 2 - Q2 properties non-compliant
41 Appendix 1 – Review of Q2 gas servicing position At end of quarter two there were 59 non-compliant properties containing a gas supply, 26 properties were with Legal and 33 overdue. This is following a large peak of gas servicing throughout the summer months, which has not been supported by having a number of operatives on long-term sickness. There has been a requirement to use Agency staff and sub-contractors, which can often create added pressures in terms of quality and training to complete the task to our expectations.
Five of these properties do not have a live gas supply following a visit from our sub- contractor; we are awaiting final 2 certificates to confirm that no gas is present which will then remove the properties from the programme.
79 GRENFELL AVENUE Saltash 14 CARDINNIS GREEN Liskeard 76 GRENFELL AVENUE Saltash 11 SPURWAY ROAD Liskeard 2 POLDHU ROAD Liskeard
From the 26 properties that were with legal 13 properties and 17 properties from the 33 overdue list have now been completed due to our persistence and the utilisation of a TSO to knock on doors to gain entry and physically speak to our customers.
There are issues around the availability of paperwork such as LGSR’s (Landlord Gas Safety Records) and warning notices following a job due to all tasks completed manually rather than on a mobile device where information can be uploaded onto the system instantly, the paperwork often sits in a van for a week and then handed into the office on a Monday morning which then needs to be checked by a Operations Manager and then manually uploaded onto the system to be closed down. This results in data not being able to be reported as a live document and means we are a week behind.
Whilst we await a mobile working solution for our in-house team we are instructing contractors to adopt an electronic reporting process so we can receive LGSR’s almost instantly, this will in time become a requirement to work for us.
The housing stock is being re-profiled to remove all the peaks and troughs, currently there is a large peak in the summer months that has not been addressed, a review of the past two years repair numbers has inputted into the number of job allocations we can complete each month, whilst we try to achieve an even number of services during the year we wish to reduce the requirement for servicing in winter months to allow for high number of repairs but service more in the summer, not to extent of requiring external support though.
Warning stickers have now been procured which will be placed on the front doors of properties we cannot access following a second no access, this is to create awareness to not only the occupier but neighbours too, neighbours will often call
42 the number provided to inform CHL of the occupants movements (in Care Home or working hours) which will give us a greater knowledge and chance of accessing the property. If there is an external gas meter this will be capped on the second attempt.
Van stocks have been reviewed utilising usage reports and knowledge of the housing stock; this will provide a greater first time fix rate to avoid call backs which adds to the engineers workloads etc.
43
Appendix 2 - Q2 properties non-compliant
With Legal
Address due date
61A Meadowbank Road Falmouth Complete 10/08/2018 34 Acacia Road Falmouth Complete 29/08/2018 27 QUEEN ELIZABETH ROAD Launceston Complete 06/09/2018 9 BODGARA WAY Liskeard Complete 11/09/2018 32 Pendarves Road Falmouth Complete 14/09/2018 3 Merrifield Close Truro Complete 15/09/2018 114 KINSMAN ESTATE Bodmin Complete 18/09/2018 18 ST LEONARDS ROAD Launceston Complete 28/09/2018 104 Cornish Crescent Truro Complete 21/09/2018 23 GLEBELANDS Looe Complete 10/08/2018 2 RIVER VIEW Saltash Complete 18/08/2018 11 CARPENTER COURT Bodmin Complete 29/08/2018 24 MELBOURNE ROAD Liskeard Complete 29/09/2018 8 LYNHER COURT Saltash Not Complete 24/02/2018 34 LEANWAY Saltash Not Complete 13/06/2018
7 LEANWAY Saltash Not Complete 30/06/2018
Internal meter, tenant in 30 Old Hill Crescent Falmouth 10/07/2018 care 62 CULVER ROAD Saltash Not Complete NOW VOID 21/07/2018
7 SOUTHERNHAYE Launceston Complete 07/08/2018
29 PRINCE PHILIP ROAD Launceston Capped off 15/08/2018
38 BABIS FARM WAY Saltash Complete 21/08/2018 68 Rosedale Road Truro Complete (11/10) 31/08/2018
50 Tresawle Road Falmouth Capped off 05/09/2018
34 Cornish Crescent Truro Not Complete 08/09/2018
32 HARMER CLOSE Bodmin Complete 08/09/2018
36 PRINCE PHILIP ROAD Launceston Complete 15/09/2018
26 in total.
6 remaining properties to be completed.
44
Overdue Properties
Address due date
71 QUEEN ELIZABETH ROAD Launceston Complete 29/08/2018 Dobwalls 25 TWELVEWOODS PLACE Complete 30/08/2018 Trewidland 60 PRINCE PHILIP ROAD Launceston Complete 30/08/2018 54 HAMOAZE ROAD Torpoint Complete 06/09/2018 2 HARVEY STREET Torpoint Complete 06/09/2018 36 GRENFELL AVENUE Saltash Complete 07/09/2018 21 WARFELTON CRESCENT Saltash Complete 27/09/2018 7 BRIAR ROAD Bude Complete 27/09/2018 14 Orchard Close Truro Complete 28/09/2018 27 HURDON WAY Launceston Complete 28/09/2018 2 MANLEY CLOSE Liskeard Complete 29/09/2018 B1-7 Saracen House Penryn Complete 16/08/2018 19 Pendarves Road Falmouth Complete 08/09/2018 11 CHURCH LANE Calstock Complete 11/09/2018 5 EVENDEN COURT Torpoint Complete 14/09/2018 9 PENGELLY PARK Antony Complete 28/09/2018 11 PENGELLY PARK Antony Complete 28/09/2018 79 GRENFELL AVENUE Saltash No Gas 04/09/2018 14 CARDINNIS GREEN Liskeard No Gas 06/09/2018 76 GRENFELL AVENUE Saltash No Gas 06/09/2018 11 SPURWAY ROAD Liskeard No Gas 06/09/2018 2 POLDHU ROAD Liskeard No Gas 11/09/2018 12 LANCHARD ROAD Liskeard Complete 26/06/2018 16 CAREW GARDENS Saltash Complete 07/09/2018
2 ROSENUN Looe Complete 12/09/2018
8 LAWRY CLOSE Liskeard Complete 14/09/2018
17 MOORLAND VIEW Saltash Complete 22/09/2018
2 NEWPORT PLACE Callington Outstanding 22/09/2018
32 PENTIRE ROAD Torpoint Outstanding 25/09/2018
36 CROSS LANES Launceston Complete 25/09/2018 3 Newham Road Truro COMPLETE 19/10 28/09/2018
27 Newham Road Truro Outstanding 28/09/2018
2 OAKLANDS GREEN Saltash Complete 28/09/2018 Total 33 Properties with 3 remaining properties to be completed
45
46
Planned approval dates are as follows: 27th November 2018 Approved by Board
Cornwall Housing Board Meeting November 2018 Gender Pay Gap – Cornwall Housing Ltd. Narrative for 2019 Corserv Report
Report from Pete Jarman – Director of Landlord Services
47
Contents 1. Purpose of the report ...... 2 2. Executive summary ...... 2 3. Background...... 2 4. Details of the proposal ...... 2 5. Recommendation ...... 3
48 1. Purpose of the report 1.1 To advise the Board and seek Board approval on the narrative in relation to Cornwall Housing Ltd. that will form a part of the Corserv Gender Pay Gap Report that will be published after 1 April 2019.
1.2 The final Corserv Gender Pay Gap report will be going through the Group Board before sign-off for publication.
2. Executive summary 2.1 This report concerns the narrative for CHL for this year’s Corserv Gender Pay Gap report which has to be published next April. The data is based on figures from 31 March 2018. Cornwall Housing Ltd. has a mean hourly pay gap between men and women of 7.2% (up 0.3%from last year) and a median hourly pay gap of 2.3% (down from 1.1% from last year). We compare favourably with other Corserv companies and the Council.
3. Background 3.1 Gender Pay Gap legislation introduced in April 2017 requires all employers of 250 or more employees to publish statutory calculations showing the pay gap between their male and female employees. This will also have to be displayed on the Corserv website. The Gender Pay Gap is different to ‘Equal Pay’ which means that it is unlawful to pay people differently for carrying out the same jobs, similar jobs or jobs of equal value. Across the Corserv Group, the job evaluation process should ensure that we do not fall foul of Equal Pay legislation. The gender pay gap shows the difference in the average pay between all men and women in a workforce. 3.2 The report must be published for each company from April 2019 and relates to data as at 31 March 2018. The national average gender pay gap has been calculated at 18.1%.
4. Details of the proposal 4.1 What information will be reported? 1. The difference between the mean hourly rate of pay of relevant male employees and that of relevant female employees. By taking into account the full earning distribution, the mean takes into account the low and high earners in an organisation. 2. The difference between the median hourly rate of pay of relevant male employees and that of relevant female employees. By identifying the wage of the middle earner, the median is the best representation of the ‘typical’ gender difference. 3. The difference between the mean bonus pay paid to relevant male employees and that paid to relevant female employees. (This is not relevant to CHL) 4. The difference between the median bonus pay paid to relevant male employees and that paid to relevant female employees. (This is not relevant to CHL)
49 5. The proportions of relevant male and female employees who were paid bonus pay in the relevant 12 month period. (This is not relevant to CHL) 6. The proportions of relevant male and female employees in four notional quartile pay bands. This data will show the spread of male and female earners across an organisation, helping to show employers where women’s progress might be stalling so they can take action to support their career development. 4.2 The report covers the mean pay difference, median pay difference and the pay quartiles are all based on establishing the 'hourly rate of pay' for each relevant full pay employee. 4.3 Cornwall Housing compare favourably with all of the other companies in the Corserv Group other than Jobline Staffing. We also compare favourably in comparison with Cornwall Council where last year, their gap between the mean hourly rates of men and women was 12.1% and the median hourly rates were 14.9% 5. Recommendation 5.1 The Board is requested to approve the narrative for this year’s Corserv Gender Pay Gap report.
50
Gender Pay Gap Narrative 2018
Summary data: background
Cornwall Housing manages and maintains over 10,000 Cornwall Council-owned homes, as well as:
• looking after approximately 300 leaseholders • managing garages and shops • managing land in neighbourhoods with council-owned housing • delivering the Homechoice and Housing Options and advice service on behalf of Cornwall Council • owning 56 homes for social rent across the county.
Summary data and gender pay gap calculations
199 193
From the previous reporting period Cornwall Housing has a reduction of 23 males and 7 females across the workforce.
In comparison to the previous year the mean average has increased by 0.2%, it is likely that the reduction in workforce across the last reporting period can be attributed to this minor rise.
51
In comparison to the previous year the median average has decreased from a gap of 47p and 3.4% to 27p and 2.3% for this year. There has been an even spread of both males and female changes across the pay quartile bands which is reflected in this change.
Quartile band data 2018
Proportion Full Pay M/F in each Band Rate MFMF £ - £ 10.44 43 54 44.33% 55.67% £ 10.44 £ 11.34 50 42 54.35% 45.65% £ 11.34 £ 13.34 45 64 41.28% 58.72% £ 13.34 61 33 64.89% 35.11%
2017
For the second year Cornwall Housing has reported a very reflective workforce across all pay quartiles, highlighting that roles are not gender specific. In this year’s reporting there are 23 less males than in the previous reporting period, as highlighted in the figures above, these changes are evenly spread across quartile bands and are not targeted towards any level of the company. There has been a reduction of 5 males at the upper quartile level which is aligned to a reduction of 5 females at the same level. In relation to roles held by females there has actually been an increase of 10 more females in the upper middle quartile of the Company
Cornwall Housing promote all roles and opportunities within the company in an open and inclusive environment and individuals with the correct skill set are encouraged to apply, this is reflected in the evenly balanced quartile data.
Cornwall Housing continues to promote equality and inclusion across service delivery, ensuring that tenants are included in the decision making process and that there is a transparent and open culture around reducing any inequalities.
52
Planned approval dates are as follows: 23rd October 2018 Approved by Finance & New Initiatives Committee 27th November 2018 Approved by CHL Board
Cornwall Housing Board Meeting November 2018 Key Performance Indicators Report Q2
Report from Nick Cross, Managing Director
53
Contents 1. Purpose of the report ...... 2 2. Executive summary ...... 2 3. Details of the performance ...... 2 4. Recommendation ...... 3 5. Appendices ...... 3 1. Key Performance Indicators Report Q2 2018/19 ...... 3
54 1. Purpose of the report 1.1 To provide an update to the CHL Board on the current performance against our Key Performance Indicator data set as reported to the Council. This report was presented to the Finance & New Initiatives Committee in October. 2. Executive summary 2.1 Our performance is formally reported at the end of each quarter to both our Council Client and to the F&NI committee on behalf of the Board. Our quarter 2 report outlines performance for the first six months of the year against our 27 Key Performance Indicators. Quarter 2 has seen an improvement in a number of key performance indicators most notably around Bed & Breakfast accommodation and satisfaction. Trend indicators also point to an ongoing improvement in performance in the majority of indicators. 3. Details of the performance 3.1 The full report provides detail of performance and commentary against each of the 27 indicators. Summary headlines are as follows: 3.1.1 Income 3.2 Our income performance remains strong and ahead of target despite the ongoing roll out of Universal Credit. However, we are currently modelling significant potential pressure over the coming six months as Universal Credit begins to bite. Our Customer First programme is currently undertaking a full review to streamline processes to allow us to support residents manage their finances. 3.1.2 Voids 3.3 Whilst performance is not yet at target quarter 2 has seen an improvement in void turnaround which is helping reduce the overall year to date performance. The void volumes are currently at a manageable level and should this continue there is a possibility the performance may recover over the year towards target. However we are still experiencing properties that are ‘hard to let’ and require multiple adverts and this information is being collated a fed back to the Council as part of the review of the Allocations Policy. 3.1.3 Repairs & Maintenance and Assets 3.4 Performance in this area has further improved across the board and even though average cost is still reporting as a red indicator it has improved in Q2 to be closer to target. Capital programme spend is slightly ahead of target and all bar 2 properties met the Cornish Housing Standard at the end of Q2. 3.1.4 Housing Options and Homelessness 3.5 Most significantly we have no 16/17 year olds or Families with children in Bed and Breakfast which is a key priority for the Council. Whilst households in temporary accommodation remains over target it has improved this quarter. The current reported prevention indicator is no longer nationally recorded and has been replaced by a new indicator - % of successful homeless preventions and relief outcomes – and at the end of quarter 2 we are recording a rate of 61.03% which is ahead of a provisional target.
55 3.1.5 Corporate Health 3.6 Significant amount of work has been undertaken on Gas Servicing over the last 3 months which has resulted in a significant improvement which is continuing into quarter 3. Whilst we are not yet achieving 100% we are on target to achieve this later in the year subject to obtaining access to the current small number of difficult cases. 3.7 Our sickness levels have increased and we are closely monitoring this through our management teams in particular the increase in long-term sickness cases. 3.8 Financial performance is reported in more detail elsewhere on the agenda. 3.1.6 Customer Service 3.8 Performance in the Customer Contact Centre remains strong after the problems experienced at the end of last year. Satisfaction with our repairs has improved but is still behind target but work in ongoing to improve the service with Scheduler going live in quarter 3 which will help improve setting appointments. We have now been able to include some satisfaction information from our Kitchen and Bathroom Programme which is rated very highly by our residents. Satisfaction with voids has reduced however we have only had feedback from 15 properties in the quarter which makes the score less reliable. However, we are reviewing the responses and our void standard works. 4. Recommendation 4.1 The Board is requested to note the report and the associated commentary outlining relevant actions underway to continue to improve our performance. 5. Appendices 1. Key Performance Indicators Report Q2 2018/19
56 Cornwall Housing Ltd
Key Performance Indicators Report Q2 2018/19
September 2018
V1.0 Final
57 Cornwall Housing Ltd 2017/18 Q2 KPI Summary
Executive summary Overall performance has improved since Q1 with a significant reduction in Red KPIs and an upswing in those that are now reporting Green.
Key Concerns: ● Arrears ● Gas Safety ● Sickness
Key achievements: ● Income collection ● Voids ● Priority groups in inappropriate temporary accommodation (16/17 and FWC)
The business is undertaking a series of Lean process reviews to identify key areas for improvement, design better processes and implement these. Along with the work plans detailed in the Business Plan, these changes will see improved performance and mitigation of risks.
Context and environment:
Universal Credit Universal Credit full service completed mid June 2018. CHL is seeing an increase of Universal Credit claimants of circa 100 per month. Financial modelling has been undertaken to further understand the risk Universal Credit places on the business and the expected levels of arrears. The business is responding through increased Inclusion Advisor activity and the implementation of a swifter rent collection process to minimise the build up of arrears and to assist customers to pay on time and in advance. Further work to support this will be delivered by the next Lean Process Review which will focus on our Lettings service.
Sickness The business has seen a rise in sickness this quarter and managers are concerned that this will become a worsening trend. Whilst support with HR issues have improved over the last year, Senior Managers feel more could be done to support staff with adherence to the Absence Management Policy. This policy is still interim, and Managers would like to see an updated more robust policy.
Recruitment and Retention Across the business issues with recruitment and retention are putting pressure on stretched teams and managers. We are seeing staff leave for higher paid roles with the Council, Corserv or other Registered Providers. As with sickness, the Senior Management team await the results of the recently conducted staff satisfaction survey and the resulting action plan.
New Build Market The buoyant new build market in Cornwall is having a detrimental effect on our business. This is evident in the increased costs for materials and services and the difficulty in recruiting and retaining qualified and experienced staff. The Senior Management Team will keep a watching brief on this and highlight any specific issues for resolution to ELT.
Legal Services Across the business the difficulty in getting a timely response from the Legal Team provided by Cornwall Council is impacting our ability to deal with a number of issues including access for gas safety check and arrears related court action. The Senior Management Team will investigate options to approach other suppliers of specialist legal services that are part of the Advantage South West Framework and will put forward a proposal to ELT in due course.
58 Cornwall Housing Ltd 2017/18 Q2 KPI Summary
17/18 18/19 18/19 Report Owner Indicator Yr End Yr end Q2 Q1 Q2 Q3 Q4 Trend Unit Result Target Target
Landlords 1.1: Rent collected - HRA 99.75% 98.50% YTD 97.50% 101.45% 99.56%
Landlords 1.2: Rent arrears - HRA 2.39% 3.88% YTD 3.44% 2.42% 3.07%
Landlords 1.3: Rent collected - PSL 97.39% 93.00% YTD 93.00% 98.20% 98.41% Income - 1. Landlords 1.4: Rent arrears - PSL 3.11% 7.40% YTD 7.40% 4.56% 4.60%
Landlords 2.1:Average re-let times - Standard HRA 23.5 22.00 YTD 22.50 28.29 25.37
Landlords 2.2: Average re-let times - All re-lets HRA 31.09 35.00 YTD 35.00 39.60 36.67
Voids - 2. Housing 2.3: Average re-let times - PSL 20.88 21.00 YTD 21.50 40.00 36.22 Options
3.1: % of all reactive repairs completed R&M 95.33% 97.50% YTD 97.50% 96.54% 97.07% on time 3.2: Average cost per property of R&M 471.00 £380.00 YTD £190.00 £111.34 £211.56 responsive repairs 3.3: Average SAP rating of self-contained R&M 67.00 68.00 Annual 68.00 67.00 N/A dwellings
Assets - 3. 3.4: % of homes that meet Cornish Housing Assets 99.04% 100.00% YTD 100.00% 99.42% 99.98% Standard
Assets 3.5: % of Capital programme spent 90.96% 100.00% YTD 42.00% 18.80% 43.65%
Repairs & Maintenance and
Housing 4.1: Preventions and relief per 000s 5.69 9.50 YTD 4.75 1.51 3.50 Options households
Housing 68.00 40.00 Bi Ann N/A 64 N/A N/A Options 4.2: Rough sleeper count
Housing 4.3: Households in temporary 220.00 201.00 M 201.00 257.00 245.00 Options accommodation
Housing 4.4: Number of 16 or 17 yr olds in B&B 4.00 0.00 M 0.00 3.00 0.00 Options Homelessness - 4. Housing Options & Housing 4.5: Families with children in B&B over 6 3.00 0.00 M 0.00 2.00 0.00 Options weeks
5.1: % of properties with a valid gas Assets 99.23% 100.00% YTD 100.00% 97.94% 99.11% certificate - HRA 5.2: Average working days lost to sickness All 9.24 8.00 YTD 3.96 1.76 4.42 per employee
Finance 5.3: Surplus as % of Full Year Income 2.97% YTD 2.97% 2.13% 2.33%
Corporate Health - 5. Finance 5.4: Actual surplus (Income vs Expenditure) 454k £1.123m YTD £0.562m £0.138m £0.506m
Customer 6.1: % of Step 1 complaints responded to in 64.23% 95.00% YTD 90.00% 95.56% 97.62% Service deadline
Customer 6.2 % of calls answered within 5 minutes >90.00% M >90.00% 92.94 96.32% Service
Assets 6.3: Satisfaction with planned works 97.24% 88.00% YTD 88.00% N/A 90%
R&M 6.4: Satisfaction with void works 88.09% 83.00% YTD 83.00% 79.00% 73.30%
Customer Service - 6. R&M 6.5: Satisfaction with repair 78.58% 87.75% YTD 84.00% 77.00% 81.00%
6.6: Overall satisfaction with Cornwall All 86.00% 90.00% Annual N/A N/A N/A N/A Housing Ltd
Key: Performance is on target or better
Performance is worse than target
Performance is much worse than target
Performance is better then last quarter
Performance is worse than last quarter
59 Income Collection Quarterly Key Performance Indicators 2017/18
Section 1 - Summary Progress against target: A good performance by the three teams within the section - Income, Rents & Inclusion have delivered a Q2 return of 99.56% against the target of 98.50% for the Housing Revenue Account (HRA) KPI. This was despite increasing numbers of Universal Credit (UC) claimants, the roll out of the reduced Benefit Cap and the implementation of a range of other welfare benefit changes (Child Tax Credits and Housing Benefit). Private Sector Leased (PSL) collection rates have improved considerably since the rents team in Landlord services assumed management responsibility back in July 2017 - dedicated officers now ensure all the appropriate housing benefit claims are highlighted rapidly to Housing Options, pursued and paid across to the rent accounts. Monthly cross departmental liaison meetings are now formally established enabling greater situational awareness. Activity last quarter: PSL FTA rent collection has continued to make good progress in contacting former PSL tenants and setting up repayment plans and ensuring collection amounts are now coming in on a regular basis. Inclusion officers (IA's) continue to support tenants and develop their ability to meet current rent and arrears payments. An internal operational review has been conducted to maximise IA (Inclusion Advisor) impact and reach and we are interviewing for the IA position regarding our fixed term member who has recently resigned. Enhancements to Open Housing has enabled UC case management reporting facilities within the rent system. These reports are being used to help with the day to day caseload and will be integral to the UC impact measurement and recording. Work continues with Housing Options to support the HR Act preparations. Additional payment methods (Council's automated 24/7 payment line & Allpay "Any day" Direct Debit portal) have enhanced customer service. Next steps: Continued improvement of PSL rent management, and diligence to ensure customers are receiving their full housing benefit entitlements. Application of rent management policy in conjunction with the tenancy sustainment support provided by the inclusion advisors. New communications streams to support existing tenants, enhancing customer service and information. However, it’s been a tough 6 weeks, although our targets are still in the green we are preparing ourselves to be in the red in the next few months, this is all down to U/C rapidly increasing the arrears. We need to change the way we work and how we collect the rents, this is what we have been working on over the past 6 weeks. Big changes to come, although it will get worse before it gets better. Come December we should be doing a bit better, with our targets improving. Forward view: UC cases have increased and been reflected in the financial modelling profile, with roll out of Universal Credit full service completed mid June 2018. This has started to impact current IA capacity and increase the number of tenants paying monthly in arrears - however CC's additional Discretionary Housing Payments (DHP) of 2 weeks automatic DHP will have extremely positive impacts on new UC cases. The ability to utilise the new Allpay Any day DD portal will also assist tenants. DHP for tenants impacted by the reduced Benefit Cap will be reviewed with expected increases in arrears for cases where no further award is made. PSL rent collection and management of arrears is heavily reliant on the DHP budget as this has replaced the Homelessness Prevention fund. Continued monitoring will ensure any risks associated are mitigated where possible.
1.1: Rent collected as a % 106.00% of rent owed - HRA Actual 99.56% RAG 1.00 Trend 104.00%
Full Year Target 18/19 Q1 Q2 Q3 Q4 102.00%
Target 98.50% 97.50% 97.25% 98.50% 2018/19 98.50% 100.00% Actual 101.45% 99.56%
Narrative: Qtr. 2 performance has exceeded the target set, No. No. accts 98.00% bearing in mind the huge impact UC have had on our 12,366 3799 collection amounts over the last quarter. We now have Accounts in arrears 4,009 direct debit payers which in real cash terms amounts Amount 96.00% to over £3.9M collected – the highest number we have ever No. paid 4,009 paid by £3,894,706 had. by DD DD 94.00% The Allpay App continues to be taken up by tenants with an Amount income collection of over £268k. No. paid 234 paid by £268,166 The Allpay Any day Direct Debit scheme is up and running by App App 92.00% and we have successfully taken three DD payments using Q1 Q2 Q3 Q4 this brand new payment method. A further months testing Target 2018/19 2017/18 2016/17 Benchmark 17/18
1.2: Rent arrears of 14.00% current tenants as a % of Actual 3.07% RAG 0.03 Trend the annual rent debit - HRA 12.00%
Full year target 18/19 Q1 Q2 Q3 Q4 10.00%
Target 3.00% 3.44% 4.00% 3.88% 2018/19 3.88% 8.00% Actual 2.42% 3.07%
Narrative: Another strong performance meeting target. 6.00% Summons Possession 18 5 issued orders By Q2 2018/19 there have been 3 evictions within the
social housing stock managed by CHL. 1 of these evictions 4.00% was attributed to Welfare Reform.
Rent management officers have reported increased levels of Suspended Evictions 12 3 2.00% non-payment especially around the increased number of orders issued tenants moving across to Universal credit, general indebtedness, and a failure by tenants to seek support. 0.00% Q1 Q2 Q3 Q4 Evictions 3 Target 2018/19 2017/18 2016/17 Benchmark 17/18
60 Page 4 of 14 Income Collection Quarterly Key Performance Indicators 2017/18
1.3: Rent collected as a % 100.00% of rent owed - PSL Actual 98.41% RAG 0.98 Trend
98.00% Full year target 18/19 Q1 Q2 Q3 Q4
96.00% Target 93.00% 93.00% 93.00% 93.00% 2018/19 93.00% Actual 98.20% 98.41% 94.00% Narrative: Landlord Services assumed PSL rent collection responsibilities in July 2017, and this centralisation of resource has led to a strong recovery rate - an excellent team performance set to continue. Q2 results have resulted in exceeding the target set at 93% with an impressive 98.41% collection rate - 92.00% a swing of nearly 1% since the end of Q4. Rental income has been impacted by 2 key factors: a) Reliance on DHP for families affected by the Benefit Cap. There have been processing delays due to
increased volumes and a repetition of dependencies on the funding through continuous awards. 90.00% Targeted move-ons and less reliance on the DHP fund is expected to meet rental expectations; this is caveated by affordability of accommodation in the private sector. b) Delays in Housing Benefit (HB) processing times. Primarily due to a marked increase in emergency accommodation provision and multiple placements, especially within PSL properties. This can result in a 88.00% Q1 Q2 Q3 Q4 high level of arrears, of which the claimant would be unaware. Improvements to the PSL service should mitigate this risk although we expect fluctuations in performance throughout 2018/19. Target 2018/19 2017/18 2016/17
1.4: Rent arrears of 8.00% current tenants as a % of Actual 4.60% RAG 0.05 Trend the annual rent debit - 7.00%
Full year target 18/19 Q1 Q2 Q3 Q4 6.00%
Target 7.40% 7.40% 7.40% 7.40% 5.00% 2018/19 7.40% Actual 4.56% 4.60% 4.00% Narrative: Key success story, reducing current arrears on PSL properties and hitting the target set at 7.40% with an impressive 4.60% - a further Cases with 1 case @ legal benefit of centralising resource. Both Rents and Income teams have worked £7,527.46 3.00% tirelessly to meet the target – down from 5.46% to 4.60% – a reduction of 0.86% since Q1 back in 2017/2018. Unpaid 10 cases @ 2.00% We need to caveat these positive performances by highlighting the increase HB claims £4,770.59 in the volume of lower level of arrears and financial amounts, while simultaneously maintaining the status of the larger level individual arrears 1.00% Standard 36 cases @ cases. This is due to the increasing number of families in PSL's who are arrears £12,203.16 affected by the Benefit Cap and working households which have a partial HB award. 0.00% Q1 Q2 Q3 Q4 We are looking at tackling these cases with DHP assistance and a closer Target 2018/19 2017/18 2016/17 working relationship with HB for processing times of awards (wherever there Total 47 cases @ is a financial concern on the payment of the rental liability). arrears £24,501.21
61 Page 5 of 14 Voids Quarterly Key Performance Indicators 2017/18
Section 2 summary Progress against target: HRA voids-During the 2nd quarter 174 voids were re-let of which 107 (61%) were classified as Standard Voids and the average time at the end of the quarter was 22.70 days- Total for the year to date- 352 completed voids- 205 were Standard Voids(58%)and average time-25.37 days All Voids During the quarter 174 voids have been completed with an average time of 33.67 days. Year to date 352 voids re-let with an average of 36.67 days. Next Steps: We are continuing to monitor voids performance and in particular those that are “hard to let”- needing to be advertised more than once. Where we are able to with “hard to lets”, we are working with the Prevention and Engagement officers to offer these properties to Applicants who have approached as Homeless and are in B&B and temp accommodation. Forward View: Weekly meetings are being held where Homeless applicants are discussed and they can be identified for the hard to let properties. Continual monitoring of voids and the process is being maintained to ensure that time is not lost due to poor management and to improve the process.
Progress against Target: PSL Voids: There has been significant improvement on void turnarounds during the second quarter month on month, the cumulative average void turnaround was 36.2 days. Next Steps: A weekly void meeting and TA panel meeting is being held, which will enable better foresight of voids, pre-allocation of cases and forward planning. Next steps will include improved liaison processes with PSL owners, and team colleagues around case allocations, and making formal offers.
2.1: Average re-let times 45.00 (calendar days) - GN Actual 25.37 RAG 25.37 Trend standard re-lets 40.00
Full year target 18/19 Q1 Q2 Q3 Q4 35.00
30.00 Target 22.75 22.50 22.25 22.00 2018/19 22.00 Actual 28.29 25.37 25.00
Narrative: 20.00
Within the second quarter we saw an improvement on the time taken to complete Voids classified as requiring standard void works. Unfortunately we are still above the target of 22 days year to date for the reasons given at the end of the 15.00 first quarter. This quarter we are over target for the following reasons:- • 15 had to be advertised twice, which results in some properties being ready to let before we have a tenant. 10.00 • 2 properties were ready to let for a total of 156 days -1 Diana Close, Falmouth- 73 days and 3 Highfield Est, Camelford- 83 days. This was due to having little response to adverts. If these properties were not included in the figures the void 5.00 time would have been in target. • Delays with being able to completed gas and electric checks due to debits on meters and having to work with Utility companies to clear the debt. 0.00 • Resources within the Gas team to complete safety checks. Q1 Q2 Q3 Q4 Generally we have seen an increase during this quarter of the 1st nomination accepting the property and the fewer Target 2018/19 2017/18 2016/17 Benchmark 17/18 properties where we have had 3 or more refusals.
2.2: Average re-let times 50.00 (calendar days ) GN all Actual 36.67 RAG 36.67 Trend re-lets 45.00
40.00 Full year target 18/19 Q1 Q2 Q3 Q4 35.00
Target 35.00 35.00 35.00 35.00 30.00 2018/19 35.00
Actual 39.60 36.67 25.00 Narrative: 20.00
Within the second quarter 174 Voids were re-let with an average of 33.67 day, an improvement on the 15.00 1st quarter which was 39.60 days. Year to date the time- 352 voids re-let with an average of 36.67 days just outside the target of 35 10.00 days. The reasons are as per the reasons given above. 5.00
0.00 Q1 Q2 Q3 Q4
Target 2018/19 2017/18 2016/17 Benchmark 2017/18
2.3: Average re-let times 45.00 (calendar days) PSL all Actual 36.22 RAG 36.22 Trend re-lets 40.00
Full Year Target 18/19 Q1 Q2 Q3 Q4 35.00
30.00 Target 21.75 21.50 21.25 21.00 2018/19 21.00 Actual 40.00 36.22 25.00
Narrative: 20.00 There has been significant improvement on void turnarounds during the second quarter month on month, the cumulative average void turnaround was 36.2 days. During quarter two there was a hard to let owned stock TA unit, which was offered to multiple cases and not accepted before it was finally re-let. The Accommodation 15.00 Officers have liaised positively with colleagues in repairs and maintenance, although there have been some
occasions where changes in staff has led to break downs in communication which is being addressed. There is 10.00 a voids pipeline process, and a PSL voids generic inbox, one Accommodation Officer is now tracking voids weekly and highlighting delays / mis-communication for escalation purposes. There have also been complications due to the stock being privately owned and therefore the necessity to communicate with owners 5.00 before works could be progressed, which has caused minor delays. A weekly void meeting and TA panel
meeting is being held, which will enable better foresight of voids, pre-allocation of cases and forward planning. 0.00 Next steps will include improved liaison processes with PSL owners, and team colleagues around case Q1 Q2 Q3 Q4
allocations, and making formal offers. Target 2018/19 2017/18 2016/17
62 Page 6 of 14 Repairs and Maintenance Quarterly Key Performance Indicators 2017/18 Assets
Section 3 summary
Activity last quarter: Percentage of all reactive repairs completed within target time - High ratio of emergency repairs is causing issues however target has nearly been achieved in this quarter, it is expected that the scheduler module will assist with improving this. Average cost per property of responsive repairs - this remains higher than target and much higher than bench mark expectations, completions are running at a higher rate than last year overall and this impacts against cost per property, this will need to be closely monitored as we head into the winter quarters. Percentage of homes that meet the Cornish Housing Standard - Contractors are now working on completing the carried forward work from last year which will give us the 100% compliant figure, holdups through infrastructure issues have meant delays but these should be overcome during the next qtr.. Capital Programme % of budget spent - Target for this Qtr is 46% against full annual budget, we are currently at 43.6%, against our profiled budget which predicts the expected spend throughout the year we are currently over that target so this is a good indicator that full spend will be achieved.
Next steps: Install scheduler module to improve performance and reduce wasted resources. Keep firm control over the cost per property as we head into winter which historically brings an increased amount of emergency work. Ensure completion of carried forward heating installs. Continue to expend the budget as profiled.
Forward view: Area for concern would be maintaining control over cost per property through the remainder of the year, this is an area that is targeted above the benchmark expected spend per property nationally, so needs to be addressed to ensure budgets are being utilised effectively and this can be demonstrated.
3.1: Percentage of all 98.00% reactive repairs completed Actual 97.07% RAG 97.07% Trend within target time
97.00%
Full year target 18/19 Q1 Q2 Q3 Q4
96.00% Target 97.50% 97.50% 97.50% 97.50% 2018/19 97.50% Actual 96.54% 97.07% 95.00% Narrative:
The ratio of emergency / urgent order to standard orders over Q2 was similar to Q1 at 75:25, best 94.00% practice is for the ratio to be 30:70, this level of emergency / urgent orders results in resources having to be diverted from standard work and therefore adversely effecting performance. The scheduler module once operational will improve the prioritisation of orders. 93.00%
92.00% Q1 Q2 Q3 Q4
Target 2018/19 2017/18 2016/17
3.2: Average cost per £500.00 property of responsive Actual £211.56 RAG £211.56 Trend repairs £450.00
£400.00 Full year target 18/19 Q1 Q2 Q3 Q4
£350.00
Target £95.00 £190.00 £285.00 £380.00 2018/19 £380.00 £300.00 Actual £111.34 £211.56 £250.00 Narrative:
£200.00 Expenditure for Q2 was circa 10% lower than Q1. Year to date completions are 11% higher than
compared to the same period last year, however, completions for Q2 where comparable to Q2 last year. £150.00 Despite higher demand overall expenditure is broadly inline with budget but continues to be above the KPI target. Careful control continues to be required as we head into the autumn / winter period. £100.00
£50.00
£0.00 Q1 Q2 Q3 Q4
Target 2018/19 2017/18 2016/17 Benchmark 17/18
63 Page 7 of 14 Repairs and Maintenance Quarterly Key Performance Indicators 2017/18 Assets
3.3: Average SAP rating of 80.00 self-contained dwellings Actual 67.00 RAG 67.00 Trend 70.00
Full Year Target 18/19 Q1 Q2 Q3 Q4 60.00
Target 68.00 68.00 68.00 68.00 50.00 2018/19 68.00 Actual 67.00 40.00 Narrative:
Data not due 30.00
20.00
10.00
0.00 Q1 Q2 Q3 Q4
Target 2018/19 2017/18 2016/17 Benchmark
3.4: Percentage of homes 105.00% that meet the Cornish Actual 99.98% RAG 67.00 Trend Housing Standard 100.00%
Full year target 18/19 Q1 Q2 Q3 Q4
95.00% Target 100.00% 100.00% 100.00% 100.00% 2018/19 100.00% Actual 99.42% 99.98% 90.00% Narrative:
Contractors are finishing off the last few ASHP's from last years contract - all other CHS works are in the current years programme, 100% will be achieved by year end potentially qtr. 3 85.00%
80.00%
75.00% Q1 Q2 Q3 Q4
Target 2018/19 2017/18 2016/17 Benchmark 17/18
3.5: Capital Programme % 120.00% of budget spent Actual 43.65% RAG 0.44 Trend
100.00% Full year target 18/19 Q1 Q2 Q3 Q4
80.00% Target 19.00% 42.00% 76.00% 100.00% 2018/19 100.00% Actual 15.64% 43.65% 60.00% Narrative:
Spend against annual budget is over the target of 42% at £6,464,239 . With contracts for heating now all in place the situation is looking very good and full spend is anticipated by year end. 40.00%
20.00%
0.00% Q1 Q2 Q3 Q4
Target 2018/19 2017/18
64 Page 8 of 14 Housing Options and Homelessness Quarterly Key Performance Indicators 2018/19
Section 4 summary
Progress against target: In some key areas the newly formed Prevention and Engagement teams are maintaining a consistent record on 0 16/17 year olds and 0 FWC over 6 weeks in B&B. There has been an increase in households in temporary accommodation over the summer months as expected. There will be a variety of factors that have contributed to this including new staff, processes and procedures still bedding in, lack of move-on available and absences in key posts e.g. Accommodation Solutions Manager. However, Q2 has shown a drop in TA compared to Q1. With regards to preventions and reliefs it is difficult to benchmark our performance against national statistics whilst we await the HCLIC feedback. We do expect our performance to below average given the amount of new staff and the recent restructure bedding in along with a new IT system that was launched on 01 April 2018.
Next Steps: There are several solutions in train that should contribute to reduction in households in TA. These include Housing First, Modular units and a more robust approach to Homeless labelling of Homechoice properties. There is also an increasingly performance driven approach to staff and teams with an expectation that preventions and reliefs increase on a month by month basis individually and by team. The continuing TA panel approach should continue to allow us to plan for and prevent the 16/17 yr old and FWC over 6 weeks in B&B.
Forward View: Following the national HCLIC feedback we will be able to benchmark and drive staff performance effectively. This in turn will see an increase in preventions and reliefs and a subsequent decrease in households in TA which in turn will allow resources in the TA team to focus on moving on more difficult cases.
4.1: Preventions and relief 10.00 of homelessness per 000 Actual 3.50 RAG Trend households 9.00
8.00 Full year target 18/19 Q1 Q2 Q3 Q4
7.00
Target 2.38 4.75 7.13 9.50 2018/19 9.50 6.00 Actual 1.51 3.50 5.00 Narrative:
4.00 Prevention and relief outcome performance should be expected to be low in the first Q as we had up to
112 days to reach these outcomes under the new act. Q2 performance will be increased not only due to 3.00 improved performance, more accurate recording and improved report. We also now have robust performance monitoring in place at individual and team level which is focussed on improved prevention 2.00 and relief outcomes.
1.00
0.00 Q1 Q2 Q3 Q4
Target 2018/19 2017/18 England 17/18
4.2: Rough sleeper count 120.00 Actual N/A RAG Trend
100.00
Full year target 18/19 Q1 Q2 Q3 Q4
80.00 Target 40.00 2018/19 40.00 Actual 60.00 Narrative:
Data not due 40.00
20.00
0.00 Q1 Q3
Target 2018/19 2017/18 2016/17
65 Page 9 of 14 Housing Options and Homelessness Quarterly Key Performance Indicators 2018/19
4.3: Total number of 300.00 households in temporary Actual 245.00 RAG 245.00 Trend accommodation 250.00
Full year target 18/19 Q1 Q2 Q3 Q4
200.00 Target 201.00 201.00 201.00 201.00 2018/19 201.00 Actual 257.00 245.00 150.00 Narrative:
There are 245 households in TA, this includes 115 legacy cases (pre HRA) and 130 cases (post HRA). 100.00 This is a reduction compared to quarter 1, but is still higher than the target. The new P&E Teams are bedding in and we now have robust working practises to ensure that all households have a PHP, and an additional Move On Officer has been taken on for a fixed term to complete targeted work to increase move on opportunities and improve the turnover within the stock, reduce times in TA for customers and 50.00 reduce the overall number of households in TA.
0.00 Q1 Q2 Q3 Q4
Target 2018/19 2017/18 2016/17
4.4: Number of 16 or 17 6.00 year olds in B&B Actual 0.00 RAG 0.00 Trend
5.00 Full year target 18/19 Q1 Q2 Q3 Q4
4.00 Target 0.00 0.00 0.00 0.00 2018/19 0.00 Actual 2.00 0.00 3.00 Narrative:
The new P&E Teams are bedding in and we now have robust working practises to ensure that any 16/17 year old has a clear pathway and that B&B is only used as an emergency and stay is kept to a 2.00 minimum. This is helped by more proactive work taken through closer cross team liaison and weekly contact with the Children in Care & Care Leaver Services, maximising opportunities with foyers etc to create churn including utilising Homechoice Move-on policy effectively 1.00
0.00 Q1 Q2 Q3 Q4
Target 2018/19 2017/18 2016/17
4.5: Families with children 6.00 (FWC) in B&B over 6 Actual 0.00 RAG 0.00 Trend weeks 5.00 Full year target 18/19 Q1 Q2 Q3 Q4
4.00 Target 0.00 0.00 0.00 0.00 2018/19 0.00 Actual 3.00 0.00 3.00 Narrative:
The Temporary Accommodation Panels focus specifically on both 16/17 year old and a FWC and there is a lot of pre-planning taking place before they present as homeless and from the moment they enter 2.00 emergency accommodation so that plans can be made to limit time in emergency accommodation and enable move on to either more suitable TA, or re-housing. This robust monitoring and advance planning should continue this result 1.00
0.00 Q1 Q2 Q3 Q4
Target 2018/19 2017/18 2016/17
66 Page 10 of 14 Corporate Health Quarterly Key Performance Indicators 2017/18
Section 5 summary
The below 4 KPIs fall into 3 different business categories and therefore will be stand-alone reports.
5.1: % of managed 100.50% dwellings with a valid gas Actual 99.11% RAG 99.11% Trend safety certificate - GN 100.00%
Full year target 18/19 Q1 Q2 Q3 Q4 99.50%
Target 100.00% 100.00% 100.00% 100.00% 99.00% 2018/19 100.00% Actual 97.94% 99.11% 98.50% Narrative: At end Q2 a total of 59 (0.89%) properties remain overdue gas service, of which 24 are with CC Legal, the remaining 35 are awaiting R&M to report stage for possible referral. 98.00% 2287 gas services were completed in Q2, of these 604 (26.4%) were post anniversary at time of completion. 97.50% Of the 604 overdue properties 45 tenants had been referred to legal as part of the no access procedure. The average completion date is running at 4.6 days prior to anniversary, our target of a 10 month cycle. 76 addresses have been referred to legal in Q2, of which 61 (80%) were overdue at time of referral and 97.00% with 23 still outstanding. Of these 23 properties 22 are overdue. The working target is for any property requiring legal intervention to be referred 28 days prior to anniversary. R&M COMMENT: 96.50% Q1 Q2 Q3 Q4 Much hard work and effort has gone into improving our level of performance in the area of Gas Servicing, we still have an issue in obtaining access into long standing no access properties, we are still Target 2018/19 2017/18 2016/17 Benchmark 17/18 trying every approach to achieve a successful visit and carry out a service to achieve a valid LSGR
5.2: Average working days 14.00 lost to sickness per Actual 4.42 RAG 4.42 Trend permanent employee - YTD 12.00
Full year target 18/19 Q1 Q2 Q3 Q4
10.00 Target 1.98 3.96 5.94 8.00 2018/19 8.00 Actual 1.76 4.42 8.00 Narrative:
This is the first time in over a year that we have not been within our sickness target. This is made 6.00 worse by the fact that FTE has increased by 12.56 this quarter. Long term sickness is of particular concern and increasing month on month.
The company has seen high levels of absence due to Stress, Stomach issues and Knee injuries, stress 4.00 being by far the main reason for absence accounting for 35% of absence in September, up from 12% in April. Back and neck problems, Infection, Muscular-skeletal and surgery related absences have seen an
increasing trend over the year. In September Stress absence fell significantly. If this trend continues 2.00 sickness will come back into line with target.
0.00 Q1 Q2 Q3 Q4
Target 2018/19 2017/18 2016/17 Benchmark 17/18
67 Page 11 of 14 Corporate Health Quarterly Key Performance Indicators 2017/18
5.3: Surplus as a % of Full 3.50% Year Income Actual 2.33% RAG Trend 3.00%
Full year target 18/19 May-18 Sep-18 Nov-18 Mar-19 2.50%
Target 2.97% 2.97% 2.97% 2.97% 2018/19 2.97% 2.00% Actual 2.13% 2.33%
Narrative: 1.50% Q2 sees an improving financial position. Capital and programme delivery is now largely reaching target with the exception of electrical installations where recruitment challenges have left the team short 1.00% handed. Due to the previous Board decision to invest in the Windows Plant the budget has been reviewed and a provision set aside for the depot has been released back into the accounts which largely offsets the previously assumed saving. Procurement savings are estimated to achieve £481k over the 0.50% year which is above target and supports both capital and revenue savings. We are still experiencing financial pressure on our G&T management and due to the delays in CCL handovers our projected shortfall for the year on this project has been increased. 0.00% Q1 Q2 Q3 Q4
Target 2018/19
1.200 5.4: Actual YTD surplus in £m Actual 0.506 RAG Trend 1.000
Full year target 18/19 May-18 Sep-18 Nov-18 Mar-19 0.800
Target 0.071 0.562 0.843 1.123 2018/19 £1.123m Actual 0.138 0.506 0.600
Narrative:
Please see above 0.400
0.200
0.000 Q1 Q2 Q3 Q4
Target 2018/19
68 Page 12 of 14 Customer Service and Satisfaction Quarterly Key Performance Indicators 2017/18
Section 6 summary
Progress against target: Performance is improving in terms of liaison with customers when more time is required to resolve a complaint. The actual time taken to resolve complaints remains static.
Activity last quarter: Changes to enhance the process have been made-these include: Step 1- passed to tier 3 managers who will allocate the complaint for investigation. Letter to be produced by investigating Officer and approved by Manager with lesson learned recorded . Investigator to contact customer by telephone before complaint response sent. Step 3-passed to Director to allocate complaint investigation and as above The spreadsheet detailing all open complaints is sent to Directors each week as well us information re the closed complaints. Emphasis to be given to learnings to embed any changes and avoid similar repeat complaints.
Next steps: Ongoing focus on performance with all Directors to receive Quarterly information.
6.1: Percentage of Step 1 100.00% complaints responded to Actual 97.62% RAG 97.62% Trend 95.00% in deadline
90.00% Full year target 18/19 Q1 Q2 Q3 Q4 85.00%
80.00% Target 89.00% 91.00% 93.00% 95.00% 2018/19 95.00% 75.00% Actual 95.56% 97.62%
Narrative: 70.00%
65.00% Results continue to show that we are performing well under the new process. This does not necessarily paint the right picture as in reality we are having to send holding letters to customers to extend deadlines due to delays in 60.00% response from investigating directorates.
55.00%
50.00% Q1 Q2 Q3 Q4
Target 2018/19 2017/18 2016/17 Benchmark 16/17
6.2: % of calls answered 97% within 5 minutes. Actual 96.32% RAG 0.96 Trend 96%
95%
Full year target 18/19 Q1 Q2 Q3 Q4 94%
93% Target >90% >90% >90% >90% 2018/19 >90% 92% Actual 92.94% 96.32% 91% Narrative: 90%
There have been no calls answered that have waited > 5 minutes since 11/07. However Mitel reporting 89% went down on various dates through July and there is potential that other calls have waited but have not been reported on. Even if there were a significant number of calls missing from reporting we would 88% still be well within the required target. 87%
86% Q1 Q2 Q3 Q4
Target 2018/19
69 Page 13 of 14 Customer Service and Satisfaction Quarterly Key Performance Indicators 2017/18
6.3: Satisfaction with 98.00% planned and cyclical Actual 90.00% RAG Trend maintenance 96.00%
Full Year Target 18/19 Q1 Q2 Q3 Q4 94.00%
92.00% Target 88.00% 88.00% 88.00% 88.00% 2018/19 88.00% Actual 90.00% 90.00%
Narrative: 88.00%
Customers have been surveyed on the quality of works in Q2. 86.00%
84.00%
82.00% Q1 Q2 Q3 Q4
Target 2018/19 2017/18
6.4: Satisfaction with the 120.00% general condition of the Actual 73.30% RAG 0.73 Trend property (void) 100.00%
Full year target 18/19 Q1 Q2 Q3 Q4
80.00% Target 83.00% 83.00% 83.00% 83.00% 2018/19 83.00%
Actual 79.00% 73.30% 60.00% Narrative:
We only had a total pool of 53 tenants to survey this month, and so 15 responses is a higher than average response rate! 40.00% However, as you know, in small pools single answers make a big difference.
The result this month is 73.3% satisfied if we take account of the ‘neither’ response. If we only look at those with an
opinion, 84.6% satisfied overall. Satisfaction reduces when we zoom in on particular aspects. 20.00%
I will talk to Pete and Wayne about reviewing and changing this survey in the next few months, as I am not sure we are getting the most useful information. 0.00% Q1 Q2 Q3 Q4
Target 2018/19 2017/18
6.5: Satisfaction with 120.00% latest responsive repair Actual 81.00% RAG 81% Trend 100.00%
Full year target 18/19 Q1 Q2 Q3 Q4 80.00%
Target 82.50% 84.00% 86.00% 87.75% 2018/19 87.75% 60.00% Actual 77.00% 81.00%
Narrative: 40.00% We invited 2598 tenants by text to fill in in a repairs satisfaction survey online or by text. 375 tenants participated. This is a response rate of 14%.This does meet the Housemark minimum number of responses for benchmarking. 20.00%
Analysis of the comments in monthly reports highlight: scheduling; communication; and the time take to do a repair, as the main drivers of dissatisfaction. 0.00% Q1 Q2 Q3 Q4
Target 2018/19 2017/18 2016/17 Benchmark 16/17
6.6: STAR Survey - Overall 91.00% satisfaction with Cornwall Actual 0.00% RAG N/A Trend Housing 90.00%
Full Year Target 18/19 Q1 Q2 Q3 Q4 89.00%
Target 90.00% 88.00% 2018/19 90.00% Actual 87.00% Narrative:
86.00%
85.00%
84.00%
83.00% Q1 Q2 Q3 Q4
Target 2018/19 2017/18 2016/17 Benchmark 16/17
70 Page 14 of 14
Planned approval dates are as follows: 27th November 2018 Approved by Board
Cornwall Housing Board Meeting November 2018 Transformation Plan Q2 report
Report from Nick Cross, Managing Director
71
Contents 1. Purpose of the report ...... 2 2. Executive summary ...... 2 3. Background...... 2 4. Programme status review ...... 2 5. Recommendation ...... 3 6. Appendices ...... 3 Appendix 1 - Transformation & Change programme highlight report ...... 3
72 1. Purpose of the report 1.1 To advise the Board on progress in delivering the Transformation and Change programme. This is the update for quarter 2 and is up to date for the end of October 2018 and provides a summary of each of the 14 programme themes. 1.2. Financial monitoring of the T&C programme is now undertaken within the Finance and New Initiatives Committee and is included in the Q2 Accounts dashboard report, which was reported to committee in October. 2. Executive summary 2.1 The attached programme summary report provides details against the programme and can be summarised as follows: • 13 of the 14 programmes have been formally commenced; • 5 programmes have been concluded and the project closure reports were agreed by Board in September; • The Governance Review project has now been concluded and a project closure report will be submitted to the January Board meeting. • 6 of the remaining programmes are at green status with Service Charges brought back into green since Q1; and • 2 programmes are at amber status:
o Contemporary Cornish Living – there are significant delays with the Council milestones on the project; and
o Repairs & Maintenance – this is a large programme with various milestones and a full programme review is underway. 2.2 Good progress is being made in a number of key areas in particular around the Customer First project where there are a number of project streams now in operation.
3. Background 3.1 Following the Housing review of 2017 a Transformation and Change programme was established to take forward the resulting actions under a series of programme themes. All programmes have had Project Initiation Documents agreed by Board and Board have received regular updates as to progress. 3.2 The Transformation Programme is key to delivering financial sustainability for CHL and therefore we are now reporting against the financial expenditure and savings of the programme directly into the Finance & New Initiatives Committee. 4. Programme status review 4.1 The highlight report is attached at Appendix 1 with appropriate project updates and commentary against the current projects. 4.2 The two current amber projects are as follows: • Contemporary Cornish Living There has been significant activity in preparing for the handovers for the first properties which were original scheduled for April 2018 but following a series
73 of Council programme management issues were delayed until October. CHL staffing and processes are in place ready for delivery of the management of the new homes and we are incurring resource costs which is placing pressure on our budgets. Despite Cornwall Council bringing in a dedicated project director for the new Investment Company – Trevow Rag Kernow (TRK), the programme of handover continues to slip with properties now not due to handover until January 2019 at the earliest. Further due to the complications of the Council’s Investment Company the Management Contract between TRK and CHL has not yet been signed off by the Council. • Repairs and Maintenance The R&M programme was approved by Board in January and is both a significant and ambitious programme of work. Much progress has been made over the last 10 months with the former Interim Director and since Mark’s appointment. However due to the ongoing nature of the programme of transformation being delivered a number of priorities have changed and timelines are deviating from the original PiD most notably the Mobile Working project which due to alignment with the Council’s IT Roadmap is now going to deliver over a longer timeframe than originally envisaged. As a result the Director and Programme Manager are undertaking a full review and realignment of the programme and resources to support the delivery of priorities. 4.3 The Allocations Policy was originally included within the CHL Transformation and Change programme however it was always anticipated that this would be a Council led review as the Policy is owned by the Council. A project is now underway within the Council within the Housing Strategy team led by Kevin Brown and CHL offices are supporting the review as required. Therefore it is not anticipated that a CHL project will be initiated through CHL Board and therefore this project should be closed on our programme. 4.4 The original outcomes from the Strategic Housing Review are being summarised in a programme matrix which will support the tracking of activity from the original review. Work is currently underway to review all individual actions from the original programme in order to report progress back to the Council. It is now anticipated this will be completed in January 2019 and will be reported to Board in March 2019. 5. Recommendation a) The Board is requested to note the current update and programme status. b) That the Board agree to close the Allocations Policy project on the CHL programme. 6. Appendices Appendix 1 - Transformation & Change programme highlight report
74
Cornwall Housing Transformation & Change Programme
September - November 2018
Cornwall Housing
Business Analyst: Jav Haque
75 At a Glance Status 2017/18 2018/19 Theme Ref Project Start Date End Date Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Asset Management IP 1 Aug-17 Apr-18 Strategy Medium Term Financial IP 2 Jul-17 Mar-18 Strategy
Improvement IP 3 Service Charge Review Apr-17 Apr-19
IP 4 Prevention Agenda Apr-17 Apr-18
IP 5 Governance Review Jun-17 Apr-18
OMP 1 Change Readiness Jun-17 Nov-17
Modernisation OMP 2 Customer First Jun-17 Apr-19
OMP 3 Organisational Design Jan-18 Dec-18
Welfare Reform / Tenancy KMP 1 Jul-17 Apr-18 Sustainment Supporting Children, KMP 2 Dec-17 Oct-18 Families & Adults Contemporary Cornish KMP 3 Sep-17 May-18 Living Key Major Rough Sleepers Reduction KMP 4 Jun-17 Oct-19 Strategy
KMP 5 Allocations Policy
Repairs & Maintenance KMP 6 Jan-18 Apr-19 (R&M) - Project completed
76 Programme Status Report
Reporting Sept - Nov 2018 Business Analyst Jav Haque Period
Programme status remained Green during September - November.
The CCL (KMP3) project has maintained an amber status, sufficient plans are in place to bring this back in line with the programme as CHL activity is in place to begin management however CC are significantly behind on project. Further details can be found in the Level Status Report.
The Service Charge (IP3) project has changed from amber to green status. Significant work has taken place to bring this project back in scope. Is on target to achieve Council approval and implementation.
Repairs & Maintenance (KMP6) has remained at Amber status however there have been a number of changes to the programme priorities as the project develops so shows a deviation from the current PiD. A full review is required between Business Improvement Team, Project Manager and Project Lead.
Key Points / Activities Business Summary CCL Building Insurance: Update It now appears from due diligence tests carried out by Sacha that TRK as a commercial enterprise is unable to have any benefits relating to the provision of public services. Consequently TRK is unable to take advantage of the advantageous Building Insurance rates and buy in to the excess pot. On that basis Sacha is now required to get 3 quotes for the insurance. CHL sought clarity with Ocean and they use Zurich which was top of Sacha’s list.
Rough Sleeper Reduction Strategy: Jude Cross has now been appointed as the new Rough Sleeper Strategic Lead, a meeting will be organised for full project review between Jude Cross, Jav Haque and James Turner in December.
R&M: Scheduler went live on 23rd October.
Agile methodology used for the Service Charges (IP3) and CCL (KMP3) projects - This has been due to CHL staffing issues and failures by various departments within Cornwall Council to meet key deadlines.
Projects Under 13 Projects Report
Red Projects: None
77 1 - IP3 (Service Charge): . Resolve / investigate outstanding electric meter queries and identify meters for apportionment (Ongoing). . Complete current process mapping with Capita Service Charge and Factoring specification. (Dec 18). . Councils Cabinet Meeting (Dec 18). . Run reports and identify all cost for 4 key service charges (Dec 18). . ID service charge tenancies, leases and freeholds (Dec 18). . Complete development of new block codes (Dec 18). . Implement IT solutions to support calculation and collection of service charges and sinking fund contributions (Apr 20).
2 - IP4 (Prevention): . Start review of Housing Jigsaw system with NPSS (Nov 18). . Schedule review of case management manual for officers - Case management manual and self-help manual review to be scheduled for 2019 with Jon Warner and managers. . IT governance summary report (Nov 18). . Increase use of reporting to monitor case reviews and rough sleeping numbers (Nov 18). . Duty to refer service improvements and monitoring (Nov 18). . Arrange more Housing Jigsaw reporting training and access by managers (Nov 18). Key . STAR: Customer survey in Housing Jigsaw to be implemented (Dec 18). Milestones / . HCLIC Q2 submission and Q3 submission preparation (Dec 18). Tasks During . South West user group to be setup - Housing Jigsaw to arrange South West joint events in Jan 2019. Next Period 3 - OMP 2 (Customer First): . CRM implementation has been delayed until January due to the impact of the Scheduler Go Live. CRM is a pre-requisite for the required SMS messaging module, re-planning is underway to agree a new Go Live proposed date.
4 - KMP3 (CCL): . Remains significant uncertainty of any handover dates for either sites. CHL processes in place for management but staffing costs being incurred whilst no income being received due to development delays which is putting pressure on CHL budgets. . Agreement on final contract negotiations between CHL and CC (Ongoing). . The tenancy / lettings agreement has been reviewed by CHL and is now back with CC legal. . Discussions around which allocations policy to use for the affordable rent / shared ownership at Bodmin, this is underway as there is a s.106 but politically there is a drive to use the Homechoice Allocations Policy (as this requires a longer local connection). This will affect the HomeChoice advert and the application forms. . CHL still waiting direction on the TV aerials / satellites etc. to update the Home User Guide and Tenant Handbook. Steer also required on the maintenance of the cookers provided.
5 - KMP4 (Rough Sleepers): . Up to 9 new cold weather provision (CWP) beds in Penzance are being planned for delivery from November 2018.
78 6 - KMP6 (R&M): . Scheduler went live on 23rd October 2018 in both response and capital teams . New factory production line and associated processes being developed. . Fleet review - Updated tracking system has been fully deployed. Currently in a baseline data capture period. Training to managers completed. BAU reports / procedures being developed for roll out once baseline period completed (early New Year). . Trading accounts - Development continues with new contracts set up. . Mobile working - PID approved by ELT, PM recruited (start date to be agreed), report requesting approval to commence procurement at next IT Board (Nov 18). . Electronic electrical certification - NICEIC app requested to CC IT, awaiting deployment. Projects Projects None Projects Delayed None 6 Projects Starting None On Hold Completed
79 Quick View Project Level Status
(BLUE - Not started. GREEN - Under control and within tolerance. AMBER - Out of tolerance and with a plan in place to bring back under control. RED - Out of tolerance with no current approved plan)
Theme Project Lead Start End Status
Asset Management End of project report approved by Board September 2018. A list of completed project objectives IP 1 Nick Cross 08/17 04/18 Strategy (AMS) and a number of follow on actions have been incorporated into the 2018/19 CHL Business Plan.
Medium Term Steve End of project report approved by Board September 2018. The MTFS will now be routinely IP 2 Financial Strategy 07/17 03/18 England updated as part of the annual business planning cycle or at a point on substantive change. (MTFS)
The Service Charge review report is moving towards Cabinet sign off on the 18/12/18. The report has so far cleared EGD, DLT, IPHB and CDT Green paper meeting, with a pre-agenda meeting review on the 19/11/18. Once through this there will be the final checks by CC Legal and Finance before being sent out to Cabinet members early December.
In anticipation of a positive outcome, individual tenant consultation material is being prepared and will be collated early December 2018 ready to be sent out early in the new year. This raft of Pete IP 3 Service Charge Review 04/17 04/19 consultation will last until the end of January 2019. Jarman
Running parallel to these actions work is now starting on collating data in order to consult with leaseholders early in 2019, and to prepare the information required for service charges to be made in the financial year 2020/21.
Dates have also been set for capita to work with CHL to implement the service charge and factoring modules to ensure that as many manual processes as possible can be automated.
80 WS1: . Project meetings to resume once HCLIC Q2 submissions completed. HCLIC data due for publication by MHCLG December 2018. . Homelessness Strategy Review - Meetings arranged with CC and plans for data and consultation discussed. . New version of DCHOP agreement to be looked at. ALERT IN use anyway across Devon and Cornwall. Joint training events being organised. . Draft DASV pathway produced and circulated at meeting 07/08/2018. Feedback received after meeting; final draft of DASV pending. . Hospital discharge pathway reviewed and completed. . Youth Homelessness Pathway - YP protocol agreed and rolled out. . Q2 KPI quarterly submission submitted and SparNet updated. . Legacy cases now transferred to Housing Jigsaw and both legacy cases and HRA cases being administered on one system. Mark IP 4 Prevention Agenda 04/17 04/18 . Duty to refer implementation now live and email and ALERT has been setup. Vinson . The majority of referrals have been via DWP /JCP and Hospital Discharge. . Review of IT to start 2019. CC submitted statement for submission to IT governance Board in November 2018.
WS2: New service structure commences (phase 1).
WS3: . Accommodation solutions manager not yet appointed. . Discharge of a statutory Cornwall Council homeless duty within the private rented sector policy created by MV 28/06/2018. . Funding available Via MHCLG- £20m PRS Access Fund- Discussions and possible bid submission.
WS4: Temporary Accommodation strategy - Supply and demand model being looked at and reviewed by CHL and CC.
New Governance model agreed by Cornwall Council Shareholder in May 2018. New Board now in place and Service and Engagement Committee established. Board training day took place on 3rd IP 5 Governance Review Nick Cross 06/17 04/18 July and self-assessment against NHF Code of Governance underway for sign off by Board in February. Project now completed and end of project report to be submitted to Board.
OMP 1 Change Readiness - 06/17 11/17 End of project report approved by Board September 2018
81 Customer First Strategy: . Customer Focus Groups have been completed and a revised draft strategy has been to the Customer Engagement Forum for review and feedback.
Lean Process Reviews: . The lean reviews are progressing well, with 3 streams in train and one in scoping. . Rent Management is in implementation and CRM, SMS and Mobile devices are in train. Arrears figures have seen an improvement since the team began to embed the new ‘Rent First Ethos’ and customer behaviours are already beginning to change. . Complaints, FOIs and MP Enquiries have made recommendation which is being progressed. . Contract Management kicked off at the start of November and is due to feedback to ELT on 27th November. Alex . Lettings / Voids are being scoped to start in December. OMP 2 Customer First Morgan - 06/17 04/19
Thompson Data Management: . Data Management is progressing well with data disposals underway. Demos for electronic document management systems are happening in mid-November with a view to submitting a proposal to the IT Governance Board at the end of November. A quote for an IG ‘Health Check’ from a data and housing specialist Legal firm has also been received and is being considered. This would assist the business in compliance with GDPR and the DPA 2018 and enable the business to maintain compliance moving forwards. . Engagement with the project is going well with the business responding positively to work and proposed changes. A plan for knowledge transfer from the Lean Consultant to the Business Improvement team is underway. . Resourcing pressures in the Business Improvement Team is a concern and being closely monitored.
. Full Executive Management Team is in place and reviews currently underway of Homes & Investment, Landlords Services and the Business Improvement delivery models. . Whilst Pay and Benefits at a Group level is not moving forward, work is underway in the Repairs & Maintenance Directorate to review Trades and Operatives pay with proposals to be agreed Organisational Design with Unions in November for implementation. OMP 3 Nick Cross 01/18 12/18 (OD) . Management Agreement is moving forward with a detailed Commissioning Plan currently in draft and workshops planned in November and December to review and agree final versions to then inform management agreement detail. . Management and Leadership guide has been produced by ELT and shared with SMT; to be launched at the all manager’s conference on 29th November.
82 Welfare Reform / Pete End of project report approved by Board September 2018. A list of completed project objectives KMP 1 07/17 04/18 Tenancy Sustainment Jarman and a number of follow on actions have been incorporated into the 2018/19 CHL Business Plan.
Supporting Children, End of project report approved by Board September 2018. A list of completed project objectives KMP 2 Families & Adults Nick Cross 12/17 10/18 and a number of follow on actions have been incorporated into the 2018/19 CHL Business Plan. (CFA) There remains significant uncertainty from Cornwall Council on handover dates for properties for both sites. Also Management Contract yet to be finalised by CC.
The Shared Ownership Policy has been finalised and branded, as has the Pets Policy. The shared Contemporary Cornish ownership handbook and tenant’s handbooks have been revised and are back with CC for their KMP 3 Nick Cross 09/17 03/18 Living (CCL) input. The CCL branded folders have been delivered and are stored in Dolcoath. James Turner has given authorisation for a temporary TSO to assist with the administration, should Tolvaddon ph1 and Bodmin ph1 & ph2 be handed over in the same month (January 2019). The RightMove / HomeChoice adverts have been drafted and are ready to go live once we received notice of handover.
Coastline Housing have provided 6 extra Emergency Accommodation beds to support their Rough Sleeper Mark existing night shelter project and have been available from mid-September enabling CHL to KMP 4 Reduction Strategy 06/17 10/19 Vinson relieve some pressure on the wider housing system in time for winter. The Cornwall Housing First (RSRS) Partnership took its first clients at the end of September 2018.
Kevin Council led project. Council now progressing with a review and Council have set up a project KMP 5 Allocations Policy Brown (CC) group with representatives from CHL. Not clear if project formally initiated by the Council.
83 People: . High levels of agency staff continues due to T&C’s, solution for some trades staff in progress. . R&M and H&I teams have established good working protocols and are actively working together to develop and deliver the services. . Some residual structure issues need to be resolved, i.e. Estimator that was on loan from Cormac has now been returned. . Not all targeted staffing efficiencies implemented for 2018/19, due to delay in deployment of scheduler etc. . M&E Manager started. . PM for window factory recruited. . PM for Mobile Working recruited (start date to be agreed).
Process: Repairs & Howard KMP 6 01/18 04/19 . Scheduler has been implemented. Now developing into BAU processes. Maintenance (R&M) Brett . Gas Servicing - Programme of smoothing has commenced.
Productivity: . Materials framework in place and continues to be rolled out across the business. Spares Finder, the solution for gas spares, is being rolled out now IT hardware has been issued. . Sub-Contractors - The new DPS framework is now operational and being rolled out gradually across the whole of R&M. . Window factory, new machinery installed, new processes now being developed and implemented.
Technology: . Phase 1 Hardware has now been delivered. . Van stock app - TPGo, implementation programme commenced.
Board Actions & Decisions
N/A
84
Cornwall Housing Board 27 November 2018 Management Accounts P7 – October 2018
Report from Steve England, Head of Finance
85
Contents 1. Purpose of the report ...... 2 2. Executive summary ...... 2 3. Background...... 2 4. Key movements and Main Variances – P7 Management Accounts ...... 2 5. Cautionary Notes:...... 3 6. Recommendations ...... 3
86 1. Purpose of the report 1.1 This report presents a summary position of Cornwall Housing’s management accounts for the first seven months of the financial year ending 31st March 2019, with a light touch review having been undertaken this month due to detailed work being undertaken on 2019/20 budgets and on a key new initiative with the Council. The usual dashboards have not been included this month.
2. Executive summary 2.1 A full budget review was undertaken at month 6 with a detailed report and dashboards produced for the Finance & New Initiatives Committee in October. The Committee considered and reviewed the papers in detail. Due to the priority of producing the draft 2019/20 budgets for the Business Plan and significant modelling work being undertaken on a potential new initiative we have only undertaken a light touch review of the budgets at month 7.
2.2 The main full year forecasts variances at month 7 are unchanged from the P6 report and summarised in section 4 below. As reported last month the year end surplus is currently expected to reduce by £378k to £745k based on the latest information. This is an improvement on period 5 where a forecast surplus of £583k was reported.
2.3 The P7 review has revealed pressures in two key areas within the Repairs & Maintenance service with reviews now in progress on the amount of spend incurred on external contractors commissioned by the Response and Voids teams. These are noted in section 5 below.
3. Background 3.1 The production of management accounts underpin and support the delivery of all of Cornwall Housing’s objectives.
4. Key movements and Main Variances – P7 Management Accounts 4.1 The key reasons for the overall change in full year forecast position based on the P7 management accounts are summarised below (mainly movements of over £50k):
Original CHL approved surplus 2018/19 £1,123k Repairs & Maintenance – PVCu operation target (£100k) reported P3 Landlords – G&T sites maintenance/utilities (£100k) reported P3 Landlords – G&T loss of income from CC (£60k) reported P3 CCL – loss of net income (£27k) reported P3 Voids external contractors increased spend (£103k) reported P4 Reduced capital income – Rewiring (£150k) reported P5 Improved capital income - Rewiring £30k reported P6 Voids external contractors reduced spend £40k reported P6 Repairs & Maintenance – PVCu operation target (£50k) reported P6 Year end depot provision not required £150k reported P6 CCL – further loss of income (£8k) reported P6
87 Current expected CHL surplus 2018/19 £745k
4.2 These are unchanged from the P6 report.
5. Cautionary Notes: 5.1 Other areas that still need careful monitoring are detailed below: • Pressure on Council General Fund budgets and demand on CHL services with regular meetings taking place with Council Finance colleagues. • Maintenance liabilities and difficulty of enforcing rent collection at the three G&T sites remain a pressure but are being contained. • Expenditure on external contractors within the R&M service and balancing the overall budget using delivery from both internal teams and external contractors. The forecast overspend on external contractors for void properties was reduced in the P6 report but there appears to have been further pressure with an increased spend identified at the end of P7 compared to the YTD P7 budget. In addition there appears to be a further increase in spend for response maintenance external contractors. Both of these areas are currently under detailed review with the Repairs & Maintenance Service and will be reported in detail in month 8. • Capital programme split between internal and external delivery and by category of works budgets remains closely monitored through the Homes and Investment Team capital programme monitoring to ensure spend remains in line with the budget. 6. Recommendations The Board is asked to: (i) review and consider the contents of this report, and determine any further areas requiring investigation.
88
Planned approval dates are as follows: 27th November 2018 Approved by Board
Cornwall Housing Board Meeting November 2018 Business Plan Q2 report
Report from Nick Cross, Managing Director
89
Contents 1. Purpose of the report ...... 2 2. Executive summary ...... 2 3. Project update ...... 2 4. Recommendation ...... 4 5. Appendices ...... 4
90 1. Purpose of the report 1.1 To update the Board on progress at delivering the Business Plan for 2018/19. In interim report was provided at the end of quarter 1 however this is a full half- year update with the current tracked delivery plan attached at appendix 1. 2. Executive summary 2.1 Board agreed the CHL Business Plan in March, which included 30 specific areas of work for development over this financial year building on the plans developed over the previous 12 months. The 30 projects currently consist of 83 individual milestones. No milestones are currently reporting as red. 2.2 Summary of progress at the end of Q2 is as follows:
BRAG Definition Summary BLUE 19 Action not yet due
RED 0 Action significantly behind target
AMBER 14 Action underway but slightly behind target or action awaiting revised timeframe
GREEN 50 Action on target / Complete TOTAL 83 Total actions in plan
3. Project update 3.1 The delivery plan was proposed by the then Directorate Leadership Team following a business planning session undertaken in February to build upon the progress at improving the delivery of the housing service following the Housing review. This year’s plan makes the distinction from the activities being delivered under the Transformation and Change Programme and our ongoing Performance Management. 3.2 Since the drafting of the business plan there have been a number of changes within the Executive Team and therefore we carried out a full review of the actions within the plan in quarter one to ensure they met the requirements of the business, linked to the Council’s Housing Service priorities, and that the milestones are realistic and deliverable. This process has brought about some minor changes to the activities and milestones but did not significantly alter the plan. No projects have been removed in the first six months however a small number of projects are unlikely to progress further this year due to changing priorities or timing. These are as follows: • Seek and develop opportunities to develop our role as a managing agent for other Housing Providers to ensure that new homes for rent are available for those who need them. Whilst we are still in initial discussions with Keyworker Housing about providing management services for them their development is taking longer than anticipated. We do not feel it is appropriate at this time to seek additional managing agent opportunities
91 whilst we continue to develop this arrangement and further improve our services to the Council. • Work with Corserv on the move of CHL’s Financial System from ERP to Summit from April 2019. The Summit programme is now unlikely to see a roll out for Cornwall Housing until at least April 2020.
• Develop a Quality Assurance programme which routinely reviews that we are providing services to our residents and customers that are timely, meet our published service standards, deliver on actions and are clear and easy to understand to ensure that residents and customers can be assured of the level of service they will receive. This is still a key project for CHL however due to staff changes and the roll out of the Customer First programme this activity will be carried forward into next year’s plan so it is aligned with the new management agreement. 3.3 The fully annotated delivery plan is attached at appendix 1 for Board Members to review the detail. Good progress is being made so far this year. 3.4 Some highlights from the first six months are as follows: • The new Capital monitoring process has been established which now reports delivery on the capital programme with greater visibility on both spend and volume. Reports are now produced monthly and provided to the Council’s Housing Capital Board and we are currently delivering our programme slightly ahead of schedule. • Our current Asset Management Database has been significantly updated and has modelled all the required outputs for this year’s HRA Business Plan for the Council. We are currently reviewing the potential to change the system to the Open Assets system and this will be considered at the IT Governance Board in late November. • We have piloted Neighbourhood plans on 3 estates during Q2 and a report is being considered by the Executive Leadership Team in November on the next steps for implementing plans and rolling out improvements to other areas. • Significant work is underway with the Council to look at additional provision of temporary accommodation including the potential for CHL to provide some container homes and acquiring homes for Private rent. • The Gypsy and Traveller improvement project is progressing well with significant site improvements made and reductions in nuisance behaviour. We are currently restructuring the service to provide improved management of our sites and the unauthorised encampment service we provide for the Council. • Handover has been completed of the first of two schemes this year for Learning Disabilities and work is progressing to programme at improving Whites Close for extra care. • The new materials partnership with Travis Perkins is fully operational and supporting savings on supply and more efficient provision of materials for repairs. The new Dynamic Purchasing System for sub-contracting is now operational and we have a partner’s day later in November with key sub- contractors.
92 • The SMART tenants’ project has again exceeded its target in the first two quarters with 61 individuals supported including 9 into employment and 4 with further education / work experience. • The Inclusion Advisors have collectively supported tenants to gain £346,090.53 in additional benefits during the first six months and helped sustain 13 tenancies. • We have made a commitment to 14 apprentices with CHL this year with the first 7 already recruited and plans underway for the remaining. We have also agreed our strategy for apprentices for the next 3 years. • The new structure is in place in the Customer Services Centre, which has delivered a significant improvement in call handling. After the residual problems in April the targets have been met in every month since. • We have set up the new Services and Engagement Committee and the recruitment of members has been very successful over the last few months. We have produced our first Customer Feedback report for the committee based on the first 6 months of this year, which maps the different types of feedback we are receiving and the action we are taking. • We held a Board training day in July and are well advance in our self- assessment against the National Housing Federations Code of Governance, which we anticipate to be able to sign off in February.
4. Recommendation 4.1 The Board is requested to note the progress of delivery of the Business Plan. 5. Appendices Appendix 1. - CHL Business Plan monitoring matrix Q2 2018/19
93 94
Contents Achieving the Cornish Standard ...... 2 BP1 - Maintain our homes to a good standard whilst delivering VFM and improved efficiency ...... 2 Create New Homes ...... 9 BP2 - Meet the needs of people in Cornwall contributing positively to community sustainability ...... 9 Effective use of Resources ...... 15 BP3 - Use our resources effectively drive VFM in meeting agreed priorities ...... 15 Excellent Housing Services ...... 22 BP4 - Modernise and continually improve service delivery, having open dialogue with our customers and listening to their views ...... 22 Good Governance ...... 28 BP5 - Create structures that are fit for purpose for the future and enable the organisation to grow and develop ...... 28 BRAG Summary ...... 32 Key: ...... 33
95 Achieving the Cornish Standard OBJECTIVE: BP1 - Maintain our homes to a good standard whilst delivering VFM and improved efficiency
Progress Overarching Business Plan Delivering Measure of Milestones to be achieved Objective Priorities Lead Success BRAG (1) Deliver • Deliver • Meet the KPI of • Monitor the impact of the new We have been monitoring the impact of improved service 22 days for HomeChoice policy against void the Homechoice Policy on an ongoing efficiency, improvement standard HRA performance on a fortnightly basis and have reported back to the value for in void re-lets basis. Report to DLT by the end Client. It has had a negative affect and money and turnaround • Improve of Qtr. 1 we are working with the Client to customer • Improve customer • Downsizing strategy - final draft evidence this. Performance in Qtr 1 was satisfaction performance satisfaction agreed by end of Q1. 28.59 days but improved in Qtr 2 to 22.7 in the against KPI’s with the days for the quarter and 25.37 days year managemen general to date
t of empty condition of the A Downsizing Policy going to the Client AMBER
properties. void property to for discussion in November about funding 83% a Tenant Incentive Scheme scheme if
DoLS they wish to. Satisfaction with void works was 79% in Q1 and 73.3% in Q2. However, this is from a very low survey sample. • Support R&M • Meet the • Develop and adopt a hard to let A Hard to Let Strategy cannot be to reduce revised Void process to deliver the hard to let produced presently until the implications
costs in the Standard that Strategy, in light of the new of the new Homechoice policy are void process will be aligned HomeChoice changes. Complete discussed and resolved. We are currently
to the Cornish by end of Q2 looking at other reasons for HtL that are BLUE Housing more asset based. Standard
96 • Review the team’s performance Void turnaround is 34 days with benefits indicators to see whether to be included within the revised delivery different parts of the void model. process would benefit from a Further joint working between LLS and revised delivery model. Review HO to continue and develop for Q3. and implementation by the end PSL Void turnaround has improved in Q2 of Q4. and this area is being closely monitored DoHO through the newly formed GF Operational AMBER Monthly Liasion meeting between CC and CHL. PSL void management will be included within the void lean review scope scheduled Q3/4. • Implement revised Void Revised standard reviewed by ELT in Standard by end of Qtr. 2 September. CF confirmed that tenants
Forum have previously reviewed and agreed this revised version. This will now be uploaded onto the CHL web pages and DoHI
the revised policy will be uploaded on to GREEN the CHL intranet – October 2018.
Action complete • Produce scheme agreements for Scheme Agreements agreed in principle. all ASC schemes; as well as Further discussion on Allocations Policy
other regeneration schemes to for supported housing in progress negate the impact of these void times on our performance DoLS figures. Fundamental principles GREEN to be agreed by end of Q1.
97 (2) Introduce a Introduce Monthly reports • Produce monthly report 1st Activities to date: new process reporting system produced as report end of Quarter 1 Review current profile – forecast units for for ATOs to summary for CC and forecast spend for each key capital managing quantify at client cost code the delivery monthly contract Ensure correct data being captured and of the meetings status reported, systems being updated in a Capital of each contract timely manner (HIP return) Programme being managed Draft of new template to be reviewed by GREEN for outputs, by the individual finance and then presented at ELT for value for including % sign off – Q1 report presented to Council money and complete and % Capital Board in July timeliness to spend Action Complete ensure we Devise collection Monthly summary Capital programme delivered to Performance at end of Q2 43.65% - this DoHI maintain the sheet to on progress quarterly targets and budget profile is ahead of our profiled forecast and we Cornish summarise results produced Q1 – 19% expect to achieve 100% at year end Housing from team and Q2 – 42% Standard. finance reports to Q3 – 70% produce report on Q4 – 100% spend against budget for each GREEN capital cost code for reporting back to the Council
(3) Implement a SLAs in draft SLAs agreed and 1st Quarter 2018 - complete SLA’s now in place for gas, solid fuel, oil series of currently for costed and adopted and electrical testing – these are being Service Gas Servicing monitored at HIT / R&M weekly and Level Solid Fuel monthly meetings Agreements Servicing to support Oil & ASHP DoHI the effective servicing GREEN delivery of Electrical compliance Inspections programmes
98 within our SLAs needed for SLAs produced, 3rd Quarter 2018 SLA’s for capital works, boiler changes, stock and Capital Works costed, agreed and heating installs and voids – to be ensure Boiler changes adopted developed and agreed (signed off CF / residents and complete MH) are kept Gas Installations safe and Voids secure. Shared action for DoRM & DoHI BLUE
SLA Monitoring SLA monitoring 3rd Quarter 2018 Weekly meetings in place. New core procedures procedures group structure to be developed and produced implemented instigated during 2nd quarter 2018 – first meeting held and monthly meetings scheduled GREEN Action complete
99 (4) Implement Aim to improve Evaluation report Review Quarter 3 We are currently in the process of the new capital forecasting installing a new integrated module within Asset and 30 year our Asset Management Software Management investment Lifespan. The new Property Performance Database programme Tool (PPT) has been designed to evaluate and to requirements, the performance of our housing stock provide ensure system against both financial and social value more implemented will information. The results of the analysis effective produce all will provide asset strategies by using real asset required elements time data across individual, multi- modelling to enable stock properties or the entire stock enabling us and options viability and to make informed strategic appraisal to modelling to be decisions. We hope to have the new support the realised including module fully functional within the next 3 revised NPV months. GREEN Asset No interface in Recommendations on next step of project Management place from R & M and potential new module will be
Strategy. to AMS module DoHI presented at the next IT Governance apparent at time board in November 2018 of visit by Capita Consultants Visit to Yarlington on 2nd November – feedback to be given to IT GB Carry out site visits to other users to verify capabilities. If criteria above is Delivery plan Quarter 3 / 4 met continue with
implementation of new system.
BLUE If not look at available options
100 (5) Improve the • Develop • Neighbourhood • Q1 - Process developed for Initial discussions had (TH/EW/SB), to external Neighbourhoo plans identify pulling together different complete Q2 environment d Plans to priorities for neighbourhood intelligence, Neighbourhood Plan template agreed and of our identify investment and including: H&S inspections; will be piloted on at least three estates homes and priorities for future walkabouts; estate monitor during Q2 estates, investment opportunities feedback and the neighbourhood GREEN engaging and future plan template developed. with local opportunities communities • Continue with • Q2 – Non-involved residents Template tested with Kinsman, Lake
to ensure the feedback on priorities for Lane, Mount Camel –a number of issues our programme investment; SEC Board identified; team to discuss with ELT in residents of Estate Committee approve prioritisation November re: options to progress.
are proud of Walkabouts DoLS Following ELT steer, prioritisation AMBER where they • Tie-in with discussion could happen at SEC in live. programme January
of Estate • Q3 – At least £75k of estate- Spend is progressing – needs properly Inspections based revenue spend committed recording in estates budget so review by Cormac due in Q3 • Tie-in with AMBER feedback from Estate • Q3 – Initial proposals for 19/20 Monitors capital spend gathered and
Neighbourhood Plans developed BLUE
(6) Continue to • Continue with • Agreement with • Spend £50k on prioritised CCTV installation complete w/b 10/9 and improve the the G&T CC of additional improvements at Wheal Jewel by work on walls and gates and utility blocks managemen improvement funding end of Q2. started before the end of September and t and project. provided by CC. will be complete before the end of AMBER maintenance • Secure • Improved November of our Gypsy investment in infrastructure • Complete the G&T Action plan, The Action Plan is part of the overall G&T and the G&T sites and pitch service re-design and re- Improvement Project and is largely
Traveller between CHL standard structure by end of Q2 DoLS complete, although the project has been sites to & CC. against the five extended until the end of March 2019. support • Work with year Proposals for the service re-design and improved TravellerSpac investment structure has been to ELT in September. GREEN viability of e on plan. Recruitment to the new posts is the sites and community imminent.
101 inclusion of cohesion at • Have a developed plan for a A lot of progress has been made in
our Wheal Jewel community cohesion project with relation to getting school-aged children communities TravellerSpace by end of Q2 into formal education through the Task and Finish Group that we initiated.
Education have now created a new post GREEN to work closely with the G&T community, particularly Wheal Jewel.
102 Create New Homes OBJECTIVE: BP2 - Meet the needs of people in Cornwall contributing positively to community sustainability
Overarching Business Plan Delivering Measure of Milestones to be achieved Progress Objective Priorities Lead Success BRAG (7) In partnership Identify CC owned Completion or Milestones to be agreed with Initial meeting held with CC to review with the in-fill sites or pockets instigation of new CC as part of project current HRA programme and to agree
Council of land suitable for developments development processes for potential new sites develop development and Processes to be agreed and then
proposals for refer back to the /DoHO implemented end of Q2 – processes
the delivery of Council for funding agreed MR to meet with CC to agree on a GREEn new homes potential. scheme by scheme basis – meetings in within the DoHI progress, but some delay due to current HRA CC priorities
103 development Identify garage sites Register of sites Milestones to be agreed with Initial meeting held with CC to review programme to suitable for available and put CC as part of project current HRA programme and to agree take regeneration relocation project development processes for potential new sites advantage of plans in place for any Processes to be agreed and then additional decants or swaps implemented end of Q2– processes agreed Government needed to facilitate MR to meet with CC to agree on a scheme Grant Funding and progress by scheme basis – meetings in progress, and programme but some delay due to current CC Borrowing priorities Limits.
In partnership with the Ensure adequate Minimum void times Milestones to be agreed with Council’s new promotion and to reduce cost. CC a part of project Developer has given 16 week notice for wholly owned marketing of the development. first phase handover of Bodmin site 9 company, properties to ensure months behind original schedule. Could Trevow Rag units are occupied Minimal rent arrears. Q4 – phased handover Bodmin be further slippage. Impact on potential Kernow Ltd without delay. A seamless and well site first delayed till early CHL income for FY due to delay. and under a managed service to January 2019 due to Council separate new Ensure that the ensure customer Developer challenges. Handover dates for each of the phases at management income collection for satisfaction. Bodmin provided by CC although these agreement, rents, maintenance Q4 Expected phased handover are subject to further delays. Specific AMBER deliver a charges, R & M, No complaints for Tolvaddon site – Handover detailed handover schedule requested service to let defects procedure is delayed. from contractor. and manage agreed and Tolvaddon – Still awaiting a date from the implemented. WPD to install the substation resulting in Affordable, Milestones and KPIs to be handover delayed from Q2 delivery to Q4. Open market agreed with CC as part of rents and project development. All policies and procedures in place by shared CHL. ownership properties at Handover Action Plan led by DoHO the two pilot demonstrates that blockages are with CC. sites under Defect process now agreed. ‘Contemporar y Cornish Advertisement to be placed on hold until Living’ formal handover notification is received from CC. Potential void loss for phase 1 on handover.
104 (8) In partnership Consultation with Project plan in place. Milestones to be agreed with Ongoing project meetings helping to
with the residents at Tamara Designation of duties CC as part of project develop the programme Victoria Regan Council work with the Council for CHL development from CC is meeting the consultant w/c progress with on purchasing the 22nd October. A project plan will be
the required buy back of produced and expecting to begin GREEN Regeneration stock from private consultation in November 2018 of the Tamara owners estate in Identify potential Register of sites are Milestones to be agreed with This will be an output from the Saltash whilst high cost estates by potential CC as part of project development of the new Asset
reviewing utilising the stock refurbishment sites development DoHI management system. First reviews of other modelling capabilities stock (whole stock, geographically based opportunities of AMS to identify and individual properties) likely to be at to improve estates with high the end of Q3/4 our estates. capital investment GREEN requirements and response maintenance costs
105 (9) Explore the Housing our Viable option is Research existing models CHL working with ISO Spaces and CC to financial homeless households identified, approved (desktop) develop a pilot container build scheme for viability of Increasing Housing and proceeds to Site visits to other LAs with PZ. 8-10 Bed units for rough sleepers modular Supply delivery successful models to include as under the RSRS, using existing contracted and/or Value for Money case studies support and PRS Access and Sustainment container Sustainability/preven Measurable impact officer for move on. homes to ting repeat on number of single Viability assessment (eg sites, meet specific homelessness homeless in supplier, funding, target needs ISO Spaces experience and excellence in housing temporary group) to cover the field identified as potential best fit for needs. accommodation (TA - Cost benefits assessment Cornwall due to added social value. Based totals and specific of a model temporary in Cornwall and will create local jobs to reduction in use of housing solution deliver this CHL container pilot project. and cost of, length of - Value for money stay in EA for assessment of temporary Land being identified in Long Rock via Mel singles) housing solutions Brain/Sam Irving CC. - A social impact Clear pathways out assessment DLT approved repurposed RSRS spend in
of rough sleeping May 2018. £25,000 per unit. Site works and/or from Nos Da DLT approval to proceed Q1 additional + costs. into accommodation (RSRS targets) Update to CHL Board on Useful pathway option for rough sleepers /DoHI progress Q2 (July Board) - locally connected to Penzance who won’t
COMPLETED consider other accommodation solutions. AMBER Can potentially be repurposed DoHO Approval to formally proceed accommodation solutions at a later date (Board, CC) Q4 delayed first and used for CWP/Housing First as these meeting with CC took place projects get underway as part of the 08th October 2018. RSRS. Disucssions with CC/CHL are ogoing. HACT SORI tool to be used.
Handover to DOHI to tender Land potentially identified on 08th October contract to deliver Q4 as by CC. Ongoing discussions with CHL and depended on land being CC to look at all modular options including identified for use by CC ISO Spaces. Meeting organised by DoHO and Head of CC Development for early December with all providers. Land identified by ISO in Redruth not favourable to CC to progress development of 40 units. DoHO will review other 106 opportunities in Q3/4.
(10) Working • Managing the • The site is well • Carry out the management Management of South Treviddo being with the South Treviddo managed as per of South Treviddo (ESP) as carried out as per the contract Council Emergency the contract per the contract. Review develop the Stopping Place contract with CC on a new Gypsy (ESP) in line with quarterly basis GREEN and Traveller contract Transit site • Evaluate the • Re-structure service and Current service being restructured and
and develop success or as a consequence be clear should start recruitment process in the model for otherwise of the about the service provided October (see 6 above). effective contract and to Unauthorised management management
encampments (U/E’s) by GREEN
to provide arrangements end of Q2 additional
capacity • Deliver the U/E service; to In negotiations with CC re the standard DoLS within an agreed standards and and price to deliver the U/E service as Cornwall and specification with CC for an part of new management agreement for help reduce
agreed contract price end 2019/20 GREEN the pressures of Q2 of • Play a role in the • The transit site is • Dependant on CC funding Transit site being developed from Q3 unauthorised development of delivered in line and timescales onwards by CC. CHL will manage this encampments the new transit with CC’s transit site on behalf of CC . site and contract timescales management going forward, GREEN following the ESP trial. (11) Develop • Delivery of new • Delivery of 2 • 1 Extra Care (21 units) Whites Close Phase 2 of 3 complete. Now
Extra Care housing options new schemes for and 1 LD scheme (7 units) in Phase 3, with completion date within and for older people LD clients in delivered by end of Qtr 2 Q3. Supported and those with partnership with DoLS Housing special needs by CFA CC have taken handover of the LD scheme GREEN Solutions in working with CFA • Re-model 2 Cat in Porthpean
107 the (Adult Social 2 schemes to • 1 further Extra Care Work about to start on Bederkesa Court Community Care) deliver 2 Extra scheme (37) and 1 further for re-modelling to EC scheme Care schemes for LD scheme (9 older CFA clients units)delivered by end of Further scheme at St Clare in Penzance Qtr 4 likely to be delayed until next financial GREEN year due to wider development issues. (12) Seek and • To scan for • A contract will be • Research nos. of RPs who Nos. of RP stock both GN and specialist develop potential future in place with have small stock nos. in has been obtained opportunities partnerships with Keyworker Cornwall – end of Qtr 1 Q2 – Likely now that we will use the to develop other housing Housing Keyworker HA/Sterling HA Management our role as a providers to Association for Agreement as a pilot rather than pursue GREEN managing expand the the management any others at the present time. agent for housing of 15 units at St • Contact above RPs to offer No further activity in 2018/19 Bus Plan
other Housing management Eval. services as a managing
Providers to service and agent – end of Qtr 3 ensure that affordable BLUE new homes housing • Develop a management DoLS No further activity in 2018/19 Bus Plan for rent are opportunities for available for local residents model and re-contact those who interested RPs – end of Qtr need them. 4 BLUE • Contract signed with
Keyworker Housing Association by end of Q4 BLUE
108
Effective use of Resources OBJECTIVE: BP3 - Use our resources effectively drive VFM in meeting agreed priorities
Overarching Business Plan Delivering Priorities Measure of Milestones to be achieved Progress Objective Lead Success BRAG
109 (13) Identify • Complete procurement DPS in place August 18 DPS completed in August and roll out and deliver of Dynamic Purchasing underway opportunitie System (DPS) as a s to secure vehicle to employ sub improved contractors for work on value for CHL maintained stock. money • Standardise materials Unified stock August 18 Travis Perkins through our used on CHL stock. base for major procurement • Explore existence of items; and contract available frameworks to Kitchens,
managemen assist in procurement of Bathrooms, t to contracts heating maximise • Standardise appliances, 2nd Qrt 2018 - complete Standard specifications complete to
the funding specifications extractor fans, include: heating, kitchens and GREEN within the used by all contractors showers etc bathrooms, wet floor showers, roofing business internal /external - 2nd quarter To follow TPC core group model – first plan to • Put in place improved Standard meeting taken place and monthly
improve our contract management Specifications DoHI meetings scheduled homes. procedures to monitor being utilised Service Partners’ day also arranged for quality from external 26th November 2018 and internal contractors Improved quality and effective delivery of contracts Revise employers Revision 3rd Qrt 2018 Meeting held with CC (3rd July) to requirements specification complete discuss development process. Actions for new build working with agreed included development of new CC development team to specification. This will be developed and ensure newly delivered then reviewed with CC – likely properties comply with completion end of Q3 – draft with CC for GREEN social housing required review standard
110 (14) Deliver Smart Tenants 13 into further 66 residents supported by Q3 Q2 – 38 residents newly supported. the second education We are 24 resident starts over on our year of our Or 2 residents given work contract profile following accelerated
financial 13 into Job experience by Q4 recruitment in 2017/18. We continue to inclusion search support residents recruited in 2017/18 projects not reflected in 38 starts above.
maximising In accordance GREEN the number with contract Q2 (2018/19 results) – 7 evidenced into of residents KPI’s and terms employment or job search, and 3 who benefit evidenced into further education from the programmes Together for Families Families 20 total participants by Q1 Our key workers have supported a total whilst supported to of 55 families on the TfF programme. seeking make 40 total participants by Q2 However, our new starts are down further improvements against contract targets. This is because
opportunitie in their lives 60 total participants by Q3 of a low number of internal referrals s for further including from CHL, and the high complexity of work to homelessness 80 total participants by Q4 families we are supporting. In Qtr 3 we DoLS improve our prevention, will do additional promotion to CHL residents’ tenancies teams
quality of sustained and life. income We have supported 15 new families this maximised quarter.
AMBER In accordance This financial year our key worker team with contract have achieved £198,818 in debt relief KPI’s and terms and income maximisation for these families.
By end of Qtr 2 13 families no longer at risk of homelessness, including 10 tenancies sustained this quarter with key worker help
111 (15) Deliver • Empowering tenants to • 100% of • £100K additional The Inclusion Advisors have collectively welfare manage their Universal UC claiming benefits/income accessed supported tenants to gain £346,090.53 reform Credit claim and tenants for tenants by IA’s by Q1, in additional benefits during the first half REEN
strategy maintain their tenancy offered Q2 Q3 and Q4. of the year. G action plan • Offer practical support tailored to ensure for those taking up a support • Monitor UC claimant All tenants that have their rent verified maintained tenancy to sustain their and advice access to support and via the UC portal have been offered income tenancy advice on a monthly basis support from an Inclusion Advisor. In collection • £400K addition to this, the Inclusion Advisors and tenancy additional have collectively spent 702 hours sustainment. benefits/inc supporting tenants who are claiming UC GREEN ome (since UC started in Cornwall). accessed for tenants • Financial modelling and Financial modelling is underway, with a by IA’s review of Business Case data cut from Open Housing in August. quarterly We have fed into the model the number • Income of cases going onto UC monthly, the collection level of arrears and have forecast meets KPI’s arrears could increase for UC tenants to £1.2m if the average level of arrears per case remains at £486.38. Monthly data on number of tenants receiving UC and GREEN the arrears will be fed into the model monthly. In addition we will add in the number of hours spent with UC claiming tenants by the Inclusion Advisors each month.
• Quarterly report on IA The Inclusion Advisors have successfully impact on tenancy sustained 13 tenancies in the first half of sustainment the year.
GREEN
(16) Impleme A clear apprenticeship 3yr 5 apprentices within the R&M The R&M Team look to have been ntation of programme within our R&M Apprenticeship service by end of Q3 successful in recruitment to 6 posts opportunitie service that supports programme Target set for apprentices in within the Trade Team. GREEN s for increased skills base and developed as R&M for next 3 years – end of MD volunteering succession planning part of our Q4 Target set for year ahead and Workforce Plan
112 apprenticesh Provide opportunities for Clear 5 apprentices across CHL by 1 apprentice recruited in Consultation ips within Customer Service and programme of Q4 Engagement our services Business Admin apprentices new HIT team have identified 3 apprentice which within CHL apprentices by posts, which if approved, would start in provide service area 2019 benefit for which increases Other teams all agreed targets to our skills and achieve. residents capacity GREEN and their including In total commitment made for 14 families and mentors as part apprentices throughout services support of Workforce opportunitie Plan s for Develop skills within existing Clear offer of Skills Needs Assessment All Directors reviewing skills and training inclusive staff through the provision training undertaken Q2 needs in their areas to inform future growth. of training and developed with Training programme developed training programme as part of a apprenticeship programmes Corserv HR as Q4 Workforce Development Plan. Budget part of revised for 2019/20 GREEN Workforce Plan
(17) Develop a Evidencing additional New CHL model • Research existing models Programme delivery has been realigned model to benefits to the wider in place by end by end of Q3 to other commitments – work now capture and community from key of Q4 underway as part of Management
measure the projects Agreement and new Business Plan AMBER Social Value • Develop own CHL model
of the work HoFin undertaken for future use by end of with Q4 BLUE residents
113 and • Embed for use with all new customers business cases by end of and within Q4 our homes
and estates to evidence the wider BLUE benefits of investment in housing and
services. (18) Work Group priority to provide Go live for CHL • Project plan finalised 30 Summit in CHL will not be introduced
with Corserv back office synergies and on Summit by 1 June 2018 until 2020 at the earliest so action is on the move efficiencies April 2019 therefore closed.
of CHL’s HoFin Financial GREEN System from • Testing plan finalised 31 No further activity in 2018/19 Bus Plan ERP to July 2018 Summit
from April BLUE 2019 • Testing sign off end of Feb No further activity in 2018/19 Bus Plan
2019
BLUE
• Go live 1 April 2019 No further activity in 2018/19 Bus Plan
BLUE
(19) In Develop a strong and Reviewed CDM Bi Monthly safety meetings Meetings in place partnership consistent culture to Health arrangements held in R&M service
with Corserv & Safety within our R&M for Contractors DoR M GREEN
114 undertake a services minimising risks Reviewed Risk Full training on Entropy for all Training on the Entropy system has been review of and harm to our staff Register for CHL staff, 2nd Quarter now pencilled in for the 3rd quarter practices Risk
around assessments AMBER Health and from all staff
Safety and Carry out CDM Surveys each We are reviewing a standard approach to Management contractors. Quarter CDM issues. Currently we have adopted to ensure we Reviewed an ad hoc project based approach. are meeting Accidents and GREEN our legal near misses obligations, Investigations Ensure PPE fully operational PPE is now fully operational are looking to any 2nd Quarter after the Accidents and wellbeing of near misses GREEN our staff and undertaken
are minimise Areas of Ensure CDM process In place – see above. the risk of concern raised implemented 2nd Quarter incidents by the
and workforce GREEN accidents for openly both staff Support the delivery of the Implementing Bi Monthly Health and Safety New Group operational and ToR agreed and Group Health & Safety any changes in Working Group with CHL to customers. Strategic Plan by delivering legislation support reviewing of plan and 1 year action plan agreed with Corserv
actions across CHL Implement any incidents. SHEQ service GREEN areas form the Strategic plan
from Corserv All significant incidents Reports coming to ELT as appropriate
Look at good reviewed at ELT and MD practices appropriate action MD and relevant Director review all Review updates implemented incidents direct and prompt for action as for HSE appropriate Review/implem GREEN ent corporate policies
115
Excellent Housing Services OBJECTIVE: BP4 - Modernise and continually improve service delivery, having open dialogue with our customers and listening to their views
Overarching Business Plan Delivering Measure of Milestones to be achieved Progress Objective Priorities Lead Success BRAG
(20) Utilising Improving Customer Q2) SLT set call back standards and SLT/ELT reviewing as part of ongoing
the feedback customer service satisfaction with T&F group explore issues and MD programme – link to refreshed CRM from our across the getting hold of the solutions to inform new customer project
STAR survey business so right person service standard and CRM project AMBER and the customers can get improves 5% in Q3 Q3) Customer enquiry mapping with First stage of CRM to go live in January Cornwall their enquiry interim survey CSC, RM, and HM estates 2019 Residents answered in a Survey timely manner
116 implement a Improving Improved Q1) New repairs promise Repairs promised implemented but now programme satisfaction with satisfaction of 4% implemented under further review as system is not of activity to repairs and in Q3 interim Q2) Reduction in missed supporting the current aspirations improve our maintenance survey appointments by customers & CHL customer scheduling Scheduler has now gone live and impact service to will be seen in Q4
residents
ensuring that we DoRM
regularly AMBER capture and act on customer contact to continuously improve our services. (21) Review • Putting the • Achieving/exce Improvement Project commencing Project scoped and LEAN Partnership and improve customer at eding Corporate Q2 commenced work in September on the our the heart of targets (95%) • End to end process review and first project around Income Collection as
complaints what we do. redesign. Utilising CRM and well as Complaints. handling • Improving workflow to facilitate dramatic Review phase to conclude in October to processes to customer performance and business move to implementation GREEN ensure we services. learning performance. are • Identification • providing of areas for Staff training on managing and HoCC/BIM This will follow process revision
timely Continuous responding to complaints responses to Improvement effectively(complaint handling, residents, review. ICO) BLUE
117 customers, Councillors and All enquiries Bi-monthly reports reviewed at ELT DoHO led team to deliver a “working Councillors MP’s receive responded to within and actions taken forward together to prevent homelessness” with and MP’s timely and quality 10 day timeframe Update to Cllrs & MP’s on process MP Case Officers in July 18. Positive and actively responses to CHL is able to and support for resolving queries by feedback received although numbers
learning queries and review and end of Q1 attending less than from complaints implement changes programmed. Further contact made by feedback. from trends DoHO to MP offices to discuss further
issues in Q3. Q3 visits programmed in for GREEN DoHO to visit MP Offices to talk through challenges and pick up on best practice.
Cllr / MP enquiries brought into scope of Lean review to report in Q3 (22) Continue Contact Centre is 80% of Customers New CC structure is in place and Structure is in place. Structure flexed to the responsive to have their enquiry fully staffed in Q1 adapt to changes and demand. Team development residents enquiries resolved at first Quarterly reporting to ELT leader post left vacant to fund additional of the and is able to contact established from Q1 resources to support call handling. Customer address a high Continued reduction Structure to be discussed further and Contact proportion of in the call-back agreed due to change in plans re future Centre enquiries at first statistics through calls, headcount and budget. ensuring we contact the year GREEN are Quarterly reporting established
providing the After challenging month in April targets opportunitie have been achieved for every month since HoCC s for Contact Centre is More customers are Timescales to be set as part of CRM now going live in January 2019 which resolving as a key driver in accessing services developing CRM programme will lead to further improvements many channel migration online
enquiries at to support the the first development of point of online services to BLUE contact and residents minimising avoidable contact.
118 (23) Develop a • Embed a • SMT informed • Development of programme T&C Activity currently on hold pending review
Quality culture of QA programme (Q2) of team structure and new management Assurance customer focusing on key agreement programme service elements of BLUE which delivery service delivery • Identification of priority areas No further activity in 2018/19 Bus Plan routinely • Data • SMT reviews that driven/inform undertaking for QA activity (Q2) we are ed service regular QA BLUE providing improvement assessments services to • Acting on based upon
• Commencement of audit activity BIM No further activity in 2018/19 Bus Plan our lessons programme (Q3) residents learned – priorities
and complaints, BLUE customers STAR survey, that are resident • Feedback discussions and No further activity in 2018/19 Bus Plan
timely, meet informed actions/lessons learned at SMT our (Q3)
published BLUE service standards, Strengthen Audit Annual plan for • Q1 review July 2018 Audit programme agreed by Committee deliver on processes by 2018/19 approved • Q2 review October 2018 and Auditors now scoping all reviews. actions and reintroducing the by Audit Committee • Q3 review January 2018 Audit Committee received an updated on th are clear annual Internal in April • Q4 review April 2019 25 September and work in progress to and easy to Audit plan deliver outcomes in Q3 & Q4 understand undertaken by CC to ensure Internal Audit that residents HoFin and GREEN customers can be assured of the level of service they will receive.
119 (24) Improve Improving the Feedback is Q1) Mechanism agreed for recording Q1 Delays to ensuring a robust process for the participation in considered and when and how we consider views issuing survey invites (issues identifying a opportunitie service acted on, and and what impact they have completed repair) have delayed s for our satisfaction reported to Q2) Reported to customers and confirming the process for recording how
residents to surveys for repairs customers stakeholders we consider views and their impact. feedback on and new tenancies Planned for Q2 with support from AMT. our services (voids). Q2 Agreed and reported in autumn
through a tenants newsletter. GREEN variety of means Using text invite and online and text
including DoLS response system - Survey participation using new has increased about 100% against same technologies period last year , ensuring Improve the Q2 – quarterly report to Board and Report due to Services & Engagement that we action, and web report about what we have Board Committee in October and will be listen to communication of done in response to residents views subsequently available on web views and action that comes Q3 – ‘Action’ feature in annual are acting from involvement report Q3 – Action feature in Autumn tenants GREEN on views. newsletter & annual report
120 (25) Review Putting customer Expert citizen Identify existing mechanisms and Housing Jigsaw fully embedded within P&E and enhance at the heart of informed services response rates/effectiveness with teams as case management tool. CC opportunitie what we do. where possible and BIM client has access. Dashboards and PIs set s for our Customer Promise appropriate up for teams to help monitor progress service Link to core values Statistically instantly. Customer survey IT module now users and significant feedback identified. Further investigation carried customers in for key service Research best practice (Gold out in Q2 to identify customer and our areas (eg Standard or similar) business benefits of implementing a text Homelessne Homechoice, service for Q3. ss and Prevention & Housing engagement & Feedback from Rough Sleeper Survey to Options Accommodation Enable system functionality where be utilised to inform service improvements service to Solutions) possible to gain customer feedback for Q3/Q4. provide Link with Customer (eg Capita/Jigsaw) feedback on Board Member / Independent Audit of the Housing Options our services Board Champion service to be started in Q4. which will pay and ensure particular focus on the customer journey. their views Apprenticeship Introduce appropriate mechanisms Key training delivered to P&E managers in are used to programme (eg web-forms), customer panels to Q1 which focused on HRAct and shape targeted to former develop bespoke service prevention and homelessness decisions. service service users improvements (eg young people’s All P&E teams attended training in Q2. DoHO delivery. advice services or single homeless Improved consistency and service GREEN linked to BP objective re modular) delivery. Feedback positive from CC.
Weekly TA panel has been set up to review 16/17 Yr old and FWC in B&B and Use complaints and compliments to complex cases. Attended by Housing identify common themes Q3/4 Options, Landlord Services and Social Care representatives. Q2 has already Use Emergency Accommodation seen improved KPIs at 0 for these groups. framework supplier’s feedback to improve EA provision as part of Full TA audit scheduled for Q3 which will contract monitoring. provide intelligence on EA demand and supply and help shape future service model and EA procurement contract. Use recruitment/apprenticeship to target ‘those with lived experience’ TA action plan has been developed and is to fill apprenticeship roles delivered monitored by DoHO at DMT. A number of Q4. quick wins have been achieved in Q2.
121
Good Governance OBJECTIVE: BP5 - Create structures that are fit for purpose for the future and enable the organisation to grow and develop
Overarching Business Plan Delivering Measure of Milestones to be achieved Progress Objective Priorities Lead Success BRAG
(26) Deliver Ensure a wide Q4 - The Board are Q1 – Open recruitment for new Q1 – Open recruitment has begun with the new range of residents hearing from a Services & Engagement Committee advertising to council tenants, Resident views are heard wider range of to ensure a range of residents leaseholders, and on website – targeted
Involvement by the Board residents in line Q1 – Strengthen relationship work to commence in Q2 to reach wider GREEN Strategy to with our between Scrutiny and Audit & Risk range of customers strengthen demographic profile Committee Q1 – Chairs of Scrutiny and A&R, and the voice of Q2 – Views from all residents are fed MD, have agreed more robust process
residents in through to S&EC, including our G&T and relationship our Q3 – Pop-up panel to review interim Q2 – views of G&T and our action
managemen satisfaction and feed into Business DoLS featured in first meeting, as well as t and Plan development council tenants’ feedback. Wider report governance, due for next meeting in Oct. Targeted and improve recruitment for the three remaining opportunitie S&EC resident places to ensure a range s for our of residents. Five residents shortlisted – residents to interviews October 25.
122 scrutinise Tenant Estate Tenants have Q2 – Train 10 volunteers Further work in Q3 on process mapping our services Inspector influenced the Q3 – 1st round of 5 inspections (with cross company participation) how ensuring Programme priorities for results published (including jobs are ordered, actioned, and
that we are improvement and recommendations for improvement) monitored will enable training to accountable have an Q4 – 2nd round of 5 inspections commence in Q4 (see also BP objective to residents understanding of published 20) and always the costs and AMBER seeking challenges of estate opportunitie management. s to improve.. (27) Enhance • Embed • Improving • Performance Management Group Management Agreement work in our current performance performance review of KPI suite – following progress and will set a new revised set KPI schedule management across KPI MA and Benchmarking review. of KPIs for the business – likely to be to provide culture suites with effect from April 2019. for • Use • Clear PDP performance performance (contributions) New scorecard developed for Q1 that has monitoring (data) to and KPI gone to Partnership Board and well that is inform (improvement) received aligned to (improved and linkages the new focused) • Revised KPI Update on progress of Management Management decision suits following Agreement will be going to Board in
Agreement, making Management January 2019 recognises • Ensure Agreement sign best practice contribution & off, including BIM
from alignment consideration of GREEN benchmarkin with HouseMark g and sets 4 delivering Benchmarking year targets Cornwall data sets based on Council and agreed Corserv service business levels. priorities • Introducing peer comparison to drive ambition and challenge
123 (28) Provide To support non- All Board Members All Board member training day Training day took place 3 July – action support and executive directors are able to fulfil delivered Q2 plan now being developed training to following the their non-executive
the revised implementation of role in line with the Governance Self assessment reported to GREEN Board the Governance guidance and Board Sept18 – to finalise at February structure review legislation away day based on an Our Board of Training Board Member skills audit Discussion at training day and to be audit of management has programme for undertaken and training plan included in action plan skills the right skills and Board members to developed Q3 including a experience to meet their skills Board Impact Assessment
Board deliver business needs. undertaken as part of CHL VFM training day impact Board can evidence assessment Q4 MD
to ensure all its impact in Board managing CHL Members are able to GREEN actively fulfil their role and responsibiliti es as a non- Executive Director. (29) Develop Board decisions Key Service areas Champions roll discussed and agreed Board supportive and being developed
the role of are influenced by are represented at at Board away day Q2 for key service areas Board the voice of our Board by active and Champions appointed into service To be developed further in Q3 MD Champions customers engaged Board priorities with clear role profile Q3 GREEN for particular Members
124 service Champions take Board members are Appropriate skills and training To be scoped as part of role profile areas to an active role in strong advocates provided as necessary and regular Already taking place in R&M/H&I ensure that our service for their Service 121’s with relevant Director the voice of delivery and are area both within established by Q3 residents supported to CHL and externally and understand customers Industry practice are fully with a operations
reflected at link to the BLUE Board level relevant Director to ensure effective and informed decision making. (30) Enhance CHL are CHL are actively Network and trade review C&E have rejoined TPAS and, this year, our links continuously engaged in network undertaken for key subject areas Q1 are reassessing with the Forum the value into wider reviewing and and consultations Agreed lead for engaging in key of TPAS membership
networks improving our and using networks and process for sharing Work underway in ELT to review key AMBER and national services based on information and learning Q2 networks and will be concluded in Q3 trade bodies best practice feedback to Develop wider staff network within Objective has been broadened to include to ensure we within the sector improve services CHL to engage with Housing issues Board members and relationship are up to Q3 strategy focussing on key Cllrs and the date and can MPs and will be rolled out in Q3 respond CHL are raising CHL are recognised Review opportunities to promote and CHL Membership of Homeless Link
swiftly to our profile as a as an innovative celebrate work of CHL through gained in Q1.
changes in high performing and creative events, publications and awards Q2 MD legislation organisation housing Targeted annual strategy Q4 Workshop delivered by CHL at NPSS
and within the national organisation national conference on Rough Sleeping. regulation housing sector delivery excellent through an services to our CHL currently without Comms officer so impending customers to review with Corserv but remains a GREEN Housing clear aspiration Green Paper and the Grenfell Enquiry.
125
Definition BRAG Summary BLUE 19 Action not yet due
RED 0 Action significantly behind target
Action underway but slightly behind target or AMBER 14 action awaiting revised timeframe
GREEN 50 Action on target / Complete
TOTAL 83 Total actions in plan
126 Key:
MD = Managing Director
DoHO = Director of Housing Options
DoLS = Director of Landlord Services
DoHI = Director of Homes & Investment
DoRM = Director of Repairs & Maintenance
HoFin = Head of Finance
HoCC = Head of Customer Contact
BIM = Business Improvement Manager
127 128
CHL Board Report November 2018
Update from the Services and Engagement Committee 25 10 18
Report from John Harris, Chair of the Services and Engagement Committee
129
Contents 1. Purpose of the report ...... 2 2. Executive summary ...... 2 3. Recommendation ...... 3
130 1. Purpose of the report Update from the Chair of the Services and Engagement Committee, which was held on Thursday 25th November 2018. 2. Executive summary 2.1 After the minutes of the last meeting was held in July, the S&E Committee began with the Governance and Control officer advising us that the format of the Forward Plan may change following discussions held at the Finance and New Initiatives Committee.
2.2 The Director of Landlord Services informed the committee that the MD of CHL would align the Scheme of Delegation to the Terms of Reference for the Finance and New Initiatives and the Audit and Risk Assurance Committees.
2.3 The DLS also informed the Committee that he would like to make two amendments to the S&EC’s Terms of Reference concerning the Repairs and Maintenance Directorate, point 7.16, and the Repairs and Maintenance and Homes and Investment Directorates to be added to point 7.6.
2.4 A point was raised concerning the number of S&E committee meetings held each year. The concern being 3 months may be too long a gap. After a discussion it was agreed that if any important issues arise a discussion could be raised via the Chair and continued by email or some other method.
2.5 The Committee was given a verbal update by the Assets Manager, concerning Grounds Maintenance, Cleaning and Grass Cutting. This update was a mixed bag, starting well but dropping off as the year progressed. There had been some problems with the cleaning contract, some of our estates receiving a great service, others less so. CORMAC, the contractor, has been informed that improvements are needed by 2019-20 at the latest or they may lose the contract, which could, if necessary, be outsourced to private contractors. To help resolve these problems some form of monitoring was mentioned, including a new officer post and input from tenant monitors/inspectors.
2.6 There had also been a few problems with Grass cutting, both frequency and safety. There was a discussion on whether we could outsource grass cutting to parish councils, which raised a number of issues on value for money.
2.7 The Director of Repairs and Maintenance presented a report on the time taken to complete a repair. He gave the committee some information including numbers of repair jobs and the percentage completed on time up to Q2. He also highlighted some of the problems the 7-day priority jobs have given.
2.8 The use of sub-contractors was discussed; the Committee was advised that sub-contractors were only used when the company did not have enough trained staff. It is hoped that by 2020 CHL will have recruited more personnel into the DLO to cover the workload. The new IT system Scheduler was mentioned, it is hoped this will help to improve the service in general.
2.9 The Consultation and Engagement Manager gave a report on the tenant involvement strategy, which identifies a number of issues raised by tenants. The
131 CEM advised the Committee that she would amend the information before publishing. The CEM also talked about comments left on Facebook and other social media, including all the problems and processes surrounding Homechoice. An update on Homechoice could be brought back to the Committee at the next meeting.
2.10 From a question on how much the communal service charge would be, the CEM said it would probably vary from place to place. Also we are waiting for the Council’s decision on Service Charges and its implementation, which should be in December. If the service charge gets passed it should be rolled out in February next year. Another question concerned complaints, to which the CEM advised reading the Complaints policy, which could be found on the CHL website.
2.11 The Chair of the Tenants Forum gave a short update from the Forum. This included how tenants would like a clearer process and pathways for communication and contact with CHL officers and managers, plus an update on the Repairs Promise. There were also some concerns surrounding operatives from the DLO travelling from one end of the county to the other.
2.12 The CEM presented the committee with an updated consultation tracker. This will now be used for monitoring any actions, which may result from issues brought up from the committee including those left over from the old Services Committee. Estates Walkabouts have started which will help identify any issues, which need attending to. The Customer Contact number was discussed and the CEM suggested that one of the Council Board members visit the Contact Centre.
3. Recommendation
The Board is requested to note the Report.
132