BOARD AGENDA – 28 AUGUST 2019
ITEM AGENDA ITEM ACTION PRESENTED BY PAGE NO TIME Attendance & 1 Noting Chair 3 Apologies 2 Declaration of Interest Noting Chair -
3 Minutes 5.30pm Minute of Meeting 19 3.1 Approval Chair 5 June 2019 - Chief 3.2 Action Sheet Noting 10 Executive 5.45pm Date of Next Meeting 4 29 August 2019 & Approval Chair - 19 November 2019 Director of 5 Health & Safety Approval - Operations
ITEM AGENDA ITEM ACTION PRESENTED BY PAGE NO TIME
6 Items For Decision
Annual Assurance Director of 6.1 Approval 12 5.45pm Statement F&CS Chief 6.2 Governance Report Approval 30 - Executive
Appointment of External Director of 6.3 Approval 38 & Internal Auditors F&CS 6.15pm Development Monitoring Director of 6.4 Approval 41 Report Operations
ITEM AGENDA ITEM ACTION PRESENTED BY PAGE NO TIME
7 Policies for Approval Openness & Chief 7.1 Approval 55 Confidentiality Policy Executive Disclosure of Interest Chief 7.2 Approval 72 6.15pm Policy Executive Chief 7.3 Early Retirement Policy Approval 92 - Executive Chief 7.4 Paternity Leave Policy Approval 113 6.35pm Executive Policy Consultation Chief 7.5 Response Approval 123 (Personal Relationships at Work Executive Policy)
ITEM AGENDA ITEM ACTION PRESENTED BY PAGE NO TIME
8 Monitoring Reports Performance Monitoring Chief 8.1 Noting 127 Report Executive Business Plan Monitoring Chief 8.2 Noting 129 Report Executive Board Development Chief 6.35pm 8.3 Noting 152 Report Executive Management Report to Director of - 8.4 Noting 155 30 June 2019 F&CS Quarterly Treasury Report Director of 7.00pm 8.5 Noting 178 to 30 June 2019 F&CS Investment Programme Director of 8.6 2019/20 Monitoring Noting 185 Operations Report Tenant Participation Director of 8.7 Noting 189 Strategy 2016-20 Update Operations
MEETING GOES INTO PRIVATE SESSION
Agenda Item 1
Board Meetings 2018/19 Board Members Notes 30-Aug-18 21-Nov-18 13-Feb-19 06-Mar-19 20-Mar-19 27-Mar-19 22-May-19 19-Jun-19 Norman Macleod Mairi Bremner Calum Mackay Special Leave Special Leave Special Leave Special Leave Special Leave Alasdair Mackenzie Iain Macmillan John Mitchell 5 Roddy Mackay John Mackay 3 Dolene Smith Fiona Macleod David Blaney 1 Alexander Gardner 2 Roddy Nicolson 4 Paul Finnegan 6 Norman A Macdonald 7
Member present at meeting 1 - Appointed as a Community Member on 30 August 2018 2 - Appointed as a Tenant Member on 30 August 2018 Member not present at meeting 3 - Resigned as a Board Member on 22 January 2019 4 - Appointed as a Co-opted Member on 13 February 2019 Cancellation of travel due to weather/ 5 - Resigned as a Board Member on 6 March 2019 technical problems 6 - Appointed as Council Member on 7 March 2019 7 - Appointed as Council Member on 7 March 2019 Member not required to be present at meeting
Special Leave Board Training 2018/19 Universal Health & Lobbying Homeless Tenant Finance Equalities Credit Safety Board Members Notes Training Training Satisfaction Training Training Training Training 28-Jun-18 07-Nov-18 07-Nov-18 21-Nov-18 25-Feb-19 21-Mar-19 20-Jun-19 Mairi Bremner Alasdair Mackenzie Calum Mackay Special Leave Special Leave Iain Macmillan Roddy Mackay Norman Macleod John Mitchell 5 John Mackay 3 Dolene Smith Alex Gardner 2 David Blaney 1 Fiona Macleod Roddy Nicolson 4 Paul Finnegan 6 Norman A Macdonald 7
Member present at meeting 1 - Appointed as a Community Member on 30 August 2018 2 - Appointed as a Tenant Member on 30 August 2018 Member not present at meeting 3 - Resigned as a Board Member on 22 January 2019 4 - Appointed as a Co-opted Member on 13 February 2019 Cancellation of travel due to weather/ 5 - Resigned as a Board Member on 6 March 2019 technical problems 6 - Appointed as Council Member on 7 March 2019 Member not required to be present at meeting 7 - Appointed as Council Member on 7 March 2019 Special Leave S Agenda Item 3.1
HEBRIDEAN HOUSING PARTNERSHIP
Board
Minutes of Meeting held in HHP Board Room, Creed Court on Wednesday, 19 June 2019 @ 5.30pm
ATTENDANCE & APOLOGIES
1 Attendance & Apologies
Present Staff & Consultants In Attendance
Norman M Macleod Dena Macleod (Chief Executive) Mairi Bremner John Maciver (Director of Operations) Roddy Mackay Donald Macleod (Director of Finance & Corporate Dolene Smith Services) Roddy Nicolson Angus MacNeil (Assets & Contracts Manager) Calum Mackay Katrina Rowlands (Development Manager) Alex Gardner Katia Petteloot (Finance Manager) Iain Macmillan Gary Macleod (Service Development Manager) Paul Finnegan Garry Campbell (Debt Management Officer) Fiona Macleod Mina Maclean (Housing Officer - Allocations) Jonathan Fairgrieve (Corporate Services Officer) Apologies Iona France (Governance Officer – Minute Taker) Norman A Macdonald David Blaney Alasdair Mackenzie
Calum Mackay was welcomed back to the Board following a period of special leave due to illness.
PRELIMINARY PROCEDURAL MATTERS
2 Declaration of Interest Calum Mackay declared an interest in Item 6.7.
3.1 Minute of Board Meeting 22 May 2019 The minute of the Board meeting of 22 May 2019 was submitted and approved as a true and accurate record of the proceedings of the meeting.
3.2 Action Sheet Item 1 Due to the requirement for Energy Performance Certificates (EPCs) the sale of the properties at Braehead had been delayed. A qualified acceptance of the offer received had been issued and Board Members will be informed when the sale is finalised. Item 2 The Director of Operations advised the area had been cordoned off until such time as the repair work was carried out. Item 5 Health & Safety Training for Board Members was planned for on Thursday 21 June 19. Board Members were reminded of their responsibilities under Health & Safety legislation. Item 17 The Chief Executive advised a response on the collective agreement was awaited from Unison. The Action Sheet was noted.
4 Date of Next Meeting The date of the next meeting will be 28 August 2019.
5 Health & Safety There was nothing further to report. ITEMS FOR DECISION
6.1 Annual Report & Financial Statements for Year Ended 31 March 2019 The Annual Report and Accounts for the year ended 31 March 2019 were presented to the Board for approval. The Report had been to the Audit & Risk Committee earlier in the day and had been recommended to the Board for approval. The Director of Finance & Corporate Services highlighted that an error had been identified when preparing the accounts whereby £70k of income in 2018/19 should have been accounted for in 2017/18. This was a timing issue and represents less than 1% of income. A year on year comparison was provided for key financial indicators, including an increase in rental income, driven by rent increase, new build units and an improvement in void loss due to the Board decision to dispose of Cnoc Mor and properties at Braehead. The Director of Finance & Corporate Services advised that the decrease in bad debt provision was driven by a recalculation of the provision following a bad debt write off. The Director of Finance & Corporate Services stressed that £32.356m in reserve is not a cash balance that can be utilised but an accumulation of the surplus since 2006. The Board: a) approved the Annual Report and Accounts for the year ended 31 March 2019; b) approved the summary of the Accounts for inclusion in the Tenants’ Newsletter; and c) noted the Subsidiary Accounts for the year ended 31 March 2019.
6.2 SHR Returns The Loan Portfolio return for 2018/19 and the Five-Year Plans (2019-24), required by the Scottish Housing Regulator (SHR) on an annual basis were presented to the Board for consideration and approval. The Loan Portfolio Return and the Five Year Plans will be submitted to the Regulator by 30 June 2019 and the Audited Financial Statements will be submitted when the SHR Portal opens on 1 August 2019. The Board approved for submission to the Scottish Housing Regulator: a) the Loan Portfolio Return for 2018/19; b) the Five-year Plans Return for 2019-2024 ; and c) the Audited Financial Statements.
6.3 Budgetary Performance for Year Ended 31 March 2019 The performance against budgets for the year ended 31 March 2019 were presented to the Board for approval. The report included an overview of Board Members expenses and consultancy spend for the year. The report also sought approval for the carry forward of £497,983 of slippage into 2019/20 and a recommendation to the AGM that £5,000 of the surplus be donated to local charities. The Board: a) reviewed the performance against budget for the year ended 31 March 2019; b) approved the carry forward of £497,983 of slippage into 2019/20; c) noted the Financial Covenant for 2018/19; and d) approved a recommendation to the AGM that £5,000 of the surplus be donated to local charities during 2019/20.
6.4 Review of Financial Authorities & Financial Regulations The updated Financial Authorities and Financial Regulations were presented to the Board for approval. The Financial Authorities and Financial Regulations were updated following the recent Pay & Grading review and the in line with the revised Standing Orders. The Financial Regulations were updated with current procurement levels and the revised virement thresholds as set out in Part 2 of the Standing Orders. The Financial Authorities were updated and simplified to provide greater clarity on roles and responsibilities and to have consistent delegations levels across posts. New posts identified through the Pay & Grading review have been added, with appropriate delegations, to the Financial Authorities. The Board approved the: a) Financial Regulations; and
b) Financial Authorities. 6.5 Review of Standing Orders This item was taken prior to Item 6.4. On 22 May 2019, the Board approved a revised draft of the Standing Orders for consultation with staff and Board Members. Following the consultation period a working group, comprising staff and Board Members, was convened to review the proposed changes. The Working Group agreed to updated virement thresholds at Part 2 of the Standing Orders and that delegations at Part 4 were consistent with Financial Authorities. The report also sought approval for the Chief Executive to continue to perform the role of Company Secretary until the Head of Executive office commenced employment on 19 August 2019. The Board approved: a) the Standing Orders: and b) the Chief Executive will continue to perform the role of Company Secretary until the Head of Executive office commences employment on 19 August 2019.
6.6 Housing Allocations Annual Report 2018/19 The report provides statistical information on housing allocations during 2018/19 and outlined a number of key issues surrounding supply and demand. The Housing Officer (Allocations) highlighted some of the key points of the report: the breakdown of the waiting list throughout the Outer Hebrides showing the highest demand continued to be in Stornoway, Tarbert, Balivanich and Castlebay; the steady decline of numbers on the waiting list; 53% of applicants were single person households; and number of relets had been consistent over the last few years. Calum Mackay requested that the number of first time refusals of existing stock is included in the report for next year. Following a lengthy discussion Board Members raised concerns about continuing to build in rural areas when demand was reducing and other services, such as schools and public transport were being cut and how the report influenced CNES Local Housing Strategy. It was agreed that the appropriate platform to raise these issues would be at the Investment Delivery Board and the upcoming housing conference due to be held in Uist in July/August 2019. The Board: a) noted the Allocations Report 2018/19; and b) approved the quotas for allocating properties in Stornoway remain at 50% for homeless applicants; 15% transfer applicants and 35% for other waiting list applicants.
6.7 TPAS Conference The report sought approval to support tenant attendance at the Tenant Participation Advisory Service (TPAS) (Scotland) Annual Conference. The Director of Operations advised that a funding request had been received from the Western Isles Housing Association Communities Forum to support up to 6 places at the TPAS (Scotland) Annual Conference in December 2019. The Board agreed to fund up to 6 places for the Western Isles Housing Association Communities Forum at the TPAS (Scotland) Annual Conference in December 2019.
6.8 Community Grant Request The Board were asked to consider a Funding Application from the Community Grant Fund for the Evergreen Luncheon Club, Berneray. Our Community Grant Fund makes funding available to support small scale community projects which will improve the quality of life for residents and make a difference to neighbourhoods. There must be a benefit to our tenants residing within the area. The Board approved the Funding Application for Evergreen Luncheon Club, Berneray for a sum of £500.
6.9 Investment Programme 2019/20 Monitoring Report The report provided an update on the 2019/20 Investment Programme and sought approval to include any property with a Total Heating Total Control (THTC) heating system in the heating programme. The Assets & Contracts Manager advised that since the report was written there had been further tenders returned, contracts awarded and works started on several Lots. Lot 1B (Fire Doors) had been retendered due to high tender costs and tenders were currently being evaluated. The Board agreed on 27 June 2012 to replace THTC systems within schemes where solid fuel systems were being replaced if the existing THTC systems were more than 10 years old. 13 properties have not had their heating systems replaced as a result of this. THTC systems do not produce a good solution for tenants and current tariff prices are very high which in turn drives fuel poverty. It was proposed that these properties be included in the heating programme when the opportunity arises and subject to budget availability. The Board: a) approved the replacement of THTC heating systems previously omitted from replacement programmes due to their being less than 10 years old; and b) noted progress on the 2019/20 Investment Programme.
6.10 Development Monitoring Report The report provided the Board with an update on the progress of the Development Programme 2018-21. The Development Manager advised the four developments on site were all progressing, and programmes and start dates were awaited for the three rural Uist sites. Planning permission had been received for Edgemoor Square, Ness and An Glib, Point. A decision on the site at Cnoc a Runaire, Tolsta was due the following day. A revised design had been agreed with the developer for the Low Flyer site in Balivanich and the Quantity Surveyor was in negotiations with the developer on the costs. The closing date for the purchase of land at Howmore was Friday, 21 June 2019. A grant offer had been received for the development at Scotland Street, however, this was £30k lower than required. An increased grant offer had been requested but there had been no response to date. In the event of no higher grant being received, approval was sought to progress the development, subject to financial appraisal, with the additional £30k being shared equally between HHP, CNES and Scottish Government. The development was currently in the Strategic Housing Investment Plan (SHIP) for 2021/22 but it was proposed to bring this forward to the current year. The Board: a) agreed to progress Scotland Street in 2019/20; b) noted the detailed update of developments; c) noted the summarised development progress report; d) noted the overview of the Development Programme 3; and e) noted the feasibilities update.
POLICIES FOR APPROVAL
7.1 Risk Management Policy & Strategy The updated Risk Management Policy & Strategy was presented for review and approval. The Chief Executive confirmed that only minor updates had been made to the policy to reflect the revised organisational structure. The Board approved the Risk Management Policy & Strategy.
7.2 Policy Consultation Response The Adverse Weather Policy, Corporate Payroll Policy and Personal Relationships at Work Policy were approved for consultation at the Board meeting on 22 May 2019. Following the consultation period the Adverse Weather Policy is recommended for approval and the Corporate Payroll Policy recommended for approval subject to agreeing the process for the annual pay award with Unison. During the consultation period an updated model Policy on Personal Relationships at Work was received from EVH. The Policy was revised to take account of the update and it was proposed that the consultation be re-run with the final policy going to the 28 August 2019 Board meeting for approval. The Board approved the: a) Adverse Weather Policy; b) Corporate Payroll Policy subject to agreeing the process for the annual pay award with Unison; and c) Personal Relationships at Work Policy for consultation with Staff and Unison.
7.3 End Violence at Work Charter The report sought approval to sign up to Unison’s End Violence at Work Charter. The Executive Team and the Health & Safety Committee had considered the Charter and the recommendation was that we undertake an initial assessment of our position with a view to being fully compliant with the Charter by December 2019. The Board approved the request from Unison that HHP sign up to the End Violence at Work Charter.
MONITORING REPORTS
8.1 Performance Monitoring Report The report provided a summary of performance on Budgets, Investment and Development up to 31 May 2019. The Chief Executive advised this report provided a high level overview of all the monitoring reports to enable Board Members to see at a glance how we are performing. The Chief Executive highlighted the total expenditure planned for 2019/20 of £27.6m. This was the highest level of spend planned in a year since the beginning of HHP. This expenditure, which is predominantly for development, will be funded through rental income, Scottish Government grants and borrowing and will have a positive impact on the local economy. The Board noted the overall performance to 31 May 2019.
8.2 Repairs Six Month Review The report provided an update on the latest service review of the current Repairs and Maintenance Contract. The Assets & Contracts Manager confirmed that there was nothing significant to report and that the contractor was maintaining standards, scoring well above the minimum scoring threshold. The Board noted the 6 month Service Review.
MEETING GOES INTO PRIVATE SESSION
Chairperson Mr Norman M Macleod
SIGNED ………………………………………………………
DATE ……………………………………………………… Agenda Item 3.2 Board Action Sheet
Action MINUTE Point NUMBER ACTION TO BE TAKEN DEADLINE/ ACTION BY PROGRESS TIMESCALE
1 19 Jun 19 Financial Statements to be uploaded to Regulator’s portal. 1 August Director of Done. 2019 Finance & (6.2) Corporate Loan Portfolio and 5 year Plans return to be submitted to the Services Done. Regulator. 30 June 2019 £497,983 slippage to be carried forward to 2019/20. Done.
Recommendation to AGM that £5,000 of the surplus to be 29 August Governance Resolution drafted. donated to local charities. 2019 Officer
2 19 Jun 19 First time refusals for existing stock to be added to future March 2020 Area Manager allocations reports. (6.6)
3 19 Jun 19 Scotland Street development to be moved into 2019/20 30 June 2019 Director of Done. Grant offer received from Scottish programme. Operations Government. Site start expected August 2019. (6.10)
4 19 Jun 19 End Violence at Work Charter initial assessment to take place 31 Chief Awaiting meeting with Unison to confirm actions. with a view to being fully compliant by 31 December 2019. December Executive (7.3) 2019
5 22 May Board members to be updated on the sale of properties at Director of Sale concluded. Purchase price - £125k 19 Braehead and the final purchase price confirmed. Operations (5)
6 22 May Discussions ongoing with HIE re flagstones/paving. 31 May 2019 Director of Issues with contractor availability and pricing. 19 Finance & Currently back with Graham & Sibbald to action. Corporate (5) Services
7 20 Mar OHCPP Agreement to be signed. Chief Awaiting OHCPP arrangement for signature. 19 Executive (6.1) Action MINUTE Point NUMBER ACTION TO BE TAKEN DEADLINE/ ACTION BY PROGRESS TIMESCALE
8 29 Aug Business Plan Monitoring Report to be reviewed following 31 August Chief First report on Agenda. 18 Business Planning Day. 2019 Executive (16)
9 27 June Report to Asset Management Working Group on continuous September Director of Planned for future meeting. 18 Investment Programme with no break at year end. 2019 Operations (18)
ITEM NO 6.1
Making our house your home
ANNUAL ASSURANCE STATEMENT Board 28 August 2019
Report by Director of Finance & Corporate Services
Purpose of Report
1.1 The purpose of this report is to present our Annual Assurance Statement to the Board for consideration and approval prior to submission to the Scottish Housing Regulator. Summary
2.1 We are required to comply with the regulatory requirements of the Scottish Housing Regulator (SHR). The Board must be satisfied that the Partnership is compliant and then prepare a statement which is submitted to SHR. 2.2 The completed Annual Assurance Statement is at Appendix 1 with an evidence checklist at Appendix 2, this states that we do comply with all our regulatory requirements. 2.3 The Annual Assurance Statement must be signed off by the Board prior to submission no later than 31 October each year. Competence
3.1 The financial, legal and other constraints to the recommendations in this report are detailed in paragraph 5.1 – 8.1 of this report. Recommendations
4.1 It is recommended that the Board approve the: a) Annual Assurance Statement at Appendix 1; and b) Annual Assurance Statement – Evidence Checklist at Appendix 2.
APPENDIX1: Annual Assurance Statement APPENDIX 2: Annual Assurance Statement – Evidence Checklist Background Papers: Scottish Housing Regulator’s “Regulatory Framework” (February 2019) SFHA Social Landlord Self-Assurance Toolkit (July 2019) Writer of Report: Jonathan Fairgrieve Tel: 0300 123 0773
Jonathan Fairgrieve 5-Jul-19
Competence
Financial 5.1 There are no financial constraints to the recommendation in this report being implemented. Legal 6.1 There is a legal and regulatory requirement to ensure that the Annual Assurance Statement is prepared at submitted by the 31 October each year. Regulatory Guidance 7.1 The Regulatory Standards checklist has been completed and there is nothing in the report which would result in a breach of the standards. Risk 8.1 The risk of not submitting the Annual Assurance Statement will lead to the Partnership being in breach of regulatory requirements and have a knock on effect on its risk rating and regulatory engagement. Report Details
Background 9.1 In February 2019, the Scottish Housing Regulator (SHR) published an updated Regulatory Framework. One of the requirements of the Regulatory Framework is that we must produce an Annual Assurance Statement stating we either comply with: all relevant regulatory requirements set out in Chapter 3 of the Regulatory framework; all relevant standards and outcomes in the Scottish Social Housing Charter (ARC); all relevant legislative duties; and the Standards of Governance and Financial Management;
or, highlight any areas of non-compliance and how we will address these. 9.2 SFHA published a Social Landlord Self-Assurance Toolkit in July 2019 giving guidance to landlords on how to produce their Annual Assurance Statement. Process 10.1 Using the SHR’s Statutory Guidance and the SFHA Self-Assurance Toolkit a checklist was produced to ensure all regulatory requirements are being complied with and outlining the evidence to confirm this. The checklist is at Appendix 2.
Jonathan Fairgrieve 5-Jul-19 APPENDIX 1
Our Annual Assurance Statement
We, Hebridean Housing Partnership, comply with the regulatory requirements set out at Chapter 3 of the Scottish Housing Regulator’s Regulatory Framework. This includes that we comply with:
all the standards and outcomes in the Scottish Social Housing Charter for tenants, people who are homeless and others who use our services; our legal obligations relating to housing and homelessness, equality and human rights, and tenant and resident safety; and the Standards of Governance and Financial Management for RSLs.
We confirm that we have seen and considered sufficient evidence to give us this assurance.
We approved our Annual Assurance Statement at the meeting of our Board on 28 August 2019.
I sign this statement on behalf of the Board.
Chair’s signature:
Date:
HHP is a registered society under the Co-operative and Community Benefit Societies Act 2014, Registered Number: 2644R(S),Registered Office: Creed Court, Gleann Seileach Business Park, Willowglen Road, STORNOWAY, Isle of Lewis HS1 2QP. It is a charity registered in Scotland, Charity Number:SCO35767, registered as Registered Social Landlord with the Scottish Housing Regulator, Registration Number:359 and registered as a Property Factor, Registration Number PF000183 Email: [email protected] Web: www.hebrideanhousing.co.uk Phone:0300 123 0773 APPENDIX 2
ANNUAL ASSURANCE STATEMENT - CHECKLIST Assurance & Notification (AN) Reference Item Evidence Prepare an Annual Assurance Statement in accordance with SHR published Annual Assurance Statement in progress and extract of minute where Annual Assurance Statement is AN1 guidance, submit it to SHR between April and the end of October each year, and approved will be included here. make it available to tenants and other service users. Notify us (SHR) during the year of any material changes to the assurance in its AN2 Regulatory Standards compliance forms are completed for all Board Reports. Annual Assurance Statement.
Allocations Policy is reviewed regularly and approved by the Board before implementation. Allocation Policy consultation with tenants and Housing Management Working Group taking views of current and future tenants into account. Estate Management Policy covers Anti-Social Behaviour. Recovery of Sundry Debts Policy. Debt Management Report is a standing item on the Board agenda. Tenancy Agreement is in line with the Housing Scotland Act 2001 and 2014 and outlines organisational policy on abandonment. Each landlord must have assurance and evidence that it is meeting all of its legal Homelessness Performance is reported to Board in Annual Allocations Report with allocation quotas being AN3 obligations associated with housing and homelessness services, equality and reviewed annually. human rights, and tenant and resident safety. Applicants, Board Members and staff complete equal opportunities forms annually. Equality & Diversity Impact Assessments completed for all new policies. Equal Oppoeruntites Policy. Landlord Health and Safety Policies have been approved by the Board and are reviewed regularly. Landlord Health and Safety Audit carried out in 2018, Gas Audits carried out annually. Internal Audits are carried out regularly and reported to the Audit & Risk Committee. An Internal Audit Progress Report is a standing item on the Audit & Risk Agenda showing progress on action points from internal audits.
Notify SHR of any tenant and resident safety matters which have been reported Notifiable Events Register is a standing item on Board Agenda. to, or are being investigated by the Health and Safety Executive, or reports from AN4 Landlords Health & Safety Audit and Office Health & Safety Audit. regulatory or statutory authorities, or insurance providers, relating to safety Stock Condition Survey carried out in January 2018. concerns. Each landlord must make its Engagement Plan easily available and accessible to AN5 2018/19 Engagement Plan on our website and available in our offices. its tenants and service users, including online. ANNUAL ASSURANCE STATEMENT - CHECKLIST Scottish Social Housing Charter Performance (CH) Reference Item Evidence ARC submission on 31 May 2019 (Annually) ARC reported to Board for approval on annual basis prior to submission. Submit an Annual Return on the Charter (ARC) to SHR each year in accordance Response to ARC queries by regulator recorded. CH1 with our published guidance. External Validation in 2015/16 and 2016/17. Data Dictionaries produced to sense check data. Business Plan goals in line with KPI's and Engagement Plan.
Each landlord must involve tenants, and where relevant, other service users, in the preparation and scrutiny of performance information. It must: • agree its approach with tenants • ensure that it is effective and meaningful – that the chosen approach gives TPAS Officer consults with tenants and forum members prior to the Tenant Report being completed. tenants a real and demonstrable say in the assessment of performance TPAS Officer promotes the Tenant Report and a copy is distributed to all tenants. CH2 • publicise the approach to tenants Repairs Scrutiny Panels • ensure that it can be verified and be able to show the agreed approach to Tenant Participation Strategy involving tenants has happened • involve other service users in an appropriate way, having asked and had regard to their needs and wishes.
Each landlord must report its performance in achieving or progressing towards the Charter outcomes and standards to its tenants and other service users (no later Tenant Report on performance sent out by 31 October each year giving the opportunity for tenants to CH3 than October each year). It must agree the format of performance reporting with feedback on performance. Report is available on our website and at the Partnership's offices and sent to all tenants, ensuring that it is accessible for tenants and other service users, with plain tenants. The report is produce in plain and jargon-free language. and jargon-free language.
When reporting its performance to tenants and other service users each landlord must: • provide them with an assessment of performance in delivering each of the Tenant Report on performance sent out by 31 October each year giving the opportunity for tenants to Charter outcomes and standards which are relevant to the landlord feedback on performance. Report is also placed onto our website as well as at the Partnership's offices and CH4 • include relevant comparisons – these should include comparisons with previous sent out to all tenants. Benchmarking comparisons with other landlords and Scottish averages are included years, with other landlords and with national performance along with a comparison to out previous years performance. • set out how and when the landlord intends to address areas for improvement • give tenants and other service users a way to feed back their views on the style and form of the reporting.
Each landlord must make the SHR report on its performance easily available to its CH5 Available on our website. tenants, including online. ANNUAL ASSURANCE STATEMENT - CHECKLIST Tenant and Service User Redress (TS) Reference Item Evidence Each landlord must make information on reporting significant performance TS1 Leaflet and form for reporting significant performance failures available in the office and on our website. failures, including SHR leaflet, available to its tenants.
Provide tenants and other service users with the information they need to exercise Comments, Compliments and Complaints Policy available on our website and for view at our Partnership their right to complain and seek redress, and respond to tenants within the offices. TS2 timescales outlined in its service standards, in accordance with guidance from the Performance on complaints reported in ARC and quarterly performance report. Scottish Public Services Ombudsman (SPSO). Each complaints response has details on how to escalate complaints to SPSO
Complaints Process in place as well as Comments, Compliments and Complaints Policy created and Each landlord must ensure it has effective arrangements to learn from complaints reviewed in line with SPSO guidance. TS3 and from other tenant and service user feedback, in accordance with SPSO Performance on complaints is reported in quarterly Performance Report guidance. Complaints Report to Board on a bi-annual basis ANNUAL ASSURANCE STATEMENT - CHECKLIST Whistleblowing (WB) Reference Item Evidence
Each landlord must have effective arrangements and a policy for whistleblowing Whislteblowing Policy in place which is reviewed regularly. This policy is on our intranet, internet and available WB1 by staff and governing body/committee members which it makes easily available through a shared folder. The policy is reviewed on a regular basis in line with our policy review schedule. and which it promotes. ANNUAL ASSURANCE STATEMENT - CHECKLIST Equality and Human Rights (EH) Reference Item Evidence
Equal Opportunities Policy in place. Section in Repairs & Maintenance on Adaptations. Recruitment Policy in place and reviewed on a regular basis to ensure equal opportunities are complied with. Each landlord must have assurance and evidence that it considers equality and Equal Opportunities forms completed annually EH1 human rights issues properly when making all of its decisions, in the design and Estate Management Policy includes Section on ASB. review of internal and external policies, and in its day-to-day service delivery. Equality and Diversity Impact Assessment Forms are completed for every policy when reviewed. Interpreting Service available, (Language line). Policies available in alternative formats/language, if required Training Plan for Staff and Board Members Speak Out Training held for all staff.
To comply with these duties, landlords must collect data relating to each of the protected characteristics for their existing tenants, new tenants, people on waiting Pending further guidance being issued, compliance with this requirement will not be measured by the SHR lists, governing body members and staff. Local authorities must also collect data until April 2021. In the meantime, it is recommended that landlords continue to collect the equalities data EH2 on protected characteristics for people who apply to them as homeless. that was previously submitted in the Annual Return on the Charter (ARC) – i.e. Ethnic origins and disability Landlords who provide gypsy/traveller sites must collect data on protected details of service users, staff and governing body/committee members. characteristics for these service users. ANNUAL ASSURANCE STATEMENT - CHECKLIST Statutory Guidance (SG) Reference Item Evidence
Notifiable Events Register kept up to date with reported events. Notifiable Events report is a standing item on the Board agenda. Comply with, and submit information to SHR in accordance with, our guidance on SG1 Standing Orders Scheme of Delegation specifies responsibilities. notifiable events (NE) Processes and procedures ensure all notifications have been made. Notifiable Events Training.
Comply with, and submit information to SHR in accordance with our guidance on group structures We have a dormant subsidiary, HHP Community Housing Ltd, with the annual accounts filed on the SHR SG2 This only applies to RSLs which are members of a group structure Comply with, and portal. These are reviewed by an External Auditor annually. submit information to SHR in accordance with our guidance on group structures. This only applies to RSLs which are members of a group structure
Comply with, and submit information to SHR in accordance with, our guidance on consulting tenants where tenant consent is required. This applies only where a RSL is intending to either: dispose of tenanted properties by sale or transfer; or become SG3 N/A a subsidiary of another organisation; or is intending to convert from being a company to become a registered society; or is likely to be restructured as a result of the actions of creditors; or intends to be dissolved or wound up voluntarily
Five Year Financial Plans submitted to SHR once reported to Board, audited accounts also submitted once Comply with, and submit information to SHR in accordance with, our guidance on signed by Chair, Vice Chair and Company Secretary and verified by external auditor. SG4 financial viability of RSLs: information requirements. External Auditor's Management Letter is signed by chair and submitted to SHR. 30 Year Cashflow and Business Plan
Financial Statements, produced in line with SHR requirements are reported to Board and signed by Chair, Vice Chair and Company Secretary and prior to submission to SHR. Comply with, and submit information to SHR in accordance with, our guidance on SG5 Management Letter is also submitted to SHR once reported to Board and signed off. determination of accounting requirements We have processes in place to ensure we have updated guidance and that it is distributed to the revelant staff.
All required information uploaded onto SHR portal once Board approve. External Auditor reports. Comply with, and submit information to SHR in accordance with, our guidance on SG6 AGM Minute. preparation of financial statements. We have processes in place to ensure we have updated guidance and that it is distributed to the revelant staff. ANNUAL ASSURANCE STATEMENT - CHECKLIST Organisation Details and Constitution (OC) Reference Item Evidence
Make publicly available, including online, up-to-date details of: Governing Body details available on website and SHR portal and updated timeously. - who is on its governing body How to become a member leaflet available on website OC1 - the date when they first became a member/office holder How to become a member of governing body available on website - how to become a member of the RSL and of the governing body, and Membership register available to view at Partnership's offices (this included dates of commencement) - minutes of governing body meetings.
Keep up-to-date organisational details in the Register of Social Landlords, by OC2 Updated by Governance Officer within 5 days of change maintaining the information provided through the Landlord Portal.
Rules - consultation with members prior to rule change The constitution of the RSL must comply with all legislative requirements under the Legal advice sought prior to any Rule change OC3 2010 Act and the SHR Constitutional Standards Governing body (SGM) Minutes of approval of amendments to Rules and Standing Orders Based on SFHA model rules ANNUAL ASSURANCE STATEMENT - CHECKLIST Governance and Financial Management (GF) Reference Item Evidence
Comply with the Standards of Governance and Financial Management and Annual Assurance Statement Checklist confirms compliance of this. GF1 associated guidance Internal Audit on Regulatory Standards in 2017/18 with recommendations being actioned and tracked. ANNUAL ASSURANCE STATEMENT - CHECKLIST REGULATORY STANDARDS Number Item Evidence
1 The governing body leads and directs the RSL to achieve good outcomes for its tenants and other service users.
Annual Business Planning Days held with Board and other stakeholders. Business Plan Monitoring Report goes to Board meetings quarterly. Risk Register is a standing item on Audit & Risk Agenda The governing body sets the RSL’s strategic direction. It agrees and oversees the organisation’s business plan 1.1 Risk Appetite set by Board in Business Planning Process. to achieve its purpose and intended outcomes for its tenants and other service users. Tenant Satisfaction Surveys BRIXX financial planning model, 30 year Financial Plans and sensitivity analysis. Finance Working Group Minutes
Rules Review of Standing Orders, Scheme of Delegation in Standing Orders and reviewed on an annual basis by the Board Financial Regulations The RSL’s governance policies and arrangements set out the respective roles, responsibilities and Code of Conduct for Board Members and Staff signed 1.2 accountabilities of governing body members and senior officers, and the governing body exercises overall Internal Audits responsibility and control of the strategic leadership of the RSL. Annual Board Skills Assessment CEO Appraisal Feedback Form Board Plan reviewed regularly and policy review schedule Job Descriptions reviewed to ensure they remain in line with regulatory requirements Staff Appraisals
Rules updated in line with SFHA guidance Job Description of Company Secretary role currently carried out by Head of Executive Office The governing body ensures the RSL complies with its constitution and its legal obligations. Its constitution 1.3 Annually report statutory and regulatory requirements adheres to these Standards and the constitutional requirements set out below. Training Records and plans for staff and Board Members Board Report template ensure compliance.
Code of Conduct for Board Members sets out collective responsibility 1.4 All governing body members accept collective responsibility for their decisions. Board Minutes Training needs analysis for Board Members.
Appraisal for Senior Officer carried out by Board Members Board Member role descriptions All governing body members and senior officers understand their respective roles, and working relationships 1.5 Recruitment and selection are constructive, professional and effective. Board Members involved in the recruitment of senior officers Board Training Plan
Disclosure of Interest Policy and forms filled in by all Board Members Code of Conduct for Board Members Each governing body member always acts in the best interests of the RSL and its tenants and service users, Declaration of Interest Register/Minute 1.6 and does not place any personal or other interest ahead of their primary duty to the RSL. Standing Orders Board Member nomination forms Board Report on decisions involving staff and Board Members standing item on Board Agenda.
Disclosure of Interest Policy and forms filled in by all Board Members Rules The RSL maintains its independence by conducting its affairs without control, undue reference to or 1.7 Code of Conduct influence by any other body (unless it is constituted as the subsidiary of another body). Recruitment Policy Board Member Skills Assessment ANNUAL ASSURANCE STATEMENT - CHECKLIST REGULATORY STANDARDS Number Item Evidence
The RSL is open about and accountable for what it does. It understands and takes account of the needs and priorities of its tenants, service users and stakeholders. And its primary focus is the sustainable achievement of 2 these priorities.
HHP will communicated through web, social media and letters the following information: Tenant Report produced annually; Summary of Financial Statements; Business Plan on website; The RSL gives tenants, service users and other stakeholders information that meets their needs about the RSL, 2.1 Communications Policy; its services, its performance and its future plans. Newsletter sent out to all tenants; Tenant Participation Strategy; Openness & Confidentiality Policy; and Publications Framework.
HHP Board allows for 4 tenant Board Members Code of Conduct Disclosure of Interest Policy The governing body recognises it is accountable to its tenants, and has a wider public accountability to the Tenant Report 2.2 taxpayer as a recipient of public funds, and actively manages its accountabilities. Procurement Strategy Value for Money Strategy Annual Accounts Complaints in Quarterly Performance Report
Social Media presence The governing body is open and transparent about what it does, publishes information about its activities Openness & Confidentiality Policy 2.3 and, wherever possible, agrees to requests for information about the work of the governing body and the Public Minutes of Board Meetings available online RSL. Training arranged for FOI compliance Data Protection Officer appointed ensuring compliance with GDPR and Subject Access Requests
TPAS Officer employed by HHP Tenant Consultation held on any key tenant issues e.g. rent, repairs and allocations The RSL seeks out the needs, priorities, views and aspirations of tenants, service users and stakeholders. The 2.4 Strategic Goal 1 in Business Plan governing body takes account of this information in its strategies, plans and decisions. Tenant Participation Strategy Tenant Scrutiny Panel
Notifiable Events reported to Board and Regulator Internal Audit Reports The RSL is open, co-operative, and engages effectively with all its regulators and funders, notifying them of Scheme of Delegation in Standing Orders anything that may affect its ability to fulfil its obligations. It informs the Scottish Housing Regulator about any 2.5 Minute of Board Meeting significant events such as a major issue, event or change as set out and required in notifiable events Risk Register guidance. Business Plans to funder with annual review held Quarterly Treasury Report and Management Report reviews held with funder ANNUAL ASSURANCE STATEMENT - CHECKLIST REGULATORY STANDARDS Number Item Evidence
3 The RSL manages its resources to ensure its financial well-being, while maintaining rents at a level that tenants can afford to pay.
RSL has a robust forecasting process with 30 year financial plans being updated regularly and reviewed by Board and Finance Working Group. Treasury Management Policy, Annual Finance Strategy in place. The RSL has effective financial and treasury management controls and procedures, to achieve the right Robust controls in place with appropriate segregation of duties with appropriate record retention to support 3.1 balance between costs and outcomes, and control costs effectively. The RSL ensures security of assets, the all legal requirements. proper use of public and private funds, and access to sufficient liquidity at all times. Value for Money benchmarking has been undertaken in 2018/19 with a view to developing a formal strategy in 2019/20. Asset cover ratio well within approved limits set by our funder.
Strategy is reviewed in line with policy review schedule with the Annual Financing Strategy being updated with support from independant adviser to ensure it continues to be relevant and up to date in terms of any The governing body fully understands the implications of the treasury management strategy it adopts, 3.2 changes in the market. ensures this is in the best interests of the RSL and that it understands the associated risks. Treasury Management Policy. Scheme of Delegation in Standing Orders
Minute of Business Planning Days Risk Register is a standing item on Audit & Risk Committee Benchmarking to set targets. The RSL has a robust business planning and control framework and effective systems to monitor and Notifiable Events Register 3.3 accurately report delivery of its plans. Risks to the delivery of financial plans are identified and managed 30 year financial plans approved annually following review by Finance Working Group who stress test plans. effectively. The RSL considers sufficiently the financial implications of risks to the delivery of plans. Management Report, Quarterly Treasury Report and Debt Management Report are standing items on Board Agenda. Quarterly Progress Report to Board.
Board Report for Approval on 5 year financial projections The governing body ensures financial forecasts are based on appropriate and reasonable assumptions and BRIXX Financial Model reports 3.4 information, including information about what tenants can afford to pay and feedback from consultation Finance Working Group Minutes with tenants on rent increases. Stock Condition Survey Rent Consultations
The RSL monitors, reports on and complies with any covenants it has agreed with funders. The governing Management Report with convenant compliance check within this. 3.5 body assesses the risks of these not being complied with and takes appropriate action to mitigate and External Auditors annual covenant compliance supplied to funders. manage them.
Pay & Grading Review Benchmarking Data The governing body ensures that employee salaries, benefits and its pension offerings are at a level that is EVH Support 3.6 sufficient to ensure the appropriate quality of staff to run the organisation successfully, but which is Remuneration Working Group affordable and not more than is necessary for this purpose. Joint Consultative Committee remit Corporate Payroll Policy
The governing body ensures the RSL provides accurate and timely statutory and regulatory financial returns Returns Register kept up-to-date 3.7 to the Scottish Housing Regulator. The governing body assures itself that it has evidence the data is accurate Job Description & Scheme of Delegation in Standing Orders show responsible officers before signing it off. Board approve returns through Board Reports being submitted for approval ANNUAL ASSURANCE STATEMENT - CHECKLIST REGULATORY STANDARDS Number Item Evidence
4 The governing body bases its decisions on good quality information and advice and identifies and mitigates risks to the organisation’s purpose.
Board Minute as stand alone minute Board Papers Remit of Board and Committees and Work Groups in Standing Orders Training Records The governing body ensures it receives good quality information and advice from staff and, where Scheme of Delegation in Standing Orders 4.1 necessary, expert independent advisers, that is timely and appropriate to its strategic role and decisions. The Internal & External Audit Reports governing body is able to evidence any of its decisions. Treasury Management Policy Annual Report on consultants used and their Value for Money. Advise provided to Board at Directorate level with support from Managers and External Advisers/Consultants as requried.
Appraisal of Senior Officer and qaurterly meeting with Chair Board Reports Business Plan KPI's The governing body challenges and holds the senior officer to account for their performance in achieving Performance Reports 4.2 the RSL’s purpose and objectives. Tenant Report with Benchmarking Scheme of Delegation in Standing Orders Internal Audit Succession Plan presented to Board following Workforce Plan Board Report
Risk Register Risk Appetite in Business Plan The governing body identifies risks that might prevent it from achieving the RSL’s purpose and has effective Business Continuity Planning 4.3 strategies and systems for risk management and mitigation, internal control and audit. Board Report Template has specific reference to risk Audit & Risk Committee Business Continuity Planning
Where the RSL is the parent within a group structure it fulfils its responsibilities as required in our group structures guidance to: a) control the activities of, and manage risks arising from, its subsidiaries; Minutes 4.4 b) ensure appropriate use of funds within the group; Membership Register c) manage and mitigate risk to the core business; and Accounts reviewed for audit. d) uphold strong standards of governance and protect the reputation of the group for investment and other purposes.
The RSL has an internal audit function. The governing body ensures the effective oversight of the internal Audit Contract outsourced and competitively tendered audit programme by an audit committee or otherwise. It has arrangements in place to monitor and review Internal Audit Progress Report standing item on Audit & Risk agenda the quality and effectiveness of internal audit activity, to ensure that it meets its assurance needs in relation Internal Audit Reports 4.5 to regulatory requirements and the Standards of Governance and Financial Management. Where the RSL Remit of Audit & Risk in Standing Orders does not have an audit committee, it has alternative arrangements in place to ensure that the functions Audit & Risk Minutes normally provided by a committee are discharged. Chair not a member of Audit & Risk Committee ANNUAL ASSURANCE STATEMENT - CHECKLIST REGULATORY STANDARDS Number Item Evidence
Procurement Policy Tendering Records Audit Plans (Internal & External) The governing body has formal and transparent arrangements for maintaining an appropriate relationship 4.6 Management Letter with the RSL’s external auditor and its internal auditor. Remit of Board and Committees in Standing Orders Scheme of Delegation in Standing Orders External & Internal Auditors must not be the same company
5 The RSL conducts its affairs with honesty and integrity.
Core Value is Integrity to which we hold each other accountable Code of Conduct Staff & Board The RSL conducts its affairs with honesty and integrity and, through the actions of the governing body and 5.1 Disclosure of Interest Policy staff, upholds the good reputation of the RSL and the sector. EPB Policy Openness & Confidentiality Policy
Code of Conduct and process for dealing with breaches The RSL upholds and promotes the standards of behaviour and conduct it expects of governing body Governance Report 5.2 members and staff through an appropriate code of conduct. It manages governing body members’ Training Records for Board and Staff performance, ensures compliance and has a robust system to deal with any breach of the code. Board Skills Assessment and Training Needs Analysis followed Scheme of Delegation in Standing Orders Equal Opportunities Policy The RSL pays due regard to the need to eliminate discrimination, advance equality and human rights, and Equal Opportunities forms for Board staff and applicants 5.3 foster good relations across the range of protected characteristics in all areas of its work, including its Equality & Diversity Impact Assessment forms for all policies when being reviewed governance arrangements. Succession Plans
Entitlements, Payments & Benefits Policy Disclosure of Interest Policy and Governing body members and staff declare and manage openly and appropriately any conflicts of interest 5.4 Disclosure of Interest Forms and ensure they do not benefit improperly from their position. Training Records Conflicts of Interest Forms and segrigation of duties in place for staff
The governing body is responsible for the management, support, remuneration and appraisal of the RSL’s Appraisal for Senior Officer carried out by Board Members 5.5 senior officer and obtains independent, professional advice on matters where it would be inappropriate for Annual Board Report on Senior Officer appraisal the senior officer to provide advice. Advice available from external agency (EVH)
Fraud Policy Fraud Checklist There are clear procedures for employees and governing body members to raise concerns or whistleblow if 5.6 Fraud Register they believe there has been fraud, corruption or other wrongdoing within the RSL. Internal Audit Reports Whistleblowing Policy
Employment Contracts Severance payments are only made in accordance with a clear policy which is approved by the Entitlements, Payments & Benefits Policy governing body, is consistently applied and is in accordance with contractual obligations. Such payments 5.7 Staff Handbook are monitored by the governing body to ensure the payment represents value for money. The RSL has Early Retirement Policy considered alternatives to severance, including redeployment. No payment would be made without Board approval
Where a severance payment is accompanied by a settlement agreement the RSL does not use this to limit Board Reports 5.8 public accountability or whistleblowing. The RSL has taken professional legal advice before entering into a EVH appointed for HR support settlement agreement. Subscribed to employment law technical guidance from Craner ANNUAL ASSURANCE STATEMENT - CHECKLIST REGULATORY STANDARDS Number Item Evidence 6 The governing body and senior officers have the skills and knowledge they need to be effective.
The RSL has a formal, rigorous and transparent process for the election, appointment and recruitment of Board Appointed and Co-opted Board Members governing body members. The RSL formally and actively plans to ensure orderly succession to governing 6.1 Membership Policy body places to maintain an appropriate and effective composition of governing body members and to Nomination Pack for Board Member Candidates ensure sustainability of the governing body.
Board Skills Assessment Report The governing body annually assesses the skills, knowledge, diversity and objectivity it needs to provide Board Appointed Member capable leadership, control and constructive challenge to achieve the RSL’s purpose, deliver good tenant 6.2 Board Skills Assessment outcomes, and manage its affairs. It assesses the contribution of continuing governing body members, and Board Development Session what gaps there are that need to be filled. Attendance & Apologies at Board Meetings
The RSL ensures that all governing body members are subject to annual performance reviews to assess their Board Skills Assessment contribution and effectiveness. The governing body takes account of these annual performance reviews Board Development Plan 6.3 and its skills needs in its succession planning and learning and development plans. The governing body Succession Planning Report to Board ensures that any non-executive member seeking re-election after nine years’ continuous service AGM Minute demonstrates continued effectiveness.
Membership Policy The RSL encourages as diverse a membership as is compatible with its constitution and actively engages its AGM Notices 6.4 membership in the process for filling vacancies on the governing body. Newsletters Governance Officer attends events promoting membership and networking
Induction Programme The RSL ensures all new governing body members receive an effective induction programme to enable Training Plan them to fully understand and exercise their governance responsibilities. Existing governing body members 6.5 Training Records are given ongoing support and training to gain, or refresh, skills and expertise and sustain their continued Board Skills Assessment effectiveness. Approved Conferences
If the governing body decides to pay any of its non-executive members then it has a policy framework to demonstrate clearly how paying its members will enhance decision-making, strengthen accountability and Board Members are non-remunerated posts with the exception of out-of-pocket expenses which are paid in 6.6 ownership of decisions, improve overall the quality of good governance and financial management and accordance with our Mermber Expenses Policy deliver value for money.
The governing body is satisfied that the senior officer has the necessary skills and knowledge to do his/her Chief Executive Job Description 6.7 job. The governing body sets the senior officer’s objectives, oversees performance, ensures annual Chief Executive Appraisal performance appraisal, and requires continuous professional development. Training Records
The RSL ensures that any organisational changes or disposals it makes safeguard the interests of, and benefit, current and future tenants. 7 Where an RSL is considering organisational or constitutional change, or acquisition or disposal of land or assets:
Business Plan annual update with new Business Plan subject to Tenant Consulation The governing body discusses and scrutinises any proposal for organisational change and ensures that the Business Planning Day Minute 7.1 proposal will benefit current and future tenants. Working Group Minutes Board Report and external advisors appointed as required.
Business Plan with Strategic Goals and plans in achieving these. The RSL ensures that its governance structures are as simple as possible, clear and allow it to meet the Policies are simple and available through our intranet and updated in line with our Policy Review Schedule 7.2 Standards of Governance and Financial Management, Constitutional Requirements, and Group Structures Working Groups and Standing Committees have clearly defined roles and remits to alow for a simple guidance. governance structure Organisational Structure ANNUAL ASSURANCE STATEMENT - CHECKLIST REGULATORY STANDARDS Number Item Evidence Board Minute Record of Tenant Consultation, Surveys, Questionairres The RSL ensures adequate consultation with, and support from, key stakeholders including tenants, Training Feedback Forms 7.3 members, funders (who may need to give specific approval) and local authorities as well as other Joint Consultative Committee Remit regulators. Loan Agreement and Financial Covenants Approval from OSCR and FCA on accounts
30 year Financial Projections reviewed with Finance Working Group and stress tested appropriately Value for Money Benchmarking The governing body is satisfied that the new (or changed) organisation will be financially viable, efficient 7.4 Business Plan and will provide good outcomes for tenants. Budgets Minutes of Board, A&R and Working Groups
Business Plan Delivery Plan The RSL establishes robust monitoring systems to ensure that delivery of the objective of the change and of Strategic Goals 7.5 commitments made to tenants are achieved (for example in relation to service standards, operating costs Newsletter and Tenant Communications and investment levels). Monthly Performance Report Board Plan reviewed annually
Records of OSCR and CNES engagement on rule change Charitable RSLs seek consent/notify OSCR of changes to their constitution and other changes as Application to OSCR 7.6 appropriate. OSCR consents Consultation with stakeholders and documented
Business Plan The governing body ensures that disposals, acquisitions and investments fit with the Board Reports and Minutes RSL’s objectives and business plan, and that its strategy is sustainable. It considers these taking account of 7.7 Asset Management Strategy being reviewed for stock provision appropriate professional advice and value for money - whether as part of a broader strategy or on a case Asset Cover Ratio much greater than required from funder by case basis. All disposals, other than 'de minimis', require Board approval
Consultations with Tenants 7.8 The RSL complies with regulatory guidance on tenant consultation, ballots and authorisation. Notices to Tenants Notifiable Events Register
Board Reports Minutes of Board Meetings 7.9 The RSL notifies the Regulator of disposals in accordance with regulatory guidance. Notifiable Events Register Notifications to SHR Approval to dispose of security from funder
Board Report The RSL only agrees fixed or floating charges where the assets are used to support core activities. This should Business Plan 7.10 exclude providing security in relation to staff pensions. Loan Agreesments & Register Fixed Asset Register ITEM NO 6.2
Making our house your home
GOVERNANCE REPORT Board 28 August 2019
Report by Chief Executive
Purpose of Report
1.1 The purpose of this report is to present information to the Board in respect of: Rule Compliance; AGM charitable donations; and draft timetable for 2020. Summary
2.1 Our rules require the Company Secretary to confirm in writing at the last Board Meeting before the Annual General Meeting that Rules 62 to 67 have been complied with. Details of each Rule is at Appendix 1. 2.2 At the Board Meeting on 19 June 2019 it was agreed that a recommendation would be made to the AGM that £5,000 of the surplus at 31 March 2019 would be donated between 5 local charities during 2019/20. The charities would be drawn from a rolling list initially agreed in June 2016, and updated periodically when approved charities are added. This is at Appendix 2. 2.3 A draft timetable for 2019 is at Appendix 3. Competence
3.1 The financial, legal, and other constraints to the recommendations in this report being implemented are at 5.1 – 8.1. Recommendations
4.1 It is recommended that the Board: a) note that the Partnership has complied with Rules 62 to 67 for the year ended 31 March 2019 at Appendix 1; b) approve the 5 charities at Appendix 2 be proposed at the AGM on 29 August 2019; and c) approve the Draft Timetable 2020 at Appendix 3.
APPENDIX 1: Rule Compliance APPENDIX 2: List for 2019 Charity Donations APPENDIX 3: Draft Timetable 2020 Background Papers: HHP Rules Writer of Report: Jonathan Fairgrieve Tel: 0300 123 0773
Jonathan Fairgrieve 12-Jul-19 Competence
Financial 5.1 There will be a financial cost to the Partnership should the recommendation to approve the charitable donations be approved. This has been provided for in our 2018/19 surplus. Legal 6.1 This report will ensure that the Board complies with the requirements of the Rules with regard to minutes and books of account as set out at Rule 68. 6.2 In respect of charitable donations made all details of donations and recipients will be properly recorded in the appropriate register. 6.3 Donations will only be made to registered charities and only in financial years where we make a surplus. Regulatory Guidance 7.1 The Regulatory Standards checklist has been completed and there is nothing in the report which would result in a breach of the standards. Risk 8.1 There are no risks associated with the implementation of the recommendations in this report.
Report Details
Compliance 9.1 Assurance is hereby given to the Board that the requirements of the Rule 68 have been complied with in respect of minutes and books of account. Charitable Donations 10.1 It was agreed at the Board Meeting on 19 June 2019 that £5,000 of the surplus at 31 March 2019 would be recommended to the AGM to be distributed between 5 local charities. Appendix 2 details the charities proposed for 2019. 10.2 A rotational system is in place to ensure monies are distributed fairly and no single charity benefits too frequently. Draft Timetable 2020 11.1 The draft 2020 meeting schedule has been compiled and takes account of Board Meetings, various deadlines and other key dates in our calendar. This is presented to the Board for consideration and approval. 11.2 The timetable is at Appendix 3.
Jonathan Fairgrieve 12-Jul-19 APPENDIX 1
RULE COMPLIANCE
Rule 62 Minutes Minutes of every general meeting, Board Meeting and sub-committee meeting must be kept. Those minutes must be presented at the next appropriate meeting and if accepted as a true record, signed by the Chairperson of the meeting at which they are presented. All minutes signed by the Chairperson of the meeting shall be conclusive evidence that the minutes are a true record of the proceedings at the relevant meeting.
Rule 63 Seal The Partnership shall execute deeds and documents in accordance with the provisions of the Requirements of Writing (Scotland) Act 1995 and record the execution in the register. The use of a common seal is not required. The Partnership may have a seal which the Secretary must keep in a secure place unless the Board decides that someone else should look after it. The seal must only be used if the Board decides this. When the seal is used, the deed or document must be signed by the Secretary or a Member of the Board or another person duly authorised to subscribe the deed or document on the Partnership’s behalf and recorded in the register.
Rule 64 Registers The Partnership must keep at its registered office a Register containing: 64.1 the names and addresses of the Members and where provided for the purposes of electronic communication, fax numbers and e-mail addresses; 64.2 a statement of the share held by each Member and the amount each Member paid for it; 64.3 the date each person was entered in the Register as a Member and the date at which any person ceased to be a Member of the Partnership; 64.4 a statement of other property in the Partnership, whether in loans or loan stock held by each Member; and 64.5 the names and addresses of the Office Bearers of the Partnership, their positions and the dates they took and left office.
Rule 65.1 Registered Office The Partnership must also keep at its registered office 65.1.1 a second copy of the Register showing the same details as above but not the statements of shares and property. This second register must be used to confirm the information recorded in the main Register. 65.1.2 a register of loans and to whom they are made. 65.1.3 a register showing details of all loans and charges on the Partnership’s land.
Jonathan Fairgrieve Page 1 of 2 14/8/19
APPENDIX 1
Rule 66 Registered Name The registered name of the Partnership must be clearly shown on the outside of every office or place where the Partnership’s business is carried out. The name must also be engraved clearly on the Partnership’s seal and printed on all its business letters, notices, adverts, official publications, website and legal and financial documents.
Rule 67 Documentation The Partnership’s books of account, registers, securities and other documents must be kept at the registered office or any other place the Board decides is secure.
Jonathan Fairgrieve Page 2 of 2 14/8/19
Appendix 2
HHP CHARITABLE DONATIONS
NOMINATIONS IN 2019
CHARITY CHARITY NUMBER Speak Out Group (Advocacy Western Isles) SCO034774 The Eilidh Macleod Memorial Trust 1180467 Tagsa Uibhist SCO029417 CRY (Andrew MacLeod Memorial Fund) 1050845 Crossroads Lewis & Harris SCO17522 & SCO03872
ROLLING LIST FOR HHP CHARITABLE DONATIONS
CHARITY CHARITY ADDED TO LAST AMOUNT POTENTIALLY NUMBER CHARITIES RECEIVED ELIGIBLE TO LIST RECEIVE NEXT* Speak Out Group SCO34774 July 2019 - - 2019 (Advocacy Western Isles) The Eilidh Macleod 1180467 July 2019 - - 2019 Memorial Fund (Dena Macleod) Tagsa Uibhist SCO29417 August 2014 2014 £750 2019 CRY (Andrew 1050845 August 2014 2014 £750 2019 MacLeod Memorial Fund) Crossroads Lewis & SCO17522 August 2012 2015 £500 EACH 2019 Harris SCO03872 The Leanne Fund SCO41268 September 2015 £1,000 2020 2015 The Salvation Army SCO09359 September 2015 £1,000 2020 2014 RNLI SCO37736 September 2015 £1,000 2020 2012 Befriending Lewis SCO15053 July 2016 2016 £1,000 2020
Marie Curie SCO38731 August 2016 2016 £1,000 2020 Nursing Assistants
Gàradh a' Bhagh SCO41742 August 2016 2016 £1,000 2021 a' Tuath Bethesda Hospice SCO15783 August 2011 2016 £1,000 2021 Action for Children SCO38092 August 2011 2016 £1,000 2021 Western Isles SCO23918 August 2017 2017 £1,000 2021 Community Care Forum MacMillan Nurses SCO39907 August 2011 2017 £1,000 2021 Young Musicians SCO26059 August 2011 2017 £1,000 2022 Hebrides Stornoway Phab SCO25468 August 2012 2017 £1,000 2022 Club CHARITY CHARITY ADDED TO LAST AMOUNT POTENTIALLY NUMBER CHARITIES RECEIVED ELIGIBLE TO LIST RECEIVE NEXT* Western Isles SCO30468 August 2012 2017 £1,000 2022 Carers Support Network Autism Eilean SIar SCO45632 November 2018 £1,000 2022 2017 (John MacIver) Caraidean Uibhist SCO34083 August 2013 2018 £1,000 2022 Cobhair Bharraigh SCO32278 August 2013 2018 £1,000 2023 Eilean Siar SCO35127 August 2013 2018 £1,000 2023 Foodbank Western Isles SCO31520 August 2013 2018 £1,000 2023 Kidney Patients’ Association
* These recommendations may be subject to change depending on any new charities approved for addition to the list during the year. APPENDIX 3
Calendar 2020
Jan-20 Feb-20 Mar-20 Apr-20 May-20 Jun-20 Jul-20 Aug-20 Sep-20 Oct-20 Nov-20 Dec-20 Mon 1 Board Notice Mon Tue 2 1 1 Tue Wed 1 Public Holiday 1 3 1 2 2 Wed Thu 2 Public Holiday 2 4 2 3 1 3 Thu Fri 3 3 1 Public Holiday 5 ● Report Deadline 3 ● 4 2 4 Fri Sat 4 1 4 2 6 4 1 5 3 5 Sat Sun 5 2 1 5 3 7 5 2 6 4 1 6 Sun Mon 6 Sch Open 3 2 6 Agenda Deadline 4 Public Holiday 8 6 3 Public Holiday 7 5 Agenda Deadline 2 7 Mon Tue 7 4 3 7 5 9 7 4 Board Notice 8 6 3 8 Tue Wed 8 5 Sch Close 4 8 6 10 8 5 9 7 4 9 Wed Thu 9 6 5 9 7 11 9 6 10 8 5 10 Thu Fri 10 7 6 Board Deadline 10 ● Public Holiday 8 ● Board Deadline 12 Board Deadline 10 7 Report Deadline 11 9 Public Holiday 6 Board Deadline 11 Fri Sat 11 8 7 11 9 13 11 8 12 10 7 12 Sat Sun 12 9 8 12 10 14 12 9 13 11 8 13 Sun Mon 13 10 9 13 Public Holiday 11 Agenda Deadline 15 13 Agenda Deadline 10 14 12 Public Holiday 9 14 Mon Tue 14 11 Sch Open 10 14 12 16 14 11 15 13 10 15 Tue Wed 15 12 Board 11 15 13 17 15 12 16 14 11 16 Wed Thu 16 13 12 16 14 18 16 13 Sch Open 17 15 12 17 Thu Fri 17 ● 14 ● 13 ● 17 15 19 17 14 Board Deadline 18 16 13 18 ● Fri Sat 18 15 14 18 16 20 18 15 19 17 14 19 Sat Sun 19 16 15 19 17 21 19 16 20 18 15 20 Sun Mon 20 Board Notice 17 16 20 18 22 20 17 21 19 16 21 Mon Tue 21 18 17 21 19 23 Audit & Risk 21 18 22 20 17 22 Tue Wed 22 19 18 Board 22 20 Board 24 Board 22 19 23 21 18 Board 23 Wed Thu 23 20 19 23 21 25 23 AGM Nomination 20 24 22 19 24 Office Closed Thu Fri 24 Report Deadline 21 20 24 22 26 Sch Close 24 21 25 ● 23 ● 20 ● 25 Christmas Day Fri Sat 25 22 21 25 23 27 25 22 26 24 21 26 Sat Sun 26 23 22 26 24 28 26 23 27 25 22 27 Sun Mon 27 24 Board Notice 23 27 Board Notice 25 29 AGM Notification 27 24 28 26 Board Notice 23 28 Public Holiday Mon Tue 28 25 24 28 26 30 28 25 29 27 24 29 Office Closed Tue Wed 29 26 25 29 27 29 26 Board 30 28 25 30 Office Closed Wed Thu 30 27 26 30 Report Deadline 28 30 27 AGM 29 26 31 Office Closed Thu Fri 31 Board Deadline 28 Report Deadline 27 29 31 ● Public Holiday 28 ● 30 Report Deadline 27 Fri Sat 29 28 30 29 28 Sat Sun 29 31 30 29 Sun Mon 30 31 30 Mon Tue 31 Tue
CIH Scotland Housing Festival 3-4 March 2020 SFHA Annual Conference dates tbc
"Making our house your home" 16/07/2019 BOARD ITEM NO 6.3 A&R ITEM NO 5 Making our house your home APPOINTMENT OF EXTERNAL & INTERNAL AUDITORS Board 28 August 2019 Audit & Risk 28 August 2019
Report by Director of Finance & Corporate Services
Purpose of Report
1.1 To present to the Committee and the Board the outcome of the re-procurement exercise with respect to the delivery of External and Internal Audit services. Summary
2.1 The provision of External and Internal Audit services required to be tendered due to the current External Auditor (Wylie + Bisset) and Internal Auditor (Scott Moncrieff) appointments coming to an end. 2.2 Tenders were issued on the Public Contract Scotland (PCS) portal in accordance with our Procurement Policy. 2.3 Following the scoring of the tender responses, interviews were conducted with successful tenderers to determine who is best placed to deliver these services to the Partnership. Competence
3.1 Financial and legal constraints arising from the recommendation to this report being implemented are detailed at 5.1 – 8.1. Recommendations
4.1 It is recommended that the:
a) Committee note the outcome of the interviews and recommend to the Board that CIB Services be proposed as the Partnership’s External Auditors to Members at the AGM; Committee note the results of the interview and recommend the appointment of Wylie + Bisset as the Partnership’s Internal Auditors to the Board; b) Board recommend to Members at the AGM, the appointment of CIB Services as External Auditors for a period of 4 years commencing with the Audit of the year ended 31 March 2020; and c) Board approve the appointment of Wylie + Bisset as Internal Auditors for a period of 4 years commencing 1 October 2019.
Background Papers None Writer of Report Donald Macleod Tel: 0300 123 0773
Donald Macleod 09-Aug-19 Competence
Financial 5.1 External and Internal Audit services are provided for within each budget cycle. 5.2 Annual budgets and associated savings as a result of the re-procurement exercise are shown below: Budget Tender Price Budget Saving External Audit Services £ 13,530 £ 11,340 £ 2,190 Internal Audit Services £ 16,830 £ 10,800 £ 6,030
Total Audit Services £ 30,360 £ 22,140 £ 8,220 Legal 6.1 The following Partnership rules are applicable: Rule 70 The Board must send the Partnership’s accounts and Balance Sheet to the Partnership’s auditor. The auditor must then report to the Partnership on the accounts they have examined. In doing this, the auditor must follow the conditions set out in Part 7 of the Co-operative and Community Benefit Societies Act 2014 and Part 6 of the Housing(Scotland) Act 2010.c) 6.2 The Facility Agreement with our Funder’s requires the Partnership to submit an audited Annual Report and Financial Statements within six months from the end of the period to which they relate and confirmation from our External Auditor that the Financial Covenants have been met. 6.3 The following Financial Regulations are applicable: a) 5.10.1 – We will appoint external auditors as required by statute, and in a way consistent with the requirements of the current guidance issued by the Scottish Housing Regulator; and b) 5.11.1 - There will also be an internal audit function, under the independent control and direction of the Director of Finance & Corporate Services which shall be arranged to carry out a continuous examination of financial and other operations. An annual programme of work will be set by the Director of Finance & Corporate Services in consultation with the Head of the Executive office, Chief Executive and other Directors, and approved or otherwise amended by the Audit and Risk Committee. 6.4 The following Standing Orders are applicable: a) 7.1 (g) - To ensure that the Partnership has appropriate internal audit arrangements; and b) 7.1 (p) - Advising regarding the appointment and terms of the External Auditor Regulatory Guidance 7.1 The Regulatory Standards checklist has been completed and there is nothing in the report which would result in a breach of the standards.
Risk 8.1 The provision of External and Internal Audit services reduces the risk of non-compliance with current legislation. Internal Audit also provide the Board with a level of assurance with respect to areas they have audited, providing recommendations to minimise risk to the organisation.
Donald Macleod 09-Aug-19 Report Details
9.1 Tenders were issued on the PCS portal in accordance with our Procurement Policy. 9.2 Two tender responses were received for both the External and Internal Audit tenders. 9.3 The tender assessment panel consisted of Donald Macleod (Director of Finance & Corporate Services), Mairi Bremner (Audit & Risk Committee Chair) and Roddy Nicolson (Audit & Risk Committee Member). 9.4 Scores were awarded to each tenderer in line with the criteria set out in the invitation to tender. Wylie + Bisset were the highest scoring tenderer for both tenders. 9.5 It was noted that it is not best practice to appoint the same firm as your Internal and External Audit service provider as it could result in a lack of perceived independence. 9.6 Wylie + Bisset’s Internal Audit tender score was higher than their External Audit score. The added value they could bring to the Internal Audit engagement was very well received by the scoring panel. Wylie + Bisset were chosen as the preferred tenderer for Internal Audit services. 9.7 CIB Services, who were our External Auditors prior to the appointment of Wylie + Bisset, were chosen as the preferred tenderer for External Audit.
Donald Macleod 09-Aug-19 ITEM NO 6.4
Making our house your home
DEVELOPMENT MONITORING REPORT Board 28 August 2019
Report by Chief Executive
Purpose of Report
1.1 To advise the Board of progress with the Development Programme 2018-2021. Summary
2.1 A summary of our current position with regards to our 5 year development plan and Scottish Government Grant is shown below.
Current / Planned 2018-21 (2018-date) (5 year development plan) Units approved 172* 294 Units on Site 65 294 Units Complete (2018-21) 57 270 *Approved to go to tender by Board/SHIP/awaiting site start Scottish Government Grant Western Isles For year 2019/20 (RPA) £8.52M Developments on Site £10.7M Expected on Site 2019/20 £12.3M Total Estimated Spend* £12.8M *including land purchases 2.2 The Grant figures are subject to final agreement between HHP, the Comhairle and Scottish Government. 2.3 There are currently 10 developments on site due for completion during 2019/20. The enabling works for Goathill are also now on site with the housing contractor due to start in November 2019. Appendix 1 provides a programme summary for 2019/20. 2.4 One site has planning permission and awaits a site start and one planning application is ongoing. 2.5 Appendix 2 provides a year-to-date progress by development, while Appendix 3 provides an overview of the 2018-2021 programme. 2.6 Our offer to buy land at Howmore, Isle of South Uist has been accepted in principle and we wait to hear from HIE’s solicitor to progress the purchase. Howmore has four units on the SHIP for 2020/21.
Katrina Rowlands 6-Aug-19 Competence
3.1 The financial, legal and other constraints are detailed at paragraph 5.1 - 8.3. Recommendations
4.1 It is recommended that the Board: a) approve the continuation of the numbering of Trosairidh for the new development at Garynamonie; b) note the summarised development progress report at Appendix 1; c) note the detailed update of developments at Appendix 2; d) note the overview of the Development Programme at Appendix 3; and e) note the feasibilities update at Appendix 4.
APPENDIX 1: Developments Detailed Update APPENDIX 2: Summarised Development Progress Report APPENDIX 3: Development Overview APPENDIX 4: Feasibility Studies Update APPENDIX 5 New build progress photographs Writer of Report: Katrina Rowlands Tel: 0300 123 0773
Katrina Rowlands 6-Aug-19 Competence
Financial 5.1 The agreed budget for Scottish Government Grant in 2019/20 is £8.52M. There is £10.7M committed with developments already on site, including £7.27M for Goathill in 2019/20. A further £602k will be committed in August 2019 when Scotland Street goes on site. 5.2 This has been discussed with Scottish Government who advise that they would be able to support any spend over the amount grant level. The over commitment amount also provides for any potential slippage that may occur in development. Legal 6.1 The Development Working Group has delegated authority until 31 March 2021, to approve private finance up to 40% of the cost, subject to approval from the Director of Finance & Corporate Services and funding being available through savings. Regulatory Guidance 7.1 The Regulatory Standards checklist has been completed and there is nothing in the report which would result in a breach of the standards. Risk 8.1 Development is inherently risky. Feasibility work to ascertain the suitability and capacity of potential sites for development helps to reduce risk. Feasibility studies are jointly funded by HHP and the Comhairle and are primarily undertaken by Tighean Innse Gall (TIG). TIG was appointed following a procurement exercise. Additional resource has been put in place through desktop feasibilities being carried out by the Comhairle Asset Management Team. 8.2 Risk related to particular development is assessed as part of the feasibility study. 8.3 One of the most significant risks at present is the short timescale to acquire sites and to achieve site starts to maximize use of the resources made available to the Comhairle and the Outer Hebrides. There continues to be a risk that the full £25M grant is not taken up. Report Details
Feasibility Studies 9.1 Details of recent feasibility studies are at Appendix 4. 9.2 Work is ongoing with the Comhairle and suitable sites have been prioritised to carry out further feasibility studies on. The lead in communicating with landowners is CnES. Scott Road, Tarbert 9.3 The feasibility study at Scott Road Grazings, Tarbert is largely complete but information is awaited from Scottish Water which will be key to the validity of the project. However, one of the landowners has advised that they wish to retain part of the site originally identified. The implication of this is still being assessed. Site Acquisitions 10.1 The Masterplan exercise for Blackwater is complete and work has commenced on the planning process. A drop in consultation event will be held in Laxdale Hall on 29th August 2019. 10.2 Our lawyers have been instructed to commence the purchase of land at Howmore, Isle of South Uist. Howmore has 4 units on the SHIP for 2020/21. Graham + Sibbald working on behalf of HIE have advised that our offer has been accepted in principle. Contact
Katrina Rowlands 6-Aug-19 is awaited from HIE’s legal representatives and we understand some corrective conveyancing work is required. HIE are being pressed on this. Developer Led Proposals 11.1 There have been limited proposals to date from developers. 11.2 A site in North Uist is currently under discussion with the developer and revised costings have been prepared. 11.3 No further update has been received from the developer in relation to the site at South Dell. The CnES site at Eoropie is now being explored as a possible alternative. Garrynamonie 12.1 In June an email was issued to local councilors, the Community Council, Historical Society and TPAS to consult regarding a potential name for the new development at Garrynamonie, Isle of South Uist. There were no names suggested by the local community. 12.2 It is proposed that the numbering system for the neighbouring houses at Trosairidh will be continued rather than a new scheme name created. 12.3 A further house has received Scottish Government Grant approval. Calmax submitted a planning application on 12 July 2019. Site Starts 2019/20 13.1 Scotland Street is expected to formally start on site on 16 August 2019. The building contract and ownership will be exchanged on this date. 13.2 Former Police Station Tarbert, Horgabost and Breasclete all started on site earlier this year. A detailed update can be found at Appendix 2. 13.3 The 3 rural Lewis sites are all on site with effect from 6 August 2019 and the 3 rural Uist sites from 12 August 2019. A breakdown of these sites is at Appendix 2. 13.4 Planning permission is yet to be granted for the Low Flyer, Balivanich site. Pressure is being applied to the contractor to resolve outstanding issues to allow a site start this year.
Katrina Rowlands 6-Aug-19 Development Programme PROGRESS TO JUNE 2019 APPENDIX 1
OVERALL SUMMARY OF DEVELOPMENT COST GRANTS & SALES PROCEEDS PRIVATE FINANCE Revised 30th June Change to Forecast Revised 30th June Change to Forecast Revised 30th June Change to Forecast Amend to Budget 2019 Budget Out-turn Budget 2019 Budget Out-turn Budget 2019 Budget Out-turn Private Finance AREA £ £ £ £ £ £ £ £ £ £ £ £ £ New Build 16,030,378 566,219 94,903 16,125,281 (11,756,033) (125,746) (235,122) (11,991,155) 4,274,345 440,474 (140,219) 4,134,126 (140,219) Retentions 66,346 - - 66,346 - - - - 66,346 - - 66,346 - Shared Equity 2,109,312 487,877 (278,993) 1,830,319 (1,781,611) (195,689) (671,031) (2,452,642) 327,701 292,188 (950,024) (622,323) (950,024) Land banking 100,000 - - 100,000 (100,000) - - (100,000) - - - - - TOTAL 18,306,036 1,054,096 (184,090) 18,121,946 (13,637,644) (321,435) (906,153) (14,543,797) 4,668,392 732,662 (1,090,243) 3,578,149 (1,090,243)
PROGRESS PROGRAMMES WITH TIME DELAYS Projects on site progressing well. - Tarbert Police Station - site start date was delayed. On site Monday 29 April 2019. - Horgabost Phase 2 on site. Grant offer has been received from SG. - Mackenzie Avenue: Work continues on site with phase 2 - phase 1 handover completed in January 2019. - Goathill planning approved December 2018 as iw now on site with social rented (OMAC) The 2 remaining shared equity properties of Ph1 (NSSE) are due to complete in July 2019. due to start in November 2019. - Balivanich - Continued delays obtaining planning - being pursued with contractor. - Stag Road - Handover achieved April 2019 Grant offer received from SG. - Breasclete is on site. Completion due March 2020. - Sealladh a' Chliseim - handover completed April 2019. - 3 Rural Lewis sites (An Glib, Cnoc A Runaire & Edgemoor sq) site start 6 August 2019. - 3 Rural Uist sites (Garrynamonie, Torlrlum & Winfield close) site start 12 August 2019.
PROGRAMMES WITH PROJECTED BUDGET OVERRUNS PROPOSALS FOR BRINGING PROGRAMME WITHIN BUDGET - Mackenzie Avenue: due projected overspend of approximately £56K and additional - South Dell will not be progressing this year. Due to additional funding made available from the Council, Scotland legal costs anticipated with respect to titles corrections, an additional £100K has been Street will be progressing in its place. An additional 6B7P unit at Garryanamonie will also be progressing made available for this project. to bring programme to in line with SHIP. - An additional £46K has been made available for feasibility studies from last year’s under utilized budget.
Development Supporting Papers June 15/08/2019 New Build Updates Appendix 2
Progress on Site
Development Name Progress Expected Handover Mackenzie Avenue There is an outstanding issue with regards to the site boundary. Further issues have December 2019 been raised by the owners and the matter is with our lawyers. Handover for the remaining properties is programmed for December 2019. Breasclete, Isle of Lewis Calmax started on site on Monday 15 April 2019. The site is progressing to programme. March 2020 Horgabost, Isle of Harris Development On Site and is progressing to programme March 2020 Tarbert Police Station, Isle of Contractor arrived on site 29 April 2019. Work is ongoing to foundation and infill to November 2020 Harris floor slab. Progressing has been slow and the work is being heavily supervised by Clerk of Works. An Glib, Point, Isle of Lewis AMC started on site on 6 August 2019. January 2020 Edgemoor Square, Ness, Isle of AMC started on site on 6 August 2019. January 2020 Lewis Cnoc a Runnaire, Tolsta, Isle of AMC started on site on 6 August 2019. March 2020 Lewis Goathill Enabling works on site July 2019. Work on houses expected November 2019. Autumn 2022 Garrynamonie Calmax on site 12 August 2019. February 2020 Torlum Planning in place. Start date to be confirmed following site start at Garrynamonie. February 2020 Winfield Close Planning in place. Start date to be confirmed following site start at Garrynamonie. February 2020
New Build Updates Appendix 2 Expected Site Starts 19/20 – Summary
Development(s) Number of Units Status Grant 19/20 Rural Uist 7 On site 12 August 2019 £735,000 Garrynamonie additional 1 Planning Permission Application submitted £162,500 Rural Lewis 8 On Site 6 August 2019 £840,000 Breasclete 10 On site 15 April 2019 £878,000 Tarbert Police 8 On site 29 April 2019 £702,000 Low Flyer 10 Planning submitted. Revisions required. £1,002,000 Horgabost 4 On site April 2019 £261,000 Goathill Housing 74 Enabling works on site £3,010,000 Housing with Extra Care 50 Enabling works on site £4,268,000 Scotland Street 6 Due to start 16th August 2019 £602,434 Total Units 171 Total Grant in 2019/20 £12,460,934 Blackwater Masterplanning progressing to planning £360,000 Rural Site Purchases Sites being identified £100,000 Offer submitted and accepted in principle for Howmore Total Grant in 2019/20 £12,754,434
Developments Awaiting Site Start - Detailed
Development Number of Progress Contractor Name Units Low Flyer, 4 x 1 bed A planning permission application was submitted on 30 October 2018. The contractor Douglas & Balivanich 2 x 2 bed has been unable to achieve planning permission. Following joint meetings with Stewart contractor, architect and planning department a revised plan is being drawn up. 4 x 3 bed Scotland Street, 4 x 1 bed Planning permission in place. Building contract expected to commence 16th August Lewis Builders Stornoway 2 x 2 bed 2019.
Development Overview - August 2019 Appendix 3
2018 2019 2020 2021 Development Units* Split Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Code Mackenzie Avenue 50 Urban Feasibility Sealladh a' Chliseim - complete 10 Rural Tendering Back Care Unit - complete 3 Urban Tender Award Tom Na Ba - complete 4 Rural On site Langley Apartments - complete 12 Urban Completion Tarbert Police Station 8 Rural X Planning Corran Cismaol - complete 6 Rural Masterplan Horgabost 4 Rural Balivanich Low Flyer 10 Rural Stonefield, Breasclete 10 Rural Garrynamonie 4 Rural 16th Torlum 2 Rural 3rd Winfield Close 1 Rural 3rd Blackwater 80 Urban An Glib 2 Urban Cnoc A'Runaire, Tolsta 4 Rural Edgemoor Square, Ness 2 Rural Howmore 12 Rural Scott Road, Tarbert 19 Rural Melbost West 60 Urban Goathill Farm 124 Urban Feasibilities Appendix 4
Time Taken Current to Complete Number of Area Site/Scheme Feasibility Feasibility Status Feasibility Recommendations Site Ownership Comments Communication with Proposer Committed/ Current Status Feasibility Potential Units Preferred Number (Days)
LEWIS
Subject to HHP financial appraisal, the Crofting Tenure - 1 Lewis Blackwater TIG 50 Complete site is suitable for development and Stornoway Trust/ J 84 40 At Masterplan Stage Pre-planning process for major dev elopment offers good value for money. Maclennan started. Subject to financial appraisal - suitable 2 Lewis Melbost Farm West TIG 105 Complete for development. Additional Stornoway Trust 170 At Masterplan Stage recommendations Site acquired.
3 Lewis Uig (HIE site) TIG Tech Services HIE Desktop - Feasibility
Comhairle Asset 4 Lewis Breaclete Glebe, Bernera Management Team Tech Services Desktop - Feasibility
Comhairle Asset 5 Lewis Caversta, South Lochs Management Team Tech Services Common Grazings Desktop - Feasibility
Comhairle Asset Field West of Holm Road 6 Lewis Management Junction Team Tech Services Common Grazings Field west of Holm Road junction Desktop - Feasibility
Comhairle Asset 7 Lewis Loch an Duin, Aird, Point Management Team Tech Services Upper Aird Grazings Possible 2 units Desktop - Feasibility
Comhairle Asset 8 Lewis Crowlista, Uig Management Desktop - Feasibility Team Tech Services 1
Comhairle Asset 9 Lewis Keose Glebe Management Keose Glebe Estate Proposed by Keose Glebe Estate Desktop - Feasibility Team Tech Services Next to original Keose Glebe HHP scheme 1
Comhairle Asset 10 Lewis 20 Outend, Lemreway Management Team Kenneth Mackay possible previous feasibility? Comhairle Ack February 2019 Desktop - feasibility 1
Based on the findings of this study and subject to HHP’s financial appraisal the site is suitable for development on the 11 Lewis 4 School Park, Knock TIG 96 Complete basis of developing four units on site. If Private Feasibility Complete this size of development cannot achieve planning permission the site 0.2 hectares. Site about to go on open market. would be considered less favourable. Contact from owners solicitors. Services are nearby Large & well positioned site. Development costs reflect challenges Proposed by Barvas Estate Trust. Developer 12 Lewis Arnol – edge of settlement UOG 105 Complete around ground conditions and Barvas Estate Trust 22 8 Feasibility Complete proposal awaited. connections to existing electrical services. Reasonable prospect for new housing 13 Lewis Graham Park, Dell UOG 104 Complete but moderate investment in utility HHP 7 2 Feasibility Complete infrastructure is needed HHP owned, room for additional units
14 Lewis Loch Street, Barvas TIG Complete Barvas Estate Trust Developer propsal awaited. 6 6 Feasibility Complete
Not HHP - developer 15 Lewis Geilear Road, Bayble Developer Led N/A N/A Common Grazings Common grazings, developer led proposal led Not HHP - developer 16 Lewis South Dell Developer Led N/A N/A Common Grazings 6 Updated Proposal awaited from developer. led
Not been in Common Grazings for years. Mary 17 Lewis Breaclete Free Church of Ann has emailed Free Church. The village and Scotland Grazings are in favour of housing on this land. Proposed Land owned by the church close to Crowlista Lewis 18 Crowlista 2 Church site. Need map of site. Proposed Feasibilities Appendix 4
Time Taken Current to Complete Number of Area Site/Scheme Feasibility Feasibility Status Feasibility Recommendations Site Ownership Comments Communication with Proposer Committed/ Current Status Feasibility Potential Units Preferred Number (Days)
Opposite Play Park 19 Lewis Eoropie TIG Had been considered for Rural HWEC - see Dan's Commissioned Comhairle feasibility. Feasibility 20 Lewis Gravir Common Grazings Plan requested Proposed HHP owned. Possible shared equity. Lewis 3 21 Kintulavaig HHP Development previously aborted. Proposed
Lewis 22 Site past church, Barvas Proposed by Barvas Estate Proposed Land on Tong Road, heading to Tolsta, after 23 Lewis Tong Road private housing in Newmarket (serviced plots Common Grazings preferred) Proposed Site advertised incorrectly. Too small but may 24 Lewis 2 Cross UOG N/A Cancelled Private 0 0 Ruled Out have additional land around it. Next to existing HHP development. Proposed by 25 Lewis Cairn Aonghais, Gravir TIG N/A Cancelled 2 0 Ruled Out Pairc Trust.
26 Lewis Callanish TIG N/A Cancelled Proposed by Carloway Estate Trust Ruled Out
No longer available. UOG made contact with 27 Lewis Cross UOG N/A Cancelled Private 0 0 Ruled Out owner
28 Lewis Kirivick TIG N/A Cancelled Proposed by Carloway Estate Trust. Old Quarry Ruled Out
Construction costs deem this site to be 29 Lewis Balallan, Pairc Junction TIG 72 Complete Soval Estate HLA 4 Ruled Out unsuitable for development. Next to existing HHP development. Proposed by 30 Lewis Cnoc a Bhlair, Gravir TIG 116 Complete Unsuitable for development 2 2 Ruled Out Pairc Trust.
31 Lewis Gress site TIG N/A Complete Stornoway Trust No longer available. Ruled Out
High cost so recommended NOT to 32 Lewis Heathpark, Bernera TIG 72 Complete HHP HHP owned, room for additional units 1 Ruled Out develop
Based on the information available at Next to existing HHP development. Proposed by the time of writing, it is felt that the high 33 Lewis Lon Ban, Lemreway TIG 126 Complete Pairc Trust. 2 2 Ruled Out construction costs deem this site to be In Pairc Primary catchment unsuitable for development.
Cost due to wastwater connections. Shawbost – site behind Has previously been in HLA, road costs were 34 Lewis UOG 111 Complete Explore smaller site based on existing Common Grazings 20 Ruled Out Church going to be high, re-visit. Common grazings. infrastructure? Not a priority due to other site in area being 35 Lewis 10 Lionel, Ness Ruled Out progressed. 107 Cross Skigersta Road, 36 Lewis Ness Not in crofting Comhairle Ack February 2019 Ruled Out 37 Lewis 21 Torquil Terrace Mike Mclennan Comhairle Ack February 2019 Ruled Out
Lewis 38 46 Habost Ian Graham 1.26ha Comhairle Ack March 2019 Ruled Out
Lewis 39 58 North Shawbost TIG Private No longer available. Ruled Out 29.5k Close to Balallan Pairc Junction site (Ken 40 Lewis 97 West End Balallan N/a Private Macdonald) Ruled Out 0.1ha small site close to other property. Possibly 41 Lewis Achmore Bethesda 2 units. Comhairle Ack February 2019 2 0 Ruled Out
Lewis 42 Balallan Bethesda 0.153ha Too expensive to develop Comhairle Ack February 2019 Ruled Out House site and garden area are in process of Lewis 43 Breaclete 2 Ian Macdonald being decrofted Comhairle Ack February 2019 Ruled Out
44 Lewis Marybank 0.56ha land to rear of depository Patricia Campbell Depository in council ownership? Comhairle Ack February 2019 Ruled Out
45 Lewis Millhouse. Breasclete Iain Macneil Sufficient for 10-12 houses Comhairle Ack February 2019 Ruled Out
Lewis 46 South Bragar Bethesda 0.348ha next to Dounes Comhairle Ack February 2019 Ruled Out Feasibilities Appendix 4
Time Taken Current to Complete Number of Area Site/Scheme Feasibility Feasibility Status Feasibility Recommendations Site Ownership Comments Communication with Proposer Committed/ Current Status Feasibility Potential Units Preferred Number (Days)
Based on the information available at the time of writing, it is felt that the construction cost £191,350 per unit 4 Eagleton, Point – deem this site to be unsuitable for 47 Lewis TIG 96 Not progressed fishermans holdings development and it is likely that servicing the site will be a problem. It is therefore recommended that this site should not be developed. Complete Private HARRIS Coastguard/Scott Road, Feasibility 48 Harris TIG Commissioned Tarbert - 2 Commisioned Coastguard/Scott Road, Atlantic Land & High costs, mast needs to stay. Discussions 49 Harris TIG TBC Complete 19 Feasibility Complete Tarbert Property Ltd ongoing with CnES/HIE/SG
Comhairle Asset 50 Harris Seilebost Management West Harris Trust 2 2 Feasibility desktop 1 Team LDP site.
Harris 51 1 Kendibeg, Harris TIG Commissioned 0.226ha Site near Diracleit, possibly 4 houses Comhairle Ack February 2019 Feasibility
52 Harris Bunavoneadar NHT – land to the west of the hydro-electric North Harris Trust scheme, either side of the road (crofting tenure) Proposed Large agricultural park between road and shore Harris 53 Meavaig North North Harris Trust (NHT own) Proposed Site is viable. Costs high but consider 4 units Near Harris House 54 Harris TIG N/A Complete due to lack of available development Crofting Tenure - NHT Unlikely to be able to purchase the site 4 0 Ruled Out (Croft 4) sites. Feasibility study underway for the re- 55 Harris Scalpay school TIG 99 Complete Not recommended to proceed NHT 2 2 Ruled Out development 56 Harris 10 Scalpay Large site, access issues? Comhairle Ack February 2019 Ruled Out consideration of watercourse required, high 57 Harris 11 Kyles Scalpay design expectation within National Scenic Area, Ruled Out Gradient of note. UIST
Balivanich Commercial Application for 58 Uist TIG 55 Complete Suitable for development CnES 10 10 Dev. Area (Low Flyer) Planning Submitted
Expectation in community to develop. Storas Subject to HHP's financial appraisal. Application for 59 Uist Garrynamonie TIG 64 Complete HHP say definite interest in Shared Equity – amongst 8 4 Recommended for development. Planning Submitted their staff. Previous Feasibility carried out - being updated. Subject to HHP’s financial appraisal, the site is a suitable for development Application for 60 Uist Torlum TIG 30 Complete HHP 2 2 and should be considered for taking Planning Submitted forward Can take 2 units.
Application for 61 Uist Winfield Close TIG N/A N/A HHP 1 1 Planning Submitted Can take 1 unit Land opposite Kildonan Road End, just north of Feasibility 62 Uist West Gerinish, S Uist TIG Commissioned Common Grazings museum Commisioned HIE, opposite Beinn Mhor Cottages Consider for development although 63 Uist Howmore TIG 58 Complete HIE New septic tank required. 12 Feasibility Complete there are additional recommendations Title plan to be amended
Comhairle Asset Email from Niall McPherson, Senior Agricultural 2/4/19 email from Katrina to say that we are 64 Uist Dunganichy, Benbecula Management Scottish Ministers Feasibility desktop 1 Officer - offering land for 2 affordable houses considering the site and will look at a feasibility. Team Commissioned before they put it on open market.
Comhairle Asset Claddach Illeray, North 65 Uist Management Uist Just before Smokehouse. Closer to Clachan Team North Uist Estate than Claddach Illeray. Feasibility desktop 1 Awaiting full cost details from developer to allow 66 Uist Lochmaddy Hospital Developer Led N/A HHP to commit to the site. It is on SHIP for 19/20 N/A Macinnes Brothers for 6 units. Proposed Feasibilities Appendix 4
Time Taken Current to Complete Number of Area Site/Scheme Feasibility Feasibility Status Feasibility Recommendations Site Ownership Comments Communication with Proposer Committed/ Current Status Feasibility Potential Units Preferred Number (Days)
Email from Christine Macleod, N Uist Trust to offer 67 Uist Claddach, North Uist land. To go via CNES as strategic lead. Awaiting North Uist Estate outcome. Proposed
CnES Education owned – if janitors house and head teachers house cleared. Community 68 Uist Eochar 1 council suggestion. – existing dev. not great, at the back of Bualadubh. Would they demolish CNES and re-build. Proposed
Large area of land behind existing housing, 69 Uist Balivanich school N/A N/A Complete CnES? possible issue with current tenants not wanting Ruled Out additional housing. Is it CnES owned?
Ground remedial costs cause this site 70 Uist Eochar TIG 125 Complete Storas 4 Ruled Out to be unsuitable. Too close to existing turbine and possible flood Uist 71 Balivanich Hall Iain Macdonald risk? Comhairle Ack February 2019 Ruled Out
72 Uist Sollas/Claddach Valley Land no longer available Ruled Out
BARRA
Comhairle Asset Comhairle Ack February 2019 73 Barra Skallary, Isle of Barra Management Land immediately behind Skallary HHP 2 April - CnES to contact landowner for more Team Previously offered to HHP 2-3 years ago detail on site. Desktop - feasibility 2 Feasibility Barra 4 4 74 9 Ardveenish TIG Commissioned Angus Galbraith Barra croft Comhairle Ack February 2019 Commisioned Need Deed of Servitude or land purchase from Costs high but in keeping with Barra. SG. 75 Barra Vatersay TIG 109 Complete Private 14 Feasibility Complete Consider for development. Road costs will be high. Previous nearby flooding issues. Single adapted house with tenant in mind. 1 1 76 Barra Brevig Need Social Work confirmation. On hold APPENDIX 5
New Build Progress
Mackenzie Avenue
Pairc Nisabost, Isle of Harris
Breasclete, Isle of Lewis
APPENDIX 5
James Place, Tarbert
ITEM NO 7.1
Making our house your home
OPENNESS & CONFIDENTIALITY POLICY Board 28 August 2019
Report by Chief Executive
Purpose of Report
1.1 To present to the Board the revised Openness & Confidentiality Policy for consideration and approval. Summary
2.1 The Openness & Confidentiality Policy is reviewed on a four yearly basis as per the Policy Review Schedule. 2.2 The policy has been reviewed and our responsibilities under the General Data Protection Regulation (GDPR) have been clarified in more detail. 2.3 The policy has been updated to reflect the classification of Registered Social Landlords (RSLs) as public bodies for the purposes of the Freedom of Information (Scotland) 2002 Act (FOISA) from 11 November 2019. Competence
3.1 The financial, legal and other constraints to the recommendations in this report being implemented are at 5.1 – 8.1. Recommendations
4.1 It is recommended that the Board review and approve the Openness & Confidentiality Policy at Appendix 1.
APPENDIX1: Openness & Confidentiality Policy Background Papers: None Writer of Report: Iona France Tel: 0300 123 0773
Iona France 17-Jul-19 Competence
Financial 5.1 There are no financial implications arising directly from consideration of this report. Legal 6.1 There are no legal implications arising directly out of consideration of this report. Regulatory Guidance 7.1 The Regulatory Standards checklist has been completed and there is nothing in the report which would result in a breach of the standards. Risk 8.1 The risk of not updating policies can lead to breaches in regulatory codes of governance, legislation and recommended practice and leave the Partnership open to legal action. Report Details
9.1 The policy has been updated to give more detail on our application of the 8 Data Protection principles, following the introduction of GDPR in May 2018. 9.2 The classification of RSLs as public bodies from 11 November 2019 for the purposes of FOISA has been included in the policy. 9.3 The ‘Links to Other Policies’ section has been updated to include our Privacy Policy and our ICT Security Policy.
Iona France 17-Jul-19 APPENDIX 1
Openness & Confidentiality Policy
Effective Date: 28 August 2019 Review Date: August 2023 Approved by HHP Board:
TABLE OF CONTENTS INTERPRETATIONS & ABBREVIATIONS
AIMS AND OBJECTIVES ...... 2 DATA PROTECTION ...... 2 FREEDOM OF INFORMATION ACT ...... 5 GENERAL PRINCIPLES AND PRACTICE ...... 6 CONFIDENTIALITY ...... 8 BREACH OF POLICY ...... 10 COMPLAINTS & APPEALS ...... 10 LEGAL AND REGULATORY FRAMEWORK ...... 10 TRAINING ...... 10 MEDIA REQUESTS ...... 11 LINK WITH OTHER POLICIES ...... 11 MONITORING AND REVIEW OF POLICY ...... 11 POLICY CHANGE HISTORY ...... 12 INTERPRETATIONS & ABBREVIATIONS ...... 13
1 | P a g e
OPENNESS & CONFIDENTIALITY POLICY
AIMS AND OBJECTIVES
1.1 We aim to conduct our business in an open and accountable manner whilst, at the same time, ensuring that personal and commercial confidentiality is maintained where appropriate. 1.2 We believe that our members and any other interested parties should have access to information on how we conduct our business. As a general principle, information about HHP and our work should be widely and freely available. Requested information will be made available unless it is considered commercially sensitive, personally confidential or where disclosure is restricted by legislation. 1.3 Our staff and Board Members will: a) treat all personal and sensitive organisational information as confidential to the Partnership; b) comply with the law regarding the protection and disclosure of information including personal data; c) not disclose or use personal data without obtaining the prior informed consent of the individual concerned, except in the circumstances outlined below in the section on disclosure or where otherwise permitted by law; and d) not gain or attempt to gain access to information they are not authorised to have.
DATA PROTECTION
2.1 The General Data Protection Regulation 2016/679 – known as the GDPR – is a regulation in European Union (EU) law on data protection and privacy for all individuals within the European Union and the European Economic Area. It also addresses the export of personal data outside the EU and EEA areas. The GDPR was implemented on 25 May 2018. 2.2 The Data Protection Act 2018 was also implemented in May 2018, replacing the Data Protection Act 1998 in the UK. 2.3 All personal information relating to tenants, applicants, staff and Board Members that is not a matter of public record will be held in accordance with GDPR principles: 2.4 Lawfulness, Fairness & Transparency Principle A of the GDPR states that personal data must be: “processed lawfully, fairly and in a transparent manner in relation to individuals” 2.4.1 Under the GDPR we are required to identify valid grounds (known as a ‘lawful basis’) for collecting and using personal data. 2.4.2 Our Information Asset Register (IAR) outlines the various types of personal data of individuals that we process and documents the lawful basis for each information type. The IAR also identifies conditions for processing special
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category or criminal offence data. The IAR is reviewed regularly to ensure it remains accurate and up-to-date. 2.4.3 The GDPR also requires that we should only handle personal data in ways that people would reasonably expect and not use it in ways that have unjustified adverse effects on them. Prior to carrying our any new type of processing a Data Protection Impact Assessment (DPIA) should be carried out. 2.4.4 The Transparency requirement is closely linked to the Right to be Informed which gives individuals extended rights in respect of being informed about the collection and use of their personal data. 2.4.5 All private individuals should be directed to our Privacy Policy, Fair Processing Notice (FPN) (or Staff Fair Processing Notice (SFPN)) from the outset of our relationship with them, if we process any of their personal information. 2.4.6 As not everyone whose personal data we process will have access to the internet, we will ensure that any of our policy or procedural documents can be provided in hard copy. The Data Protection Officer (DPO) will be able to provide hard copies to anyone who requests one. 2.4.7 Individuals are entitled to ask for a copy of their personal information via a Subject Access Request (SAR), which we must respond to within 28 days. 2.4.8 We will be clear, open and honest with individuals from the start about how we use their personal data. 2.5 Purpose Limitation Principle B of the GDPR states that personal data must be: “collected for specified, explicit and legitimate purposes and not further processed in a manner that is incompatible with those purposes; further processing for archiving purposes in the public interest, scientific or historical research purposes or statistical purposes shall not be considered to be incompatible with the initial purposes” 2.5.1 We have recorded our purposes for processing personal data in our Fair Processing Notices. 2.5.2 The personal data can only be used for a new purpose if this is either compatible with our original purpose, we get consent, or we have a clear basis in law. 2.5.3 Staff should familiarise themselves with our FPN and SFPN, and if any processing activity that is not documented in the Notices becomes a necessity, the DPO should be informed in good time to allow for updating the Notices and making them available to affected individuals. 2.5.4 Unauthorised and unidentified processing activities will be regarded as a Data Protection Breach and the Information Commissioner must be informed. Data Minimisation 2.6 Principle C of the GDPR states that personal data must be: “adequate, relevant and limited to what is necessary in relation to the purposes for which they are processed” 2.6.1 We can only retain information that is sufficient to properly fulfil our stated purpose, has a rational link to that purpose, and we do not hold more than we
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need for that purpose. We also need to be able to demonstrate that we have appropriate data minimisation practices in place. 2.6.2 We cannot collect personal data on the off-chance that it might be useful in the future. However, we may be able to hold information for a foreseeable event that may never occur if we can justify it. For example, it is reasonable for us to retain relevant information on individuals who are no longer tenants if they have left and have an outstanding arrear, in order that we might pursue that debt if they become tenants at a later date. If we are unable to pursue that debt, i.e. in a bankruptcy case, we would not be able to retain the information. 2.6.4 For special category or criminal offence data extra care should be taken to ensure that we only retain the absolute minimum amount of data that we need. Accuracy 2.7 Principle D of the GDPR states that personal data must be: “accurate and, where necessary, kept up to date; every reasonable step must be taken to ensure that personal data that are inaccurate, having regard to the purposes for which they are processed, are erased or rectified without delay” 2.7.1 We need to ensure that the personal information we process is not incorrect or misleading, and we need to keep it as accurate and up-to-date as possible. 2.7.2 If we discover that any personal data is incorrect of misleading we must take reasonable steps to correct or erase it as soon as possible. 2.7.3 We will also consider any challenges to the accuracy of personal data and a Request for Rectification actioned as necessary. 2.7.4 We are able to check staff and Board Members personal details annually when they complete Disclosure of Interest Forms after the end of the financial year, and we request an annual update in respect of personal information from our Membership prior to the AGM. Storage Limitation 2.8. Principle E of the GDPR states that personal data must be: “kept in a form which permits identification of data subjects for no longer than is necessary for the purposes for which the personal data are processed; personal data may be stored for longer periods insofar as the personal data will be processed solely for archiving purposes in the public interest, scientific or historical research purposes or statistical purposes subject to implementation of the appropriate technical and organisational measures required by the GDPR in order to safeguard the rights and freedoms of individuals” 2.8.1 We cannot keep personal data for longer than we need it. Our Data Retention Schedule outlines how long we should retain personal data. 2.8.2 In addition, our Maintenance of House Files procedure gives guidance on the personal data of tenants that we should retain.
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Integrity & Confidentiality 2.9 Principle F of the GDPR states that personal data must be: “processed in a manner that ensures appropriate security of the personal data, including protection against unauthorised or unlawful processing and against accidental loss, destruction or damage, using appropriate technical or organisational measures” 2.9.1 In accordance with this principle, we must ensure that we have appropriate security measures in place to protect the personal data we hold. 2.9.2 Our Privacy Policy outlines our approach to storage of personal data in paper and electronic formats: Paper Storage If Personal Data is stored on paper, we should ensure that it is kept in a secure place where unauthorised personnel cannot access it. When the Personal Data is no longer required it must be disposed of by the employee so as to ensure its destruction. If the Personal Data requires to be retained on a physical file then the employee should ensure that it is affixed to the file which is then stored in accordance with our storage provisions. Electronic Storage Personal Data stored electronically must also be protected from unauthorised use and access. Personal Data should be password protected when being sent externally to our data processors or those with whom we have entered into a Data Sharing Agreement. If Personal data is stored on removable media (CD, DVD, USB memory stick) then that removable media must be stored securely at all times when not being used. 2.9.2 In accordance with the above, and our with our Information Communication Technology (ICT) Security Policy, access to personal information is controlled to ensure that it is only granted to users based on role, operational requirements, and the duration for which access is required. Any personal information which is in hard copy is stored in locked cabinets with restricted access. Any personal information which is held in electronic format is protected and appropriate security measures installed to only allow permitted usage. These measures include the use of passwords, firewalls, secure networks and encryption.
FREEDOM OF INFORMATION ACT
3.1 From 11 November 2019, Registered Social Landlords (RSLs) will be classed as public bodies for the purposes of the Freedom of Information (Scotland) 2002 Act (FOISA). 3.2 From that date, tenants and other individuals will be able to request information from RSLs that may not currently available to the public at large. 3.3 The Data Protection Officer will be responsible for responding to FOI requests. 3.4 A FOI request must be responded to within 20 days.
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GENERAL PRINCIPLES AND PRACTICE
Communication of Information 4.1 Information will be made available through a range of channels considered appropriate to the information in question. This will include our website (www.hebrideanhousing.co.uk), social media, Tenants Handbooks, regular newsletters and in document form upon request from our Head Office, and where practicable, Area Offices. 4.2 We will also provide an opportunity at the AGM for tenants to ask questions about performance, service standards and other general matters. 4.3 We will ensure that, wherever possible and practicable, information available to the public will be written in Plain English. Every effort will be made to avoid unexplained acronyms, jargon and technical language where Plain English alternatives exist. 4.4 In order to overcome barriers caused by sensory impairment, language difficulties, literacy issues and other particular needs, we will in all reasonable circumstances make information available on request in a variety of information formats and in translation. Policy documents will contain in the English version the following sentence: “We will provide this policy on request at no cost, in large print, in Braille, on tape or in other non-written format, and in the main community languages”. 4.5 Faodar am pàipear-poileasaidh seo fhaighinn ann an Gàidhlig cuideachd. Airson tuilleadh fiosrachaidh, cuir fios gu Oifigear airson Riaghladh Coilionadh - aig Oifis HHP ann an Steornabhagh, air a fòn 0300 123 0773, neo cuir post- dealain gu [email protected]. This document can also be supplied in Gaelic. For further information, please contact the Governance Officer at our office in Stornoway, on 0300 123 0773, or email [email protected]. 4.6 In addition, where possible we will provide copies of any requested policy in a specified language, provided that a translator can be made available to translate the material. We will always endeavour to access a translation/translator service on request. Publication of Information 4.7 The following paragraphs outline the information that will be made available on our website and the steps the we will take to ensure compliance with this policy. This list is not considered to be exhaustive. Annual Report and Accounts 4.8 The Annual Report will contain standard information required by law and will also report Performance against Operational targets. Monthly performance information will be available on the website and by request. The degree that tenants feel they are kept appropriately informed will be explored in Tenant Satisfaction Surveys, and the Partnership will increase the amount of information being circulated if any of the surveys suggest this. How to become a Board Member or influence decisions in other ways 4.9 A leaflet is available to explain the process of becoming a Board Member.
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4.10 It is recognised that on occasion tenants may wish to influence certain decisions, or have their voice heard, without necessarily joining the Board. Area Community Meetings are held occasionally to facilitate this. 4.11 Furthermore, where tenant and stakeholder views are being sought, consultation documents will be posted on our website. Policies & Procedures 4.12 We will make available all key policies and procedures on our website and at our offices’ reception. Availability of this information will be publicised from time to time in our relevant publications. Results of External Audit 4.13 The external auditor will present the audited accounts at the AGM and respond to any questions raised. Registers 4.14 We maintain a number of Registers which will be available for inspection. The following are on our website and at the Head Office: a) Register of Board Members; and b) Disclosure of Interest Register. At our Head Office: c) Gifts & Hospitality Register; and d) Control of Payments & Benefits Register. Board Agendas & Minutes 4.15 Non-confidential Board Agendas will be made available on the Partnership’s website at least 3 days prior to Board meetings. 4.16 Non-confidential Board meeting minutes will be made available on the Partnership’s website once they have been signed off by the Chair of the meeting. This will generally be after the next scheduled Board meeting. Complaints 4.17 The outcome of complaints made to us will be available for viewing at our offices. Personal information pertaining to tenants or staff will not be displayed. Access to Meetings Annual General Meeting 4.18 In accordance with our constitution, we will hold an Annual General Meeting (AGM) to which all members of the Partnership will be invited. Ordinary Meeting 4.19 Our Rules and Standing Orders state that all agenda items at all Board and Area Committee Meetings shall be considered as non-confidential unless otherwise agreed. 4.20 Minutes, with any confidential items omitted, may be viewed on our website and at our offices by the general public. Printed copies of the minutes can be made available on request for individuals without access to the internet. Where
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such a request is made, we will provide the document(s) within seven working days.
CONFIDENTIALITY
5.1 Our staff will generally have access to all information they genuinely need to know to carry out their work, and are under a duty to respect the confidentiality of all personal information held by us. 5.2 Staff, wherever possible, must explain to individuals our purpose for processing that individual’s personal data and, where it is likely to be disclosed to persons outside the Partnership, the people or organisations likely to have access to it before it is first processed, so that (where necessary) informed consent can be obtained. If this causes concern, special arrangements for recording and access will be made. 5.3 It is not possible to produce a list of all items considered confidential. The following, however, are considered confidential and should, at no time, be divulged inappropriately: a) Personal confidentiality of tenants and other members of the public will be respected. This means that the names, addresses, details on family composition or economic status (or any other means of identification) of individuals will not be given in Board reports or minutes or in any way divulged to anyone other than staff members, or other professionals, on a “need to know” basis; b) All data records (both paper and computer) will be kept confidential to the appropriate staff members. No Board Member will view an individual’s data records; and c) Items adjudged, on an ad hoc basis, to be confidential. 5.4 Exceptions to the items listed in paragraph 5.3 are: a) where a tenant or other member of the public complains or appeals to the us about an issue and a personal representation is being made to the Board as the final stage in the procedure. In these circumstances, it is impossible to withhold information on the person’s identity. b) where we have a legal obligation to provide information to a third party, in respect of, for example, the prevention of fraud. Regulation 5.5 Occasionally regulations may change and new/amended regulatory requirements are placed on social landlords, for example, the conducting of surveys as per the Scottish Social Housing Charter. For many social landlords the method of compliance with these regulatory requirements that best ensures Value For Money (VFM) for tenants means sharing information, with a third- party organisation, which is contracted for a short period of time. In such instances where information is shared, we will remain the Data Controller, and strict guidelines will be adhered to in respect of the handling and disposal of personal information, in order to ensure that we are not in breach of the GDPR. Data Security 5.6 The following technical and organisational measures should be followed to protect personal data security:
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a) All computer held personal data should be protected by password, and accessible only to staff with a legitimate need to access or process the data; b) Passwords should be changed every 180 days; c) Computer systems should be secure, and sufficiently protected against unauthorised access, and documents should be encrypted where possible; d) Sufficient safeguards should be in place to protect computer held personal data from loss, destruction or damage. No sensitive personal information should be held on laptops, computers, tablets, USB/pen drives, or any electronic device that could be vulnerable to theft or loss or unauthorised access; e) All back up information should be held securely, and protected against unauthorised access; f) All personal data must be erased from PC’s or other hardware and measures taken to protect it from subsequent retrieval by unauthorised persons on the disposal of such hardware; g) Manual files containing personal data should be kept in secure filing cabinets when not in use – this includes returning files to locked cabinets overnight; h) Care should be taken to ensure that manual files containing personal data are protected from loss or damage when removed from the office. Under no circumstances should personal files be left unattended in vehicles; i) Staff members printing tenants’ personal data must print using the ‘User Box’ facility on the network and not leave the printer unattended while printing these documents; j) All correspondence of a personal nature must have “Private and Confidential” clearly marked on the envelope; k) Regular audits should be in place to test that technical and organisational security measures are being adhered to. Disposal of Personal Data 5.7 With regard to document retention schedules, when no longer required, all personal information, including computer printouts of rent accounts and arrears, must be shredded or destroyed 5.8 Data held on computers/electronic filing systems should be treated in the same manner as paper print-outs in respect of retention, and deleted accordingly. 5.9 The destruction of original records and documents, in both electronic and paper formats, should be authorised by managers and a file note must document this authorisation. The method of disposal should be appropriate to the confidentiality or sensitivity of the record. 5.10 Personal files should be weeded regularly, and information only retained if still relevant to the purposes for which it was intended to be kept. This should be done as a matter of routine whenever files are in use.
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BREACH OF POLICY
6.1 Any breach of confidentiality, whether deliberate or inadvertent, will be dealt with seriously by us. The circumstances surrounding the breach will be taken into account. All breaches will be dealt with via the Staff Disciplinary and Grievance procedures and the Board Code of Governance and may result in: a) the staff member(s) being issued with a warning or dismissed; or b) the Board Member(s) being requested to leave the Board.
COMPLAINTS & APPEALS
7.1 Complaints regarding the policy will be dealt with under our Comments, Compliment & Complaints Policy, a copy of which is available at our offices and on our website.
LEGAL AND REGULATORY FRAMEWORK
Legislation 8.1 In formulating and implementing this policy, statutory requirements have been incorporated, where required. 8.2 The legislation particularly relevant to this Policy includes: a) the General Data Protection Regulation (GDPR): provides rights to individuals in relation to personal data held about them; regulates the use of personal data. b) Freedom of Information (Scotland) Act 2002: entitles members of the public to receive information that they request from a public authority, subject to certain exemptions. The Freedom of Information Act will be extended to registered social landlords from 11 November 2019. The Act supersedes the Access to Personal Files Act 1987. c) Housing (Scotland) Act 2001, 2006, 2010 & 2014: provide a statutory right to all tenants with Scottish Secure Tenancies to receive information about their landlord’s policies and procedures, in addition to obliging landlords to consult and provide tenants with information in developing their Tenant Participation Strategy. The 2010 Act introduced the Scottish Social Housing Charter which obliges landlords to consult with tenants in respect of desired standards and outcomes. d) Scottish Public Services Ombudsman Act 2002: describes the statutory arrangements for conducting independent investigations of complaints relating to maladministration by a wide range of listed authorities, including Registered Social Landlords. e) Human Rights Act 1998: gives individuals a right to respect for their privacy. f) The Scottish Secure Tenants (Right to Repair) Regulations 2002.
TRAINING
9.1 We are committed to training and developing staff and Board Members to their full potential in order to deliver a high quality of service in all areas of its business to tenants, members and the public.
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9.2 The employee induction programme will include an overview of this policy, including responsibilities for the promotion and delivery of openness and confidentiality as relevant to their job descriptions. 9.3 Board Members and staff will receive updates on these issues and specific training on any specialised areas as required. Training needs are identified on an ongoing basis by various means including regular staff supervision sessions.
MEDIA REQUESTS
10.1 As a matter of policy, we will respond openly to requests for information from the media. However, in order to manage the release of information and to ensure that the release is consistent with our interest, any request from the media for information should be made to the Chief Executive.
LINK WITH OTHER POLICIES
11.1 The use of Openness & Confidentiality Policy is supported by related policies and procedures and should be read in conjunction with, but not limited to, the following: • Code of Conduct for Staff; • Code of Governance for Board Members; • Communication Policy; • Disclosure of Interest Policy; ICT Security Policy; • Membership Policy; Privacy Policy; and • Tenant Participation Strategy.
MONITORING AND REVIEW OF POLICY
Performance Monitoring 12.1 A report will be prepared on an annual basis detailing how information has been made available and highlighting any improvements to be made to information provided. The report will be presented to the Board at the first meeting following the end of the financial year. 12.2 Customer surveys will be carried out on a regular basis and the results of these surveys will be used to inform policy and service reviews. The quarterly tenants newsletter will update tenants with how we have responded to survey feedback. Review 13.1 We will review this policy every 4 years. More frequent reviews will be considered if, for example, there is a need to respond to new legislation/policy guidance.
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HANGE HISTOR
POLICY CHANGE HISTORY
Version Change Applied Date By 1.1 Initial Draft 4 March 2004 Dena Macleod
2.0 Amended for comments received at 29 May 2006 Dena Macleod Governance Workgroup meeting of 25th May 2006
2.1 Amended from comments received 15 June 2006 Dena Macleod at Governance Workgroup meeting of 14th June 2006
3.0 General review of policy. Minor 4 March 2009 Angus M Smith amendments to reflect changes relating to HHPs (and the Boards) status/details following stock transfer and reformatting to meet HHPs Corporate Standard for policy documents.
4.0 General review as per Policy Review 19 February Angela C Smith Schedule. Clarification re Data 2014 Protection principles, tenant involvement, regulatory changes, links with other policies, and security of information.
4.1 Wording updated for GDPR. 9 March 2018 Angela C Smith
General review as per Policy Review Schedule. Updated to expand on the requirements of GDPR. 5.0 Updated to reflect the extension of 16 July 2019 Iona France the Freedom of Information Act to registered social landlords from November 2019. Minor formatting amendments.
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INTERPRETATIONS & ABBREVIATIONS
The following interpretation and abbreviations are used in this policy:
Word Interpretation HHP or Partnership Hebridean Housing Partnership Board Means the Board of the Hebridean Housing Partnership Board Members All Members of the Board including co-opted Members Data Information which is:
a) processed by computer or information planned to be processed by computer b) stored or collected for storage within a “relevant filing system” Relevant Filing Information which is structured in such a way that specific System personal data may be readily accessed.
Personal Data Data about a living individual who can be identified from the data or any other readily obtainable information – this includes even basic information such as names and telephone numbers. Sensitive Personal Sensitive Personal Data – Personal Data relating to: Data Racial or ethnic origin Religious beliefs and political opinions Trade Union membership Health data (e.g. physical and mental condition) Sexual orientation Criminal matters/Commission of offences Data processing The processing of data means any operation of data and includes:
Obtaining Recording Holding Organising Adapting & altering Retrieving Consulting Disclosing Combining Erasing Blocking Destroying
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References to “process” and “processed” shall be construed accordingly in this policy.
Commercially Any information (including personal data), the disclosure of sensitive Data which is likely to prejudice the business interests of the Partnership. It is the information that is not generally known within the social housing sector, and that has economic value from not being known. If disclosed, this information could have adverse implications for the Partnership or for future occupants.
Data Controller A person, company, or other body that determines the purpose and means of personal data processing.
AGM Annual General Meeting
GDPR General Data Protection Regulation
FOI Freedom of Information
All references to the masculine gender in this policy shall read as equally applicable to the feminine gender
HHP is a registered society under the Co-operative and Community Benefit Societies Act 2014, Registered Number: 2644R(S),Registered Office: Creed Court, Gleann Seileach Business Park, Willowglen Road, STORNOWAY, Isle of Lewis HS1 2QP. It is a charity registered in Scotland, Charity Number:SCO35767, registered as Registered Social Landlord with the Scottish Housing Regulator, Registration Number:359 and registered as a Property Factor, Registration Number PF000183 Email: [email protected] Web: www.hebrideanhousing.co.uk Phone:0300 123 0773 14 | P a g e ITEM NO 7.2
Making our house your home
DISCLOSURE OF INTEREST POLICY Board 28 August 2019
Report by Chief Executive
Purpose of Report
1.1 The purpose of this report is to present the updated Disclosure of Interest Policy to the Board for consideration and approval. Summary
2.1 The Disclosure of Interest Policy is due for review in accordance with our Policy Review Schedule. 2.2 Following the review of the policy there have been minor formatting changes and roles and responsibilities updated following the Pay & Grading review. Competence
3.1 The financial, legal or other constraints to the recommendations in this report are contained in paragraph 5.1 - 8.3. Recommendations
4.1 It is recommended that the Board approve the Disclosure of Interest Policy at Appendix 1.
APPENDIX1: Disclosure of Interest Policy Background Papers: Entitlements, Payments & Benefits Policy Writer of Report: Iona France Tel: 0300 123 0773
Iona France 23-Jul-19 Competence
Financial 5.1 There is no financial constraint to the recommendation in this report being implemented. Legal 6.1 There is no legal constraint to the recommendation in this report being implemented. Regulatory Guidance 7.1 The Regulatory Standards checklist has been completed and there is nothing in the report which would result in a breach of the standards. Risk 8.1 The major risk the Partnership faces in not having a Disclosure of Interest Policy in place is that it will be in breach of: • the Regulator’s Regulatory Standards of Governance and Financial Management and other guidance; and • the Partnership’s own Rules, Standing Orders and various policies on governance and financial management. 8.2 The result of this is likely to be a higher level of engagement with the Regulator and financial penalties from regulatory bodies. 8.3 Legislative and regulatory changes are highlighted at No 8 on our Risk Register, and fraud is highlighted at No. 13.
Iona France 23-Jul-19 APPENDIX 1
Disclosure of Interest Policy
Effective Date: August 2019 Review Date: August 2022 Approved by HHP Board: 28 August 2019
TABLE OF CONTENTS INTERPRETATIONS & ABBREVIATIONS
INTRODUCTION ...... 2 AIMS ...... 2 GENERAL RULES ...... 2 REGISTER OF INTERESTS AND MAKING DICLOSURES ...... 4 BOARD MEETINGS ...... 5 MEMBERSHIP OF CERTAIN ORGANISATIONS ...... 6 MONITORING AND REVIEW OF POLICY ...... 6 POLICY CHANGE HISTORY ...... 8 INTERPRETATIONS & ABBREVIATIONS ...... 9
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DISCLOSURE OF INTEREST POLICY
INTRODUCTION
1.1 This policy clarifies the position in respect of personal interest and declaration of interest. 1.2 This policy is applicable to our Board Members and staff, and those persons who may be considered to have ‘close connection’ to either. Close connection is defined at Appendix 1.
AIMS
2.1 To provide guidance to underpin good governance and ensure there is no conflict - and there can be no reasonable perception of conflict - between a Staff or Board Member and their personal (or personal business or financial) interests. 2.2 To ensure that any personal (or personal business or financial) interests are declared in accordance with the Code of Conduct for Board Members and the Code of Conduct for Staff. 2.3 To ensure high standards of conduct and probity, openness and transparency which are underpinned by the Scottish Housing Regulator’s Guidance Note 5 Regulatory Standards of Governance and Financial Management which states in its Standard 5: • "5.1 The RSL conducts its affairs with honesty and integrity and, through the actions of the governing body and staff, upholds the good reputation of the RSL and the sector." and • "5.4 Governing body members and staff declare and manage openly and appropriately any conflicts of interest and ensure they do not benefit improperly from their position."
GENERAL RULES
3.1 Board Members and Staff should: a) recognise that the overriding duty in their remit as a Board Member, or a member of Staff, is to the Partnership; b) do nothing as a Board Member or member of Staff that could not be justified to the Board, to the tenants and sharing owners, to the membership or to the public; and c) remember that it is not enough to avoid actual impropriety and that he should at all times avoid situations which could give rise to suspicion or the appearance of improper conduct. 3.2 A Board Member must declare to the Chairperson at meetings any financial or non-financial interests that may be considered to bring about a conflict with the Partnership’s interests. Examples of interests that must be declared are highlighted below: a) Tenancy of a property (by the disclosee or someone to whom the disclosee is closely connected) of which we are the landlord;
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b) Occupancy or ownership of a property (by the disclosee or someone to whom the disclosee in closely connected) which is factored or receives property related services from us; c) Receipt of care or support services from us; d) Membership of a community or other voluntary organisation that is active in the area(s) we serve; e) Voluntary work with another RSL or with an organisation that does, or is likely to do, business with us; f) Membership of the governing body of another RSL; g) Being an elected member of any local authority where we are active; h) If the disclosee purchase goods or services from us; i) If the disclosee purchases goods or services from one of our approved contractors or Framework Agreement partners (please refer to the Entitlements, Payments & Benefits Policy and Procedure for further information); j) Significant shareholding in a company that we do business with; k) Membership of a political, campaigning or other body whose interests and/or activities may affect our work or activities; l) Ownership of land or property in our areas of operation excluding for the purpose of the disclosee’s own residential use (i.e. there is no requirement for to declare any house in which the disclosee currently lives); m) Unresolved dispute relating to the provision of services in connection with a tenancy or occupancy agreement or a contractual dispute over the provision of goods or services with us; n) any direct involvement with a business which trades for profit; o) involvement with any organisation from which we may secure a loan eg. Banks and building societies (apart from where the involvement is as a customer e.g. a Board Member has a mortgage or account with the bank); p) involvement with or between Board Members, staff and their close relatives; q) sale of a property owned by us to a Board Member or staff member, or to a close relative of a Board or staff member; and r) sale of a property owned by a Board Member or staff member, or by a close relative of a Board or staff member to us. 3.3 The above list is not exhaustive and all interests, whether potential or actual should be raised. 3.4 If a Board Member has any business interest relating to the work of the Partnership, its activities, values, aims or objectives, which directly or indirectly gives the Member personal advantage, the Member should resign his position. If a Board Member considers that another Board Member has such an interest, he has a duty to raise it with the Chairperson.
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3.5 Board Members must disclose any pecuniary interest in any contract entered into by the Partnership. Any such interest, if not disclosed, will be considered a breach of the Code of Conduct for Board Members and may be grounds for dismissal. See para 1.5 of the Code.
REGISTER OF INTERESTS AND MAKING DICLOSURES
4.1 The Partnership will maintain Registers of Interests of Staff and individual Board Members, which disclose the following: a) name; b) date disclosure was made; c) source; d) item number on agenda (if at meeting); and e) what the disclosure is and reason for disclosing. An example of the Register of Interests may be found at Appendix 2. 4.2 Board Members will be asked to register their interests following their first Board Meeting. Thereafter, at the end of each financial year they will be required to fill in a fresh Disclosure of Interest form so the Board Disclosure of Interest Register may be updated. An example of our Disclosure of Interest form may be found at Appendix 3, and it requests the following information: a) name; b) address; c) tenant; d) year of birth; e) designation (staff); f) employment (Board Members); f) positions of public responsibility; g) membership of other Housing Associations or Co-operatives; h) any financial interests relating to the work of the Partnership; i) any direct involvement with a business which trades for profit; j) involvement with any organisation from which the Partnership may secure a loan e.g. banks and building societies (apart from where the involvement is as a customers e.g. a Board Member has a mortgage or account with the bank); k) involvement with or employment by any organisation which may seek services from the Partnership; l) any voluntary or charity work carried out for another organisation with a base in the Western Isles; m) relationships with or between Board Members, staff and their close relatives; n) any other interests which could impact on their membership of our Board; and
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o) Statement of understanding EPB Policy. 4.3 Members of Staff will be required to complete a Disclosure of Interest form when they are initially employed by us, and details will be recorded in the Staff Disclosure of Interest Register. Thereafter, Staff will be required to complete a Disclosure of Interest Update form annually after the end of the financial year. If there are new disclosures to be made that have not previously been recorded in the Staff Disclosure of Interest Register, then the Line Manager should complete a Request for Approval Form, an example of which may be found at Appendix 4, and refer to the Entitlements, Payments and Benefits Procedure for further guidance. 4.4 Staff and Board Members should take reasonable steps to ensure that they or anyone who normally lives as part of their household, (whether they are related to them or not, including spouses / partners who work away from home and sons and daughters who are studying away from home), conform with the requirements of the Entitlements, Payments & Benefits Policy when they wish to use one of our contractors or suppliers (see Contractor List, Appendix B of the Entitlements, Payments and Benefits Policy), and complete the Use of Contractor / Supplier Declaration Form at Appendix 5 prior to any decision being taken. 4.5 Job applicants will be asked to declare any interests, for example, if they are connected to a current member of staff, a Board Member, or if they receive services from us. If any applicants make a disclosure, the appropriate part of the Entitlements, Payments and Benefits Procedure should be followed, and registers updated accordingly. 4.6 The Registers will be open to public inspection and information will also be available on our website.
BOARD MEETINGS
5.1 Board Members and Staff who are invited to be present at a meeting where a matter in which they have a personal (or a personal business or financial) interest is discussed, must inform the meeting Chair at the start of the meeting. If there is a clear and substantial conflict of interest, a Member or employee should withdraw from the meeting. If in any doubt, they should ask the meeting Chair or another senior person present for guidance. This applies to all meetings that they attend as a member of our Governing Body – both internal and external. 5.2 If during the course of Board Meetings, issues arise which may affect a Board Member’s personal interest, the Member should disclose precisely any direct or indirect pecuniary interest or other interests which are not pecuniary but which might influence judgement or give the impression that the Board Member was acting for personal motives. Any Board Member declaring such an interest should withdraw from that part of the meeting in which such matters are discussed. If such conflicts of interest are substantial or frequent, then the Member should consider resigning in conformity with para 9.3 in the Code of Conduct. 5.3 A Board Member, having a pecuniary interest in the tenancy of a house belonging to the Partnership may take part in discussion of housing matters and may vote on such matters. However, tenant Board Members should regard
5 | P a g e
matters specifically concerning their individual circumstances as clear and substantial conflict which should be declared in the normal way. 5.4 Where an interest is declared in accordance with the above at any meetings of the Board, the declaration must be recorded in the Minutes of that meeting together with any action taken. A copy of the Minutes will be separately forwarded to the Secretary for recording and held specifically for this purpose. 5.5 In general, Board Members should: a) ensure that his private or personal interests does not influence his decisions, and that he does not use his position to obtain personal gain or any sort, either for himself directly, or for his family, friends, associates or his employer; and b) ensure that no special advantage is gained by virtue of Board Membership, by using the services of a consultant, contractor, professional advisor or other individual or firm that works for the Partnership. 5.6 Members of staff in attendance at Board meetings, who have an interest in an item on the Board Agenda, should advise the Company Secretary prior to the meeting. The Company Secretary will decide if the member of staff is required to leave the Board meeting during the discussion and/or decision on the item. 5.7 The Company Secretary will advise the Governance Officer of any declarations made and the decision made regarding the staff members attendance at the meeting.
MEMBERSHIP OF CERTAIN ORGANISATIONS
6.1 Board Members and Staff should declare to the Chief Executive if they are a member of any organisation which is not open to the public and which has secrecy about its rules and membership or conduct. A definition of such an organisation is on both Staff and Board Disclosure of Interest Forms at Appendix 2.
MONITORING AND REVIEW OF POLICY
Breaches of Policy 7.1 Any failure to make a complete, accurate and prompt declaration of interest – whether deliberately or through taking insufficient care - will be regarded as a breach of this policy and the Codes of Conduct. 7.2 If a Board Member knowingly breaches the conditions of this policy this may be grounds for removal from Office in accordance with the Partnership’s Rules (44.6.3), Code of Conduct for Board Members and associated protocol. Review 8.1 The Board will review this policy at least every three years. 8.2 On an annual basis, the Disclosure Registers will be reviewed and a report will be submitted to the Board on the contents.
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Responsibilities 9.1 The Board will be responsible for: a) the formulation and monitoring of the policy; b) policy amendments; and c) monitoring of statutory requirements. 9.2 The Executive Office will be responsible for maintaining Disclosure of Interest Registers.
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HANGE HISTOR
POLICY CHANGE HISTORY
Version Change Applied Date By 3.2 18 December 2003 Dena MacLeod
3.3 Update from Governance 23 August Dena MacLeod Workgroup Meeting of 23 August 2005 2005, to take account of comments from Regulation & Inspection dated 10 August 2005.
3.4 Update from checks from Board 30 August Dena MacLeod Members following Governance 2005
Workgroup Meeting of 26 August
2005.
4.0 Update to take into account the 4 Angela C Smith demise of Communities Scotland September and formation of Scottish 2013 Housing Regulator. In addition, the replacing of Schedule 7 with the Scottish Housing Regulator’s Guidance Note 5 Regulatory Standards of Governance and Financial Management.
Update to bring into line with 6 Angela C Smith revised Codes of Conduct and September 5.0 Entitlements, Payment & Benefits 2016 Policies.
Updated with minor formatting 23 July 2019 Iona France changes and revised roles and 5.1 responsibilities following the Pay & Grading review.
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INTERPRETATIONS & ABBREVIATIONS
The following interpretation and abbreviations are used in this policy:
Word Interpretation HHP or Partnership Hebridean Housing Partnership Board Means the Board of the Hebridean Housing Partnership Board Members All Members of the Board including co-opted Members The Code of Conduct for Board Members or the Code The Code of Conduct for Staff
An individual, organisation, or business from whom HHP Contractor procures services, for example, as part of the Framework agreement.
Disclosee Individual making a disclosure of interest
EPB Policy The Entitlements, Payments & Benefits Policy
EPB Procedure The Entitlements, Payments & Benefits Procedure
Framework HHP’s Repair and Maintenance Framework Contract
HHP or Partnership Hebridean Housing Partnership
Registers The various registers HHP is required to keep by law
Regulator Scottish Housing Regulator
RSL Registered Social Landlord
Sharing Owners Tenants who are part of the Shared Ownership Scheme of the Partnership.
All references to the masculine gender in this policy shall read as equally applicable to the feminine gender
HHP is a registered society under the Co-operative and Community Benefit Societies Act 2014, Registered Number: 2644R(S),Registered Office: Creed Court, Gleann Seileach Business Park, Willowglen Road, STORNOWAY, Isle of Lewis HS1 2QP. It is a charity registered in Scotland, Charity Number:SCO35767, registered as Registered Social Landlord with the Scottish Housing Regulator, Registration Number:359 and registered as a Property Factor, Registration Number PF000183 Email: [email protected] Web: www.hebrideanhousing.co.uk Phone:0300 123 0773
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APPENDIX 1
Someone 'closely connected' to you includes family members and persons who might reasonably be regarded as similar to family members even where there is no relationship by birth or in law. The following table outlines those who you should consider when declaring interests:
Group 1 Group 2 Group 3 Members of your People closely associated with you Others you may need to household consider
Anyone who normally • Parents, parents-in-law and their Other relatives (e.g. lives as part of your partners; uncles, aunts, nieces, household, whether nephews & their • Sons and daughters; stepsons and they are related to you partners). step-daughters and their partners; or not, including spouses/partners who • Brothers and sisters and their work away from home partners; and sons and • A partner’s parent, child, brother daughters who are or sister; studying away from home. • Grandparents, grandchildren and their partners; • Someone who is dependent on you or whom you are dependent on; and • Close friends.
HHP is a Registered Charity (No. SCO35767); A Registered Society under the Co-operative and Community Benefit Societies Act 2014 Reg No 2644R(S); Registered Social Landlord Reg No:359; Registered Property Factor: PF000183 APPENDIX 2
2018/19 BOARD & COMMITTEE MEETING DISCLOSURE OF INTEREST REGISTER
Meeting Date Board Member Item No. on Reason Agenda Board 28 Aug 19 XXXXX 10 Member of XXXX
Registered Charity No: SC035767
APPENDIX 3
Disclosure of Interest Form
Name
Address
Postcode
Is this a HHP property? Yes No
Are you The tenant? Living with tenant?
Phone Numbers Home:
Work:
Mobile:
Year of Birth
Job Title
Please list any positions of public responsibility you have:
Please list any Memberships of other Housing Partnerships or Co-operatives and Secret Societies (see attached note on definition of a Secret Society):
Please declare any financial interest relating to the work of the Partnership: Please list any direct involvement with a business that trades for profit:
Please list any involvement with any organisations from which the Partnership may secure a loan:
Please declare any involvement with any organisation which may seek services from the Partnership:
Please declare any relationships with or between Staff Members, Board Members and their close relatives or any tenants (you may continue on another sheet):
Please declare any voluntary or charity work carried out for another organisation with a base in the Outer Hebrides:
Please declare any other interests which could impact on their membership of the Board of Hebridean Housing :
Have you read, and do you understand, the policy on Entitlements, Payments & Benefits? YES NO
Signature Date
HHP Registered Charity (No. SCO35767) Registered Property Factor PF000183 A Registered Society under the Co-operative and Community Benefit Societies Act 2014 Reg. No. 2644R(S) Equal opportunities monitoring
Board Members Disclosure of Interest Form October 2010
To ensure that no-one is treated unfairly by us please give the following information:
Your gender Female Male
How would you describe your ethnic origin? Please tick which of the following apply:
White Scottish Black African Asian Other
White other British Black other Asian Bangladeshi
White Irish Asian Chinese Mixed
White other background Asian Pakistani Not known
Black Caribbean Asian Indian Refuse to answer
Other - Please specify
Please tick which age bands applies to you:
Age Band Under 18 50 - 59
18 - 29 60 - 65
30 - 39 Over 65
40 - 49 Prefer not to say
Do you consider yourself to have a disability under Yes No the terms of the Disability Discrimination Act 1995?
HHP Registered Charity (No. SCO35767) A Registered Society under the Co-operative and Community Benefit Societies Act 2014 Reg. No. 2644R(S) Registered Property Factor PF000183 DEFINITION OF A SECRET SOCIETY A secret society is any lodge, chapter, society, trust or regular gathering or meeting which: Is not open to members of the public who are not members of that lodge, chapter, society or trust;
Includes in the grant of membership an obligation or requirement on the part of the member to make a commitment (whether by oath or otherwise) of allegiance to the lodge, chapter, society, gathering or meeting; and
Includes, whether initially or subsequently, a commitment (whether by oath or otherwise) of secrecy about rules, membership or conduct of the lodge, chapter, society, trust, gathering or meeting.
A lodge, chapter, society, trust, gathering or meeting as defined above, should not be regarded as a secret society if it forms part of the activity of a generally recognised religion, nor should a chapter or branch of a trade union. APPENDIX 4
DECLARATION OF INTEREST - REQUEST FOR APPROVAL FORM
SECTION 1 – REQUESTING AUTHORISATION
DATE OF REQUEST
DEPARTMENT / AREA MAKING REQUEST NAME OF EMPLOYEE / BOARD MEMBER MAKING DECLARATION WHAT IS THE TYPE OF DECLARATION?
WHEN DOES THIS NEED TO BE APPROVED BY?
SECTION 2 – APPROVING THE DECLARED INTEREST
WHO SHOULD APPROVE THIS REQUEST? APPROVED / REJECTED
DATE APPROVAL / REJECTION GRANTED REASON FOR REJECTION IF APPLICABLE
HAS REQUESTEE BEEN NOTIFIED OF DECISION?
GOVERNANCE SIGN OFF
APPENDIX 5
USE OF A CONTRACTOR / SUPPLIER DECLARATION FORM
Name………………………………………………………
Department…………………………………………………….
Date……………………..
Chair/CEO notified about the use of the contractor/ supplier ……………………
Advice given by the Chair/CEO ……………………………………………………….
I confirm that I require/or have already used*, the services of the following contractor who is on the Partnership’s Contractor List:
Contractor Address Type of Work Date work to Estimated Name or Service be carried Value out
Are quotes attached Yes/No *
Are receipts attached: Yes/No*
If no quotes or receipts are attached, please explain why?:
(*delete as appropriate) Declaration
I confirm that I have not received any advantage or preferential treatment (financial or otherwise) from the contractor or supplier arising out of their connection to the Partnership and I have complied with the Entitlements, payments and Benefits policy and code of Conduct.
Signature……………………………………………………
Date……………………………………………….
______
For Executive Office use only
Date added to Register of Payment and Benefits……………………
ITEM NO 7.3
Making our house your home
EARLY RETIREMENT POLICY Board 28 August 2019
Report by Chief Executive Purpose of Report
1.1 To consider and approve the updated Early Retirement Policy. Summary
2.1 Our Early Retirement Policy was last reviewed in October 2014. The policy has now been updated to take account of the changes in our organisational structure and in line with legislation changes to the age at which someone can request early retirement. There have been no other significant changes made. The Policy is at Appendix 1. 2.2 As we are part of the Highland Council Pension Fund our Early Retirement Policy must comply with the rules of the Pension Fund. We were expecting some updates from Highland Council for the Early Retirement Policy but they are still to be agreed. The review period for the policy will be changed to annually until the updates are received from Highland Council. 2.3 There is no requirement to consult on the policy as there is no significant change being made. Competence
3.1 There are no legal or financial restrictions to the proposed recommendations. Recommendations
4.1 It is recommended that the Board consider and approve the updated Early Retirement Policy at Appendix 1.
APPENDIX 1: Early Retirement Policy Background Papers: None Writer of Report: Dena Macleod Tel: 0300 123 0773
Dena Macleod 13-Aug-19 APPENDIX 1
Early Retirement Policy
Effective Date: 28 August 2019 Review Date: July 2020 Approved by HHP Board: 28 August 2019 TABLE OF CONTENTS INTERPRETATIONS & ABBREVIATIONS
INTRODUCTION ...... 2 POLICY STATEMENT ...... 2 ADMINISTRATION ...... 3 CATEGORIES FOR EARLY RETIREMENT AND DISCRETIONARY PAYMENTS ...... 3 FINANCIAL IMPLICATIONS ...... 6 APPLICATION FOR EARLY RETIRMENT (OTHER THAN RETIRMENT ON THE GROUNDS OF ILL HEALTH) ..... 6 RE-EMPLOYMENT ...... 7 ELECTION TO JOIN PENSION SCHEME ...... 7 MONITORING AND REVIEW OF POLICY ...... 7 POLICY CHANGE HISTORY ...... 8 INTERPRETATIONS & ABBREVIATIONS ...... 9 APPENDIX A – EARLY RETIREMENT APPLICATION FORM ...... 10 APPENDIX B – PROCEDURE FOR EARLY RETIREMENT: GROUNDS OF PERMANENT ILL HEALTH ...... 11 STANDARD BLANK DECLARATION – RETIRMENT ON THE GROUNDS OF ILL HEALTH .. 12 APPENDIX C - PROCEDURE FOR APPLICATION FOR RETIREMENT ON THE GROUNDS OF EFFICIENCY OF SERVICE AND REDUNDANCY (INCLUDING VOLUNTARY SEVERANCE) ... 13 APPENDIX D - PROCEDURE FOR APPLICATION FOR FLEXIBLE RETIREMENT ..... 17
1 | P a g e EARLY RETIREMENT POLICY
INTRODUCTION
1.1 The Hebridean Housing Partnership (HHP) as a scheduled body in the Local Government Pension Scheme is required to have a statement of its Early Retirement Policy, under the provisions of the Local Government (Discretionary Payments and Injury Benefits) Regulations 1998. 1.2 This document sets out the requirements for Early Retirement, Flexible Retirement and/or Voluntary Severance which enable employees to retire early from the employment of the Partnership, should it be in the Partnership’s best interests. 1.3 References to these Regulations to employment with a Local Government Pension Scheme employer do not include employment by virtue of which a person is entitled to participate in benefits provided under regulations made under Section 9 of the 1972 Act (Teachers Superannuation).
POLICY STATEMENT
1.4 We recognise that in some circumstances it may be in the interests of the organisation for employees to be allowed to retire earlier than the normal retirement age if they so wish. 1.5 We have an obligation to treat employees with care and respect. This is important when an employee’s circumstances are difficult through no fault of their own or as a result of our actions as an employer. 1.6 We have a duty to avoid damaging current or future ability to deliver efficient services. The loss of skills and experience as well as short and long term financial liabilities must be assessed. A balanced and effective workforce should be priority. 1.7 This scheme may allow early retirement, or flexible retirement, in cases which would meet the following criteria: a) ensure the most efficient use of human resources; b) assist in the regulation of the numbers employed; c) assist in the retention of employees and the maintenance of a balanced workforce; d) assist in the provision of improved services; e) exceptionally on compassionate grounds; f) where an employee wants to retire, or flexibly retire, and there is no disadvantage to the Partnership in allowing it. 1.8 Where the Partnership have agreed to meet all the costs of each early retirement. There are potentially two costs to be considered: a) cost to the Pension Fund to reimburse the strain on the Funds; and
2 | P a g e b) cost to the Partnership of added years, augmentation or lump sum compensation payment. The cost of added years will be met over the lifetime of the employee and any pension of a dependent. 1.9 Our policy is that it will not normally exercise its discretion to award added years to employees seeking early retirement on the grounds of redundancy/business efficiency. Only in cases where there are exceptional circumstances as determined by the Chief Executive on the recommendation of the relevant Director and approved by the Board will any added years be considered.
ADMINISTRATION
2.1 The Chief Executive will consider cases submitted by the relevant Director for early retirement on the grounds of redundancy and interests of the efficiency of the service for all employees of the Partnership. 2.2 There is a right of appeal to the Board against the Chief Executive’s decision to refuse support to a request for early retirement on the grounds of redundancy and interests of the efficiency of the services. 2.3 The Board will determine all requests recommended by the Chief Executive for early retirement on the grounds of redundancy and interest of the efficiency of the organisation.
CATEGORIES FOR EARLY RETIREMENT AND DISCRETIONARY PAYMENTS
3.1 The following categories for early retirement and discretionary payments apply: a) Redundancy b) Interests of the Efficiency of the Service c) Additional pension or added years d) Flexible Retirement e) Permanent Ill Health Redundancy 3.2 Redundancy is defined in Section 139 of the Employment Rights Act 1996.This provides than an employee is taken to be dismissed by reasons of redundancy if: “the dismissal is wholly or mainly attributable to: a) The fact that his employer has ceased or intends to cease i) to carry on the business for the purposes of which the employee was employed by him; or ii) to carry on that business in the place where the employee was so employed, or b) That the requirement of the business: i) for employees to carry out work of a particular kind, or ii) for employees to carry out work of a particular kind in the place where the employee was employed by the employer has ceased or diminished or are expected to cease or diminish.”
3 | P a g e 3.3 Any employee made redundant after 31 March 1997 will be granted maximum compensation in terms of the relevant regulations with his redundancy payments being based on actual pay. Interests of the Efficiency of the Service 3.4 If the employee wished to be considered for retirement in the interests of the efficiency of the service, one of the following criteria listed below must be satisfied: a) an alternative to redundancy of the individual b) to avoid redundancy of another employee c) to assist in service restructuring d) to effect financial savings e) other justifiable circumstances that would be in the interests of the service. 3.5 Where an employee ceases employment in the interests of the efficiency of the service, compensation is at the discretion of the Board who can award full, partial or no enhancement. 3.6 The earliest age that early retirement can be granted is 55 years with the following exceptions: a) Retirement through ill health b) If the employee was in the scheme at 6 April 2016, the earliest retirement age is 50. 3.7 Where exceptional compassionate grounds exist, the Partnership may further determine under Regulation 30 that the actuarial reduction should not be applied. The Partnership will have to meet the cost of waiving actuarial reduction. 3.8 The employee can retire at any time after they reach the age of 60 by giving appropriate notice. The employee does not need permission. Retirement between the age of 55 and 60 is possible with the permission of the Partnership. Additional Pension or Added Years 3.9 The Partnership has discretion to award additional pension or added years. 3.10 The Partnership may award extra years of scheme membership, up to a maximum of 10 years. In addition to this, the Partnership may grant up to £5,000 to any active member. 3.11 If granted, the Partnership will meet the full costs of the additional membership by payment of a lump sum into the pension fund. 3.12 Granting of augmentation of benefits through lump sum or added years is subject to the satisfaction of four tests: a) a financial saving, to be demonstrated through a “True Cost” calculation, including capitalised value to the pension fund compared against capitalised value of savings b) no appropriate redeployment opportunities
4 | P a g e c) no appropriate retraining opportunities, as demonstrated through the individuals Training Plan; and d) evidence of support through the Appraisal Process. 3.13 The determination of benefits is delegated to the Chief Executive in consultation with the Director of Finance & Corporate Services. 3.14 We will not normally award additional years. However in exceptional circumstances the number of years additional membership added can be considered on the individual merits of the case. 3.15 The cost to the Partnership of someone retiring early will be critically evaluated against the financial savings and/or other benefits accruing to the Partnership from retirement. The decision to award any added years will be recorded and will demonstrate that this analysis had been undertaken. Flexible Retirement 3.16 Flexible Retirement means choosing to reduce hours in a current post or choosing to apply for a lower graded post while at the same time accessing pension early. 3.17 Flexible Retirement is at the discretion of the Partnership and will be informed by the needs of the organisation. Flexible retirement decisions should be justifiable as beneficial to service delivery. This could mean retaining expertise, facilitation succession planning, reducing staffing costs, or in efficiency gains. Each application will be decided on its own merits and will only be agreed if it is in our economic and/or, operational interest to do so. 3.18 Flexible retirement means that the employee is requesting immediate payment of pension and lump sum while continuing in employment with reduced hours or grade. There is increased flexibility through being able to draw all or part of occupational pension benefits without having to retire completely after attaining the age of 55. Employers consent is required to reduce hours or lower grades 3.19 However, reduction must be at least 50% of original salary. This may be achieved by reduced hours or grade or a combination of both. 3.20 Having been granted flexible retirement the employee may not subsequently apply for promotion or other change in role that would result in salary of more than 80% of original salary (taking into account cost of living increases). However, the employee may rejoin the Local Government Pension Scheme. 3.21 The pension benefits of employees may be subject to reduction as they are drawing their pension benefits prior to normal retirement date. The Partnership has the discretion to waive this reduction, at a cost to the Partnership. It is delegated to the Chief Executive in consultation with the Director of Finance & Corporate Services to determine whether the Partnership waive any reduction in benefits to a member when granted flexible retirement. 3.22 Employees aged 65 will also be able to apply for flexible retirement. If the person chooses to access pension and continue to work then he or she must reduce salary by at least 20% in the ways noted above. If the person chooses to delay accessing pension there will be no restriction placed on the salary until the pension is accessed.
5 | P a g e 3.23 It is delegated to the Chief Executive in consultation with the Director of Finance & Corporate Services to determine each case on its merits, taking into account the operational requirements and delivery of services as well as any cost to the Partnership. 3.24 Retiral on ill health can only proceed after a recommendation from our Independent Medical Adviser and approved by an appointed Independent Medical Adviser with a relevant Occupational Health qualification. The procedure is outlined at Appendix B. Pensionable service is made up to the maximum number of applicable years for pension purposes when there is permanent ill health. Actuarial Reduction and Rule of 85 3.25 An actuarial reduction may be applied for early payment of pension. Formerly a member whose age and membership in years combined was 85 or more was said to meet the “Rule of 85”. Under the Rule of 85 members who decided to retire early and who met the requirements of the Rule could receive pension without actuarial reduction. 3.26 The Rule of 85 was removed from the scheme on 1 December 2006. However, if employees were in the Scheme before the change and would have met the Rule of 85 at retirement, the following protection is applicable; a) if born before 31 March 1960, protection on service up to 31 March 2020; b) if born after 31 March 1960, protection on service up to 31 March 2008.
FINANCIAL IMPLICATIONS
4.1 A Form must be completed by the Director proposing Redundancy/Retirement in the Interests of the Efficiency of the Service detailing the Total Cost/Saving to the Partnership. A copy of this Form is at Appendix A. 4.2 The details which must be provided are shown at Appendix A with the Total Cost or Saving of the proposal clearly identified. The Director must also indicate where the total cost will be covered from and where the saving will be allocated.
APPLICATION FOR EARLY RETIRMENT (OTHER THAN RETIRMENT ON THE GROUNDS OF ILL HEALTH)
5.1 In order to process a request for Early Retirement the Service Director must submit a report to the Chief Executive. The report will contain three parts. Part 1 5.2 This will detail the name of the applicant, post, date of birth, length of service, prospective date of retirement and reason for retirement (e.g. Redundancy, Efficiency Retiral). Part 2 5.3 This will contain the justification for the proposal including all relevant background information particularly the salary costs of the applicant’s post alongside the costs of any replacement. In redundancy cases confirmation of the redundant post or significant change in hours must be clear. Details of any savings and forecasts to the Partnership must be clearly demonstrated.
6 | P a g e 5.4 The applicable criteria for early retirement must be identified e.g. a) as an alternative to redundancy of the individual b) to avoid redundancy of another employee c) to assist in service restructuring d) to effect financial savings e) other justifiable circumstances which would be in the interests of the Partnership 5.5 The Director must state that he has considered all alternatives to early retirement (e.g. redeployment, retraining, change in hours) and have determined that there is no suitable alternative. 5.6 Whatever the proposal is being made for compensation (i.e. full added years or partial added years) must form part of the financial implications and be clearly summarised in the recommendations. Part 3 5.7 This will be the recommendation of the Director for consideration by the Chief Executive. If approved by the Chief Executive the recommendation will be submitted to the Board for approval.
RE-EMPLOYMENT
6.1 Employees granted early retirement by the Board on voluntary severance, redundancy or efficiency grounds will not be re-employed by HHP in any capacity without the specific approval of the Chief Executive. Where an employee is re-employed any compensation payment may be reduced or suspended. 6.2 Employees who are retired on the grounds of ill health by HHP will not be re- employed by the Partnership without being medically examined and assessed as being fit to be re-employed by the Partnership’s Independent Medical Adviser.
ELECTION TO JOIN PENSION SCHEME
7.1 Where a member has opted out of the Scheme on more than one occasion in order to receive Scheme funds, HHP will not consent to the employee rejoining the Scheme if this is within a period of continuous employment.
MONITORING AND REVIEW OF POLICY
8.1 The Board will review this policy every year, in line with the Policy Review Schedule.
7 | P a g e POLICY CHANGE HISTORY
Version Change Applied Date By 1.0 Initial Draft 16 April 2007 Dena Macleod
1.1 To take account of corrections 27 April 2007 Dena Macleod identified at the Board meeting of 26 April 2007
2.0 To take account of the requirements 10 Sept 2009 Dena Macleod of Local Government Pension Scheme (Scotland) Amendment (No2) Regulations 2006 & Local Government (Discretionary Payment and Injury Benefits)(Scotland) Regulations 1998
3.0 Updated with changes in the 9 Nov 2010 Angus Lamont Regulations
Updated to amend position on 4.0 9 Oct 2014 Angus Lamont added years
5.0 Updated for organisation review. 28 Aug 2019 Dena Macleod
8 | P a g e INTERPRETATIONS & ABBREVIATIONS
The following interpretation and abbreviations are used in this policy:
Word Interpretation HHP or Partnership Hebridean Housing Partnership Board Means the Board of the Hebridean Housing Partnership Board Members All Members of the Board including co-opted Members Employees All members of staff who are employed by the Partnership
Officers Staff Members of the Hebridean Housing Partnership
Directors Director of Operations, Director of Finance & Corporate Services and Head of Executive Office Executive Officer A member of the Executive Office
All references to the masculine gender in this policy shall read as equally applicable to the feminine gender
HHP is a registered society under the Co-operative and Community Benefit Societies Act 2014, Registered Number: 2644R(S),Registered Office: Creed Court, Gleann Seileach Business Park, Willowglen Road, STORNOWAY, Isle of Lewis HS1 2QP. It is a charity registered in Scotland, Charity Number:SCO35767, registered as Registered Social Landlord with the Scottish Housing Regulator, Registration Number:359 and registered as a Property Factor, Registration Number PF000183 Email: [email protected] Web: www.hebrideanhousing.co.uk 9 | P a g e Phone:0300 123 0773 APPENDIX A – EARLY RETIREMENT APPLICATION FORM
NAME OF EMPLOYEE POST BENEFITS TO EMPLOYEE FROM PENSION SCHEME Accrued Scheme Membership Years Days Annual Pension £ Lump Sum Retirement Grant £ PLUS FROM SERVICE Recommended compensation Years Days Annual compensation £ Lump Sum Compensation £ Redundancy Payment £ FINANCIAL IMPLICATIONS TO PARTNERSHIP COSTS One Lump Sum Payment £ PLUS Annual Payment due for Years £ PLUS Annual payment for life with possible ongoing spouse’s £ element (see note 3) SAVINGS Annual Salary Saving (includes 20% on cost factor) £ “TRUE COST” CALCULATIONS Capitalised value to pension fund of early payment of £ accrued pension rights PLUS Capitalised value to service account of compensation £ PLUS Redundancy payment £ LESS Capitalised value of saving to service account £ Therefore Total Cost/Saving to Partnership £ (delete as appropriate)
10 | P a g e APPENDIX B – PROCEDURE FOR EARLY RETIREMENT: GROUNDS OF PERMANENT ILL HEALTH
INTRODUCTION Introduction 1.1 This procedure applies to all employees. Retirement Stages 2.1 Retiral on the grounds of ill health can only proceed after a recommendation from one of the Partnership’s Independent Medical Advisers and approval by the Partnership’s appointed Independent Medical Adviser with a relevant Occupational Health qualification (by completion of form Pen 490). In most cases there are a number of initial stages or appointments which take place prior to a recommendation for retiral on health grounds through a Management Referral to Occupational Health or contact with Head of Department. This procedure concentrates on the stages when a retirement is recommended. Where the medical adviser recommends redeployment, this must be pursued in the first instance. 2.2 When the Executive Office receives confirmation from the Medical Adviser that an employee is “permanently unfit” for his post the steps detailed from paragraph 2.3 to 2.9 will be applied. 2.3 The Head of Executive Office will notify the employee’s line manager who will arrange to meet with the employee (and, if appropriate, an Executive Officer and Trade Union Representative) to ensure that he agrees with the Medical Adviser’s recommendation. 2.4 If an employee disputes the Medical Adviser’s recommendations, a further meeting will be arranged with the employee (and his representative if this is requested), his line manager and an Executive Officer to discuss other options which could include referral for a second medical opinion. 2.5 The Head of Executive Office will ensure that re-deployment to a comparable post has been investigated and determined to be not suitable/available. 2.6 The Director of Finance & Corporate Services will write to the Pension Manager, Highland Council to ensure that estimates are sent to the employee. 2.7 The Head of Executive Office will check to see if the employee has a claim against the Partnership and if so the Director of Finance & Corporate Services will contact the Partnership’s insurers to notify them of early retiral. 2.8 If the employee agrees with the Medical Adviser’s decision agreeing to proceed with retirement and has no queries about the pension benefits, the employee will sign a declaration and a suitable date will be given. The employee will receive pay in Lieu of notice (this will be based on statutory or contractual notice, whichever is greater). 2.9 The Personal Assistant will write to the employee to terminate formally his/her employment by means of a standard ill health retiral letter, which incorporates the employee’s right of appeal against this termination of employment. A copy of this letter is sent to the Payroll Service and to the Director of the employing department for information.
11 | P a g e STANDARD BLANK DECLARATION – RETIRMENT ON THE GROUNDS OF ILL HEALTH
DECLARATION This is to certify: 1. That I have consulted with my employer concerning retirement on the grounds of permanent ill health. 2. That I have seen and accept the estimate of benefits payable to me under retirement on these grounds detailed below. 3. That I accept the medical evidence contained in the certificate of Doctor (insert name) dated (insert date) as submitted to me by my employer. 4. Subject to the above I agree to my retirement on the grounds of permanent ill health.
SIGNED DATE NAME (Block Capitals) ADDRESS
JOB TITLE DEPARTMENT
To be returned to the Executive Office, Hebridean Housing Partnership, Creed Court, Gleann Seileach Business Park, Isle of Lewis only if you wish to proceed with retirement on ill health grounds.
ESTIMATE OF BENEFITS LUMP SUM ANNUAL PENSION PAY IN LIEU OF NOTICE APPLICATION APPROVED
SIGNED Director of Finance & Corporate Services DATE
12 | P a g e APPENDIX C - PROCEDURE FOR APPLICATION FOR RETIREMENT ON THE GROUNDS OF EFFICIENCY OF SERVICE AND REDUNDANCY (INCLUDING VOLUNTARY SEVERANCE)
Introduction
1.1 Employees wishing to pursue an option of early retirement on the grounds of efficiency or redundancy should follow this procedure. It should also be noted that advice and guidance is available to employees and managers throughout this process from Executive Office.
Redundancy/Efficiency
2.1 In cases of compulsory redundancy the Partnership’s statutory obligations in relation to Redundancy and Re-deployment Regulations must be complied with, including examining all alternatives to redundancy. If redeployment is not possible the steps 2.2 to 2.7 below should be followed to gain the necessary approval.
2.2 Following initial discussions between the employee, his Director/Line Manager and the Personal Assistant, the employee will write to his Director expressing an interest in early retirement. If the Director wishes to consider the matter further the Personal Assistant will arrange for estimates to be prepared for the pension costs. The Director, if in agreement, will prepare an initial report providing full details of the justification (including details of savings and any restructuring implications) and recommendation regarding any compensation considered appropriate.
2.3 If the Director does not support the request he should confirm this in writing to the employee.
2.4 The estimate for the employee will be provided in a sealed envelope with a letter containing a reference that this does not commit either he or the Partnership to proceeding with early retirement, and a return slip. This will be sent by the Personal Assistant.
2.5 Having received and considered the estimates, the employee will return the slip indicating whether or not he wished to proceed with early retirement. If the employee wishes to proceed with early retirement and the Director, having considered the financial implications and the possible alternatives to early retirement wishes to proceed, he will prepare a report for the Chief Executive.
2.6 The Chief Executive, if satisfied with the report, will arrange for the report to be considered by the Board.
2.7 The Head of Executive Office will write to the employee confirming the decision, including confirmation of the termination date and requesting the
13 | P a g e employee to confirm in writing that he is leaving the Partnership’s employment on a voluntary basis (this request would obviously not be made in a compulsory redundancy situation). Copies of this letter will be sent to the Personal Assistant for action.
Criteria
3.1 Early retirement on the grounds of efficiency may be acceptable to the Partnership under the following criteria, providing it also meets the wishes of the employee.
i) As an alternative to redundancy of the individual
ii) To avoid redundancy of another employee
iii) To assist in service restructuring
iv) To effect financial savings
v) Other justifiable circumstances which would be in the interests of the Partnership
The Board has the discretion to award full, partial or no enhancement to any pension benefits applicable, with each application being considered on an individual basis.
3.2 Early retirement on the grounds of redundancy may be acceptable to the Partnership under the following criteria, providing it also meets the wishes of the employee.
i) The employee’s post can be deleted from the establishment
ii) In the case of a “bumped redundancy” another identified vacancy is created which is then not filled
iii) There is a significant reduction in hours
iv) There is a significant change in duties
There must normally be substantial savings to offset the costs of redundancy. All employees retiring on the grounds of redundancy are granted enhancement to any pension applicable at the discretion of the Board.
3.3 In the cases of retirement on the grounds of redundancy, the Director and employee must agree a termination date that will enable the employee to work his contractual notice. If the employee wishes an earlier termination date he must write to the Director agreeing to waive his entitlement to any pay in lieu of notice. Pay in lieu of notice will only be authorised by the Director of Finance & Corporate Services in exceptional circumstances.
14 | P a g e 3.4 In cases of retirement on efficiency grounds, the Director and employee should agree a termination date. Pay in lieu of notice is not normally applicable as the retirement is by mutual agreement.
3.5 The costs of early retirement on redundancy or efficiency grounds (including the early payment of pension benefits) are borne entirely by the relevant Service’s revenue budget and are ongoing costs.
3.6 There is no right of appeal against a decision by the Board or against a decision by the Chief Executive to refuse to support a request for early retirement.
3.7 The contents of this paragraph, as detailed below, will form the basis of the consent form signed by employees who wish to apply for early retirement.
15 | P a g e REQUEST FOR EARLY RETIREMENT
THE LOCAL GOVERNMENT PENSION SCHEME (SCOTLAND) AMENDMENT (NO2) REGULATIONS 2006
THE LOCAL GOVERNMENT PENSION SCHEME (DISCRETIONARY PAYMENTS AND INJURY BENEFITS) (SCOTLAND) REGULATIONS 1998
I *wish/*do not wish to apply for early retirement based on the estimate I have received. I understand that the figures are estimated and may vary slightly, particularly if the proposed date of retirement changes.
*please delete the option that does not apply
Signed ………………………………………………………………………………….Date
Name ……………………………………………………………………………….…………………………..
Address…………………………………………………………………………………………………
……………………………………………………………………………………….…………………..
……………………………………………………………………………………………………………
Payroll Number ………………………………Post………………………………………………….
Once completed, this form should be returned to your Director.
16 | P a g e APPENDIX D - PROCEDURE FOR APPLICATION FOR FLEXIBLE RETIREMENT
Introduction 1.2 Employees wishing to pursue an option of Flexible Retirement should follow this procedure. It should also be noted that advice and guidance is available to employees and managers throughout this process from the Executive Office. Flexible Retirement 2.1 As a general principle whenever a vacancy occurs, an assessment will be made by the Chief Executive on whether the post is suitable to offer as a Flexible Retirement post and if appropriate a note will be circulated within HHP asking if any member of staff is interested in applying for the post as part of a Flexible Retirement application. 2.2 The next step in the process is for the employee to have an initial discussion with his Director/Line manager. 2.3 Following initial discussions between the employee, his Director/Line Manager and Executive Officer, the employee will write to his Director expressing an interest in early retirement. If the Director wishes to consider the matter further the Personal Assistant will arrange for estimates to be prepared for the pension costs. The Director, if in agreement, will prepare an initial report providing full details of the justification (including details of savings and any restructuring implications) and recommendation regarding any compensation considered appropriate. 2.4 If the Director does not support the request he should confirm this in writing to the employee. 2.5 The estimate for the employee will be provided in a sealed envelope with a letter containing a reference that this does not commit either he or the Partnership to proceeding with Flexible retirement, and a return slip. This will be sent by Director of Finance & Corporate Services 2.6 Having received and considered the estimates, the employee will return the slip indicating whether or not he wished to proceed with Flexible retirement. If the employee wishes to proceed with Flexible retirement and the Director, having considered the financial implications and the possible alternatives to Flexible retirement wishes to proceed, he will prepare a report for the Board. This report should be sent to the Director or Finance & Corporate Services. 2.7 The Director of Finance & Corporate Services, if satisfied with the report, will arrange for the report to be considered by the Chief Executive. A recommendation by the Chief Executive will be determined by the Board. 2.8 The Director of Finance & Corporate Services will write to the employee confirming the decision, including confirmation of the date Flexible retirement will commence. Copies of this letter will be sent to the Personal Assistant for action.
17 | P a g e Criteria 3.8 The criteria for Flexible retirement is as laid out in the Policy paragraph 1.7. 3.9 The Board has the discretion to award full, partial or no enhancement to any pension benefits applicable, with each application being considered on an individual basis. 3.10 There must normally be substantial savings to offset the costs of redundancy. All employees retiring on the grounds of redundancy are granted enhancement to any pension applicable at the discretion of the Board. 3.9 The costs of flexible retirement (including the early payment of pension benefits) are borne entirely by the relevant Service’s revenue budget and are ongoing costs. 3.10 There is no right of appeal against a decision by the Board or against a decision by the Chief Executive to refuse to support a request for flexible retirement. 3.11 The contents of this paragraph, as detailed below, will form the basis of the consent form signed by employees who wish to apply for flexible retirement.
18 | P a g e REQUEST FOR FLEXIBLE RETIREMENT
THE LOCAL GOVERNMENT PENSION SCHEME (SCOTLAND) AMENDMENT (NO2) REGULATIONS 2006
THE LOCAL GOVERNMENT PENSION SCHEME (DISCRETIONARY PAYMENTS AND INJURY BENEFITS) (SCOTLAND) REGULATIONS 1998
I *wish/*do not wish to apply for Flexible retirement based on the estimate I have received. I understand that the figures are estimated and may vary slightly, particularly if the proposed date of retirement changes.
*please delete the option that does not apply
Signed …………………………………………….Date …………………………….…………….
Name …………………………………………….……………………………………………………
Address…………………………………………………………………………………………………
……………………………………………………………………………………….…………………
……………………………………………………………………………………………………………
Payroll Number ………………………….. Post ……………………………………………………
Once completed, this form should be returned to your Director.
19 | P a g e ITEM NO 7.4
Making our house your home
PATERNITY LEAVE POLICY Board 28 August 2019
Report by Chief Executive
Purpose of Report
1.1 To approve a revised Paternity Leave Policy for consultation with staff and the Union. Summary
2.1 The Paternity Leave Policy has been reviewed and updated to take account of the latest statutory requirements, good practice and to provide clarity on the arrangements for pay during Paternity Leave. 2.2 Employees are entitled to two weeks Paternity Leave, the first of which is paid at their normal rate of pay, the second week is paid at the Statutory Paternity rate or 90% of the employee’s average weekly earnings, whichever is the lesser amount. 2.3 Provision has been made for time off to attend antenatal appointments and this can be found at Para 1.26 of the Policy. 2.4 Following consultation with staff and the Union a final Policy will be presented to the Board in November 2019. The consultation document is at Appendix 2. Competence
3.1 The legal, financial and other constraints to the recommendations of this report are at paragraph 5.1 - 8.1. Recommendations
4.1 It is recommended that the Board approve the draft Paternity Leave Policy at Appendix 1 for consultation with staff and the Union.
APPENDIX 1: Draft Paternity Leave Policy APPENDIX 2: Paternity Leave Policy Consultation Document Background Papers: None Writer of Report: Dena Macleod Tel: 0300 123 0773
Jackie Macleod 22-Jul-19 Competence
Financial 5.1 There are no financial implications for the implementation of the recommendations. Legal 6.1 The updating of the Policy ensures we are compliant with the current legal requirements for paternity leave. An Equalities Impact Assessment has been carried out. 6.2 The approval of policies is a matter reserved to the Board. Regulatory Guidance 7.1 The Regulatory Standards checklist has been completed and there is nothing in the report which would result in a breach of the standards. Risk 8.1 There are no specific risks relating to the Policy and the updating ensuring compliance with good practice and legal requirements. Detail
9.1 The Paternity Leave Policy has been updated to take account of good practice and legal requirements as outlined in the following paragraphs. 9.2 The Policy sits alongside the Parental Leave Policy therefore references to Ordinary Paternity Leave have been amended to Paternity Leave. 9.3 The statutory requirement for payment during Paternity Leave gives an employer the discretion as to whether it should be one week or two weeks and the rate of pay is Statutory Paternity Pay or 90% of the employee’s average weekly earnings, whichever is the lesser amount. 9.4 As part of the Equalities Impact Assessment the arrangements for Maternity Leave were reviewed and it is proposed that we should adopt the following for Paternity Leave to ensure we are treating all employees equally: Week 1: Occupational Paternity Pay - Normal rate of Pay Week 2: Statutory Paternity Pay or 90% of the employee’s average weekly earnings, whichever is the lesser amount. 9.5 A new section clarifying the arrangements around taking Paternity Leave has been introduced at Para 1.21 to 1.25. 9.6 Unpaid time off to attend antenatal clinics has been introduced at Para 1.26 to 1.27. 9.7 Staff and Unison will be consulted during the period of 2 September 2019 to 30 September 2019 and a final Policy will be presented to the Board in November 2019.
Jackie Macleod 22-Jul-19 APPENDIX 1
Paternity Leave Policy
Effective Date: November 2019 Review Date: October 2022 Approved by HHP Board: November 2019
TABLE OF CONTENTS INTERPRETATIONS & ABBREVIATIONS
INTRODUCTION ...... 2 INTRODUCTION TO PATERNITY LEAVE ...... 2 ELIGIBILITY...... 2 PAY AND BENEFITS DURING PATERNITY LEAVE ...... 2 NOTICE REQUIREMENTS ...... 3 LEAVE ARRANGEMENTS...... 4 ANTENATAL APPOINTMENTS ...... 4 MONITORING AND REVIEW OF POLICY ...... 4 POLICY CHANGE HISTORY ...... 5 INTERPRETATIONS & ABBREVIATIONS ...... 6
1 | P a g e
PATERNITY LEAVE POLICY
INTRODUCTION
1.1 This Policy sets out paternity leave and pay entitlements and the procedure for employees to request such leave and pay. It is based on the statutory minimum requirements for paternity leave. 1.2 The two-week paternity leave period is known as paternity leave (PL).
INTRODUCTION TO PATERNITY LEAVE
1.3 We recognise that more and more employees want to be involved in supporting their partner around the time of their child’s birth or, in the case of adoption, the child’s placement. Paternity leave gives the employee the opportunity to both spend time with their partner and get to know their new child. 1.4 Employees who meet certain qualifying conditions have a statutory right to take two weeks paid leave on the birth or adoption of a child for which they have or expect to have responsibility. Both opposite sex and same-sex partners may be eligible. 1.5 The leave must be used to provide care and support to the mother/primary adopter and/or the child and not for any other purpose.
ELIGIBILITY
1.6 To be eligible for paternity leave (PL), the employee must have accrued a minimum of 26 weeks service by the end of the relevant week. 1.7 To be eligible for Occupational Paternity Pay (OPP) and Statutory Paternity Pay (SPP), the employee’s average weekly earnings over a certain eight-week period must be not less than the lower earnings limit for National Insurance Contributions. Employees who earn less than this limit may still take PL, but they are not entitled to receive OPP or SPP. They must also meet certain notification requirements. 1.8 In the case of the birth of a child, the mother’s partner may be eligible for paternity leave. In the case of adoption, the principal adopter’s partner may be eligible. In both cases, the partner may be male or female.
PAY AND BENEFITS DURING PATERNITY LEAVE
1.9 For those who qualify, the first week of paternity leave will be with full pay (OPP) and the second week SPP is paid at the standard rate or 90% of the employee’s average weekly earnings, whichever is the lesser amount. 1.10 Absence from work due to a period of PL does not affect the employee’s entitlement to annual leave. 1.11 The employee’s contract of employment with HHP continues in full throughout the period of PL with the exception of normal remuneration.
2 | P a g e
NOTICE REQUIREMENTS
1.12 Before taking PL, an eligible employee must give written notice of his intention to take PL by the end of the relevant week (for a newborn child) or within seven days of receiving notification of the child being matched with the adoptive parents. The Application for Paternity Leave should be used to provide notification. 1.13 To receive OPP and SPP, the employee must give at least 28 days’ notice of the date on which he wants his OPP and/or SPP to begin. Once birth or placement has occurred, he should also inform Personnel section of the actual date of birth/placement, as soon as reasonably practicable. 1.14 An employee claiming OPP (and SPP) on the birth of a child must provide a signed declaration that he: • Is the baby’s biological father, or is married to, is the partner/civil partner of the baby’s mother (but not an immediate relative) • Has responsibility for the child’s upbringing • Will take the leave to support the child and/or the child’s mother 1.15 He must also set out: • The date the baby is due (or the dates the baby was due/was born) • The date he wants the PL (and SPP period) to begin • Whether he is claiming one or two weeks’ PL 1.16 An employee claiming PL (and SPP) on the adoption of a child must provide Personnel section with a signed declaration that he: • Is married to, the partner of, or the civil partner of the primary adopter • Will have responsibility for the child’s upbringing • Will take the leave to support the child and/or the primary adopter • Wants to claim PL (and SPP) not statutory adoption leave and pay 1.17 He must also set out: • The date his partner received notification of the match with the child • The date the child is expected to be/has been placed with them • The date he wants the PL (and SPP) to begin • Whether he is claiming on or two weeks PL 1.18 The actual date of childbirth/adoption placement can be difficult to predict. The employee can therefore choose to specify that the PL will commence: • Immediately following the child’s birth/placement, or a set number of days after the birth/placement (i.e. the baby’s birth/placement triggers leave) • On a specified date 1.19 As the notification to take PL takes place relatively early before the birth/adoption, the employee may subsequently change his mind. In such circumstances, provided the initial notification criteria have been met, the
3 | P a g e
employee may amend the date by providing the Personnel section with notice 28 days before the new date. 1.20 An employee may lose his entitlement to PL (and SPP) if he does not give the correct notice to the organisation.
LEAVE ARRANGEMENTS
1.21 Only one period of leave is allowed even in the case of multiple birth or adoption placements. 1.22 Leave cannot be taken in units of odd days. It must be taken in a single block of one or two weeks. 1.23 The leave must be completed within 56 days of the child’s birth or placement. However if the baby is born prematurely, the employee may elect to take PL either: Immediately; or Within 56 days of the first day of the expected week of childbirth (as opposed to the actual date of the birth) 1.24 In the sad event of a child being stillborn, the employee is still entitled to PL and OPP/SPP provided they meet the eligibility criteria. 1.25 In the case of adoptions, if an employee is told before their PL starts that the placement is not going ahead, they will not be entitled to PL. If the child has been place and a disruption occurs to the placement (e.g. the child, for some reason, is returned to the adoption agency) the employee will still be entitled to paternity leave and OPP/SPP.
ANTENATAL APPOINTMENTS 1.26 Employees are entitled to take unpaid time off to accompany their partner at up to two antenatal appointments for a maximum of six and a half hours for each appointment. 1.27 The right applies to agency workers who have completed the 12 week qualifying period as well as to employees who are: The husband, civil partner or partner of a pregnant woman The father or partner of an expected child An intended parent in a surrogacy situation
MONITORING AND REVIEW OF POLICY
1.28 This Policy will be reviewed every three years in line with the Policy Review Schedule.
4 | P a g e
HANGE HISTOR
POLICY CHANGE HISTORY
Version Change Applied Date By 1.0 Initial Policy 18 Nov 2015 Dena Macleod Updated for antenatal appointments, Occupational 2.0 22 July 2019 Dena Macleod Paternity Pay and to take account good practice and equalities
5 | P a g e
INTERPRETATIONS & ABBREVIATIONS
The following interpretation and abbreviations are used in this policy:
Word Interpretation HHP or Partnership Hebridean Housing Partnership Board Means the Board of the Hebridean Housing Partnership Board Members All Members of the Board including co-opted Members Leave Leave is taken to mean both annual and public holiday entitlement subject to the statutory minimum Personnel Section Head of Executive Office and Chief Executive’s Personal Assistant APL Additional Paternity Leave EWC Expected Week of Childbirth PL Paternity Leave OPP Occupational Paternity Pay SPP Statutory Paternity Pay Parent Includes biological and adoptive parents, as well as those who have acquired responsibility for a child, e.g. legal guardian or the new partner of a parent, provided they meet all the other eligibility criteria SPL Shared Parental Leave For new-borns: the 15th week before the expected week of the child’s birth For adoptions from within the UK: the week in which the adoptive parents are told they have been matched with the child Relevant Week For adoptions from overseas: the week in which the adopter received official notification or the week at the end of which the employee has been continuously employed for at least 26 weeks, whichever is the later All references to the masculine gender in this policy shall read as equally applicable to the feminine gender
HHP is a registered society under the Co-operative and Community Benefit Societies Act 2014, Registered Number: 2644R(S),Registered Office: Creed Court, Gleann Seileach Business Park, Willowglen Road, STORNOWAY, Isle of Lewis HS1 2QP. It is a charity registered in Scotland, Charity Number:SCO35767, registered as Registered Social Landlord with the Scottish Housing Regulator, Registration Number:359 and registered as a Property Factor, Registration Number PF000183 Email: [email protected] Web: www.hebrideanhousing.co.uk Phone:0300 123 0773 6 | P a g e
APPENDIX 2
CONSULTATION RESPONSE FORM
Paternity Leave Policy Consultation
August 2019
No. QUESTION RESPONSE
1 Do you foresee any difficulties in YES/NO (please comment if No) implementing the requirements of the policy in your job?
2 Is there anything we have not YES/NO (please comment if Yes) covered in this Policy that you think we should cover?
3 If you have any additional comments, please use this space to let us know.
Return by 30 September 2019 to: Iona France, Governance Officer ITEM NO 7.5
Making our house your home
POLICY CONSULTATION RESPONSE Board 28 August 2019
Report by Chief Executive
Purpose of Report
1.1 To approve the Personal Relationships at Work Policy following consultation with Staff and Unison following EVH’s update to their model policy. Summary
2.1 The Personal Relationships at Work Policy was approved for consultation with Staff at Unison at the 22 May 2019 Board meeting. 2.2 An updated Model Policy on Personal Relationships at Work was received from EVH on 3 June 2019. The Policy was revised to take account of the update and the consultation re-run until 19 July 2019. 2.3 The responses to the consultations, and any amendments required to the policy are at Appendix 1. Competence
3.1 Financial, legal and other constraints from the recommendations to this report are at paragraph 5.1 – 8.1. Recommendations
4.1 It is recommended that the Board approve the Personal Relationships at Work Policy.
APPENDIX 1: Consultation Responses on Personal Relationships at Work Policy Background Papers: None Writer of Report: Iona France Tel: 0300 123 0773
Iona France 17-Jul-19 Competence
Financial 5.1 There are no financial implications arising directly from the consideration of this report. Legal 6.1 There are no legal implications arising directly from the consideration of this report Regulatory Guidance 7.1 The Regulatory Standards checklist has been completed and there is nothing in the report which would result in a breach of the standards. Risk 8.1 The risk of not updating policies can lead to breaches in regulatory codes of governance, legislation and recommended practice, and can leave the Partnership open to legal action.
Iona France 17-Jul-19 APPENDIX 1
RESPONSES TO PERSONAL RELATIONSHIPS AT WORK POLICY CONSULTATION 19 JULY 2019
Number of responses 3 Number of responses 3 received before deadline Number of responses 0 received after deadline
Union/staff 0
Q1 Do you foresee any difficulties in implementing the requirements of the policy in your job? STAFF RESPONSES
1. Yes. The definitions of a “significant social relationship” may differ across individuals. Q2. Is there anything we have not covered in the Policy that you think we should cover? 2. What is expected of employees post significant social relationships, i.e. relationship breakdown. Q3. If you have any additional comments , please use this space to let us know 3. What constitutes a “significant social relationship”?
4. Previously it has been raised how EVH policies do not take account of the local environment specifically in relation to declaration of interests. I believe this policy also does not take account of HHPs local environment. The potential that “significant social relationships” exist between staff, suppliers, etc is much greater than in most Registered Social Landlords. Having a more specific definition of a “significant social relationship” may help in our case.
5. In addition, when the policy comes into effect will there be an expectation on staff to disclose any existing “significant social relationships”?
6. The policy is very specific. It is helpful to know what employees can expect from HHP and not just what is expected of employees.
UNISON RESPONSE
No response to consultation MANAGEMENT RESPONSE
1. The definition of a “significant social relationship” is outlined in the Interpretations & Abbreviations section of the policy.
2. Employees would be expected to comply with the policy conditions following the breakdown of a relationship.
3. See response 1
4. See response 1
5. Staff should currently be disclosing any “significant social relationships’ to comply with our Disclosure on Interest Policy.
6. Comment noted.
NO CHANGES REQUIRED TO POLICY
ITEM NO 8.1
Making our house your home
PERFORMANCE MONITORING REPORT Board 28 August 2019
Report by Chief Executive
Purpose of Report
1.1 To provide a summary of performance on Budgets, Investment, and Development up to 30 June 2019 and highlight any material variances. Summary
2.1 Our Policies and Financial Regulations require regular monitoring reports to be presented to the Board. This report is to provide a high level overview of all these monitoring reports to enable Board Members to see at a glance how we are performing. The detailed monitoring reports are still prepared and are included as part of the Board papers to ensure Board Member receive sufficient information to enable scrutiny to be undertaken. 2.2 At this early stage in the year there are no significant variances to report. Appendix 1 shows a summary of performance. The main issue to draw to Board Members attention is that we are on target to achieve our Business Plan Strategic Goals there are however a couple of critical actions around population which require the contribution of all key partners and they are the most challenging. Competence
3.1 There are no financial, legal or other constraints to the recommendations of this report. Recommendations
4.1 It is recommended that the Board note the overall performance to 30 June 2019 outlined in Appendix 1 to the report.
APPENDIX 1: Performance to 30 June 2019 Background Papers: None Writer of Report: Dena Macleod Tel: 0300 123 0773
Dena Macleod 11-Jun-19 Appendix 1
Area Performance Total Ref Agenda Spend Item
Strategic Goals On target to achieve goals n/a 8.2
Management Slippage from 2018/19 and carry £4.978m 8.4 Report to 30 forward has been taken into account. June 2019 There is no indication at this early stage of any material variances
Investment The total planned spend for the year £5.323m 8.5 on Investment is £5.323m. At this stage there are no material variances to report and it is expected the budget will be fully utilized.
Development The total planned spend for the year £18.361m 6.4 & 9.3 on Development is £18.361m. This is the highest planned spend on development in one year in the history of HHP
Total Spend The total expenditure planned for £27.662m 2019/20
Total Income Rental Income and Grants £23.962m ITEM NO 8.2
Making our house your home
BUSINESS PLAN 2019/20 - 2023/24 Board 28 August 2019
Report by Chief Executive
Purpose of Report
1.1 To present a progress report on the Delivery Plan for the Business Plan 2019/20 to 2023/24. Summary
2.1 The five year Business Plan 2019/20 to 2023/24 was approved by the Board in March 2019. The Business Plan has four strategic goals and a Delivery Plan outlining how these goals will be achieved. It was agreed quarterly progress reports would be presented to Board to enable effective review and management of the Delivery Plan. The first progress report is at Appendix 1. 2.2 Good progress is being made on all the measures of success and the action plan that are within our direct control. 2.3 Scottish Government recently issued a consultation document “Housing to 2040-A Vision for our future homes and communities” which is at Appendix 2. The final version is due to be published in Spring 2020. 2.4 Our annual review of the Business Plan which will take place between December 2019 and February 2020 will need to take account of Scottish Government revised vision for housing and a timetable for the review will be presented to the November Board. Competence
3.1 The legal, financial and other constraints to the recommendations of this report are at paragraph 5.1 - 8.1. Recommendations
4.1 It is recommended that the Board: a) review the Delivery Plan Progress report to 30 June 2019 at Appendix 1; and b) note the Housing 2040 consultation document at Appendix 2.
APPENDIX 1: Delivery Plan Progress report to 30 June 2019 APPENDIX 2: Housing 2040 (Scottish Government consultation document) Background Papers: None Writer of Report: Dena Macleod Tel: 0300 123 0773
Jackie Macleod 15-Aug-19 Competence
Financial 5.1 The 5 year Business Plan is supported by 30 year financial projections, 5 year projections and the detailed annual budget for 2019/20. 5.2 The detailed annual budget for 2019/20 was approved in March 2019. Legal 6.1 There are no specific legal issues relating to the Delivery Plan progress report. 6.2 Our current funding agreement requires annual review and business plan approval. Regulatory Guidance 7.1 The Regulatory Standards checklist has been completed and there is nothing in the report which would result in a breach of the standards. Risk 8.1 Reviewing progress on the Delivery Plan on a quarterly basis will reduce the risk of the Strategic Goals not being delivered. Detail
9.1 The Delivery Plan is made up of two parts, Measures of Success and an Action Plan. 9.2 Managers monitor progress of the Delivery Plan on our HR System “Breathe” and the main information in the progress reports have come directly from the HR System. 9.3 Our Strategic Goals are: 1. Placing tenants at the centre of everything we do 2. Investing in an environmentally sustainable way in tenants’ homes 3. Being a good employer that attracts and retains high quality staff 4. Working with partners to contribute to the wellbeing of communities throughout the Outer Hebrides
Measures of Success & Action Plan 9.4 Good progress is being made on all the measures of success and the action plan that are within our direct control. There are some measures were we are dependent on partnership working in order to achieve them e.g. 4.20 and 4.21 on population.
Housing to 2040 9.5 “Housing to 2040” is Scottish Government’s consultation document outlining their vision for our future homes and communities. Scottish Government will produce a final vision once the consultation has been completed. It is expected to be published in Spring 2020.
Jackie Macleod 16-Aug-19 9.6 The vision contains 15 principles: 1 The housing system should supply high-quality affordable homes for living in, to shift the balance away from the use of homes as a means to store wealth 2 Government policy (including taxes and subsidies, for A Well- example) should promote house price stability, to help functioning underpin Scotland’s standard of living and productivity and promote a Fairer Scotland housing 3 Everybody should be able to save for the future (as well as be secure in their home and make significant changes system to it) whether they rent or own. 4 Housing provision should be informed by whole life economic costs and benefits in the round and help to address inequalities in health, wealth and education 5 Tenure-neutral space and quality standards for new homes (and existing homes where possible) should be set specifically to improve and protect quality of living and of place 6 Government policy should promote a greater diversity of home builders and broader availability of land for development to reduce prices and improve building quality 7 All tenures should apply the same high quality and safety High Quality, standards and levels of consumer protection Sustainable 8 New homes for sale should be built to high standards, defects should be identified and remedied quickly and Homes all owners should be required to maintain the condition of their home 9 Decisions around the quality, location and utilisation of existing stock and new build should be ambitious in enhancing biodiversity, promoting Scotland’s energy security, and be consistent with the target for Scotland’s emissions to be net zero carbon by 2045
10 New housing4 , and the required community resources, should only be provided where they help to create safer, stronger, attractive, sustainable and integrated communities 11 Local communities should be empowered to respond to Sustainable housing need in their area, as part of a coherent regional economic approach (creating and maintaining jobs) Communities and supported by provision of the right infrastructure 12 Government intervention should help existing and new communities to be physically, digitally, culturally and economically connected within a coherent geographic region; this includes retaining and attracting vibrant communities in areas facing depopulation
Jackie Macleod 16-Aug-19 13 Government should ensure that there are affordable housing options across Scotland for households at all Homes that income levels meet 14 Housing and the housing market should be highly flexible to enable people to meet their changing needs People’s 15 Everyone has a right to an adequate home needs
9.7 The longer term planning at Government level should facilitate the ability for all stakeholder to apply the same principle to planning and hopefully result in stability and efficiencies.
Jackie Macleod 16-Aug-19 APPENDIX 1-DELIVERY PLAN PROGRESS REPORT
Jackie Macleod 16-Aug-19 APPENDIX 1
Business Plan 2019/20 to 2023/24 Progress Report to: 30-Jun-19 Quarter 1
Exceeding MEASURES OF SUCCESS Due by 31 Mar 20 On Target Below Target Target SG 1 Placing Tenants at the centre of everything we do 6 4 1 1
SG 2 Investing in an environmentally sustainable way in tenants' homes 1 1
SG 3 Being a good employer that attracts and retains high quality staff 6 5 1 Working with partners to contribute to the wellbeing of SG 4 communities throughout the Outer Hebrides 5 2 3
Exceeding ACTION PLAN Due by 31 Mar 20 On Target Below Target Target SG 1 Placing Tenants at the centre of everything we do 10 9 1
SG 2 Investing in an environmentally sustainable way in tenants' homes 1 1
SG 3 Being a good employer that attracts and retains high quality staff 4 3 1 Working with partners to contribute to the wellbeing of SG 4 communities throughout the Outer Hebrides 5 4 1
Overall Progress BUSINESS PLAN STRATEGIC GOALS 2019 QUARTER ONE PROGRESS REPORT
Measures of Success Target date Baseline Progress to June 2019 Lead Officer 2019-1 Placing tenants at the centre of everything we do 2019 - 1.1 - % of satisfaction with our overall services > 90% 31/03/2021 88% √ 88% Sevice Development Manager 2019 - 1.2 - Maintain all our homes to meet or exceed SHQS (exl abeyances & exemptions) 31/03/2020 100% √ 100% Investment Manager 2019 - 1.3 - Respond to complaints within SPSO targets 31/03/2020 94.23 √ 95% Director of Operations 2019 - 1.4 - Level of current arrears at 2% of Gross Debit 31/03/2020 1.70% √ 1.70% Director of Operations 2019 - 1.5 - Voids at < 1% of Gross Rent Debit 31/03/2020 1.70% √ 0.36% Director of Operations 2019 - 1.6 - Provide options for a rent guarantee period 31/03/2020 Current Rent Structure Director of Finance 2019 - 1.7 - 88% of tenants satisfied with opportunities to participate in decision making 31/03/2020 84% √ 84% Service Development Manager 2019-2 Investing in Properties 2019 - 2.8 - Deliver 214 new builds 31/03/2021 √ 28 units complete with 65 units on site Development Manager 2019 - 2.9 - Deliver 50 extra care units in Stornoway by 2021 31/03/2021 None √ Contracts awarded. Enabling works on site. Director of Operations 2019 - 2.10 - Reduce % of tenants in fuel poverty to under 25% by 2023 (subject to fuel prices) 31/03/2023 41% Investment Manager 2019 - 2.11 - 100% properties achieving EESSH by 2020 31/03/2020 87% √ 88% Investment Manager 2019 - 2.12 - 100% of stock assessed in terms of long term viability 31/03/2021 0% 0% Asset & Contract Manager 2019-3 Being a good employer 2019 - 3.13 - Flexible working policy in place by 2020 31/03/2020 N/A √ Preparation to commence once HOE in post Chief Executive 2019 - 3.14 - Staff survey in 2020 showing positive feedback 31/03/2020 2015 Survey √ Preparation commenced Chief Executive 2019 - 3.15 - 10% of staff pursuing and obtaining qualifications 31/03/2020 4% X 4% Training & Development Officer 2019 - 3.16 - 100% of vacancies filled on first attempt 31/03/2020 100% in 2018/19 √ 100% Head of Executive Office 2019 - 3.17 - Sustain a minimum level of 65% of HHP staff with a service length greater than 3 years 31/03/2020 68% √ 85% Chief Executive 2019 - 3.18 - % of staff turnover at less than 10% 31/03/2020 4% for 2018/19 √ 6% Chief Executive 2019-4 Working with partners 2019 - 4.19 - New arrangement in place for the delivery of accommodation for the Foyer by 1 April 2019 01/04/2019 N/A √ In place 25 April 2019 Director of Operations 2019 - 4.20 - Population forecasts decline + demographics 31/03/2020 Population at 2011-27,684 X 2016-26,950 Chief Executive 2019 - 4.21 - Increased demand for housing in rural areas 31/03/2020 510 at 31 March 2018 X 501 Director of Operations 2019 - 4.22 - Community benefit measures delivered across our communities and on all contracts 31/03/2020 100% of contractors √ 100% Director of Operations 2019 - 4.23 - 95% of tenants satisfied with management of the area they live in 31/03/2020 92% X 92% Service Development Manager
2019-Competencies Achieved 31/07/2019 N/A new measure Chief Executive APPENDIX 2
Housing to 2040
A vision for our future homes and communities
Full-length version
Scottish Government July 2019
1 What is Housing to 2040?
Housing has a vital role to play in meeting many of our ambitions for Scotland, including eradicating child poverty and homelessness, ending fuel poverty, tackling the effects of climate change and promoting inclusive growth.
We want everyone in Scotland to have a home that is warm, affordable and accessible and that fits their needs. We also want to ensure we have a housing system that is dynamic and resilient enough to respond to future changes, and can help to address the number of challenges we are facing, including an ageing population and a global climate emergency. That is why we have now begun to consider our longer term aspirations for housing in Scotland and the opportunities for how we might achieve this.
In our 2018-19 Programme for Government, we made a commitment to plan together with stakeholders for how our homes and communities should look and feel in 2040 and the options and choices to get there. This new approach will encompass the whole housing system1 – we want Housing to 2040 to be a lasting legacy that is not just about new homes, but that takes into account the people, place, environment and communities in which our homes, both new and old, are located.
Since making this commitment, we have been engaging extensively with a variety of stakeholders, including local government, businesses, the third sector, home owners, tenants and others to help shape a draft vision and principles for 2040.
This document sets out the Housing to 2040 draft vision and principles that emerged following our initial round of stakeholder engagement.
What is the purpose of the vision and principles?
Our National Performance Framework provides the high-level vision for Scotland. Our draft housing vision for 2040 describes in more detail what we want the housing system to look and feel like in the future. It is meant to be ambitious and aspirational.
The vision is person-centred, and views the system from the citizen’s perspective to reflect the diversity of people, homes and communities across Scotland. But the vision is also for all those involved in housing delivery and services - making the vision a reality will require action from Scottish Government, public, private and third sector partners and the people of Scotland.
The principles underpinning the vision are a high-level guide to how policy decisions might be made to make the vision a reality.
1 In this context, the “housing system” includes culturally appropriate accommodation for Gypsy/Travellers such as sites, for example, as well as more traditional forms of accommodation.
2 What are some of the challenges we face?
We have an ageing population and people are living longer This means that demands on health and social care will increase in the future. We want to think about our different housing options and promote greater adaptability to allow us to live independently at home for longer, reducing that demand.
The number of households is growing and more people are living alone The number of households in Scotland is projected to increase and one person households are set to become the most common household type. This means we need to think strategically about how we design and build new homes and where, and how we can make the best use of our existing stock.
We need to mitigate the impact of climate change We must ensure our homes are energy efficient and are able to adapt to the effects of climate change We’ve set out the actions we’ll take to reduce emissions from our homes in our Climate Change Plan and our Energy Efficient Scotland route map. We have also introduced a Climate Change Bill to strengthen our greenhouse gas emission reduction targets.
We must act on homelessness Nobody should be without a safe, warm place they can call home - that is why we are working hard to prevent homelessness in Scotland. We have published our Ending Homelessness and Rough Sleeping action plan to transform temporary accommodation and put an end to rough sleeping and homelessness.
We want to tackle child poverty The Scottish Government is committed to ending child poverty and the housing system can help us to do this. We want to increase housing affordability and lower running costs to reduce poverty for households with children.
We need to manage the impact of Brexit and the UK Government’s welfare reforms Brexit will have consequences for both housing supply and demand. The UK Government’s welfare reforms have reduced the support it provides - the Scottish Government works to mitigate this, but this isn’t sustainable in the long term.
We want to hear your views…
The first phase of Housing to 2040 stakeholder engagement concluded on 30 November 2018, and attracted contributions from over 800 people representing more than 100 organisations. A Scottish Government report on stakeholder engagement in 2018 was published in May 2019 and is available here: https://www.gov.scot/publications/housing-2040-report-stakeholder-engagement- 2018/
We will continue to engage with a wide range of people across Scotland and will undertake further formal public consultation in the autumn on the draft vision and principles, themes and outline options for the route map.
3 The outputs from the next round of consultation will help us to create the final vision and a route map to 2040, which we intend to publish in spring 2020.
What you can do now: Discuss this with friends, family or in your communities/workplace or on twitter using the hashtag #Housing2040 E-mail us your thoughts at [email protected] (please note we won’t be able to respond to each e-mail individually)
4 HOUSING TO 2040 VISION
A WELL-FUNCTIONING HOUSING SYSTEM
Finding the right home - I can quickly find a home that is right for me when I need one, for example when my circumstances change, and the process of moving is straightforward. I have a choice about where in Scotland I live and the type of home I live in. I can find suitable accommodation no matter what area I choose to live in, even though I am on a modest income. There are new ways to find homes through, for example, arranging swaps directly with other people who want to move.
Affording a home - I can afford a home that meets my needs. I find renting is affordable and allows me to make regular savings for my future, in order to buy a home, if I want to.
Making the best use of our homes - As an older person wanting to move, I can get help to move to a home which better meets my needs; my current home is no longer right for me but would be ideal for a family.
I live in a social rented home, and can move across Scotland to be nearer family without losing my right to a home.
As a parent on a low income, I can get help to move to home better suited to my children’s needs.
Investing - There are a range of attractive forms of investment and savings products for me to consider beyond bricks and mortar and these will help me to fund my retirement.
Fairness – I know that help with housing is there for me if and when I need it, for example if I am struggling to pay my rent. I am assisted to keep my home at difficult points in my life.
Rural and island communities – I live in a remote area and it is great to know there are good housing options for everyone here, from farmers and crofters to young people and those seeking to move to the area to set up home and bring employment and new opportunities to the area. Housing supports much- needed skilled workers living and staying in my community; and local people and businesses are building the new homes.
New homes in my rural community have supported a jump in population. The future of the primary school and local shop is secure. It’s a comfort to know that our local circumstances are taken into account when government makes decisions about housing; it feels like we’re on a level playing field with the big cities.
5 HIGH QUALITY SUSTAINABLE HOMES
Design – My home is well-designed and of a high standard, with enough space and flexibility to allow me to live well. I know that a lot of effort went into the design of my home, which has helped make it functional, attractive, flexible, resilient and energy efficient.
Equality of standards - You can’t tell by looking at my home whether I own or rent my home; it’s in a great place and meets all of my needs.
Older homes – My home is quite old but there are a range of innovative and affordable ways available to me to make it more comfortable and energy efficient without spoiling its appearance.
New build homes – When I bought my new home, any defects were rectified quickly. Defects are minimised because of the high level of quality control during the construction process. I am confident that my house builder is a fair and inclusive employer.
Empowered – I am not afraid to ask my landlord about changes or improvements to my home because I know they have to consider my request fully and I cannot be penalised for asking.
Good use – Every home on my street is occupied and no home is left empty for a significant period of time without good reason.
Maintenance – I find it easy to find high quality, reliable and cost effective tradespeople to make repairs and improvements to my home. Although I live in a block of flats, it is really straightforward to make improvements and repairs to communal areas. My property factor delivers a high quality service.
Running costs - I understand exactly how much it costs to run my home and what I can do to reduce costs and carbon emissions; it’s great that fuel poverty is a thing of the past.
Low carbon - I know that my home is not damaging the planet having been retrofitted to be near zero carbon; it is heated using renewable energy, which is affordable and efficient. Every home in Scotland is energy efficient and we’re all playing our part in tackling the global climate emergency.
6
SUSTAINABLE COMMUNITIES
Staying local – There is a good mix of housing where I live, which means I have the option to stay in the area if my needs change. This means I know I can stay in contact with my neighbours and friends and can continue to access the services that my family and I use. The right homes are available across Scotland and in the right place to support both rural and urban communities; there are homes suitable for different cultures and for people who need extra help to be cared for in my community. This means my elderly relatives can live nearby too if they choose.
Well-designed places –The place where I live is well-designed, distinctive and has a strong sense of identity. House builders are building homes that are high quality, fit well into the neighbourhood and are climate ready. The flooding issues that used to bother us have been resolved by, for instance, using living roofs or allowing space for wild areas; these help to soak up the rain.
Connected places – My local council and developers listen to me and my community. They pay attention to what we want and what makes my community special. We have the right infrastructure in place for new homes and we are well-connected. Open spaces are accessible and used by people of all ages. Good transport connectivity gives me easy access to the services I need, even though I live a long way from the nearest town.
Health and well-being - There is a strong sense of community pride where I live and people care about our surroundings and are supported to maintain them. The streets around me are clean, accessible and safe. It is a walking and cycle-friendly environment. The parks, play areas and green spaces are easily accessible and used by people of all ages. We all benefit from good physical and mental health from a clean environment, inspiring and well- maintained surroundings.
Vibrant communities – The centre of my community is a lively hub with shops, services and attractive places to meet. My community is digitally connected enabling me to work from home or hotdesk locally when I want to. People are attracted to live and work in my island community, and local businesses are thriving.
7 HOMES THAT MEET PEOPLE’S NEEDS
My lifestyle - My home supports my well-being, and the well-being of my family. My home supports my children in doing the best they can at school, and allows me to engage with my community and other people who matter to me, including my family, friends and neighbours. My home supports me in progressing my career. My home supports me through different stages of my life and can be easily adapted around me.
My rights – I know where to go to get information and advice about my rights to housing and housing services and I feel empowered. I know where to get the help I need to prevent me from losing my home.
As a former member of the Armed Forces, I receive support from my local authority including advice about the additional support to which I am entitled from veteran organisations. When I signed up to the Armed Forces, I was provided with information and advice on the housing options in Scotland which allowed me to plan for a better future in civilian life.
Diversity – Where I live, there are a variety of different homes that meet the differing needs of people in the community. Land is available to support further housebuilding and the community is engaged and involved with taking forward proposals for housing in new and innovative ways, for example through self- build projects. There are also options to live more communally, if that is what people want. When my illness became more severe and limited my mobility, I was able to find a home that allows me to stay in my community and had my independence supported.
My services – I get the help I need to live independently at home, supported by new and advancing technology. I can access health, welfare, education and other services, not least because my community is well-connected with good transport services. If I need an aid or adaptation to my home to allow to me to continue to live independently, it will be provided within a reasonable time. If I am no longer able to live independently at home, there is a good choice of retirement, sheltered or residential homes available to me close to my family.
Self-build – When I built my own home, I found it easy to access advice and support for my self-build project and I was able to work on it myself. This means I have a home which is just right for me.
8 HOUSING TO 2040 PRINCIPLES
A WELL-FUNCTIONING HOUSING SYSTEM
PRINCIPLE 1
The housing system should supply high-quality affordable homes for living in, to shift the balance away from the use of homes as a means to store wealth.
One decent home per household takes priority over second homes and investment returns on property, i.e. investment in housing is not for asset growth. Commercial investment in the Private Rented Sector is based on rental income return (not capital appreciation). Housing promotes fairer wealth distributions and reduces inequality. Government actively shapes the market to make sure that there is a sufficient number of high-quality homes in urban and rural areas so that everyone has a reasonable choice of where they live and the type of accommodation they live in. Older and disabled people benefit from the increased availability of affordable and accessible housing to support them to live independent lives.
PRINCIPLE 2
Government policy (including taxes and subsidies, for example) should promote house price stability, to help underpin Scotland’s standard of living and productivity and promote a Fairer Scotland.
House price inflation is broadly in line with wage growth and other living costs, i.e. the ratio between the cost of a house and the cost of a loaf of bread is more or less constant2. The cost of housing is under control, boosting productivity, because there is less pressure on wages and this increases Scotland’s attractiveness as a place to invest. Policy is tailored to the different needs of urban, rural and island communities. Housing availability in rural areas is attracting inward investment and creating employment opportunities which, in turn, is attracting people to rural communities. People can live close to good quality schools for their children to attend.
2 We may even need a period of static house prices in cash terms in order to increase affordability in some areas.
9 PRINCIPLE 3
Everybody should be able to save for the future (as well as be secure in their home and make significant changes to it) whether they rent or own.
Renters share more of the benefits of owner occupation3 as they have the capacity and mechanisms to save for the future, increased security of tenure and the discretion to make changes to their home. There are new and innovative financial products and tenancy agreements which combine aspects of renting with owning, for example actuarial products that offer lifetime tenure and a pension in return for the capital asset at end of life.
PRINCIPLE 4
Housing provision should be informed by whole life economic costs and benefits in the round and help to address inequalities in health, wealth and education.
The cost assessment of all new homes takes account, not only of the upfront build cost, but also the running costs of the home and its environmental impact. This applies both to the direct costs from utility bills, maintenance and repair and also to the indirect costs of developments which promote unhealthy lifestyles which are likely to have a health service cost later on (e.g. promoting car use over walking or cycling). Rules around, and investment in, housing takes account of the differing costs of delivery between rural and urban Scotland and also accounts for people with different needs. This includes adequate provision of culturally appropriate sites and accommodation for Gypsy/Travellers.
3 Owner occupation is currently popular for three main reasons: repayment mortgages are a form of saving and, at the end of the mortgage, the homeowner has both a valuable asset and a rent-free home; they have more security of tenure (provided they keep up with their repayments); and they have greater discretion to make changes to their home.
10 HIGH QUALITY, SUSTAINABLE HOMES
PRINCIPLE 5
Tenure-neutral space and quality standards for new homes (and existing homes where possible) should be set specifically to improve and protect quality of living and of place.
Rooms are the right size for their purpose and the size of the household. The space in the home can be configured flexibly to meet the household’s needs. For example, there is sufficient space for children to do their homework and for others to work at home if this option is available to them. This improves economic productivity as it helps bring new workers into the market, reduces the resources required to support work (travel time and costs of commuting) and reduces the adverse economic, environmental and health impacts of congestion.
PRINCIPLE 6
Government policy should promote a greater diversity of home builders and broader availability of land for development to reduce prices and improve building quality.
There is a larger number and a greater variety of house builders and developers, including Small and Medium-sized Enterprises, community and social enterprises, custom-build and self-build. Land zoned for housing or with planning permission is made available to whoever is willing to progress development and this happens rapidly. Better use of public sector land supports infrastructure provision, creates social, economic and environmental value and improves the quality of place. Lower land costs frees up more money to be spent on building design and quality; and greater competition helps ensure that is the case. People are well-informed about the importance of quality and design and the homes being built are the ones they want. Developers offer a real choice and new homes are customised to the first occupants’ wants and needs. Government investment in new and existing homes across all tenures is not an isolated activity but is part of the development of the wider place and enhances the quality of life.
11 PRINCIPLE 7
All tenures should apply the same high quality and safety standards and levels of consumer protection.
High standards are backed up through a system of incentives and penalties. All homes of all tenures are subject to the same high standards and with appropriate ways of enforcement, compliance and seeking speedy redress. The legislative and fiscal framework require and encourage households and businesses to meet the standards. Homes that cannot reasonably be adapted to meet the standards (taking account of technical feasibility and cost effectiveness) are considered for demolition or are repurposed. Good design is shared and reused, where appropriate.
PRINCIPLE 8
New homes for sale should be built to high standards, defects should be identified and remedied quickly and all owners should be required to maintain the condition of their home.
Tougher inspection and, where required, enforcement is in place during the construction phase so that, for example, insulation is installed properly. Purchasers are confident that defects and snagging are remedied quickly, even after the site is completed and the developer has left. People maintain their outside space in a nature-friendly way to make their neighbourhood attractive and are encouraged, sometimes required, to cooperate over communal repairs.
12 PRINCIPLE 9
Decisions around the quality, location and utilisation of existing stock and new build should be ambitious in enhancing biodiversity, promoting Scotland’s energy security, and be consistent with the target for Scotland’s emissions to be net zero carbon by 2045.
The existing housing stock is made more energy efficient, uses low carbon heat and is more efficiently allocated (e.g. so that people can live nearer their work, if that is what they want to do). New build homes are built so that they are net zero carbon (i.e. built to high standards of energy efficiency and use renewable heat or very low carbon heating), taking into account the natural resources consumed by the construction process too. Brownfield sites are prioritised and incentivised and the true value of green space is taken into account. There is more innovation in environmentally-friendly building and improvement techniques and materials, which are thoroughly tested before being implemented. All housing is resilient to the impacts of climate change, including minimising flood risk, and contributes to climate ready places and communities. Our homes, and the space around them, promote biodiversity by providing a variety of habitats and wildlife corridors. Fuel poverty has been eradicated.
SUSTAINABLE COMMUNITIES
PRINCIPLE 10
New housing4, and the required community resources, should only be provided where they help to create safer, stronger, attractive, sustainable and integrated communities.
New housing is built to facilitate active or accessible travel to school, healthcare and employment opportunities, and enables residents to continue to be active in their community as they get older. There is a more organic approach to new housing, with the right number and type of homes placed in such a way as to strengthen the existing community, so that both incomers and existing residents benefit. Town centres are rejuvenated by more people living in them. The right housing supports rural and island economies to thrive.
4 Of whatever size or scale, from self-build to large developments.
13 PRINCIPLE 11
Local communities should be empowered to respond to housing need in their area, as part of a coherent regional economic approach (creating and maintaining jobs) and supported by provision of the right infrastructure.
Young people have the choice to stay in their community if they want to, and key workers can live locally, because local communities take action to meet that housing need. Communities do this by getting suitable homes built and having a say about how the homes are used in their area (e.g. numbers of second homes). New housing for working age people is planned in anticipation of employment opportunities. Local communities get assistance linking to transport or utility infrastructure, for example. Conversely, employment is attracted and directed to places where there is underutilised good housing. Rural communities are getting the relatively modest number of homes that make a big difference to them planned and built quickly.
PRINCIPLE 12
Government intervention should help existing and new communities to be physically, digitally, culturally and economically connected within a coherent geographic region; this includes retaining and attracting vibrant communities in areas facing depopulation.
Settlements do not exist in isolation and have strong inbound and outbound connections (e.g. bus, rail and ferry links and broadband). Settlements “make sense” in their regional context, in terms of where people live, work, relax and access services. There are strong local connections that see the local café supplied by the butcher who buys his meat from the local farmer, for example. People are attracted to live and work in rural communities through a range of supply of affordable housing options and good public transport links; this also boosts local business and attracts inward investment.
14
HOMES THAT MEET PEOPLE’S NEEDS
PRINCIPLE 13
Government should ensure that there are affordable housing options across Scotland for households at all income levels.
Households at the lower end of the income distribution are offered assistance with housing and housing costs and households at the higher end can afford the home of their choice. Those in the middle can also afford housing appropriate for their needs, wherever they live in Scotland. Social housing is available across Scotland for people who need it and they can easily move home for work or personal reasons; nationally, we make best use of our social housing stock. The Private Rented Sector is the right size to provide quality, affordable and secure options for the households who want or need a rented home. Service personnel are provided with the right support upon resettling in their community by local authorities and veteran organisations. Homelessness has been eradicated; people needing homes are found homes quickly.
PRINCIPLE 14
Housing and the housing market should be highly flexible to enable people to meet their changing needs.
There are enough accessible or adaptable homes across Scotland suitable for older people, disabled people, or anyone else in need of specialist accommodation, making it easy to move to be nearer family or work. Ex-service personnel are well looked after. There are no fiscal barriers or disincentives to people moving to a more suitable home for their needs. Government shows leadership but social housing development is progressed in partnership between local authorities, housing associations, developers and communities, with government intervention only if required. The state has an enabling role and communities know their rights and are more empowered. Government mediation balances individual and public good.
Housing supports, enables and reflects the diverse people of Scotland – people of all protected characteristics and other vulnerable or disadvantaged groups live in the right homes for them. They are well-represented in the workforce delivering housing and housing services. The housing system supports innovation, new models of housing and service delivery and the provision of other types of less traditional forms of accommodation: for example, culturally appropriate accommodation for Gypsy/Travellers that meets their needs and aspirations.
15 PRINCIPLE 15
Everyone has a right to an adequate home5.
This includes: legal security of tenure availability of services, materials, facilities and infrastructure affordability habitability accessibility location; and cultural adequacy (including for Gypsy/Travellers, for example).
5 The UK has ratified seven core United Nations human rights treaties, including the International Covenant on Economic, Social and Cultural Rights (ICESCR). Article 11 of ICESCR states that everybody has the right to an adequate standard of living for themselves and their families, including adequate food, clothing and housing.
16 ITEM NO 8.3
Making our house your home
BOARD DEVELOPMENT PLAN PROGRESS REPORT Board 28 August 2019
Report by Chief Executive
Purpose of Report
1.1 This Report provides a progress report following the Board Skills Exercise that was carried out during September and October 2018 and the Board Development Session held on 17 December 2018. Summary
2.1 In accordance with the Scottish Housing Regulator’s Regulatory Standards of Governance and Financial Management, the Board needs to “assess annually the skills, knowledge, diversity and objectivity that it needs for its decision-making, what is contributed by continuing governing body members, and what gaps there are that need to be filled.”
2.2 The outcome from the Skills Assessment, in addition to a further development session led by the Chair, was used to populate the 2019 Development Plan for the Board.
2.3 Delegation was given to the Chair and Chief Executive to finalise the 2019 Board Development Plan.
2.4 The actions from the 2019 Development Plan are 80% complete, with all proposed training completed. All other items are in progress. Competence
3.1 The financial, legal or other constraints arising from the recommendations to this report being implemented are detailed at 5.1 – 8.2. Recommendations
4.1 It is recommended that the Board note the progress of the 2019 Development Plan at Appendix 1.
APPENDIX 1 2019 Board Development Plan Background Papers Regulatory Standards of Governance and Financial Management Writer of Report Iona France Tel: 0300 123 0773
Iona France 14-Aug-19
Competence
Financial 5.1 There will be a financial cost to the implementation of the Board Training Plan which will be borne from existing budgets. The allocation for Board Training for 2019/20 is £7,000. Legal 6.1 There is a regulatory requirement to carry out a skills assessment and provide ongoing training to Board Members in order to sustain their continued effectiveness. 6.2 Any training undertaken by Board Members will be in accordance with our Training Strategy. Regulatory Guidance 7.1 The Regulatory Standards checklist has been completed and there is nothing in the report which would result in a breach of the standards. Risk 8.1 Governance of the Partnership is critical to its long term viability. Carrying out skills assessments helps to ensure that the Board has the skills, knowledge and diversity it needs to provide capable leadership, control and constructive challenge to achieve the RSL’s purpose, and helps to mitigate the risk of not delivering good tenant outcomes or manage the Partnership’s affairs. 8.2 Recruitment of Governing Body Members is detailed at number 6 on the Risk Register. Report Details
9.1 All Board Member training which was proposed in the 2019 Board Development Plan has now been completed and all other items are in progress. 9.2 Following the AGM on 29 August 2019 a further Board Skills Assessment will be carried out and a Development Plan for 2020 prepared.
Iona France 14-Aug-19 APPENDIX 1
BOARD DEVELOPMENT PLAN
ITEM PRIORITY RESPONSIBILITY TIMESCALE PROGRESS (1, 2, 3 etc., where 1 is the most urgent) Training for Governance June 2019 Equalities Board Members Officer Training held to assist with on 25/02/19 independent challenge Universal Credit Training held on 21/03/19
Health & Safety Training held on 20/06/19 Schools-raising Chief By June Plan in place awareness and Executive 2019 to implement trying to get for the 2019/20 engagement of session young folk Community Chief In Place By 1 Limited Councils-provide Executive April 2019 progress regular reports on HHP activities within the area Community Chief 30 June Done. Planning Executive 2019 Meetings have Partnership-try and regularly been co-ordinate changed to meetings to accommodate improve visibility attendance at and strategic CPP exchange Provision of up to Director of 31 Jan 2019 Ongoing date information Operations on progress on the Development Programme including feasibility studies ITEM NO 8.4
Making our house your home
MANAGEMENT REPORT TO 30 JUNE 2019 Board 28 August 2019
Report by Director of Finance & Corporate Services
Purpose of Report
1.1 To present the Management Report for the month ended 30 June 2019 to the Board for review. Summary
2.1 This is the Management Report to 30 June 2019 and the information is presented in compliance with regulations to provide Board Members with assurance that expenditure is within approved budgets and income collected is on target. A copy of the report is at Appendix 1. 2.2 Forecast out-turn for the year is in line with RBS approved Financial Covenant with no material variances to highlight at this stage. 2.3 Development continues to be challenging. The forecasted out-turn has been amended to reflect slippage to date. Competence
3.1 The legal, financial or other constraints to any recommendation in this report are contained in paragraph 5.1 - 8.1. Recommendations
4.1 It is recommended that the Board note the Management Report at 30 June 2019 as detailed in Appendix 1.
APPENDIX1: Management Report to 30 June 2019 Background Papers: None Writer of Report: Katia Petteloot Tel: 0300 123 0773
Katia Petteloot 25-Jul-19 Competence
Financial 5.1 The Board approved budgets for 2019/20 in February 2019, which projected a surplus for the year of £2,215,097. The forecasted out-turn is £2,259,864. 5.2 The higher forecast out-turn is mainly driven by the additional RSL Adaptations funding of £85K for 2019/20. Legal 6.1 The following Partnership rules are applicable: a) Rule 69 - The Partnership must keep proper books of accounts to cover its income, expenditure transactions and its assets, liabilities and reserves in line with Part 7 of the Co-operative and Community Benefit Societies Act 2014. It must also set up and maintain a suitable system for controlling its books of accounts, its cash and its receipts and invoices. Regulatory Guidance 7.1 The Regulatory Standards checklist has been completed and there is nothing in the report which would result in a breach of the standards.
Risk 8.1 The key risk is that HHP does not meet its Financial Covenants on an ongoing basis. The covenant for 2019/20 has been formally approved by our Funders. The covenant is forecast to be met in March 2020.
Katia Petteloot 25-Jul-19 APPENDIX 1
Hebridean Housing Partnership Registered Scottish Charity SCO 35767
Management Reports To 30 June 2019
2019/20 Hebridean Housing 2 Partnership Management Reports
Introduction The Management Reports for 30 June 2019 are attached and if Board Members or Managers have any areas of concern or would like additional information they should contact the Finance Manager or the Director of Finance & Corporate Services.
The Management Reports are made up of three sections:
Section 1:High Level Summary • Written by the Director of Finance & Corporate Services. This section shows in graphical format how HHP is performing in relation to the annual budget for 2019/20. Section 2:Management Accounts • Prepared by the Finance Manager. Provides an Income & Expenditure Account, Balance Sheet and detailed operational budgets for the period. The Management Acounts include a more detailed commentary from Budget Managers on performance. Section 3:Key Financial Performance Measures • Prepared by the Finance Manager including a review of Financial Covenants to provide the Board with assurance that the Covenant for 2019/20 will not be breached. Hebridean Housing 3 Partnership Management Reports Section 1-High Level Summary
Commentary on Performance by Director of Finance & Corporate Services £ Initial approved Surplus 2,215,097 Virements - Virement/Adjustment current period 44,767 Revised Surplus 2,259,864
Changes identified this financial year Changes to Income increases/(decreases) - Cost (increases)/decreases - Depreciation - Grant Amortisation - Forecast Surplus to 31 March 2020 2,259,864
Increase in funds required to meet forecast out-turn -
The budgets have been revised to take account of 2018/19 carryforward. Hebridean Housing 4 Partnership Management Reports
Expenditure
Development
Investment
Repairs & Maintenance
Management Costs
Interest
0 20 40 60 80 100 120
Above Below On Target
Income
Other Income
Grants Income
Rental Income
0 20 40 60 80 100 120
Above Below On Target
Currently Expenditure and Income is on target.
The management accounts show that the financial covenant will be met for the year ended 31 March 2020.
Hebridean Housing 5 Partnership Management Reports Section 2 Management Accounts
Page
Summary Income & Expenditure Account 6
Balance Sheet at 31 March 2020 7
Rental Income 8
Supervision & Management Costs 9
Repairs & Maintenance 10
Estate Works 11
Aids & Adaptations 12
Investment 13
Non-Housing Investment 14
Development 15 Hebridean Housing 6 Partnership Management Reports
Income & Expenditure Account
For the period ended 30 June 2019 Line CURRENT YEAR BUDGET BUDGET ACTUAL BUDGET VARIANCE BUDGET REMAINING FORECAST OUT-TURN Initial Revised to Spend to Budget Budget to Revised Revised Over/ at Budget Budget 30-Jun-19 30-Jun-19 to date date Budget Budget (under) 31-Mar-20 £ £ £ £ £ % £ % £ £ 1 Dwelling rents (net) 9,039,389 9,039,389 2,298,749 2,294,992 3,758 0% 6,744,397 75% 9,039,389 2 Non Dwelling rents (net) 13,223 13,223 3,336 7,363 (4,028) -121% 5,860 44% 13,223 4 Grant Funding 120,000 205,000 30,000 88,351 (58,351) -195% 116,649 57% - 205,000 5 Other Income 44,450 44,450 9,940 15,232 (5,293) -53% 29,217 66% 44,450 6 TOTAL INCOME 9,217,062 9,302,062 2,342,025 2,405,939 (63,914) -3% 6,896,123 74.14% - 9,302,062
7 Supervision & Management 2,646,737 2,701,737 641,090 563,846 77,245 12% 2,137,892 79% 2,701,737 8 Response Repairs 1,465,233 1,448,575 352,278 333,288 18,990 5% 1,115,287 77% 1,448,575 9 Estate Works 106,720 106,720 25,766 6,301 19,465 76% 100,419 94% 106,720 10 Planned/Cyclical Maintenance 719,724 721,615 127,585 104,683 22,901 18% 616,932 85% - 721,615 11 Total Operating Expenditure 4,938,414 4,978,647 1,146,719 1,008,118 138,600 12% 3,970,529 79.75% - 4,978,647
12 Operating Surplus/(Deficit) 4,278,647 4,323,414 1,195,306 1,397,820 (202,514) -17% 2,925,594 67.67% - 4,323,414
13 Interest received 21,300 21,300 5,325 7,159 (1,834) -34% 14,141 66% 21,300 14 Interest paid 554,850 554,850 138,713 15,197 123,515 89% 539,653 97% 554,850 15 Surplus/(Deficit) 3,745,097 3,789,864 1,061,918 1,389,782 (327,864) -31% 2,400,082 63.33% - 3,789,864
16 Depreciation 2,760,000 2,760,000 690,000 690,000 - 0% 2,070,000 75% 2,760,000 17 Grant Amortisation (1,230,000) (1,230,000) (307,500) (307,500) - 0% (922,500) 75% (1,230,000) 18 Surplus/(Deficit) 2,215,097 2,259,864 679,418 1,007,282 (327,864) -48% 1,252,582 55.43% - 2,259,864
CAPITAL INVESTMENT 19 Housing Investment Programme 4,991,801 5,323,784 462,813 195,231 267,582 58% 5,128,553 96% - 5,323,784 20 Non Housing Investment 58,710 108,710 35,000 34,548 452 1% 74,162 68% 108,710 21 Development Programme 4,668,392 3,884,523 876,844 732,883 143,961 16% 3,151,639 81% 3,884,523 9,718,903 9,317,017 1,374,657 962,663 411,994 30% 8,354,354 89.67% - 9,317,017
Commentary on Performance Income Total income for the year is above budget partly due to the fact that the Rent income forecast has been prorated over the 12 months and does not take into account the phasing of new build property income. This is offset by Bad Debts being below budget.
Expenditure Line 7 Supervision & Mgt Professional fees for Q1 is underspend by £45K and is mainly driven by Consultants fees £35K. Homeloss Compensation (£6K) and Governance budgets (£6K) are underspent year to date due to phasing.
More detailed explanations of variances can be found on pages 8 to 14 Hebridean Housing 7 Partnership Management Reports
Balance Sheet at 30 June 2019
30 June 2019 31 March 2019 £ £ Notes Fixed Assets 1 Tangible assets-social housing 1 83,134,774 83,824,774 2 Development & Investment Programme 2 962,663 3 Tangible assets - property, plant and equipment 972,260 972,260 4 Landbank 1,313,011 1,313,011 5 Investments 2 2 86,382,709 86,110,047
Current Assets 6 Stock 672,649 672,649 7 Trade and other debtors due within one year 3 454,197 2,014,284 8 Debtors due after more than one year 167,751 167,751 9 Short-term deposits 5,096,419 5,681,883 10 Cash at bank and in hand 4 2,302,443 620,447 11 Loan to subsiduary 16,552 16,552 8,710,012 9,173,566
12 Creditors: amounts falling due within one year 5 (2,317,289) (2,663,407) Net current assets 6,392,723 6,510,159 Total assets less current liabilities 92,775,432 92,620,206
13 Creditors: amounts falling due after more than one year 6 (10,528,821) (10,877,254) 14 Deferred capital grants 7 (47,018,306) (47,331,167) 15 Pension Liability (2,055,000) (2,055,000) 16 Net Assets 33,173,305 32,356,785
Capital and Reserves 17 Share Capital 207 206 18 Revenue Reserve 33,173,098 32,356,579 33,173,305 32,356,785
Commentary on Performance Note 1 Fixed Assets Fixed Assets are shown at gross cost and are reduced by the depreciation charge for the period. Note 2 Development The value of work in progress, net of Grant, on current properties and new & Investment developments More detailed information is available in the Performance Report. Note 3 Cash HHP currently hold RTB receipts of £0.887 million. £500K will be repaid to Scottish Government in December 2019. Hebridean Housing 8 Partnership Management Reports
Rental Income
For the period ended 30 June 2019 Line CURRENT YEAR BUDGET BUDGET ACTUAL BUDGET VARIANCE BUDGET REMAINING FORECAST OUT-TURN Initial Revised to to Budget Budget to Revised Revised Over/ at Budget Budget 30-Jun-19 30-Jun-19 to date date Budget Budget (under) 31-Mar-20 £ £ £ £ £ % £ % £ £ 1 Dwelling Rent Gross 9,419,039 9,419,039 2,354,813 2,305,246 49,567 2% 7,113,792 75.53% 9,419,039 2 Non Dwelling Rent Gross 15,573 15,573 3,963 7,423 (3,460) -87% 8,150 52.33% 15,573 3 Voids - Dwelling (189,250) (189,250) (8,119) (10,345) 2,226 -27% (178,905) 94.53% (189,250) 4 Voids - Other (2,350) (2,350) (627) (60) (567) 90% (2,290) 97.45% (2,350) 5 Bad Debts (190,400) (190,400) 91 90 0 0% (190,490) 100.05% (190,400) 6 TOTAL 9,052,612 9,052,612 2,350,120 2,302,355 47,765 2% 6,750,257 74.57% - 9,052,611
Commentary on Performance
Line 6 Total Income:
Total income for the year is above budget partly due to the fact that the Rent income forecast has been pro-rated over the 12 months and does not take into account the phasing of new build property income. This is offset by Bad Debts being below budget.
Hebridean Housing 9 Partnership Management Reports
Supervision & Management Costs
For the period ended 30 June 2019 Line Heading CURRENT YEAR BUDGET BUDGET Actual BUDGET VARIANCE BUDGET REMAINING forecast out-turn Initial Revised to to Budget Budget Revised Revised Over/ at Budget Budget 30-Jun-19 30-Jun-19 to date to date Budget Budget (under) 31-Mar-20 £ £ £ £ £ % £ % £ £ 1 Salaries & Wages 1,403,724 1,403,724 349,799 325,931 23,868 7% 1,077,793 77% 1,403,724 2 National Insurance 139,188 139,188 34,775 29,797 4,978 14% 109,391 79% 139,188 3 Pension Costs 272,744 272,744 68,170 66,936 1,234 2% 205,808 75% 272,744 4 Other Employee Costs 51,208 51,958 13,855 7,359 6,496 47% 44,599 86% 51,958 5 Travel & Subsistence 24,670 24,670 4,200 2,166 2,034 48% 22,504 91% 24,670 6 EMPLOYEE COSTS 1,891,534 1,892,284 470,798 432,188 38,610 8% 1,460,095 77% - 1,892,284 7 Premises Costs 57,200 57,200 13,603 8,807 4,796 35% 48,393 85% 57,200 8 IT & Telecoms 173,830 173,830 40,528 39,494 1,034 3% 134,336 77% 173,830 9 Area Offices 26,040 26,040 6,510 6,360 150 2% 19,680 76% 26,040 10 Payroll & Cashdesk 14,200 14,200 4,050 2,401 1,649 41% 11,799 83% 14,200 11 Property Management Fees 4,010 4,010 1,003 1,003 - 0% 3,008 75% 4,010 12 SUPPLIES & SERVICES 275,280 275,280 65,694 58,065 7,629 12% 217,215 79% - 275,280 13 Postage, Printing & Stationery 45,680 45,680 11,835 6,934 4,901 41% 38,746 85% 45,680 14 Admin Furniture & Equipment 2,600 2,600 660 - 660 100% 2,600 100% 2,600 15 Training Courses 52,475 72,475 14,239 9,186 5,053 35% 63,289 87% 72,475 16 Community Support 27,140 25,440 2,140 2,893 (754) -35% 22,546 89% 25,440 17 Health & Safety 9,920 9,920 2,450 313 2,137 87% 9,607 97% 9,920 18 Recruitment Costs 6,000 6,000 1,500 875 625 42% 5,125 85% 6,000 19 ADMINISTRATION COSTS 143,815 162,115 32,823 20,201 12,622 38% 141,913 88% - 162,115 20 Professional Fees 415,082 450,082 66,131 20,897 45,234 68% 429,184 95% 450,082 21 Insurance 254,375 254,375 56,260 56,267 (7) 0% 198,108 78% 254,375 22 Affiliation Fees 46,775 47,725 23,060 14,884 8,176 35% 32,841 69% 47,725 23 Charitable Donations 5,000 5,000 - - - 5,000 100% 5,000 24 Governance 39,850 39,850 8,680 2,297 6,383 74% 37,553 94% 39,850 25 Bank Charges 9,500 9,500 2,375 1,735 640 27% 7,765 82% 9,500 26 Public Relations / Marketing 15,080 15,080 3,765 786 2,979 79% 14,294 95% 15,080 27 CORPORATE EXPENSES 785,662 821,612 160,271 96,866 63,405 40% 724,746 88% - 821,612 28 Fees Charged to Capital (437,053) (437,053) (85,371) (39,918) (45,453) 53% (397,135) 91% (437,053) 29 VAT Received - Partial Exemption (12,500) (12,500) (3,125) (3,557) 432 -14% (8,943) 72% (12,500) 30 RECHARGES (449,553) (449,553) (88,496) (43,475) (45,021) 51% (406,078) 90% - (449,553) TOTAL SUPERVISION AND 31 MANAGEMENT COST 2,646,737 2,701,737 641,090 563,846 77,245 12% 2,137,892 80 - 2,701,737
Commentary on performance
Line 20 Professional Fees
Professional fees for Q1 is underspent by £45K and is mainly driven by Consultants fees £35K and Homeloss Compensation £6K.
Line 22 & 24 Affiliation fees & Governance
The YTD underspend is driven by the phasing of the affiliation budgets across the year. This phasing will be updated in Q2. Hebridean Housing 10 Partnership Management Reports
Repairs & Maintenance
For the period ended 30 June 2019 Line Heading CURRENT YEAR BUDGET ACTUAL BUDGET VARIANCE BUDGET REMAINING FORECAST OUT-TURN Initial Revised to to Budget to Budget to Revised Revised Over/ at Budget Budget 30-Jun-19 30-Jun-19 date date Budget Budget (under) 31-Mar-20 £ £ £ £ £ % £ % £ £ 1 Responsive Repairs 935,325 935,325 221,398 202,330 19,068 9% 732,995 78% 935,325 2 Void Repairs 264,000 264,000 64,147 60,774 3,373 5% 203,226 77% 264,000 3 Handymen 95,303 95,303 22,784 13,590 9,194 40% 81,713 86% 95,303 4 GENERAL REPAIRS 1,294,628 1,294,628 308,329 276,694 31,635 10% 1,017,934 79% - 1,294,628 5 Decoration Allowance 46,530 46,530 11,460 7,355 4,105 36% 39,175 84% 46,530 6 Council Tax empty properties 19,800 19,800 4,925 238 4,687 95% 19,562 99% 19,800 7 Minor Aids & Adaptations 500 500 - - - 500 100% 500 8 Compensation 7,695 7,695 1,674 247 1,427 85% 7,448 97% 7,695 9 SPECIFIC ITEMS 74,525 74,525 18,059 7,840 10,219 57% 66,685 89% - 74,525 10 Rechargeable Repairs 66,900 66,900 16,590 41,149 (24,559) -148% 25,751 38% 66,900 11 Rechargeable Repairs Recoverable (28,700) (28,700) (7,005) (6,192) (812) 12% (22,507) 78% (28,700) 12 Insurance Repairs 55,000 56,096 5,380 56,096 (50,716) -943% 0 0% 56,096 13 Insurance Claims Recoverable (27,500) (45,254) - (45,254) 45,254 (0) 0% (45,254) 14 RECOVERABLE EXPENDITURE 65,700 49,042 14,966 45,799 (30,833) -206% 3,244 7% - 49,042 15 Commercial Properties 1,200 1,200 300 - 300 100% 1,200 100% 1,200 16 Communal Lighting 29,180 29,180 10,625 2,956 7,669 72% 26,224 90% 29,180 17 NON DWELLING REPAIRS 30,380 30,380 10,925 2,956 7,969 73% 27,424 90% - 30,380 18 Gas Servicing 60,000 60,000 15,000 11,485 3,515 23% 48,515 81% 60,000 19 Estate Management 16,820 16,820 2,672 2,273 399 15% 14,547 86% 16,820 20 Other Servicing (incl. heating) 599,574 599,574 77,513 56,381 21,132 27% 543,193 91% 599,574 21 Stair Lifts and Door Entry Systems 2,080 2,080 - - - 2,080 100% 2,080 22 Gutter Cleaning 32,400 34,291 32,400 34,261 (1,861) -6% 30 0% 34,291 23 Sewage Pumps 700 700 - 283 (283) 417 60% 700 24 Dun Berisay Heat 8,150 8,150 - - - 8,150 100% 8,150 25 CYCLICAL MAINTENANCE 719,724 721,615 127,585 104,683 22,901 18% 616,932 85% - 721,615 26 TOTAL REPAIRS & MAINTENANCE 2,184,957 2,170,190 479,863 437,971 41,891 9% 1,732,218 80% - 2,170,190
Commentary on performance
Line 4 & 26 General Repairs & Cyclical Maintenance
General, Specific and Non Dwelling Repairs and Cyclical Maintenance are within budget.
Line 10 & 11 Rechargeable Repairs and Rechargeable Repairs Recoverable
Invoices for £11K of rechargeable repairs have not yet been raised yet due to the difference between the estimates and values charged. This is being examined further.
Line 23 Gutter Cleaning
Gutter cleaning has been completed ahead of the scheduled budget phasing with an overspend of £1,861. Hebridean Housing 11 Partnership Management Reports
Estate Works
For the period ended 30 June 2019
Line Heading CURRENT YEAR BUDGET BUDGET ACTUAL BUDGET VARIANCE BUDGET REMAINING FORECAST OUT-TURN Initial Revised to Spend to Budget to Budget to Revised Revised Over/ at Budget Budget 30-Jun-19 30-Jun-19 date date Budget Budget (under) 31-Mar-20 £ £ £ £ £ % £ % £ £
1 Garage Repairs 4,610 4,610 20 - 20 100% 4,610 100% 4,610 2 Unadopted Infrastructure 46,240 46,240 8,696 4,331 4,365 50% 41,909 91% 46,240 3 Grounds Maintenance 55,870 55,870 17,050 1,971 15,080 88% 53,900 96% 55,870 4 Paths ------
5 TOTAL ESTATE WORKS 106,720 106,720 25,766 6,301 19,465 76% 100,419 94% - 106,720 Hebridean Housing 12 Partnership Management Reports
Aids & Adaptations
For the period ended 30 June 2019 Line Heading CURRENT YEAR BUDGET BUDGET ACTUAL BUDGET VARIANCE BUDGET REMAINING FORECAST OUT-TURN Initial Revised to Spend to Budget to Budget to Revised Revised Over/ at Budget Budget 30-Jun-19 30-Jun-19 date date Budget Budget (under) 31-Mar-20 £ £ £ £ £ % £ % £ £ Revenue Repairs 1 Minor Aids & Adaptations 500 500 - - - 500 100% 500 2 Investment Programme 3 OT Works 120,000 205,000 30,000 39,807 (9,807) -33% 165,193 81% 205,000 4 Grants 5 Grants Received (120,000) (205,000) (30,000) - (30,000) 100% (205,000) 100% (205,000) 6 To be claimed - - - 6 TOTAL AIDS & ADAPTATIONS 500 500 - 39,807 (39,807) (39,307) 1% - 500
Line 5 Grants Received
Budget variance is due to the phasing of grant post completion of works. The Q1 OT claim has been lodged in July.
Hebridean Housing 13 Partnership Management Reports
Investment Expenditure
For the period ended 30 June 2019 Line Heading CURRENT YEAR BUDGET BUDGET ACTUAL BUDGET VARIANCE BUDGET REMAINING FORECAST OUT-TURN Initial Revised to to Budget to Budget to Revised Revised Over/ at Budget Budget 30-Jun-19 30-Jun-19 date date Budget Budget (under) 31-Mar-20 £ £ £ £ £ % £ % £ £ 1 Roofs - 84,342 - - - 84,342 100% 84,342 2 Insulation 181,460 181,460 - 4,988 (4,988) 176,472 97% 4,988 186,448 3 Total Roofs 181,460 265,802 - 4,988 (4,988) 260,814 98% 4,988 270,790 4 Kitchen 318,850 318,850 - - - 318,850 100% 318,850 5 Bathrooms 307,868 307,868 - - - 307,868 100% 307,868 6 OT Aids & Adaptations 120,000 205,000 30,000 39,807 (9,807) -33% 165,193 81% 205,000 7 Showers 220,963 220,963 - - - 220,963 100% 220,963 8 Heating 2,681,220 2,808,945 347,618 78,802 268,816 77% 2,730,143 97% 2,808,945 9 Rewiring 551,020 573,130 11,628 11,628 - 0% 561,502 98% 573,130 10 Smoke/C02 Detectors - 35,150 - - - 35,150 100% 35,150 11 Total Internals 4,199,921 4,469,906 389,246 130,237 259,009 67% 4,339,669 97% - 4,469,906 12 Windows 361,960 403,225 53,760 52,415 1,345 3% 350,810 87% 403,225 13 Roughcast house & wall - - - 7,592 (7,592) (7,592) 7,592 7,592 15 Footpaths/Drying Areas ------14 Fencing - 7,366 - - - 7,366 100% 7,366 15 Other 50,390 50,390 - - - 50,390 100% 50,390 19 Externals 50,390 57,756 - 7,592 (7,592) 50,164 87% 7,592 65,348
Total Investment excl. Unallocated 20 Exp/Efficiency Saving 4,793,731 5,196,689 443,006 195,231 247,775 56% 5,001,458 96% 12,580 5,209,270 21 Unallocated Expenditure 198,070 127,095 19,807 - 19,807 100% 127,095 100% (12,580) 114,515 22 Efficiency Savings 23 Total Investment 4,991,801 5,323,784 462,813 195,231 267,583 58% 5,128,553 96% - 5,323,784
Commentary on Performance
Line 2 Investment
Costs on Insulation are higher than anticipated. The additional cost will be offset by efficiency savings and unallocated expense budget.This will be captured in budget re-phasing.
Line 8 Heating
Underspend in year to date Heating costs is due to works being reprogrammed and this will be reflected in Q2 rephasing. The delay in commencing the heating programme is due to contractors not getting surveys completed as planned.
Line 13 Roughcast
Costs on Roughcast is higher than anticipated. The additional cost will be offset by efficiency savings and unallocated expense budget. This will be captured in budget re-phasing. Hebridean Housing 14 Partnership Management Reports
Non Housing Investment
For the period ended 30 June 2019
Line Heading CURRENT YEAR BUDGET BUDGET ACTUAL BUDGET VARIANCE BUDGET REMAINING FORECAST OUT-TURN Initial Revised to Spend to Budget to Budget to Revised Revised Over/ at Budget Budget 30-Jun-19 30-Jun-19 date date Budget Budget (under) 31-Mar-20 £ £ £ £ £ % £ % £ £ 2 Furniture & Fittings 13,600 33,600 - - - 33,600 100% 33,600 3 Office equipment 3,050 3,050 - (80) 80 3,130 103% 3,050 4 IT equipment 42,060 72,060 35,000 34,628 372 1% 37,432 52% 72,060 5 Total Stornoway Office 58,710 108,710 35,000 34,548 452 74,162 68% 108,710
6 Total 58,710 108,710 35,000 34,548 452 1% 74,162 68% - 108,710 Hebridean Housing 15 Partnership Management Reports
Development Expenditure
For the period ended 30 June 2019 Line CURRENT YEAR BUDGET BUDGET ACTUAL BUDGET VARIANCE BUDGET REMAINING FORECAST OUT-TURN Initial Revised Budget to Spend to Budget to Budget to Revised Revised Over/ at Budget Budget 30-Jun-19 30-Jun-19 date date Budget Budget (under) 31-Mar-20 £ £ £ £ £ % £ % £ £ 1 New Build 16,076,724 16,217,699 3,706,303 582,397 3,123,906 84% 15,635,302 96% 16,217,699 2 LIFT 2,109,312 2,043,721 422,256 470,401 (48,145) -11% 1,573,320 77% 2,043,721 3 Unallocated 100,000 100,000 100,000 - 100,000 100% 100,000 100% 100,000 4 Total Development Costs 18,286,036 18,361,420 4,228,559 1,052,798 3,175,761 75% 17,308,622 94% - 18,361,420
5 Housing Association Grant 6 HAG - New Build (11,756,033) (12,012,065) (3,057,818) (125,746) (2,932,072) 96% (11,886,319) 99% (12,012,065) 7 HAG - Lift (781,201) (686,111) (213,897) (195,689) (18,208) 9% (490,422) 71% (686,111)
8 Other Grants & Sales proceeds 9 Other Grants - LIFT Sales (1,000,410) (1,745,621) - - - (1,745,621) 100% (1,745,621) 10 Other Grants - Unallocated (100,000) (100,000) (100,000) - (100,000) 100% (100,000) 100% (100,000) 11 Total Grants (13,637,644) (14,543,797) (3,371,715) (321,435) (3,050,280) 90% (14,222,362) 98% - (14,543,797)
12 Private Finance required 13 New Build 4,320,691 4,205,634 648,485 456,652 191,834 30% 3,748,982 89% 4,205,634 14 LIFT 327,701 (388,011) 208,359 274,712 (66,353) -32% (662,723) 171% (388,011) 15 Development - Abortive Costs - - - 222 (222) (222) - 16 Feasibility 20,000 66,000 20,000 1,298 18,702 94% 64,702 98% 66,000 17 Private Finance required 4,668,392 3,883,623 876,844 732,883 143,961 16% 3,150,739 81% - 3,883,623 Commentary on Performance
Overall Spend to Date: The underspend to date is driven by delays in getting projects on site, South Dell not progressing this year and delays in construction. Significant portion of the costs and grant underspend will be recovered through the remainder of the year.
Goathill site enabling works have commenced but there has been slippage. The construction phase is due to start in November 2019 which will aid in uplifting the spend.
Balivanich is experiencing continuous delays getting on site. The delays are being actively followed up with the contractor but failure to have a start on site in Q2 will potentially result in a reduction in the expected spend in 2019/20.
South Dell will not be proceeding this year but will be replaced by Scotland street and an additional unit at Garrynamonie. They are both due to start in August 2019.
Hebridean Housing 16 Partnership Management Reports
Section 3: Key Financial Performance Measures
Page
Financial Covenants 17
Key Ratios 19
Cash flow Forecast 20 Hebridean Housing 17 Partnership Management Reports
Financial Covenants
For the period ended 30 June 2019
The revised facility agreement with our Funders has one Financial Covenant, Interest Cover. Where a deficit is projected in any financial year, the covenant is based on an absolute sum rather than a percentage, so the covenant for 2019/20 is a maximum cash flow deficit of £2,977,400. The financial covenant for 2019/20 has been approved by our Funders. The covenant is forecast to be met in March 2020.
Interest Cover
Covenants for 2019/20 Deficit (£5,977,400)
Forecast to 30 June 2019 (£5,481,898)
Tolerance available £495,502
Reduction in expenditure required to achieve covenant £0
Hebridean Housing 18 Partnership Management Reports
Annual Cash flow Deficit
Line Detail Current Position Forecast Income £ £ 1 Dwelling rents (net) 2,294,992 9,039,389 2 Non Dwelling rents (net) 7,363 13,223 3 Grant Funding 88,351 205,000 4 Other Income 15,232 44,450 5 Grant received for New Build 125,746 12,012,065 6 Sale of LIFT received - 1,745,621 7 Grant on LIFT received 195,689 686,111 8 Insurance Receipts 45,254 45,254
9 Total Income 2,772,627 23,791,113 Expenditure 10 Supervision & Management 603,764 3,138,790 11 Response Repairs 333,288 1,448,575 12 Estate Works 6,301 106,720 13 Planned/Cyclical Maintenance 104,683 721,615 14 Investment Programme 155,313 4,886,731 15 Office Alterations and IT 34,548 108,710 16 LIFT Costs 470,401 2,043,721 17 Opening Balances 18 Development Costs 582,397 16,284,599
19 Total Expenditure 2,290,696 28,739,461 20 Net Operating Cashflow 481,931 (4,948,348)
21 Interest Paid 15,197 554,850 22 Interest Collected (7,159) (21,300) 23 Total Interest 8,038 533,550 24 Annual Cashflow Surplus/(Deficit) 473,893 (5,481,898)
Interest Ratio 2% -11%
Covenant Requirement Maximum Annual Cashflow deficit (5,977,400) (5,977,400)
Tolerance 6,451,293 495,502 -196% -15% Hebridean Housing 19 Partnership Management Reports
Financial Ratios
For the period ended 30 June 2019
Key Ratios Current Forecast 2018/19 Current Ratio 3.69 4.71 3.00 (Current Assets/Current Liabilities)
Net Debt Per Unit Borrowing/ stock units £2,266.39 £4,455.48 £2,260.13
Voids% 0.45% 2.03% 0.63% Voids as % of Rental Income Due
Bad Debts % 0.00% 2.02% 0.46% Bad Debts written off as % of Rental Income Due
Staff Cost/Turnover % 17.96% 20.34% 17.08%
Gross Surplus 58.10% 46.48% 54.51% Operating Surplus/Turnover
Net Surplus 41.87% 24.29% 35.69% Net Surplus/Turnover
Cash Flow Forecast 2019/20
The below cash flow shows the actual income received and the payments made for the period to June 2019. Hebridean Housing 21 Partnership Management Reports
Monthly Cash Flow Forecast
Year Ended 30-Jun-19 31-Jul-19 31-Aug-19 30-Sep-19 31-Oct-19 30-Nov-19 31-Dec-19 31-Jan-20 28-Feb-20 31-Mar-20Total 31-Mar-19 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8 Month 9 Month 10 Month 11 Month 12
Cash on Hand at beginning of month 1,453,122 1,668,675 738,642 235,342 202,605 399,200 547,784 449,215 158,433 446,806 35,653
Cash Receipts
Rent 585,939 698,028 1,139,910 574,028 698,028 893,410 574,028 698,028 769,410 574,028 8,849,340 Sale of Assets ------1,077,300 - 606,250 306,000 1,989,550 Grant Income 339,959 1,510,408 1,592,471 1,779,228 1,284,905 997,686 986,073 881,540 851,073 851,073 12,637,234 Other income 50,937 ------131,205 Transfer from Deposit ------Total 976,836 2,208,437 2,732,381 2,353,257 1,982,933 1,891,096 2,637,401 1,579,568 2,226,733 1,731,101 23,607,329
Total Cash Available 2,429,958 3,877,111 3,471,023 2,588,598 2,185,538 2,290,296 3,185,185 2,028,784 2,385,167 2,177,907
Cash Paid Out
Payroll 146,414 152,000 152,000 152,000 152,000 152,000 152,000 152,000 152,000 152,000 1,800,308 Management Costs 31,193 82,050 82,050 82,050 82,050 82,050 82,050 82,050 82,050 82,050 901,429 Repairs 143,676 187,925 187,925 187,925 187,925 187,925 187,925 187,925 187,925 187,925 2,291,677 Investment 158,560 786,504 800,822 819,881 604,123 587,265 471,878 327,054 227,265 213,162 5,323,784 Development 279,663 1,929,991 2,012,884 1,979,137 2,260,240 2,233,272 2,177,117 1,521,321 1,289,121 1,342,118 18,306,935
Total 759,505 3,138,470 3,235,681 3,220,994 3,286,338 3,242,512 3,070,970 2,270,350 1,938,361 1,977,255 28,624,134
Cash Paid Out (Non P & L)
Loan Interest 1,122 - - 165,000 - - 165,000 - - 165,000 555,514 Deferred RTB Receipts 500,000 500,000 Refunds 656 ------4,193 Transfer to Deposit Account - - - (1,000,000) (1,500,000) (1,500,000) (1,000,000) (400,000) - - (5,400,000) Total 1,779 - - (835,000) (1,500,000) (1,500,000) (335,000) (400,000) - 165,000 (4,340,293)
Total Cash Paid out 761,284 3,138,470 3,235,681 2,385,994 1,786,338 1,742,512 2,735,970 1,870,350 1,938,361 2,142,255 Cash Position at End of Month 1,668,675 738,642 235,342 202,605 399,200 547,784 449,215 158,433 446,806 35,653 -
Deposit Acct At end of Month 5,688,925 5,688,925 5,688,925 4,688,925 3,188,925 1,688,925 688,925 288,925 288,925 288,925
Total Funds Available 7,357,599 6,427,566 5,924,266 4,891,529 3,588,124 2,236,708 1,138,140 447,358 735,731 324,577 ITEM NO 8.5
Making our house your home QUARTERLY TREASURY REPORT TO 30 JUNE 2019 Board 28 August 2019
Report by Director of Finance & Corporate Services
Purpose of Report
1.1 To inform the Board of the Treasury Management activities of the first quarter of 2019/20. Summary
2.1 The quarterly Analysis of Investment and Borrowing report required by the Treasury Management Policy is at Appendix 1. Competence
3.1 Financial and legal constraints arising from the recommendation to this report being implemented are detailed at 5.1 – 8.1. Recommendations
4.1 It is recommended that the Board note: a) the quarterly report on the Analysis of Investment and Borrowing as shown at Appendix 1; b) the outstanding loans at 30 June 2019 of £4.91 million; and c) the cash balance at 30 June 2019 of £7.358 million.
APPENDIX 1 Analysis of Investment and Borrowings APPENDIX 2 Quarterly Income and Expenditure Profile Background Papers None Writer of Report Donald Macleod Tel: 0300 123 0773
Donald Macleod 09-Aug-19 Competence
Financial 5.1 This report deals entirely with the cash resources utilised over the first quarter of 2019/20. Legal 6.1 Rule 19.1 to 20.1 details the Partnership’s borrowing powers. 6.2 The effecting of borrowing and lending money is in accordance with the Partnership’s borrowing and lending policies and CIPFA’s “Treasury Management in Housing Partnerships: A Code of Practice” and has been delegated to the Director of Finance & Corporate Services. 6.3. The Treasury Management Policy requires that as a minimum a quarterly report is provided to the Board in the form “Analysis of Investment and Borrowing”. 6.4 The Treasury Management Policy requires that if the cash balances exceed £4 million the funds should be spread over no fewer than four interest bearing accounts. The cash balances are in a special interest account with Royal Bank of Scotland (RBOS). The remainder is held in the current accounts with the RBOS. Regulatory Guidance 7.1 The Regulatory Standards checklist has been completed and there is nothing in the report which would result in a breach of these standards.
Risk 8.1 There are a number of risks highlighted in the Risk Register in relation to Treasury Management. The risk scored as “high” is the impact of increases in the interest rate and inflation rate and this has been addressed in Appendix 1. Report Details
9.1 There were no borrowings during the first quarter, which is in line with the Annual Financing Strategy for 2019/20. 9.2 The first quarter of the year saw £3.307 million expenditure of which £1.56 million related to new build. 9.3 The income for the first quarter was £4.264 million and comprised Rental Income (52%), Government Grants including new build (45%) and Other income (3%). 9.4 Appendix 2 summarises the income and expenditure profiles for the first quarter. 9.5 The cash balances at 30 June 2019 increased quarter on quarter by £0.983M to £7.358M. This was driven by the timing of investment and development spend. 9.6 We currently hold Right to Buy receipts of £0.887M which is due to be repaid to Scottish Government over the next 2 years. £500K is due to be returned to Scottish Government in December 2019. 9.7 It is expected that all covenants will be complied with for 2019/20.
Donald Macleod 09-Aug-19 APPENDIX 1 30JUN19 ANALYSIS OF INVESTMENTS AND BORROWINGS
INVESTMENTS
Mar-19 Jun-19 Average DEPOSIT ACCOUNTS £000's £000's £000's Royal Bank 3,370 3,370 3,370 CWS 0 0 0 BOS 725 746 736 Santander 1,567 1,572 1,569 Total Deposit 5,663 5,689 5,676
CURRENT ACCOUNTS General Account 252 400 326 Standing Order 134 268 201 Direct Debit 126 371 248 Office/Cash 169 599 384 Property Factoring 31 31 31 Total current 712 1,669 1,191
Total 6,375 7,358 6,867
Balances shown are taken from the Bank Statements and not the ledger.
The cash held at the Royal Bank is split between 5 operational accounts totalling £1.669m and 5 special deposit accounts totalling £5.689m.
BORROWINGS
Core Funding Facility £m
Estimated debt outstanding (per Business Plan) 9.95 Actual amount outstanding 4.91
Difference 5.04
1 30JUN19 ANALYSIS OF INVESTMENTS AND BORROWINGS
Compliance with Cash Flow Forecasts The Annual Financing Strategy for 2019/20 forecast a requirement to borrow £5m during the latter half of the year as development works on site progress and grant drawdown from Scottish Government is utilised.
Interest Rates The Interest Rate that applies to the Partnership is LIBOR plus an agreed margin. LIBOR (London Inter Bank Offer Rate) is the interest rate banks borrow funds from each other in the London Interbank Market.
The Base Rate remained at 0.75% in the 1st quarter. 3 month LIBOR decreased to 0.77% as at 30 June 2019.
Borrowings Mar-19 Jun-19 Average £000's £000's £000's Facilities arranged 15,000 15,000 15,000
Loans outstanding 4,909 4,909 4,909
Variable/Fixed analysis-amounts Variable amount 1,409 1,409 1,409 Fixed amount 3,500 3,500 3,500 Other Hedging - -- 4,909 4,909 4,909 Variable/Fixed analysis-Percentages Variable 28.70% 28.70% 28.70% Fixed 71.30% 71.30% 71.30% Other Hedging Products 100% 100% 100% Lenders amounts Core Facility (RBS) 4,909 4,909 4,909 Other Borrowings - -- 4,909 4,909 4,909
Average cost of borrowing
Amount £000's Interest Type Annual Cost 3,500.00 5.55% Fixed 194,300 1,408.67 7.29% Variable 102,700 4,908.67 297,000
Average cost of funds 6.05%
2 30JUN19 ANALYSIS OF INVESTMENTS AND BORROWINGS
Anticipated level of borrowing over next 5 years AFS Year 2019/20 Est Forecast Variance £m £m £m 2019/20 9.946 9.946 - 2020/21 14.842 14.842 - 2021/22 14.842 14.842 - 2022/23 14.842 14.842 - 2023/24 14.842 14.842 -
Cash Balances 12,000,000.00
10,000,000.00
8,000,000.00
6,000,000.00 Total Funds Current Deposit 4,000,000.00 Non RBS
2,000,000.00
-
02 July 2017 02 July 2018
02 2019 May 02 2017 May 02 2018 May
02 March 2018 02 March 2017 02 March 2019
02 January 2018 02 January 2019 02 January 2017
02 November 2017 02 November 2018 02 September 2018 02 September 2017
3
30JUN19 ANALYSIS OF INVESTMENTS AND BORROWINGS
Interest Rates
7.00%
6.00%
5.00%
4.00%
3.00%
2.00%
1.00%
0.00%
3 month LIBOR Per Business Plan Base Rate
4 APPENDIX 2 30JUN19 ANALYSIS OF INCOME AND EXPENDITURE PROFILES
EXPENDITURE Expenditure 8,000,000 7,000,000 6,000,000 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 - Quarter 1 Quarter 2 Quarter 3 Quarter 4 Quarter 1 Quarter 2 Quarter 3 Quarter 4 2019/20 FORECAST 2019/20 ACTUAL
New Build Expenditure net of New build
Overall the expenditure for the first quarter of 2019/20 is in line with forecast with the slippage on developments reflected in the updated cashflow forecast.
Financial covenants are forecast to be met for the full year.
INCOME
8,000,000
7,000,000
6,000,000
5,000,000
4,000,000
3,000,000
2,000,000
1,000,000
- Quarter 1 Quarter 2 Quarter 3 Quarter 4 Quarter 1 Quarter 2 Quarter 3 Quarter 4 2019/20 FORECAST 2019/20 ACTUAL
Total Income HAG Income net of HAG
Total Income for the first quarter of 2019/20 is in line with the cashflow forecast with the slippage on developments grant monies reflected in the updated cashflow forecast.
1 ITEM NO 8.6
Making our house your home
INVESTMENT PROGRAMME MONITORING REPORT Board 28 August 2019
Report by Director of Operations
Purpose of Report
1.1 To present an update on the 2019/20 Investment Programme. Summary
2.1 The works for the 2019/20 approved programme is delivered through the new Investment Framework. The report provides information on progress of works and procurement of call off contracts. Competence
3.1 The financial, legal or other constraints to the recommendations in this report are contained in paragraph 5.1 – 8.4. Recommendations
4.1 It is recommended that the Board note progress on the 2019/20 Investment Programme.
APPENDIX 1: Financial Update 2019/20 Programme Background Papers: Risk Register Writer of Report: Angus MacNeil Tel: 0300 123 0773
Peter O’Donnell 15-Aug-19 Competence
Financial 5.1 The Board approved an Investment Programme for 2019-2023 in March 2019 subject to annual budget approval. 5.2 The budget for the 2019/20 Investment Programme is approved at £5.323m which includes carry forward of £246,983 Legal 6.1 The decision to approve or amend Strategy, Business Plan and budgets including virements to or from a budget head in excess of £100,000 is reserved to the Board. 6.2 Financial Regulations require that actual forecast and progress on the Investment Programme be reported to each routine meeting of the Board. 6.3 Scottish Government has set a legal requirement for Social Housing landlords to bring their stock up to the EESSH by April 2020. 6.4 Scottish Government has introduced a legal requirement for additional heat and smoke detectors to be installed in homes by February 2021. Regulatory Guidance 7.1 The Regulatory Standards checklist has been completed and there is nothing in this report which would result in a breach of these standards. Risk 8.1 There are risks highlighted in the Risk Register which are relevant to Investment including specifically the failure of a major contractor. 8.2 There are further risks highlighted in the Risk Register in regard to the health of the local economy particularly the capacity of contractor to deliver programmes. 8.3 Scottish Government expects landlords to comply with EESSH. Failure to meet the standard would be a significant issue. 8.4 There is a risk in installing infrared heating prior to it being fully assessed through the EESSH and SAP frameworks. It may be that these systems will not ultimately be assessed positively. This issue has been discussed with Scottish Government and the Regulator. However, these are viewed positively by the majority of tenants where they have been installed and this continues to be monitored.
Peter O’Donnell 15-Aug-19 Report Details 2019-20 Investment Programme 9.1 Progress on the 2019/20 Investment Programme is shown below: Lot Ref Works Area Status Contractor Lot 1b Doors – FIRE Lewis/ Harris Awarded. Surveys in Alex Murray DOORS progress (Construction) Ltd Lot 2a Heating - GAS Lewis/ Harris Works on site FES FM Ltd Lot 2b Heating - Lewis/ Harris Works on site Alex Murray ELECTRIC (Construction) Ltd Lot 3 Bathrooms Lewis/ Harris Works on site Alex Murray (Construction) Ltd Lot 4 Kitchens Lewis/ Harris Awarded. Surveys in O’Mac progress Construction Ltd Lot 6 Electrical – Lewis/ Harris Awarded FES FM Ltd REWIRING Lot 6a Electrical – FIRE Lewis/ Harris Works on site FES FM Ltd DETECTION Lot 7 Environmentals Lewis/ Harris Awarded. Surveys in Alex Murray progress (Construction) Ltd Lot 8 Occupational Lewis/ Harris Works on site Alex Murray Therapy (Construction) Ltd Lot 9a Doors – FIRE Uists / Barra Awarded. Surveys in Alex Murray DOORS progress (Construction) Ltd Lot 10 Heating Uists / Barra Works on site FES FM Ltd Lot 11 Bathrooms Uists / Barra Awarded FES FM Ltd Lot 13 Roofing Uists / Barra Awarded Alex Murray (Construction) Ltd Lot 16 Occupational Uists / Barra Works on site Alex Murray Therapy (Construction) Ltd 9.2 External insulation works are delayed while potential sources of funding which could reduce installation costs are explored. Financial position 10.1 The financial position remains unchanged from the approved budgets with expenditure commencing on completion of on-site surveys.
Peter O’Donnell 15-Aug-19 APPENDIX 1
FINANCIAL UPDATE
31st January 2019
Line Heading CURRENT YEAR BUDGET BUDGET ACTUAL BUDGET VARIANCE BUDGET REMAINING FORECAST OUT-TURN Initial Revised to Spend to Budget to Budget to Revised Revised Over/ at Budget Budget 31-Jan-19 31-Jan-19 date date Budget Budget (under) 31-Mar-19 £ £ £ £ £ % £ % £ £ 1 Roofs 112,140 5,577 5,577 1,782 3,795 68% 3,795 68% 5,577 2 Insulation 148,057 335,614 313,403 303,747 9,656 3% 31,867 9% 335,614 3 Total Roofs 260,197 341,191 318,980 305,529 13,451 4% 35,662 10% - 341,191 4 Kitchen 256,974 295,417 161,060 151,659 9,401 6% 143,758 49% 295,417 5 Bathrooms 198,450 110,530 114,248 109,242 5,006 4% 1,288 1% - 110,530 6 OT Aids & Adaptations 120,000 413,000 250,000 247,760 2,240 1% 165,240 40% (153,000) 260,000 7 Showers 119,700 71,049 71,392 65,559 5,833 8% 5,490 8% - 71,049 8 Heating 1,731,598 2,107,868 1,706,142 1,392,562 313,580 18% 715,306 34% 2,107,868 9 Rewiring - 14,872 14,862 14,464 398 3% 408 3% - 14,872 10 Smoke/C02 Detectors 62,040 53,639 13,309 13,309 - 0% 40,330 75% - 53,639 11 Total Internals 2,488,762 3,066,375 2,331,013 1,994,556 336,457 14% 1,071,819 35% (153,000) 2,913,375 12 Windows 69,900 503,955 245,141 193,397 51,744 21% 310,558 62% 503,955 13 Roughcast house & wall 192,000 341,490 194,090 192,029 2,061 1% 149,461 44% (75,000) 266,490 15 Footpaths/Drying Areas - - - - 14 Fencing 220,980 192,243 169,193 163,181 6,012 4% 29,062 15% - 192,243 19 Externals 412,980 536,813 363,283 355,211 8,072 2% 181,602 34% (75,000) 461,813 Total Investment excl. Unallocated 20 Exp/Efficiency Saving 3,231,839 4,448,334 3,258,417 2,848,693 409,724 13% 1,599,641 36% (228,000) 4,220,335 21 Unallocated Expenditure 1,136,331 32,410 - (1,935) 1,935 34,345 106% 32,410 22 Efficiency Savings ------23 Total Investment 4,368,170 4,477,664 3,258,417 2,846,758 411,660 13% 1,633,986 36% (228,000) 4,249,664 ITEM NO 8.7
Making our house your home
TENANT PARTICIPATION STRATEGY 2016-2020 UPDATE Board 28 August 2019
Report by Director of Operations
Purpose of Report
1.1 To update the Board on the Tenant Participation Strategy, Tenant Participation and progress on delivering the Action Plan. Summary
2.1 Landlords are required to have a Tenant Participation Strategy and action plan in place meeting the statutory tenant participation duties. It is necessary for us to take account of the views and priorities of tenants and develop and improve services to reflect these views. 2.2 The current Tenant Participation Strategy 2016-20 was agreed in June 2016 with the action plan updated annually. This report provides an update on progress at Appendix 1. Work will start now on developing the new strategy beyond 2020, which will focus on achieving our strategic goal of placing tenants at the centre of everything we do. 2.3 The Tenant Participation Advisory Service Scotland (TPAS) provide services to enable tenant participation. The contract and objectives for the Tenant Participation Officer have been reviewed to reflect our Business Plan and strategic goals. 2.4 A tenant Scrutiny Group has completed a review of our lettable standards. A tenant led action plan is available at Appendix 2. Competence
3.1 The legal, financial or other constraints to the recommendations in this report are contained in paragraph 5.1 - 8.2. Recommendations
4.1 It is recommended that the Board note progress with Tenant Participation.
APPENDIX 1: Detailed Commentary on Action Plan APPENDIX 2: Lettable Standards Scrutiny Group Action Plan Background Papers: None Writer of Report: Jane Ballantyne Tel: 0300 123 0773
Gary Macleod 16-Aug-19 Competence
Financial 5.1 There are no financial implications arising from the consideration of this report. Support to develop and promote participation is included in existing budgets. Legal 6.1 There are no specific legal implications to the report. Regulatory Guidance 7.1 The Regulatory Standards checklist has been completed and there is nothing in the report which would result in a breach of the standards. Risk 8.1 Tenant Participation is a statutory responsibility. There is an expectation from the Regulator that Registered Social Landlords engage effectively with tenants. 8.2 The Risk Register includes actions to encourage Board participation and membership through tenant and resident engagement.
Gary Macleod 16-Aug-19 Report Details
Background 9.1 Tenant Participation is about tenants taking part in decision making processes and influencing decisions about housing policies, housing conditions and related services. It is a two way process that involves the sharing of information, ideas and power. 9.2 There is now a strong base on which to develop and sustain tenant participation and to enable tenants to influence the quality and delivery of service and performance. Effective tenant participation does take time and requires a team approach across the organisation. Since the implementation of the Tenant Participation Strategy, there has been considerable progress with our tenant participation agenda. 9.3 Over the past four years, the focus has been to develop and maintain relationships with stakeholders, and to develop approaches that support and enhance tenant participation. We continue to work to build a solid and cohesive tenant participation framework to enable space for developing new ideas, approaches and innovation. Progress and current activity 10.1 An update on Tenant Participation activity and progress against the action plan is provided at Appendix 1. Many of the actions have been delivered and Appendix 1 provides information on work that is being undertaken during 2019/20. Lettable Standards 11.1 Tenants highlighted lettable standard as an area of concern. Additionally, the Western Isles Housing Association Communities Forum (the Forum) were asked by the Director of Operations to consider the standards outlined in our leaflet and to review the change of tenancy process. 11.2 As per the Tenant Satisfaction action plan, a lettable standards Scrutiny Group was formed to address the issue and develop a tenant led action plan. 11.3 Tenant scrutiny is about tenants being actively involved in reviewing how housing services are being delivered and how they can be improved. This approach provides an opportunity to develop partnership working between tenants and landlords to deliver excellent housing services. 11.4 The group put forward a number of recommendations that were reviewed with the Director of Operations and Service Development Manager and then streamlined into an action plan at Appendix 2. 11.5 As detailed in the agreed process there were a number of follow on meetings to review the progress of the action plan. 11.6 Of the thirteen recommendations put forward to the action plan ten have been completed and three are ongoing as they could not be progressed during the scrutiny period. 11.7 A follow up meeting has been agreed with the group to review ongoing actions and overall impact of the action plan.
Gary Macleod 16-Aug-19 APPENDIX 1
TENANT PARTICIPATION PROGRESS REPORT
1. PROGRESS (Since 2015)
The first phase (4 years) focussed on making connections and developing relationships with tenants, staff, community groups and partner organisations. Tenant participation and engagement has momentum and a platform to sustain and further develop effective tenant participation through maintaining and sustaining relationships and regular contact with people.
Development and implementation of an engagement and participation infrastructure to enable and facilitate tenant participation, for example, tenant expenses policy, developing communication channels and methods, consultation methods, improvements with the newsletter and website, tenant information leaflets, information in tenant welcome packs, and a social media presence. Internal communication group provides a forum to pool ideas and resources and to co-ordinate all tenant faced communication. TP workers Facebook site is used effectively to communicate with tenants on a regular basis and also provides space for initial contact. Housing Officers have signposted over 40 tenants to the TP worker for follow up and potential involvement. All these tenants are contacted directly and offered an opportunity to meet and go through the opportunities for getting involved 17 tenant and resident groups and many individual tenants on the participation list. These connections sometimes lead to greater involvement and participation and /or the formation of a tenant and resident group. A number of approaches have been tried, from drop in sessions at local cafes and hubs to small informal meetings in tenant’s homes. Some of these are very effective. These approaches are continually reviewed to ensure a balance between effectiveness and resources. Supporting the housing team to engage with tenants. Two service area focus groups; one looking at repairs and maintenance service and the second looking at lettable standards, the report is provided at Appendix 2. Improved relationships with young people via the Western Isles Foyer. This has entailed sessions and discussions about housing, letting standards, allocations and sustaining tenancies. Following the transfer of Foyer tenancies to HHP our Housing Officers now have closer working relationships with the Foyer and the transferred tenants. Ongoing support to the Western Isles Housing Association Communities Forum to enable and facilitate their growth and sustainment. They now have a strong foundation to work independently, support tenants and tenant and community groups. The Forum meets regularly and produce an annual work programme in collaboration with HHP. APPENDIX 1
Secretarial support for the Forum Support the Forum with their work programme. Two examples of this are: organising the annual tenant event for tenants in Lewis and Harris and the investment programme, procurement and stock condition survey. Writing and supporting funding requests, two recently for the HHP community fund and supporting the forum to secure funding for their work. In 2018, support for the Forum on a number of visits to areas across the Outer Hebrides. This provided several opportunities for the new chair to meet with tenants and tenant groups. There is real value and benefit for tenants in having direct contact with other tenant groups. The Forum produced three detailed reports for HHP. In 2017 and 2018, the Forum undertook aspects of the rent consultation with a particular focus on an outreach approach, going out and meeting tenants and handing out the consultation feedback forms. This approach has resulted in an increase in responses from tenants. Development of community fund policy and application process Allocation Policy consultation in 2018 Development and arrangement of tenant vision workshops in 2018 to enable the tenants to contribute to the HHP business plan Development and implementation of broader community outreach participation projects – Casimir Community Garden and Singing circlet Support for annual TP conference (TPAS) 5 tenant information leaflets developed and further ones being developed. TP strategy developed written and approved by the Board. New approaches being trialled to enhance TP through alternative projects; community gardens in South Uist and Singing via the singing circle in Stornoway. This is about the broader community reach in local neighbourhoods Forum newsletter developed Estate Inspections Tenant section of our website has been developed and enhanced.
2. PLANNED FOCUS 2019 -2020
Activity is underway or planned for 2019/20. These are outlined below.
The tasks listed in the Tenant Participation Strategy action plan are complete with the exception the following areas. These outstanding actions will be built into the new strategy.
Improve feedback to tenants to let them know that their comments and suggestions has improved and changed services, policy and processes. Existing communications channels, e.g. our website & newsletter, will be used to deliver feedback. Beyond 2020 our business plan actions of profiling our customer needs and developing our digital transformation strategy will help us to deliver more engaging and targeted feedback. TP tool kit APPENDIX 1
Improving and embedding tenant centred culture via in house training and engaging staff during development of the new Tenant Participation strategy. Develop opportunities for tenants to contribute effectively to decision making.
Maintain and Sustain
Maintain, develop and facilitate tenants’ engagement working directly with the Housing Managers and Housing Officers Ongoing support for the tenant umbrella organisation (Western Isles Housing Association Communities Forum) and other established tenant groups and emerging groups. Support the Forum to implement their work programme as per our business plan. Build on the five information leaflets already produced and prioritise the ‘how to use heating guides’ requested by tenants. Maintain ongoing and regular contact with all the tenant groups via email, Facebook, text and face to face. Work with the Operations Team to explore and examine the tenant feedback from surveys, comments, compliments, outreach meetings. Analyse the data for common themes, address these themes, adapt, change and improve service. Report on the lettable standards focus group. Develop a scrutiny policy. Support consultation and feedback Start the process for reviewing and developing the strategy
Develop & Innovate
Explore technology & approaches for enhancing participation, engagement (tenant focussed). Explore holistic approaches to community engagement across rural settings ( Local, regional, National, International) Community development projects with the Cearns Community Environmental projects for example the garden at Caismir. Tenant tool kit
Implementation
The Strategy and Action Plan will be implemented through the HHP Operations Management Team working in partnership with the TPA, Tenants and Tenants Groups.
Monitoring and Review
The Strategy and Action plan will be reviewed on an ongoing basis. Progress reports will be provided to management team and tenants and to the Board annually. Lettable Standards Scrutiny Group APPENDIX 2 Action Plan Date to be Process Current position Action Actioned by Status
New void scheme will be sourced due to Our Power collapse. This can be revisited after this has been confirmed.
Heating check at COT Not possible at all COTs due to lack of power. New void switching scheme with Citrus Energy being investigated. N/A Ongoing
CoWs have been reminded of the need for a thorough check of all moveable/plumbing items. Repairs post COT to be monitored.
All Repairs sincee 01/04/2016 at properties that have been void Taps, windows, latches etc checked at show 14 repairs to windows; 0 repairs to taps; 0 repairs to door COT CoWs have assured me this happens on each COT. handles. 523 properties/657 Voids 11/03/2019 Complete
Will be discussed at void process review (FEB)
Set grading for allowances were restrictive to housing officers and created an area of conflict with tenants. No set grading allows H.O. to set an appropriate allowance based on the specifics condition of the property in question.
No grading. Based on inspection by CoW/HO. Grading was Issue may be revisted post implementation of new repairs and Grading décor allowance previously in place. Unclear why this removed maintenance contract. 01/03/2019 Complete All plugs and chains are replaced if missing but sanitary ware is Replace Sanitary ware and plugs only replaced if required. No further action required. N/A Complete Current arrangement to continue. R&M contract to be awarded and implemented next April. Tenant Forum will have opportunity to COT Cleaning FES carry out cleaning unless exceptional circumstances consult. 01/03/2019 Ongoing
CoWs already inspect the externals and surrounding area. Any Confirmed that external inspection is done at each COT. Any works identified are added to the appropriate programme if they works that require immediate (risk to tenants or fabric of the Survey outside of property cannot be completed during void period. property. Action are carried out during COT. N/A Complete
Can be added to welcome pack. Change in proceudre has not been consistantly applied.
EPC is currently available to all new tenants but not consistently EPC now available to all staff via Housing Management System. EPC to be made available provided. Procedure will be reviewed regularly to ensure compliance. 31/03/2019 Complete Investment manager has asked for a more specific spec so that Old internal doors & skirtings to be survey work can be discussed as part of next Stock Condition replaced Survey (2023) N/A Complete
Choice with works are done as part of investment works. Keeping Choice with some work e.g. towel rails parts as standard as possible reduces repair times and costs. no further action N/A Complete Lettable Standards Scrutiny Group APPENDIX 2 Action Plan Date to be Process Current position Action Actioned by Status Handled differently depending on tenant method of payment e.g. DD is adjusted; paid to Rent Account if in arrears. All tenants who pay by cash/HB are given options including payment to rent Disturbance/decoration allowance account. details to be added to new website 01/05/2019 Complete Long term goal is to publish new tenant handbook with relevant information for all new tenants. Tenants are also signposted to New tenant booklet relevant services during sign up. Awaiting resource to progress N/A Ongoing Housing officers now perform initial and final inspection. New processes being added: Legionella inspection, Fire door inspection, Smoke detector inspection, electrical safety inspection. Process is robust at the moment but has been identified as Void Process Review requiring streamlining. FES stornoway trialling joint inspections at pre and post COT 31/03/2019 Complete Highlight investment works on Bathrooms/Kitchens done within last Tenant Empowerment/HHP flexibility 24 months 01/03/2019 Complete
Communication Any incoming Transfer applications are matched against existing and tenants are given option to mutually exchange. Data Protection issues and admin issues with advertising transfer properties.
some long term voids are advertised but we do not operate a *System and procedural issues with implementing matching of choice based letting system. If a property is long term void is due transfer applications. Allocations team currently manage this on a Voids on website to lack of demand case by case basis N/A Ongoing
All contractors have been made aware of expectations with Contractor communication re regards to tenant communications. This is reviewed regularly and surveys/repairs satisfaction scores indicate this is not a major issue. Current actions will continue N/A Complete
Actions currently underway/completed CoWs have been empowered to use IT more effectively and this CoWs have been trained to input all works related to CoTs. has reduced time pressure on COT works. Apporx 1 working day Void process review has been saved. Trial of mobile working is underway 31/03/2019 Ongoing
Investment manager has highlighted key areas of development to ensure more accurate admin of investment works: 1. All sign offs/surveys to be managed electronically 2. All updates to be processed on system to increase visibility to all Works are ongoing and will be part of continuous improvement Investment Admin staff programme 30/06/2019 Complete