YHN Board, Tuesday 16 December 2014 by Your Homes Newcastle

Board Tuesday 16 December 2014 at 5.00pm Meeting to be held at YHN House, Benton Park Road, Newcastle upon Tyne. Contact: Jill Davison (telephone: 0191 278 8624 email: jill.davison@yhn.org.uk)

AGENDA Introduction items

Timing

Reminder to switch off mobile phones

5.00

Apologies for absence

Declarations of Interest

Chairs Items

Page No.

Items for Decision Governance 5

Health and Safety

5.05

Customer and Service Delivery Committee Annual 5.10 report. Paul Dutton, Committee Chair

Verbal 4

Financial 7

Newcastle City Council Budget Tony Kirkham, NCC Director of Resources

5.20

Presentation

Rent and Service Charges 2014/15 Tony Kirkham, NCC Director of Resources

5.40

Presentation

NCC review and Financial disaggregation John Lee, Chief Executive

6.00

Verbal

North Kenton Demolition and re-development David Langhorne, Director of Property Services

6.15

6.30

Strategic 11

Tenant Broadband Sheila Breslin, Director of Corporate Services

Items for approval 12

Minutes of the 4 November

6.50

Any Other Business

6.55

Items for Information 14i

Chief Executive Report

14ii

Equality and Diversity update

14iii

Quarter 2 Performance report

14iv

Delegated Decisions

14v

Board Forward Plan February

14vi

Committee Minutes

Protect not for publication 15

Confidential Minutes 4 November

108

4 Board 16 December 2014 Chairs Items Report by Chair For action 1.

Background information

This report updates Board members on items of importance the Chair wishes to bring to members attendance and request feedback. This report includes:



Agenda layout



Board Away Day



Event Invitation Agenda Layout

You will have noticed the agenda layout of today’s meeting has been slightly amended this month. These changes have been implemented to aid the effectiveness of meetings and to ensure that important business matters receive the Boards full attention. The agenda is now clearly spilt into 4 areas; Introduction items, Items for decision, Items for approval and Items for information. Within the items for decision, we have separated items into 3 key areas of business; Governance, Financial and Strategic, in order to highlight the importance of key reports. Timings have also been included on the agenda to assist in the smooth running of the meeting and to clearly inform speakers how long they have allocated. This is hoped will ensure meetings do not run over the allocated 2 hours. I would welcome all feedback on the new agenda layout, and comments should be sent to Olivia.grant@yhn.org.uk 3.

Board Away Day - February

As discussed previously, we are starting to plan for a Board Away Day in February 2015. The away day will be an opportunity to evaluate the strategic direction, priorities and approach we are taking, and remind ourselves of our raison d’etre – our reason for existence and purpose, as set out in our objects. This should be a day of challenge and productive debate which will look at our opportunities and challenges equally. Page 1 of 107

The away day is proposed to be held on 17th February 10.15 - 4pm, and will include lunch. The venue is to be confirmed but will be away from YHN House. The proposed format of the day is to break the session into four parts; Firstly, the day will start with a session on safeguarding. Following the report to Board in November which updated members on the areas of activity within the organisation, this session will provide Board with an overview of the mandatory training which staff have received. Secondly, as discussed at the Board in November, officers have started to undertake a range of pieces of work to ensure that our business is placed on a robust footing. This has included a self-assessment and gap analysis against the HCAâ&#x20AC;&#x2122;s governance standards. It is important that we ensure as a Board we are fit for purpose and complying with our code of governance. The initial findings of the gap analysis will be presented to the away day, and this will provide an opportunity for Board members to input into the emerging areas for action. Thirdly, we are hoping to get an external speaker to facilitate a section on stress testing. Stress testing means testing business plans against a number of different scenarios that could occur at the same time. A combination of the changed environment in which registered providers work and the analysis of the crises experienced in some registered providers have led the regulator to be clear that providers need to ensure that assets and viability are not put at undue risk, and that the skills and capabilities of boards need to match the activities undertaken by the housing organisation. We intend to follow these recommendations to ensure we test the business against a range of factors. Finally, we want to take the opportunity of having time to reflect, review and agree the strategic direction of the organisation. These are the initial thoughts for the away day, but I very much welcome input from all Board members, should you want to suggest topics for the agenda please send them to olivia.grant@yhn.org.uk 4.

Event Invitation

YHN Community Spirit Awards 2015 The Community Spirit Awards celebrate the achievements of all of the good neighbours, community champions, community groups and volunteers who make such a difference to the lives of others. There arenâ&#x20AC;&#x2122;t any strict categories this year, as we'd like to reward the people who make everyone else feel positive about their local area. Some examples are; someone who tries to increase the health and wellbeing of others, or helps others to better themselves through increasing knowledge and education, or works really hard to reduce anti-social behaviour on an estate. Whatever it is, if it makes a difference to someone's life then we'd like to hear about it and reward the people who make our communities across the City such a fantastic place to live. Nominations forms have been sent out to all tenants and the closing date is 12 January 2015. Page 2 of 107

The awards ceremony will be held on 12th February 2015 at St James Park from 5.30pm, and all Board members are invited to attend to show their support and recognition to all those nominated. Please notify Jill Davison if you would like to attend, jill.davison@yhn.org.uk or 0191 278 8624.

Contact Officer: If you have any questions about this report that you would like clarifying before the meeting, you can contact Jill Davison by telephone on 0191 2788624 or email jill.davison@yhn.org.uk

Page 3 of 107

Board 16 December 2014 Customer and Service Delivery Committee Annual report Report by Chair of Customer and Service Delivery Committee

For Information 1.

Background information

1.1 This report provides a summary of the work of the Customer and Service Delivery Committee from September 2013 to September 2014 (the period). 1.2 The purpose of the Committee is to make sure that the decisions relating to the delivery of services and activities for our tenants and leaseholders are at the heart of what we do. Within the scheme of delegations the Committee oversees the following areas of work 

The investment programme and asset management



Repairs service



Support and care



Housing options



Income (relating to rent collection and rent arrears)



Tenancy and estate management



Customer service



Business services



Leasehold management service



Customer involvement and positive activities



Environmental issues

1.3 The Director of Tenancy Services is the lead officer for Committee, Paul Dutton is the Chair, and Nitin Shukla is the vice chair. 1.4 The Committee meets six times a year and did so during the period. The terms of reference were reviewed at the December 2013 meeting and the changes were subsequently approved by Board in January 2014.

1.5 The Customer and Service Delivery Committee oversees a range of activities on behalf of the Board and these include: Page 4 of 107

Within the overall budget allocated by Board to agree in-year re-allocations to contractor partners To agree replacement rules/specifications To agree changes to the Investment Delivery Programme To agree changes to the housing management service To agree Local Lettings Plans To agree changes to engagement with customers To agree service reviews To scrutinise, review, comment on the Lettings Policy for recommendation to Board To scrutinise, review and recommend to Board matters relating to Supporting People commissioning To scrutinise, review and recommend to Board matters relating to the development of new services 1.6 Members of the Committee take an active part in meetings, providing supportive challenge to the officers that attend. The level of attendance at the committee during the period has been good from most members; however one tenant member has problems attending the Committee due to work commitments and attended only two out of seven meetings in the period. Another tenant member attended four out of seven meetings and one of the council representatives attended four out of seven meetings. 2.

Work plan summary

2.1 During the course of the period the Customer and Service Delivery Committee has considered a range of broad areas of activity including: 

Reviewing the performance of the investment programme. This is a standing item on the agenda and includes details of contractor performance and customer satisfaction levels



Approaches to customer satisfaction of the repairs and maintenance service. Committee has considered how deaf customers are able to give their views when the majority of the satisfaction is recorded by telephone. Alternative approaches have been put in place. Committee also reviewed the new repair reporting app.



The Customer Service Excellence standard. Committee were made aware of the requirements of the standard and our plans to reapply for the award this financial year.



The provision of new and remodelled older peoples accommodation at Central Walker and Moor House. The Committee received presentations on these new initiatives for YHN. Architects involved in the Central Walker scheme attended a meeting and the views of the Committee were fed in to the scheme developments



The proposals for and the findings of the Survey of Tenants and Residents. The Committee approved the questionnaire earlier this year. The results of Page 5 of 107

the survey were presented to the Committee at its last meeting. 

The review of property designations and local lettings plans. During the period the Committee received three reports detailing the results of a programme of reviews and made decisions on the retention or adjustment to current designations. The Committee also considered our approach to the allocation of multi storey blocks.



The reviews of the Advice and Support service and the Young Peoples service. These were two significant services reviews that the Committee had a significant interest in during the period. The scope of the reviews was approved by the Committee in May and the Chair was invited to join the project group. An interim report was considered by the Committee in September and the final proposals for the service improvement plans will be brought to Board in February



Right to buy and Leasehold activity. Committee have received two reports during the period that set out the right to buy position and an update on the Leasehold service improvement plan.



Customer insight activity is reported to Committee three times a year. the report describes the range of customer engagement activity carried out by YHN

In addition the committee had a tour of a part of the city to look at investment programme activity that had had a positive impact and areas of concern. The tour took place in May and the whole Board was invited. Those that were able to take part found it very useful however attendance was low. 3.

Conclusion and recommendations

3.1 Customer and Service Delivery Committee have a wide ranging remit covering a significant proportion of YHN’s customer facing services. The agendas have been varied and the Committee members have responded positively to the work plan. Attendance at meetings has been good by the majority of members. 3.3 Board are recommended to: 

Note the work of the Customer and Service Delivery Committee over the period September 2013 to September 2014.

Background Papers Customer and Service Delivery Committee minutes September 2013 to September 2014 Customer and Service Delivery Committee terms of reference Contact Officer: If you have any questions about this report that you would like clarifying before the meeting, you can contact Neil Scott by telephone on 0191 278 8711 or email neil.scott@yhn.org.uk

Page 6 of 107

Board 16 December 2014 North Kenton Regeneration Report by Director of Property Services

Decision

Background information

1.1

North Kenton is a key regeneration project identified within our Housing Investment Programme. The project includes the demolition of 92, one bedroom flats within five, five storey blocks on Banbury Road, Apsley Crescent and Hillsview Avenue and the re provision of 65 general needs apartments in new three storey accommodation on the Banbury Road site. A site plan is attached as Appendix One.

1.2

The Asset Management Strategy approved by Board in November identified Net Present Value (NPV) analysis as the key measure to understand the financial sustainability of our investments and that this process will be used to assess all new major projects which provide new units. This process has been applied to the existing blocks and has identified them as being unsustainable. The NPV calculation identified these blocks as having the lowest net present value in the City. The sustainability analysis identified them as poor performing compared to other estates across the City with a high level of terminations and a low number of tenancies held for more than three years.

1.3

The blocks have various design and layout problems such as: ď&#x201A;ˇ

Stairwells which are steep and difficult to climb for elderly and mobility restricted residents.

ď&#x201A;ˇ

Internal corridors which are dark, narrow and unwelcoming.

ď&#x201A;ˇ

Circulation spaces which are narrow with the approach to some front doors enclosed in a corridor and hidden away. There is a general feeling of poor security because there are so many hidden nooks and Page 7 of 107

poor sight lines across landings. ď&#x201A;ˇ

The flats have been internally refurbished but layout is poor with access to the toilet/shower room in some blocks via the kitchen.

ď&#x201A;ˇ

Internal bin stores which cause foul smells throughout the blocks.

All five blocks received internal improvements through the modern homes programme during 2009 to 2011 and external improvements during 2008 to 2011. 1.4

1.5

2. 2.1

YHNâ&#x20AC;&#x2122;s Young Peoples Service manage the Hillsview Avenue block. This service provides supported accommodation for a maximum of 17 young people who range in age between 16 and 21 years. The block also includes offices and communal facilities which are located on the ground floor. The block will be demolished as part of the regeneration project. The Young Peoples Service is currently reviewing options for delivering this service which include relocation to an alternative building or delivering an outreach service. Customer and Service Delivery Committee received a report in November 2013 on this project. This provided detail on the regeneration proposals and also the financial assessment based on estimated costs. Since then the project has been procured through the Leazes Homes developer framework and Keepmoat has been appointed as the successful contractor. It is therefore appropriate to review the financial assessment and ensure this project fits with our Asset Management Strategy priorities and is still financially viable. Project Update The rehousing has gone well and all tenants have now been rehoused. The Hillsview Avenue block is still occupied. The service will be closed once a decision is reached on how the service will be delivered. There are a small number of tenants who have indicated they may want to return to the new build apartments. These tenants will be kept up to date with this project as there are details still to be confirmed for example rent levels. Tenants have been advised that to return there would be an expectation that they would have either clear rent accounts or accounts with reducing arrears and that they are not subject to any anti-social behaviour action.

2.2

This project was submitted to the Homes and Communities Agency (HCA) Affordable Homes programme 2015-18. The HCA advised us to submit the grant application through the Continuous Market Engagement (CME) fund which is allocating funding to projects when they are further developed. A submission will be made to this fund once demolition is underway.

2.3

The demolition contract has been awarded to Thompsons of Prudhoe. The demolition will start on site as soon as all utilities have been cut off and asbestos has been removed which is likely to be early January. Demolition should be complete by May 2015. Page 8 of 107

2.4

The new build has been procured through the Leazes Homes developer framework and Keepmoat has been awarded the contract. This will provide 65 general needs apartments in new three storey accommodation. The accommodation will provide:  45, one bedroom apartments,  19, two bedroom apartments and  One, three bedroom ground floor wheelchair accessible apartment. The scheme will be in accordance with Secured by Design principles, Building for life criteria, HCA Design and Quality standards and Code for Sustainable Homes level three. Discussions are being held with Keepmoat about the possibility of developing one block using modern methods of construction. This may achieve the Code for Sustainable Homes level four. This will enable some analysis of the difference in the construction types and the levels of savings which can be achieved for our tenants. As there are likely to be costs associated with this, the proposal will only be progressed if a bid to the HCA is successful as this will provide us with a value for money surplus. This is detailed in section 3.1

Issues and concerns

3.1

The financial assessment of the new scheme is attached as appendix two. As the scheme is a re-provision it is important that we take the value of the old scheme and any demolition costs into account while evaluating the re provision overall. £'k Value of new scheme before demolition costs: 879 Less: Demolition costs and disturbance costs (410) Value of new scheme after demolition costs: 469 Less: value of original scheme (368) Value for money surplus overall 101

This tells us that we can achieve the improvements to the way people live whilst still protecting the viability of the HRA. The assessment assumes that we will be successful in achieving the HCA funding and has assumed grant funding of £1.3m which is £20k per unit. This is the level of grant we were awarded in the first round of allocations. If this bid is successful there will be a value for money surplus of £879k over a thirty year period. If the bid is unsuccessful this will result in a value for money gap of £420k. Early discussions with the HCA have indicated this is the type of Page 9 of 107

project they would be looking to support. If the HCA bid is successful there will be a requirement to set affordable rents. The difference between the social and affordable rent is as follows: One bedroom apartment at current social rent is £69.30. The affordable rent will be £90. Two bedroom apartment at current social rent is £77.39. The affordable rent will be £110. The project fits with the following priorities within our Asset Management Strategy: 

Ensure our investments are sustainable – this report outlines the approach which has been taken to review the existing blocks and ensuring the new build proposal is financially viable.



Meet future demand and demographics – the new build proposal meets the demand created by the governments under occupation charge and provides modern one and two bedroom sustainable apartments



Work in partnership and encourage employment – the project provides increased opportunities for training an employment through the construction activity. Invest to improve our environmental sustainability performance - the project must meet the BREEAM (environmental assessment method and rating system) multi residential very good.



Build friendly and safe neighbourhoods - the project will incorporate secured by design principles

If we are unsuccessful in our bid to the HCA, we will work to value engineer the cost of the scheme down. Board need to be aware that for very good reasons the HCA have both high space and technical standards which we may need to reduce as part of the value engineering process if the bid is not successful.

The Business Implications

4.1

Mission and Strategic Objectives: This report links with our strategic objectives to make the money deliver, to create homes and neighbourhoods we can all be proud of and work together to realise a brighter future.

4.2

Value for money/efficiencies: This project has been procured as design and build using the Leazes Homes Developer Framework. This framework ensures we achieve value for money. If the HCA bid is unsuccessful then opportunities will be identified for efficiency savings to reduce the value for money gap.

4.3

Resources (financial, property, technological or human): Financial – there is a capital cost to deliver this work of £6.1m. This includes new build and also fees and contingencies but excludes the demolition and home loss costs of £410k. The cost of this project will be funded by a mix of HRA and HCA Page 10 of 107

funding if our bid is successful. The detailed financial business case is attached at appendix two. 4.4

Impact on services/performance: There will be a positive impact on repairs and maintenance as the existing blocks have high repairs and maintenance costs and the new properties will require significantly less expenditure. Once work is complete the properties can be managed within existing housing management resources.

4.5

Outcomes for tenants/leaseholders: The existing blocks were meeting the demand for one bedroom accommodation but the accommodation was very poor. The new build will continue to meet the demand for one and two bedroom properties in this area and will help us respond to the impact of welfare reform. There is also demand for the ground floor three bedroom wheelchair accessible apartment.

4.6

Risk (reputation, relationship): The only risk identified with this project is linked with the HCA bid which is highlighted in section 3.1

4.7

Environmental: This project will meet the BREEAM (environmental assessment and rating system) multi residential very good.

4.8

Legal: The only legal implications are those associated with the procurement and construction process.

4.9

Equality and Diversity: All new properties are allocated via Tyne and Wear Homes to ensure those who have the greatest need for housing have the greatest opportunity to get it.

4.10 Stakeholder Involvement/consultation: Consultation has been carried out with the local councillors. The proposals were also discussed in a consultation event and individually with the tenants who lived in the existing blocks. 5.

Conclusion and recommendations

5.1

This regeneration project provides an opportunity to remove unsustainable stock and provide homes which are fit for 21st century living. Board is recommended to receive this report and: 

Agree to recommend to Cabinet that the Housing Investment Programme has a capital budget of £6,065,961allocated from the HRA to deliver this project.



Agree that there is a bid made to the HCA for this project.



Agree that modern methods of construction will be progressed for one of the blocks if the HCA bid is successful.

Page 11 of 107

6. 6.1

Implementation 

Start on site with demolition in January 2015



Completion of demolition May 2015



Start on site with new build in July 2015



Completion of new build in September 2016

Contact Officer: If you have any questions about this report that you would like clarifying before the meeting, you can contact Jen Vinton, Head of Assets and Regeneration by telephone on 0191 278 8789 or email jen.vinton@yhn.org.uk

Page 12 of 107

RED

LAN

D AV ENU E

222

Surgery

80.5m

182

_ _ _ _ _ _ _ _ _ _ _

174

G AN

_ _ _ _ _ _ _ _ _ _ _

81.7m

_ _ _ _ _ _ _ _ _ _ _

172

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ANFI ELD

_ _ _ _ _ _ _ _ _ _ _

TCB

170

_ _ _ _ _ _ _ _ _ _ _

1 to 50

R R 158

_ _ _ _ _ _ _ _ _ _ _

TCP

_ _ _ _ _ _ _ _ _ _ _

LAITH ROA D

Anfield Court

ROAD

_ _ _ _ _ _ _ _ _ _ _

80.2m

Ponds

_ _ _ _ _ _ _ _ _ _ _

146

_ _ _ _ _ _ _ _ _ _ _ R

_ _ _ _ _ _ _ _ _ _ _

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_ _ _ _ _ _ _ _ _ _ _ _

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_ _ _ _ _ _ _ _ _ _ _ _ 9

_ _ _ _ _ _ _ _ _ _ _

_ _ _ _ _ _ _ _ _ _ _ R

78.0m

_ _ _ _ _ _ _ _ _ _ _

_ _ _ _ _ _ _ _ _ _ _ 3

73.2m

Sloping masonry

61-99 Banbury Road 101-139 Banbury Road 141-179 Banbury Road 107-145 Apsley Crescent 99-121 Hillsview Avenue (Stepping Stones)

Block Info:

78.6m

71.3m

_ _ _ _ _ _ _ _ _ _ _

77.4m

Club

ROWAN DRIVE

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COLGROVE PL

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72.5m

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JJ - YHN Schemes/2014-15/RG0001/North Kenton 5 St Flats - Regeneration - 26/11/2014

NORTH KENTON REGENERATION

204

_ _ _ _ _ _ _ _ _ _ _

HILLSV IEW AV ENUE

192

to 17

COLU MBI

AFTON WAY

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107 to 145

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1 12

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to 99

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105

30 14

Page 13 of 107 15

_ _ _ _ _ _ _ _ _ _ _

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Page 14 of 107

Number of units Bedsits 1 bed 2 bed 3 bed Total units 0 45 19 1 65

-£373,946 5% -£355,810

£39,000 £39,000

Revenue costs (on-going) R&M annual cost Total revenue costs

Income (on-going) Annual Rental (inc. Concierge) Voids/Bad Debts assumption Total income

£53,470 £35,750 £89,220

Management Costs (on-going) 2014 Concierge cost 2014 Mgmt cost Total management costs

£786,471 £786,471

-£1,300,000 £0 -£1,300,000

Additional income (one-off) HCA Grant Contributions Total additional income

Lifecycles lifecycle cost Total lifecycles

£5,464,830 £273,242 £327,890 £6,065,961

North Kenton

878,660

Construction (one-off) Cost of build Contingency Fees Total construction cost

VFM (gap)/surplus of scheme

‐6,000,000.00

‐5,000,000.00

‐4,000,000.00

‐3,000,000.00

‐2,000,000.00

‐1,000,000.00

‐

1,000,000.00

2,000,000.00

2.7% 3.2% 2.2% 4.5%

Appendix Two - North Kenton Financial Appraisal

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30

VFM (gap)/surplus of North Kenton

Standard assumptions Inflation - RPI Inflation - Rental Inflation - CPI Cost of capital

Board 16 December 2014 Tenant Broadband Report by Assistant Chief Executive and Director of Corporate Services For Decision 1.

Background information

1.1 Board received a report in January 2014, setting out how YHN intends to realise our aspiration to “deliver affordable, and ideally free, basic internet into every Council home, offering tenants access to a range of services and facilities including freeview TV, access to local public services, online money management, connections for telecare and telehealth equipment, and optional 'pay-for' TV and broadband internet services”. A further report in July 2014 agreed an approach to designing a programme of commercial and technical trials, and the resulting proposals are contained in this report. 1.2 YHN believes our aspiration is important because: 

Getting online is increasingly necessary in the modern world. Public service providers are expected to save money by steering people towards online services and away from face-to-face or phone contact, and central government plans to be "digital by default" by April 2014.



Tenants claiming Universal Credit will be expected to complete their applications online, and it is government policy to make all public services "digital by default".



We want our tenants to have access to the internet at home to drive everyday usage and improved ICT skills. For many, the internet opens up new opportunities to keep in touch with friends, relatives and others; to save time and money on shopping and bills; and to access education, information and news.



Wherever we can make an ICT connection to a tenant’s home, we unlock the potential for added future benefits in relation to customer communication, care services, provision of telecare and future work with health services.



There is evidence that most people only become confident and regular internet users when they are able to go online at home. Page 15 of 107

Board has previously approved a Top 20 target to “complete the procurement for a supplier of tenant broadband by 31/03/2015”. 1.3 The Tenant Broadband project is one element of a broader digital inclusion agenda being pursued in close cooperation with Newcastle City Council and is part of the Council’s “Go Digital Newcastle” programme. Go Digital Newcastle is aiming to deliver more available, accessible, and affordable broadband across the City leading to improved digital inclusion and economic growth. The Council has recently awarded a concession to provided free Wi-Fi within the city centre, and YHN is helping tenants to develop basic ICT skills and understanding, and working with the Council to ensure that all tenants have access to nearby online facilities. However, we believe it is possible, and necessary, to go further than making the internet available in the city centre, public buildings and community spaces. 1.4 Board agreed at its January 2014 meeting to:    

carry out a formal procurement exercise, in partnership with the Go Digital Newcastle project team, seeking to deliver a free basic internet service to all tenants consult with tenants to ensure that the service being procured will be attractive to them, and meet their main needs and aspirations for internet access approve a budget of £66k to pay for specialist advice in relation to technology and the supplier marketplace, as well as legal and contract advice establish a Steering Group including both Council Members and YHN Board Members to oversee the project

Based on our previous experience of engaging with broadband suppliers and the limited number of case studies for this type of tender, Board recognised that there was a real risk that YHN may be unsuccessful in appointing a supplier. 1.5 A further report to Board in July 2014 presented the results of this research, and Board agreed:  

that it was not appropriate to proceed to a city-wide procurement at this stage, and to design a programme of commercial and technical trials to allow us to evaluate the various delivery models and technologies across a range of property types.

1.6 The purpose of this report is set out this programme of work, with indicative costs where possible, for Board’s approval. In addition, the report presents some new information which has been used in the development of that programme of work, in particular:  

a summary of project-related activity since the last report to Board findings from visits to Wheatley Group in Glasgow, where a free wi-fi Page 16 of 107

  2.

trial has been running for six months, and Halton Housing, where tablet devices with internet access are being trialled a summary of the city centre free wi-fi concession recently awarded by the Council, and ongoing work to ensure our Tenant Broadband plans are closely aligned to Council’s provision of free wi-fi a further breakdown of demographic data to provide context

Activities conducted since the last Board report

2.1 The Tenant Broadband Steering Group met on 28 November to review progress. The Steering Group is chaired by the YHN Chair, and is comprised of YHN Board members, an NCC Cabinet Member, representative of Newcastle and Northumbria universities, supported by relevant YHN and NCC officers. 2.2 The Head of IT attended an event hosted by Halton Housing which focused on Halton Housing’s implementation of their Digital Vision. Some key learnings from the visit are summarised in Appendix A. 2.3 The Chief Executive and Head of IT visited Wheatley Group in Glasgow. Wheatley Group is the result of a merger of which the largest component is Glasgow Housing Association. Jason Whalley, Professor of Digital Economy at Northumbria University, also attended the visit. Findings from the visit are summarised in Appendix A. 2.4 The Business Strategy Team has undertaken research to understand the approach that is required to support tenants to be digitally included. We know that the provision of technology is not sufficient to tackle digital exclusion on its own and that support and training is vital to help those get online. Following research from Job Centre Plus we are using customer segmentation to help us tailor our support to customers. This work is helping us categorise areas within the city where we will have to tailor our training and support to customers. An event to understand customer culture in relation to our services was delivered in October. This analysis has helped us to understand the reasons behind customers’ preferred methods of contact. A key theme identified is that if customers have the correct training and support, the shift to digital will be less threatening. This will support the work with the group of customers who are unready to use online services due to lack of skills. A proposal is being developed for how YHN can support the work of digital champions within the organisation. Background research on lessons learnt from housing providers who have used the existing digital champions network Digital Unite will help inform the possible options for YHN. A report will be going to YHN’s Wider Management team in January 2015. 2.5 We have carried out further analysis on national and local data, including the British Population1 Survey and our own most recent Survey of Tenants and Residents (STAR). A summary of this analysis is provided in Appendix B, and will be used in the Page 17 of 107

design of the digital skills support elements of the programme. 2.6 The Head of IT has met with Patrick Olivier, Professor of Human-Computer Interaction at Newcastle University, to discuss joint work on the design and development of people-friendly online services. The discussion identified a number of ways in which the challenges facing YHN could provide material for the work of the University’s “Culture Lab”, and in particular for the research projects of PhD students. We agreed to hold further discussions once YHN’s plans for digital rollout were firmer, and would expect these discussions to commence following agreement at today’s Board of the programme in section 4. 2.7 We have agreed an outline research approach for the “collaborative PhD” Board has agreed to fund at Northumbria University, focused on the adoption of digital services by YNH tenants. We anticipate an appointment being made early in 2015. 2.8 We have been liaising with NCC to investigate ways of combining the procurement of our tenant wi-fi service with the Council’s procurement of internet access for libraries and public buildings. These conversations are ongoing and a verbal update will be provided to Board at the meeting. 3

Council free wi-fi concession

3.1 The Council has announced that BT will be its preferred supplier for free outdoor city-centre wi-fi, and is hoping have the service operational early in 2016. Following the collapse of the Council’s initial preferred supplier, Gowex, the relatively rapid appointment of BT has reduced delays to the scheme to a minimum. However, the BT concession will not be extending the outdoor service to high streets outside the city centre, nor will it provide wi-fi within libraries and other public buildings. BT believes it is not commercially viable to provide this without levying a service charge on the Council, and this is not possible within a concession contract. The provision of wi-fi in public buildings remains a Council priority, and YHN and the Council are currently discussing the option of a joint service contract procurement to provide a wi-fi service to libraries, public buildings and selected parts of the council housing stock. The Council currently has £350k of capital funding earmarked for this procurement, and has approached the Department of Culture, Media and Sport to seek additional funds from the underspent Super Connected Cities budget. The total cost of meeting the Council’s aspirations for public buildings, along with the programme of internet connectivity detailed in this report, is likely to be between £1.5m-£3m over five years. 3.2 If a joint procurement can be undertaken, this should result in a reduction in Page 18 of 107

procurement cost, the chance to benefit from economies of scale and the likelihood of a universal service under which a tenant accessing the internet in a communal lounge within a sheltered housing scheme would get the same experience as they would when connecting in their local library. 3.3 The proposals below aim to provide the greatest initial coverage for the lowest cost. 4.

Proposed actions

4.1 Board agreed in June that the project team should “design a programme of commercial and technical trials to allow us to evaluate the various delivery models and technologies across a range of property types”. Based on the evidence presented above, a number of short (3-12 months), medium term (12-18 months) and longer term (2-3 years) actions are presented in the table in Section 4 below. These proposals are intended to:          

deliver services of genuine value to customers be affordable make use of existing network infrastructure allow front line staff to provide targeted support to customers in most need allow front line staff to support customers needing to access the internet to comply with the requirements of welfare reform provide opportunities to develop incentive-based operational models test in practice the main technical and commercial models identified by the project provide an evidence base to support the development of a longer term programme begin to deliver on YHN’s core aspiration to provide “affordable, and ideally free, basic internet services” to all Council tenants include reference to additional actions required to provide the supporting services needed to ensure the new connectivity provided is accessible to digitally excluded customers

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4.2

Action 1 – Free wi-fi in sheltered accommodation

4.1

Medium term: Provide free wi-fi to all residents in young people’s accommodation within communal areas.

Action 2 – Free wi-fi in young people’s accommodation

Long term: Provide low-cost wi-fi to residents in sheltered accommodation in tenants’ own rooms in a small number or trial sites where demand and an appropriate support model can be demonstrated

Medium term: Provide free wi-fi to all residents in sheltered accommodation within communal areas.

Short term: Provide free wi-fi to all residents in at two sheltered accommodation schemes within communal areas using commercial domestic services.

Proposed programme

We currently provide PCs for young people to use in communal spaces, but do not provide wi-fi.

The wi-fi services we hope to procure jointly with NCC should allow us to provide a free service within young people’s accommodation at a modest cost to YHN.

Many young people consider being online to be an important element of being an active

Background

Opportunities

Rollout of the new wi-fi service being procured is unlikely to commence within 9 months.

Residents without existing skills are likely to need significant support to become confident internet users

Challenges

The evidence we have gathered suggests that older residents have significantly less access to the internet than younger people, and that there is relatively little progress being made in the absence of specific interventions.

Following NCC’s recent procurement of city-centre free wi-fi services from BT, we hope to procure jointly with NCC a service to provide wi-fi to council housing stock in addition to libraries and public buildings, making use of the Council’s existing networks where possible. Most Council sheltered accommodation currently offers no internet access to residents, and those moving into sheltered accommodation are in some cases having to give up online services. Anecdotally, demand for internet services in sheltered accommodation is growing, and there is substantial evidence that access to the internet improves the life experience of older people.

Background

Opportunities

Communal space only: £5-10k per scheme

Total 5-yr cost

Short term action: <£2k over 18 months

Including tenant rooms: £20k per scheme

Communal space only: £5-10k per scheme

Total 5-yr cost

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4.3

Long term: Identify a tower block where existing infrastructure will allow free wi-fi to be provided to all flats at modest cost

Medium term: Provide free wi-fi within communal spaces in a small number of tower blocks where there are suitable locations and local residents willing to support other tenants

Action 3 – Free wi-fi in tower blocks

The experience of Wheatley Group was that it was hard to engage tower block residents in a free scheme,

Capital costs are likely to be substantial where services are provided to individual flats.

Challenges

The network infrastructure already in place to support the CCTV, alarms and intercom network will reduce the cost if it can be re-used.

The experience of Wheatley Group suggests that the provision of free wi-fi to individual tower blocks is not yet cost effective.

The wi-fi services we hope to procure jointly with NCC should allow us to provide an affordable service within tower blocks, at least within communal areas.

However, the growing use of networked devices (CCTV, alarms, intercoms, etc) within high-rise blocks suggests that the provision of an internet connection into every flat should remain a longer-term ambition.

Background

participant in society.

Opportunities

Appropriate controls and safeguards will be need to be built into the service provision to ensure the young people’s welfare is safeguarded. Staff training and awareness-raising will be required.

Challenges

Including tenant rooms: £150k per scheme

Communal space only: £5-10k per tower block

Total 5-yr cost

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4.5

4.4

Medium term: develop a structured programme to provide tablet computers with a low-bandwidth 3G data contract to targeted customers within a framework of incentives and affordable payments.

Short term: provide free tablet computers with a low-bandwidth 3G data contract to targeted customers subject to Universal Credit for a 12 month period.

Action 5 – Internet-enabled tablets for targeted use

Medium term: provide free wi-fi within communal spaces in a small number of low-rise accommodation blocks

Action 4 – Free wi-fi in low-rise accommodation blocks The technical challenges of providing internet services in lowrise accommodation are similar to those faced in tower blocks, although there is less existing network infrastructure available for re-use to reduce cost. Where suitable communal areas are available, provision of free wifi is likely to be cost effective, but it may never be affordable to provide free wi-fi to all flats in lowrise accommodation.

The wi-fi services we hope to procure jointly with NCC should allow us to provide an affordable service within low-rise accommodation, at least within communal areas. . Challenges

Background At this time, the cost of providing free internet services to other property types (eg terraces and semi-detached properties) is unlikely to be affordable, especially if take-up rates are only modest, as would be anticipated. The costs of a targeted programme based on mobile data contracts would be limited to those customers taking up the service.

Opportunities The cost of tablet computers has fallen rapidly, and a 3Gready device of acceptable quality can be purchased for around £70. Low bandwidth data contracts are available for around £5. Devices using mobile data are a means of providing free or low-cost internet services within non- multiple dwelling property types.

Capital costs are likely to be very substantial where services are provided to individual flats.

Background

Opportunities

despite the availability of significant resources.

Per tenant: £120

Annual Cost

Including tenant rooms: £150k per scheme

Communal space only: £5-10k per scheme

Total 5-yr cost

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4.6

Long term: plan and implement a city-wide rollout of the support model, working with the Council and other partners and using evidence to focus investment on areas of greatest need.

Medium term: implement the model to provide support for the medium term actions in this plan.

Short term: develop a digital skills support model including digital champions and face-to-face skills support, and identifying available external funding.

Action 6 - Digital skills support for tenants

There are currently relatively low numbers of publicaccess internet stations across the city, and very few providing face-to-face support.

Challenges

Where housing organisations have sought to support tenants getting online, they report limited success where digital skills support is not made available.

There is a growing body of evidence developing within the housing sector on the effectiveness of different types of intervention, but there remain few examples of digital inclusion and digital skills activity at scale.

There is significant funding available for digital skills initiatives, and a number of potential partners for research and delivery. A digital champions model, drawing on the voluntary contribution of tenants, students and others, offers the potential to leverage investment in training and support for the champions network.

Background

Opportunities

There are few existing models for identifying customers to receive targeted support, and for incentivising positive use, although in the short term inclusion in the Universal Credit programme is likely to be a key factor.

Challenges

We will be seeking substantial support through external funding and partnership work.

Proposals for digital skills support are currently being developed by the Customer Involvement team.

Revenue Cost

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4.7

Long term: review the impact and costs of the involvement of front-line staff in supporting digital inclusion work in the pilot areas, agree an organisation-wide approach and provide training, support and guidance as appropriate.

Medium term: provide appropriate training, support and guidance to front-line staff in areas affected by the other short term actions in this plan.

Short term: agree the role of frontline staff in different services in supporting tenants getting online.

Action 7 - Digital skills support for front-line staff The experience of social housing providers who have sought to equip tenants with the tools and connectivity to get online is that front-line staff need to be familiar with the technology, and that direct support to tenants from front-line staff is highly effective.

Our tenants already know and trust our front-line staff, and these contact points potentially provide efficient and effective opportunities to offer targeted support to tenants needing help getting online.

The introduction of universal credit will simultaneously increase the core-business workload of front-line staff (eg arrears management) and increase demand for digital support from customers needing to manage their claims online.

Challenges

Successful â&#x20AC;&#x153;channel shiftâ&#x20AC;? away from face-to-face contact into online service provision will reduce demand on front-line services.

Background

Opportunities

Our experience so far suggests that one-off training events have relatively low impact on digital exclusion.

The cost of this proposal will be dependent on whether the scale of frontline support offered leads to a need to increase overall capacity.

Revenue Cost

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4.8

Medium term: work with Newcastle University to explore cost-effective opportunities to help users new to online services to make the most of the new connectivity, integrating this work with the research YHN is funding at Northumbria University

Action 8 – Development of accessible online services

Use of public sector online services tends to lag behind use of commercial services (eg online shopping). If we focus only on making our own services available online, we are likely to have limited success.

Challenges Much of our focus thus far has been on the first two of these, but the development of online services accessible to inexperienced users will be a great importance.

connectivity skills services

The available research suggests that there are three vital components to getting people online:

YHN and NCC are currently developing their digital strategies, and expect to invest in a significant expansion in online services over the next few years.   

Background

Opportunities

Our work with Newcastle University may identify a need for some additional expenditure on the development of services to stimulate take-up and use, in addition to the development of core online services.

The costs of implementing YHN and NCC’s digital strategies will be included in future Board reports on this subject.

Cost

The Business Implications

5.1

Mission and Strategic Objectives: The YHN Business Strategy 2013-16 states that YHN will “tackle inequalities by promoting digital access and training.” This is part of our strategic objective to “work together to realise a brighter future.”

5.2

Value for money/efficiencies: We believe that the provision of an internet connection to tenants’ homes will help them to save money, and reduce the cost of providing services to them, although we have not attempted to quantify these savings and this is not the primary driver of this proposal.

5.3

Financial Implications: We anticipate that the cost of the short term actions proposed in this report can be met within the budget already approved by Board. The costs of the medium and long term elements of actions 1-4 would represent significant cost to the Housing Revenue Account and will follow agreed approval processes within the Council. The cost of implementing the medium term elements of these actions is likely to be in the order of £1m over five years. The costs associated with actions 5-8 have yet to be determined and will depend primarily on the allocation of staffing resource to these activities. European funding This project may be suitable for the new funding programme for the European Regional Development Fund (ERDF) and European Social Fund (ESF). It is likely that we would isolate the YHN demand stimulation/skills development activity as a project in its own right, and will explore ESF funding to maximise outcomes and results. Suppliers would also need to undertake their own demand stimulation activity as part of the infrastructure implementation. We have submitted the details of this project into the ‘project pipeline’ at Newcastle City Council to ensure that there is a hook for any future funding. Based on initial conversations, it is not expected that a call for projects will happen until November or December 2014 following agreement of the strategy by Brussels.

5.4

Resources (financial, property, technological or human): The project is being managed jointly by the YHN Head of IT and the Go Digital Newcastle project team. Some dedicated project management resource has being provided by the Go Digital Newcastle project team, some of which may be recharged to the project along with costs for internal specialist advice and legal services. These costs are being met from the budget previously agreed by Board. YHN has not so far provided dedicated resource to the project, but has led on procurement, finance and customer involvement. In the future phases of work, the allocation of dedicated resource within YHN may be required.

5.5

Impact on services/performance: We believe that the rollout of tenant broadband will offer numerous opportunities for service improvement over time. In particular, targeted and timely communication Page 26 of 107

with tenants will be easier, and the service will support the planned future development of telecare services. 5.6

Outcomes for tenants/leaseholders: We anticipate that positive outcomes for tenants will include:     

5.7

improved access to local information free online access to key local and central government services reduced cost of internet connectivity opportunities to save money through online shopping and bills improved employability and training opportunities

Risk (reputation, relationship): The primary risk identified at the start of the project was that we may be unsuccessful in appointing a supplier because we have taken the wrong procurement approach, or because the proposition is not commercially attractive. It is now clear that the initial proposition would not have generated affordable responses from the market. To mitigate this risk, we carried out early market engagement, made use of external specialist advice in constructing our technical specification and contract documentation and adopted an implementation approach based on small-scale, targeted trials.There is some risk that the project is seen to be providing an unfair advantage to social tenants over other members of the public. To minimise this risk, and to avoid state aid issues, we need to ensure that YHN can clearly identify the benefits of any core service which is paid for by the HRA. We will also develop a communication and engagement plan to monitor and manage publicity. The Steering Group is maintaining a formal risk log.

5.8

Environmental: Any infrastructure work may require some disruptive work, for example digging up roads to lay new fibre cable. There is an expectation that the provision of a universal digital communication channel to tenants will reduce the amount of paper used to communicate with tenants.

5.9

Legal: There are significant legal considerations, including state aid and European procurement legislation. We will continue to take appropriate internal and external legal advice as necessary.

5.10 Equality and Diversity and Community Cohesion: Significant data has been gathered about the specific tenant groups most affected by digital exclusion, and these are summarised in Appendix B. Older people and those with disabilities are heavily over-represented amongst those without internet access. We anticipate a number of specific benefits will be identified from the project for older tenants and those with limited mobility. There has been substantial but inconclusive discussion in the media regarding the impact of online communication on community cohesion, but there may be an Page 27 of 107

indirect positive impact from improvements in employability, financial savings, etc 5.11 Stakeholder Involvement/consultation: Significant tenant involvement and consultation has been carried out during the pre-procurement phase and has helped to shape the design of he programme presented in this report. 6.

Conclusion and recommendations

6.1 The Board is asked to: 6.1.1 Express support to the Council for the adoption of the medium and long term elements of actions 1-4 of the programme set out in section 4, above within a procurement of wi-fi services for public buildings and social housing, appropriately supported by funding from the Housing Revenue Account. 6.1.2 Approve actions 5-8, together with the short-term element of action 1. 6.1.3 Agree the future role and remit of the Tenant Broadband Steering Group. 7.

Implementation

7.1

No further meetings of the Tenant Broadband Steering Group have been scheduled at present. Future meetings will be arranged in consultation with the Chair in line with Board’s agreement on its future role.

7.2

The short-term elements of the programme of work set out in section 4 will begin immediately, where not already in progress. The remaining elements of actions 1-4 are dependent on financial approval by the Council, and implementation will be coordinated with relevant Council officers. The medium and long term elements of actions 4-8 will be managed within YHN’s Inclusive Digital Housing Services project and progress will be reported to Board at appropriate intervals.

7.3

We anticipate that the short-term actions identified will be completed by September 2015.

Background Papers Tenant Broadband – Board January 2014 Tenant Broadband – Board July 2014 Contact Officer: If you have any questions about this report that you would like clarifying before the meeting, you can contact Geof Ellingham (Head of IT) by telephone on 0191 278 4392 or email geof.ellingham@yhn.org.uk

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Appendix A: Findings from the visits to Wheatley Group and Halton Housing

Visit to Wheatley Group Wheatley Group shares YHN’s aspiration to provide “affordable, and ideally free, internet access to all tenants”. Levels of digital exclusion in Glasgow are even higher than those in Newcastle, and Wheatley Group is concerned that they will be unable to support the numbers of customers needing help with Universal Credit applications and other online services unless they can improve skill levels, connectivity and confidence.

Wheatley Group did initially issue a tender to provide free internet services to all tenants, but were not confident that the responses provided value for money and decided instead to proceed with a limited tender to trial a service in two tower blocks.

Tower block free wi-fi service One tower block is currently receiving services, and has been connected for six months. Tenants joining the scheme receive a free wi-fi enabled tablet computer and free wi-fi in their flat. A communal flat was converted into a cyber cafe/training area, supported by the “Click To Connect” brand Wheatley Group has adopted, and two housing officers have been trained to provide additional support to tenants. The following high-level information was shared with us (approximate figures):    

there are 143 units in the block the total capital cost of the project was £70,000 70 tenants have signed up so far 35 tenants failed to respond to requests to discuss the offer

Of the 70 tenants who have signed up, local housing staff believe that roughly half were already users of online services. Both tenants with whom we spoke were already relatively experienced internet users. A4

This financial implications are stark. The capital cost of making free wi-fi available to tenants in the tower block was around £500 per unit, and on the basis that only 25% of tenants were actually helped to become “digitally included”, approximately £2,000 per person. There was an additional revenue charge for connectivity, although the precise figures were not made available.

Based on current market prices, a commercial broadband connection with wi-fi costs approximately £25 per month, or £300 per year. Taking account of the cost of a low-cost mobile tablet (£100), the cost of a commercial service equivalent to the pilot being run for three years would be £1,000 per person. The relatively low take-up rate, combined with the high cost, suggests that it will be hard to demonstrate value for money using this approach. Our estimates for the cost of providing a similar service within a tower block are lower, but we are not in a position to propose a large-scale programme to Page 29 of 107

provide free wi-fi in tower blocks on the basis of this evidence. A6

‘Click & Connect’ Learning Centres As part of our visit, we were able to see one of twenty four ‘Click & Connect’ computer learning centres that Wheatley Group run in partnership with Glasgow Kelvin College to help tenants get online. The learning centre we visited is open and staffed five days per week (including Saturdays), and provides twenty internet connected PCs for any local resident to use. The centre is heavily used and provides both informal support and formal provision of Kelvin College IT courses. This model clearly requires significant investment, but if it were possible to secure the support of external funders and partners, it could play a significant part in our provision of digital skills support.

Visit to Halton Housing Halton Housing’s driving digital ambition is to have 90% of customers accessing their digital services by 2018. This has led to a focus on developing digital services, together with a largely targeted approach to digital inclusion support. Halton Housing is using low-bandwidth (1GB/month) mobile data contracts from O2 costing £5/month, together with a low-cost £70 tablet device, to support specific customers. Halton is exploring the use of incentives to encourage customers signing up to the scheme to do most of their communication with the organisation online.

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British Population Survey â&#x20AC;&#x201C; Snapshot Data

58 27 63 13 3 24 0 3 47 54 55

NCC LA 69 16 76 31 2 26 0 2 54 59 58

59 25 67 13 5 25 1 4 56 40 55

78 10 86 36 7 34 3 7 75 55 62

7 89 11 0 1 0 0 0 77 4 32

Under 65 Ncl UK LA UK All NCC LA

Over 65 Nc UK LA UK All l 11 10 32 75 82 51 23 17 48 1 1 3 1 1 2 1 1 3 0 0 0 0 0 0 79 77 88 9 5 11 37 35 42

Although YHNâ&#x20AC;&#x2122;s primary concern at present is about the adverse effects of the governments welfare

1. There is a very large generational gap, with over-65s three times more likely to be digitally excluded than under-65s. Only 11% of NCC Council tenants ever use the internet.

The data above illustrates that:

Daily internet use No internet use Internet access: home PC Internet access: work etc Internet access: public space Internet access: mobile device Internet access: TV Internet access: games console Landline telephone Smartphone Paid TV

NCC LA: Newcastle Council tenants Ncl: Newcastle adults UK LA: All UK council tenants UK All: All UK adults

The groups shown are:

The table below is an extract from data supplied to YHN by British Population Survey (BPS). The data is from October 2013 and a copy of the full report is available from the Head of IT on request.

Appendix B: Demographic Data

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The high penetration of smart phones, coupled with low mobile internet use, suggests that the provision of free or low-cost wi-fi services may be of particular benefit to this group.

4. Smart phone ownership (again among under-65s) is high, but fewer than 45% of smart phone owners make use of mobile internet access, compared to over 60% elsewhere in LA housing and among the broader population.

The low take-up of landline telephones reduces the attractiveness of traditional ADSL-based commercial internet services, increasing the effective cost of these services.

3. Landline penetration amongst under-65s is particularly low, and smart phone ownership particularly high.

This indicates that YHN Board is right to be particularly concerned about internet access for Council tenants, and that interventions aimed at improving access may be beneficial.

2. Amongst under-65s, NCC tenants are 30% more likely to have no internet use than all LA tenants, and 2.5 times more likely to be digitally excluded than the national average.

reform changes on rent collection levels and helping tenants to sustain their tenancies, this suggests that YHN should focus at least some of its interventions on the over-65s in the city, and continue working with other agencies to support broader initiatives to help older people to access online services.

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2010

2011

2012

2013

2014

The graph below further splits NCC tenants “without internet access” in under and over 65s:

2009

2008

NCC LA

All LA

Newcastle

Digital exclusion amongst NCC tenants has fallen from near 60% in 2008 to 30% in 2014, and the rate of improvement is slowing. Current trends suggest that internet use amongst NCC tenants will not reach current levels for average UK adults before 2018.

10%

20%

30%

40%

50%

60%

70%

UK: All UK adults Newcastle: All Newcastle adults All LA: All UK council Tenants NCC LA: Newcastle council tenants

The graph below shows the number of people “without internet access” in a number of key groups:

British Population Survey – Longitudinal Data

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Survey of Tenants and Residents (STAR)

In contrast, the majority in the following groups access the internet from different locations and devices:

The majority of people in the following groups have no internet connection:  Aged over 65  Lives in Walker  Disabled  Receipt of Housing Benefit  From a White Background

Respondents were asked if they access the internet, and if so from where.

BPS has warned that the sample size for over-65 NCC tenants is small, and care should be taken in interpreting the shape of the plotted line, however, the graph provides a clear picture of the gulf between younger and older people living in council homes within the city.

2008 2009 2010 2011 2012 2013 2014

Newcastle Council 65+

Newcastle Council 65-

20%

40%

60%

80%

100%

120%

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East End Kenton Outer West Walker West End Bedsit / Flat / Duplex Flat Bungalow House Maisonette Since 2013 2009 to 2012 Before 2009 16 to 24 25 to 34

180 257 260 200 271 447 48 645 26 149 364 653 25 114

34% 38% 36% 26% 33% 30% 40% 36% 31% 37% 34% 32% 36% 35%

Q27. Are you currently able to access the internet...?: Valid From your responses home

The tables below provide a more comprehensive breakdown.

23% 21% 21% 24% 23% 23% 10% 23% 27% 28% 31% 16% 36% 40%

Via a mobile phone/smart phone/tablet

In other places such as work or a public library 14% 13% 11% 14% 14% 16% 8% 12% 15% 17% 16% 10% 20% 23%

I do not have any form of internet connection 29% 28% 32% 36% 31% 32% 42% 30% 27% 18% 19% 41% 8% 2%

Aged between 16 to 34 (this is the most connected group, with relatively few unable to access the internet) Aged between 35 to 54 From a BME background Lives in the West End (nb there are higher concentrations of those from BME backgrounds in the West End) Males

The proportion of those who do not access the internet increases with age.



  



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193 234 218 205 175 499 667 189 957 21 951 140 75 186 495 488 709 458 124 21 1021

44% 39% 35% 29% 17% 33% 34% 25% 35% 33% 32% 41% 43% 28% 33% 36% 31% 38% 36% 43% 33%

34% 25% 22% 10% 6% 21% 23% 15% 24% 24% 21% 31% 27% 22% 23% 22% 19% 27% 27% 29% 22%

15% 20% 13% 7% 2% 14% 13% 6% 15% 10% 12% 21% 12% 14% 14% 12% 11% 16% 14% 10% 13%

7% 16% 29% 53% 76% 32% 30% 55% 26% 33% 36% 6% 19% 37% 29% 31% 39% 18% 23% 19% 32%

75+ Disabled 65 to 74 Bungalow

Valid responses 175 189 205 48

I do not have any form of internet connection 76% 55% 53% 42%

The following table lists the proportion of those who do not have any internet connection, in order of decreasing exclusion:

35 to 44 45 to 54 55 to 64 65 to 74 75+ Male Female Disabled Not disabled Disability not known Non BME BME BME not known Bedrooms 1 Bedrooms 2 Bedrooms3+ Receive Housing Benefit No Housing Benefit ÂŁ14 Bedroom tax ÂŁ25 bedroom tax No bedroom tax

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653 709 186 200 951 21 1021 260 499 447 271 488 667 645 218 495 180 257 26 957 124 21 364 75 458 149 234

41% 39% 37% 36% 36% 33% 32% 32% 32% 32% 31% 31% 30% 30% 29% 29% 29% 28% 27% 26% 23% 19% 19% 19% 18% 18% 16%

Respondents were asked to provide some reasons as to why they currently do not access the internet. Over a third of respondents (29.6%) stated that they do not have a computer at home. Over a fifth of respondents stated that they are not interested in the internet. 15.7% of respondents stated that they do not have the skills or

Before 2009 Receive Housing Benefit Bedrooms 1 Walker Non BME Disability not known No bedroom tax Outer West Male Bedsit / Flat / Duplex Flat West End Bedrooms3+ Female House 55 to 64 Bedrooms 2 East End Kenton Maisonette Not disabled ÂŁ14 Bedroom tax ÂŁ25 bedroom tax 2009 to 2012 BME not known No Housing Benefit Since 2013 45 to 54

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Total

I access the internet via other means e.g. smart

I do not have a computer at home

These are broken down in the tables below. Cost / internet connection s are too expensive

There is no internet service to my home

I do not have the skills or confidence to use the

Privacy/se curity concerns

Not interested in the internet

The results tell us the following:  The majority of those aged over 35 stated that they do not have a computer at home.  ‘Lack of interest’ amongst respondents increases significantly with age.  Those with a BME background were most likely to cite cost as the most important reason.  The literal comments were explored and found the following: disability, including vision impairment and old age were the most common reasons why people do not have internet at home. Several respondents also commented that they have friends or family who can help them to access the internet.

Q29. If you do not currently have an internet connection at home, which of these reasons explains this?: Type Count % I access the internet via other means e.g. smart phone or in public places 46 4% such as libraries I do not have a computer at home 331 30% Cost / internet connections are too expensive 142 13% There is no internet service to my home 126 11% I do not have the skills or confidence to use the internet 176 16% Privacy/security concerns 40 4% I am not interested in the internet 253 23% Other 6 1% Don’t know 5 4% Not provided 74 30%

confidence to use the internet.

Page 39 of 107

5% 1%

251 214

263

450

591 13 99 215 810 17 23

147

208

306

373

469

652

305

798 20

Outer West Walker

West End

Bedsit / Flat / Duplex Flat Bungalow

House Maisonette Since 2013 2009 to 2012 Before 2009 16 to 24 25 to 34

35 to 44

45 to 54

55 to 64

65 to 74

75+

Male

Female

Disabled

Not disabled Not known if disabled or not

5% 0%

10%

12%

4% 0% 7% 7% 3% 12% 22%

3% 4%

162 235

East End Kenton

phone or in public places such as libraries 5% 3%

29% 25%

30%

29%

31%

30%

23%

33%

29% 23% 28% 27% 30% 41% 22%

29%

30%

29%

31% 30%

29% 28%

12% 12% 12% 10% 11% 11% 13% 11% 15% 12% 10% 11% 18% 9% 10% 12% 13% 9% 11% 11% 11% 13% 10% 15%

12% 14% 11% 15% 12% 13% 9% 13% 8% 16% 16% 11% 29% 35% 20% 23% 12% 12% 6% 11% 14% 10% 14% 10%

15% 20%

18%

16%

15%

19%

15%

19%

10%

15% 15% 13% 14% 16% 0% 4%

21%

16%

15%

17% 14%

14% 18%

internet

3% 0%

4% 0% 2% 3% 4% 0% 0%

3% 1%

4% 4%

22% 30%

22%

24%

28%

27%

17%

15%

10%

23% 38% 19% 20% 23% 0% 4%

21%

22%

22% 26%

23% 20%

Page 40 of 107

5% 5% 6% 2% 4% 4% 11% 10% 5%

44 233 449 442 894

232

105 10 724

BME not known Bedrooms 1 Bedrooms 2 Bedrooms3+ Receive Housing Benefit No Housing Benefit £14 Bedroom tax £25 bedroom tax No bedroom tax

13%

BME

1042

Non BME

11% 10% 5%

33%

32% 30% 29% 29% 29%

24%

30%

25% 30% 16%

12%

9% 13% 13% 12% 13%

26%

12%

16% 10% 15%

11%

20% 9% 11% 13% 11%

11%

16% 20% 22%

11% 16% 15% 16% 17%

16%

5% 0% 5%

5% 5% 3% 3% 3%

14% 20% 33%

23%

18% 21% 23% 23% 22%

11%

23%

Board 4 November 2014 (5.00pm to 7.30pm) Present: O Grant (Chair), J Common, L Doherty, M Talbot, D Down, A Mirza (until 7.05), J J Reid, N Shukla (until 7.20), L Stephenson, E Snaith (until 7.20), T Moore, P Dutton, P Dibbs (until 7.10), J McCarty, D Huddart, V Dunn (until 7.15), J StokelWalker (until 7.15). In attendance: John Lee

Chief Executive

S Breslin

Assistant Chief Executive & Director of Corporate Services

N Scott

Director of Tenancy Services

D Langhorne

Director of Property Services

J Davison

Company Secretary

D Creighton

Executive Assistant to the Chief Executive

L Forrest

Head of Finance (until 6.45)

J Clifford

Financial Controller

M Burn

Head of Support & Care

A Pearce

Assets and Programming (until 7.15)

I Gallagher

Head of Property Maintenance

J Wylie

Business Services

L Anderson

Environmental Services

J Hancox

Environmental Services

L Horsefield

Head of Business Strategy (until 7.15)

B Elder

Head of HR (until 7.15)

L Middlemiss

Tenant

A Senior

Newcastle City Council

C McMullen

Newcastle City Council

310

WELCOME The Chair welcomed everyone to the meeting and reminded members to turn off their mobile phones.

311

APOLOGIES Apologies were received from J Purvis

312

DECLARATIONS OF INTERESTS

Page 41 of 107

There were no declarations of interest arising. 313

ITEMS RAISED, NOT ON AGENDA The Chair updated Board members regarding a police incident at the New Mills estate which began around 4pm on Monday evening. Approximately 50 addresses were evacuated and residents were moved to Moorside Primary school. The Chair expressed sincere thanks to all the YHN staff who provided assistance and on behalf of the Board recommended a personal letter of thanks to be sent to all staff who worked over and above to help. Newcastle City Council staff and the Red Cross volunteers were also thanked for their exceptional efforts and demonstration of excellent partnership working.

314

HEALTH AND SAFETY John Lee presented the item, explaining that health and safety updates would be by exception on every Board agenda. This month a six monthly performance report was also included which reported on all aspects of the business. There were two Health and Safety issues to update Board members; During the Tyne and Wear Fire and Rescue 4 day strike, YHN had one small incident in a multi-storey block. The concierge staff responded and managed to put the fire out, with nothing significant to report. The second issue was an incident involving the crane in operation at the Cruddas Park House site. During bad weather the crane suffered damage during the lowering process, and one employee of the crane company suffered injuries. The situation was resolved and the damaged crane dismantled. Board were made aware that the company contracted to operate the crane is now subject to a HSE investigation and a report will produced. Submitted: Report by the Director of Property Services (previously circulated, copy attached to Official Minutes). The report was presented which detailed the monitoring of Health and Safety legislation, this reported accidents and incidents, outlined trends between quarter 1 and 2 performance, detailed training completed and compliance with legislation. The Chair requested that Board members nominate one member to join the Health and Safety Committee, any member interested to notify Jill Davison. Questions/Comments: A Board member requested further details on the accidents recorded at 4.1.1, and where in the chart were pricks, sharps, cuts by glass recorded, also further details of the 3 RIDDOR incidents which had been reported. Ian Gallagher responded that the pricks, sharps and glass incidents had not been recorded separately, but would in future be presented as a separate category. The 3 RIDDOR incidents would also be detailed in future reports. A Board member enquired whether the incidents to employees recorded at 4.1.2 was incidents caused by other employees or external people. Ian Gallagher confirmed these were all external incidents. Page 42 of 107

A Board member referred to the Northumbria police incident at 8.1 and rehighlighted the importance for the Police to have a named contact within YHN to communicate these types of incidents to. John Lee agreed the method of notification needed serious review and in future these will be handled different. A Board member enquired whether there is a risk of under planning schemes (assume they’re shorter than they actually are), to avoid having to deliver the scheme in accordance with the CDM regulations. Ian Gallagher responded, explaining that if we suspect a scheme comes close to being covered by CDM (500 hours or 30 days) we would actually over plan, so if a scheme was 25 days we’d assume it was a CDM scheme to take into account any delays, variations, of unforeseen works. He added that generally schemes are either short duration, or CDM, not many fall in between. A Board member commented that the accidents reported in 4.1.1 showed 10 manual handling accidents, and requested further detail on any trends across certain areas of the business. Ian Gallagher reported that all manual handling incidents are investigated and further training implemented, and that the areas of the business most susceptible was the Newcastle Furniture Service (NFS) and Concierge service. A Board member reported witnessing NFS staff making deliveries without the use of trollies or trucks. Neil Scott agreed to investigate this further with NFS management. RESOLVED: i) That the Board considered the content of the report and offered comment; and ii) That the Board will forward nominations for the Board representation on the Health and Safety Board to Jill Davison. 315

MINUTES The Board considered the minutes of the meeting held on 30 September 2014, these were approved as a correct record and duly signed by the Chair. Matters arising from the previous minutes:–  Committee start times – Board members were requested to inform Jill Davison of their availability in order to schedule the Committee meetings.  H&S Board representative – covered under item 5 on this agenda  Cost analysis for apprentice led bungalows – covered under item 12 on this agenda  Clarity of the approval process in year HRA spend (solar PV investment) covered under item 11 on this agenda.

316

GOVERNANCE UPDATE Submitted: Report by the Company Secretary (previously circulated, copy attached to Official Minutes). Page 43 of 107

Jill Davison presented the report which covered areas of governance for the Boardâ&#x20AC;&#x2122;s attention. Firstly, with regard to the Data Protection Act 1998, and recent news articles regarding Subject Access Requests being outlawed from the 1st December 2014, the Board were reassured that YHN have never utilised this practice, the report provided further details of the verification process used by YHN to assess potential tenants. In addition, the Information Commissioners Office had issued a report which outlined where registered providers were failing their data protection obligations. Jill Davison explained that YHN has a comprehensive Information Policy, and as further assurance for the Board, it had been agreed to complete an internal review following the issues highlighted in the report by the ICO. Geof Ellingham, Head of IT will lead the review and there will also be refreshed on-line training for all staff and Board members to complete with regard to Data Protection. Jill Davison reminded Board members of their responsibility with regard to the Anti-Bribery and Corruption Policy which was agreed by Board in December 2013. A copy of the Policy was attached as appendix 1. This policy is due to be reviewed following a year in operation, and the effectiveness reported to the Audit Committee. All Board members were reminded of their requirement to complete the on-line training on the LMS system. The final part of the report presented the draft terms of reference for the Employment Task and Finish Group which had been agreed by Board to be convened to look at the value that can be added to the current employability activity and provide strategic oversight and recommendations. The terms of reference were attached at appendix 2 to the report. Questions/Comments: A Board member commented that the area of volunteering should be explored by the task and finish group, as these opportunities offer lots of experience, and it may be worth considering inviting NCVS (Newcastle Council for Voluntary Services) to attend the group. RESOLVED: i) That the Board considered the content of the report and offered comment; and ii) That the Board agreed Jill Davison, Company Secretary will act as the Anti-Bribery Officer, and complete a review of the policy; and iii) That the Board considered and agreed the Terms of reference for the Employability Task and Finish Group; and iv) That the Board members would forward nominations to join the Task and Finish Group to Jill Davison. 317

NEWCASTLE CITY COUNCIL SOCIAL VALUE COMMITMENT Submitted: Report by the Chief Executive (previously circulated, copy attached to Official Minutes). John Lee presented the report which presented an overview of the Social Value Act, what YHN currently do to meet its obligations and details of YHN Page 44 of 107

initial response to the Councilâ&#x20AC;&#x2122;s stakeholder consultation on their Social Value Commitment and Action Plan. The Board were informed that YHN contribute significantly already, and that the report on page 46, highlighted concerns with regard to the Councils intended approach. These were with regard to the thresholds for the awards of contracts to Newcastle based companies, and whether there would be legal challenge, and also the conflict between value for money and the requirement to add social value in contracts may make them more expensive. It was proposed that an alternative proposition was that instead of the contractor having to build in social value into the contract price, which inevitably will make them more expensive, then the organisation procuring contracts should commit a % of the total contract price into local social betterment. This meant the responsibility is placed on the organisation to ensure the social value commitment is made and are in a better position to know what is required rather than the contractor. It was noted that the Council had responded to our feedback and will also be considering all points raised by other key stakeholders. Questions/Comments: V Dunn declared an interest in this item, as the Chair of NEPO. A Board member asked for the inclusion of reference to sub-contractors in the commitment as this would enable contracts to be amalgamated. A Board member commented that it was important to develop an employability framework alongside this commitment and this could be explored at the task and Finish group. A Board member requested that the feedback from the Council was given to the Board, to ensure we consider how we influence the decision making process. John Lee responded that he was confident that the Council would feedback to YHN ahead of the item going to the January cabinet. This would be circulated to all members. A Board member asked how much more work would this put onto an already onerous tendering process and would it not put small companies off tendering. John Lee reported that YHN already embrace the social value act and need to monitor how we add value more, this may add more time and effort on to the process and this may be a concern for SMEs. A Board member commented that the view of Social Value should not be a top down approach and that the local residents should be consulted on what they would like to see as outcomes. A Board member also commented that the employment outcomes and jobs created should last longer than the length of the project/contract. RESOLVED: i)

That the Board members comments are recorded and fed into the City Council consultation.

Page 45 of 107

318

PROPOSALS FOR YHN FINANCIAL RESTRUCTURE Submitted: Report by the Chief Executive (previously circulated on a supplemental agenda, copy attached to Official Minutes). John Lee introduced the item explaining that the NCC review of YHN has forced a changed in the way YHN operate. He described the background of YHN (Ltd) set up in 2004 as a condition to access Decent Homes Funding, and explained the principles followed to achieve ALMO status. The initial set up may have caused confusion as to what is YHN and what is the HRA (Housing Revenue Account). Lisa Forrest, Head of Finance, was invited to complete the rest of the presentation. Lisa Forrest presented the headline figures for the current structure, explaining that the YHN reserves were low at ÂŁ33K as YHN had the ability to access the HRA reserves. In the current structure the majority of YHN expenditure is staff costs plus SLAâ&#x20AC;&#x2122;s with NCC. The confusion occurs as with services like Palatine, for example, the income from this goes into the HRA but the staff operational costs are met from YHN. The presentation covered the issues with the current structure, and the difficulty to set YHN specific targets as the distinction between YHN and the HRA is not clearly defined. Lisa Forrest presented a diagram which set out the proposed YHN oversight arrangements, and explained the detail of the current cash flow diagram. The Board were then presented with the proposed structure, which moves the specific operational budgets of services fully into YHN, and simplifies the HRA to hold only key strategic items like rent and service charges. The services to move to YHN are NFS (Newcastle Furniture Service), CCAS (Community Care Alarm Service), Sheltered, A&S (Advice and Support) along with supporting people contracts. This would then mean NCC would commission YHN, paid for by the HRA, through a single management agreement. A diagram was presented which showed the possible cash flows, and showed illustrative figures, this was explained to help the Board visualise the overall concept rather than any detailed decisions at this stage Lisa Forrest described the main benefits to NCC and the HRA, as well as benefits to YHN, and the initial issues were described with regard to tax and legal implications. The presentation ended by setting out a timeline of actions required before April 2015. Questions/Comments: A Board member requested information on how much other work outside of YHN repairs and maintenance did BCE complete. David Langhorne, Director of Property Services estimated that approximately 90% of BCE work is YHN and 10% other. The Board member suggested that it then made sense to move BCE into YHN operationally. A Board member questioned why if YHN were able to operate more commercially, has the offices and garages stayed within the HRA. This could be an opportunity to run these premises more commercially. John Lee responded by saying that YHN priority is to manage homes and support Page 46 of 107

services and this is what YHN do best, not sure whether we want to diversify into other areas such as retail. Lisa Forrest explained that the new proposal creates YHN into the business that everyone thinks it is already. The issue with regard to BCE will be part of phase 2 of the NCC review. There is still a lot of work to do with regard to how the management fee will operate, and the changes in finance arrangements will need lots of legal considerations to move over from NCC to YHN. An early indication of the level of reserves would be set at ÂŁ2m. A Board member asked what would happen to the debt which arose from the self-financing phase, and will the HRA still be ring fenced money. Lisa Forrest responded that YHN had no debts, the debts were on the HRA as this held the assets and debts relating to housing stock. A Board member suggested that if we came under public scrutiny during the separation process of NCC and YHN as an ALMO, need professional advice to ensure that it was mutually beneficial. John Lee explained this was work in progress, YHN remains solely owned by NCC, but this represents a change in the relationship in what YHN as a commissioning organisation can do in the future. The Chair asked Board members to agree the principles of the report, understanding this is a complex area which will require further detail at future meetings. In order to start the new arrangements in April 2015, need to make a start on the preparations in collaboration with NCC. RESOLVED: ii) That the Board members approved the principles of disaggregation detailed in the report. 319

THE IMPLICATIONS OF THE HOMES AND COMMUNITIES AGENCYâ&#x20AC;&#x2122;S REVISED REGULATORY STANDARD FOR GOVERNANCE AND FINANCIAL VIABILITY Submitted: Report by the Director of Corporate Services (previously circulated and copy attached to Official Minutes). Sheila Breslin introduced the report which recommended pieces of work to be completed, so the business strategy would be on a better footing. The accompanying report outlined the background of housing regulation, and detailed that the current HCA regulatory framework was changing from April 2015. Sheila Breslin highlighted that it was important to note YHN as an ALMO was not subject to the economic standards, but these are lessons to learn if we were a housing association and regulated, we also have to consider that we have contracts with Leazes Homes and Byker Community trust who are regulated. The lessons learnt from the collapse of the Cosmopolitan Housing Group also suggested 29 recommendations in the report, which taken with the HCA Governance and Financial Viability standards are quite significant. The report outlined the pieces of work to be completed and a report would be brought back to Board early in 2015 with the outcomes. Page 47 of 107

Comments/Questions: A Board member asked with the elections in 2015 would it be likely that the regulator would change again. Sheila Breslin explained that regulation has taken on many different forms and that regardless of what the standards are as a business we should be completing self-assessments and stress testing to ensure we are achieving best business practice. A Board member supported the proposals, and commented that regulation would only get more stringent if there were more failures in the sector. The Chair summarised that we must ensure as a business we are fit for purpose, it was important to ensure the right skills are on the Board, we are deploying them correctly and understand the nature of the business and sector. RESOLVED; i) That the Board members agreed to complete the following pieces of work;  A self-assessment and gap analysis against the HCA’s governance and financial viability standard.  A self-assessment and gap analysis against the recommendations for boards from the report on the lessons learned from Cosmopolitan Housing Group.  A financial stress test against a range of simultaneous scenarios which could occur at the same time to the point where we understand what would break the business.  In the longer term, a broader based stress test which considers aspirations and commitments in terms of service delivery, trading, new build and regeneration, and then evaluates any conflicts, financial exposure, and capability and capacity issues to form a picture of risk in the round. 320

ASSET MANAGEMENT STRATEGY Submitted: Report by the Director of Property Services (previously circulated and copy attached to Official Minutes). David Langhorne presented the report reminding Board members of the facilitated session in April which advised the formulation of this Asset Management Strategy (AMS), the final draft which is presented to Board for approval. It was explained the AMS is an important document outlining the medium and long term approach to maintaining and improving the housing stock, which is the Council’s highest value asset. The new AMS has been through numerous consultation processes; YHN Board, NCC Fairer Housing Unit, Tenants Involvement Forum, YHN wider management team, local housing hubs and property maintenance staff. The strategy now better reflects the economic pressures now facing the HRA. David Langhorne explained the new AMS amalgamates three previous strategies into one document, as this now includes the Repairs and Page 48 of 107

Maintenance Strategy and Environmental Sustainability Strategy. The Board were advised that the strategy acknowledges the changes to the financial oversight of the HRA and aims to be the key document that communicates our priorities to our stakeholders, but also a working document to facilitate programme delivery. The Board were asked to recommend the AMS to the City Council Cabinet for approval. Comments/Questions: A Board member commented that members were being asked to approve financial numbers without any level of scrutiny. David Langhorne responded that the headline figures had been discussed and agreed at the April session and this document now outlined the detail under that. A Board member questioned section 2.3 of the report which discusses HRA pressures as a vehicle to help NCC meet its priorities and budget pressures, and queried as a ring-fenced budget how can this be considered. David Langhorne responded that the budgets would be used within the context of the HRA only. A Board member questioned the figures in the document on page 97 in relation to the housing stock. David Langhorne responded that this was an error which had been picked up and amended in the final document, but unfortunately this was after Board papers had been circulated. A Board member complimented the look and layout of the document as it was easy to understand, and requested whether a map detailing the supply and demand for housing in each ward of the City was available. John Lee responded that this was difficult to provide as this was dependant on different locations within wards as well as property types, so it was difficult to plot supply and demand in one area. A Board member agreed it was a good document but questioned who would read it and how it would be distributed. David Langhorne responded that the strategy would be published on the internet as other YHN strategies are, and also be used by both NCC and YHN within the asset management teams. A Board member requested details on the pressures with relation to right to buy and the number of requests received. John Lee committed to bringing the information to the next Board. RESOLVED; i)

That the Board approved the Asset Management Strategy; and

ii) That the Board agreed to recommend the Asset Management Strategy to NCC Cabinet for approval, ensuring the suggested approval process for capital expenditure as detailed in section 5 is adopted. The Chair requested a change in the order of the agenda to review items 16 and 17 before returning to the agenda. These items are recorded under the confidential minutes.

Page 49 of 107

321

HRA APPRENTICE LED NEW BUILD – FINANCIAL APPRAISAL Submitted: Report by the Director of Property Services (previously circulated and copy attached to Official Minutes). David Langhorne presented the report which provided Board members with an update on the work which has progressed since September and provided the financial appraisals for the two sites. RESOLVED: i) That the Board members agreed to proceed with the next development site which is Beechgrove Road; and ii) That the Board members agreed not to proceed with The Byway site and substitute it with another financially viable site; and iii) That the Board members agreed to allocate the Beechgrove Road site to BCE as a second phase of the apprentice led new build project.

322

ITEMS FOR INFORMATION RESOLVED – That the following items be received for information: i)

Safeguarding and Domestic Violence and Abuse

ii)

Officer Delegated Decisions: 4 September 2014 to 3 October 2014

iii)

Board Forward Plan December

EXCLUSION OF PRESS AND PUBLIC RESOLVED – That in accordance with the organisation’s Access to Information provisions, the press and public were excluded from the meeting during the consideration of all further agenda items.

……………………………………….. Mrs O Grant Chairman 16 December 2014

Page 50 of 107

Board 16 December 2014 Chief Executive’s Report

For Information 1.

Introduction

1.1

This report aims to bring Board Members up to date with some of the activity that YHN has been involved with recently as well as with national developments that may be of interest to them as Board Members. This report includes:    

Update to Potential Risk Indicator Policy Staff pay award Universal Credit – National Audit Office report Support to Armed Forces Personnel

Potential Risk Indicator System – process update

2.1

In order to protect staff from a potentially threatening or violent situation a Potential Risk Indicator (PRI) system is in place. The PRI process is an internal reporting and information process which aims to provide a tool for front line staff and contractors to recognise and report any possible risks a customer might pose to them when they are delivering services on behalf of YHN. If an incident has occurred, or we have received information from another agency a manager can place a marker on the customer record that will direct staff and contractors to deliver the service to that customer in a particular way, or in extreme cases to not deliver the service at all.

2.2

In November 2013 an Internal Audit was carried out on the PRI process following a complaint that involved NCC’s Building and Commercial Enterprise division where there were perceived failings in the process to protect staff. The outcomes of the audit were reported to the Audit Committee in January 2014.

2.3

Overall the report stated that although the system was fit for purpose there were a number of areas that could be improved to ensure that clear information was given to YHN’s contractors and staff to ensure that they Page 51 of 107

14i

were able to act on this information both through normal working hours and out of hours. A recommendation was agreed to set up a time limited working group lead by the Customer Service Project Manager to review the policy and the procedure, the IT systems used internally and the way information was passed to front line staff and contractors. 2.4

2.5

The working group has taken the opportunity to review the full process and has involved representatives from front line-services, ICT, Technical and Maintenance, Building and Commercial Enterprise division, Health and Safety and Administration to work on the improvements. A report was taken to Management Team in November outlining changes to the procedure which were agreed. Key changes include;       

2.6

Simplifying the procedure to enable staff to place the most appropriate restriction on a customer following an incident by moving from having over 20 types of PRI’s to four categories. Giving specific guidance under each of the categories as to what action the officer should take when delivering a service, i.e. appointments in the office by appointment only Customer vulnerabilities will be kept on customer records as vulnerability flags rather than a risk to staff Letter templates will be used by managers to inform the customer that a PRI has been placed on their records. This will inform them what restrictions they are subject to An appeal process has been added into the procedure if a customer does not agree with the restrictions being placed upon them The review of individual PRI’s will be formalised with notifications being sent out to customers if they are no longer subject to a PRI restriction The PRI information will be shared with contractors in the same way as it is shared with internal staff, with specific actions for contractors to follow, e.g. only emergency repairs to be carried out with two operatives in attendance

The next steps in the project are: 

  

To review the ICT system and ensure that all staff have access to the PRI information to carry out their workload safely. It is likely that we will continue to use the Northgate application; however we will link the information through to the intranet to give wider access to all staff. To continue to share information with BCE through an interface every night, however to ensure that the information will be the same as the information YHN use internally. To deliver training to front line staff on the new procedure prior to implementation with a guidance note showing the cross over from the previous PRI codes to the new categories. To review all customers with current PRI’s to place them into a new category if their PRI is to remain current.

It is expected that this work will be concluded at the end of March 2015. Page 52 of 107

Staff pay award

3.1

Board will recall from the last report that Public Sector Unions had previously rejected the employer’s initial offer of a 1% increase following ballots of their members. This led to a one day strike on 10 July to try to kick-start further negotiations.

3.2

Further talks did take place, with ACAS involved, however the employers argued that councils simply did not have the money to pay any more, and little progress was made. Unions indicated that they intended to call a potential further strike on 14 October.

3.3

Eventually, the idea of a new two year proposal emerged. Unions considered that this was probably the best that could be achieved through negotiations, conceded that they didn’t believe there was any more money in the pot and that the only alternative would be to go back to strike action on a sustained basis and that this was not likely to make any difference. The planned strike on 14 October was suspended while members were consulted.

3.4

A pay award of 2.2% has now been agreed from 1st January 2015 to 31st March 2016. This increase will be reflected in January 2015 pay. This pay award will apply to everyone on NJC (Green Book) pay and conditions working in YHN between Spinal Column Point (SCP) 11 and 53. This pay award does not apply to people on Craft (Red Book), National Joint Council for Workshops for the Blind (Pink Book), Chief Officer or JNC Officers.

3.5

In addition eligible staff who are employed with YHN on 1st December 2014 will also receive a one-off non-consolidated payment in their December pay. This will be a payment of £100 for staff that are between SCP 11 and 53. Part-time staff will be given a pro-rata equivalent based upon their contractual hours worked. Staff that are not NJC (Green Book), paid above SCP 53, or categorised as casual workers will not be eligible for this one-off non-consolidated payment.

Universal Credit National Audit Office Report

4.1

In its report this week the National Audit Office (NAO) said that the Department for Work & Pensions’ (DWP) approach to extending the time for Universal Credit implementation has resulted in a sounder system but has come at a “significant cost”.

4.2

The Department set out to transform the benefits system with Universal Credit but suffered early setbacks. Since the reset in early 2013, it has reduced the delivery risks by significantly extending its timetable for introducing Universal Credit and choosing a more expensive twin-track approach: the roll-out of its ‘live service’ (which uses pre-2013 IT systems), while at the same time developing its new ‘digital service’. Page 53 of 107

14i

4.3

The DWP believes the additional costs of this approach are justified because it expects Universal Credit to achieve substantial benefits for society sooner and more safely. However, the NAO concluded that such potential benefits do not mean Universal Credit will be value for money regardless of how it is implemented and the cost of doing so.

4.4

Since the reset in early 2013, the DWP has developed and refined its ‘test and learn’ approach while continuing to expand its live service. HM Treasury required the programme to produce more realistic plans for future services before it approved the business case in September 2014.

4.5

In the longer term, the DWP has reduced risks in its planned transfer of most tax credit claimants to Universal Credit by extending the timetable by two years to the end of 2019. It was becoming increasingly unlikely that the DWP could transfer over one million tax credit claimants on to Universal Credit in April 2016 as planned, without significant operational risks.

4.6

The digital service has been delayed and is still in the very early stages of development. At this early stage it will depend heavily on manual intervention and will handle only a small number of claims – but it is soon to be tested with all claimant types, even the most complex. The timetable is challenging, with the DWP planning to start to roll out its fully scalable digital service in just 18 months.

4.7

DWP expects significant savings from its digital service, but does not yet have a contingency plan should the digital service be delayed or fail. The NAO estimates that relying on live service systems in this case, without further investment, could cost £2.8 billion more in staff costs.

4.8

The NAO finds that the Department has continued to struggle to stabilise senior leadership roles and responsibilities. However, it has taken a more active approach to managing suppliers and establishing financial control within the programme.

4.9

Key facts and figures from the NAO report  17,850 - claimants on universal credit on October 2014  500,000 - claimants planned to be on universal credit by April 2016  7m (93% of) benefits claimants planned to be on universal credit by 2019  DWP’s net estimate of the cost of introducing universal credit - in its autumn 2014 business case - is £20.7bn  £267m - DWP’s net value estimate of the expanded national roll-out of simple (people newly unemployed, looking for work with no dependents or disabilities) cases in 2015 and 2016  £149m - DWP’s net value estimate of additional administrative costs to government of the expanded national roll-out of simple cases in 2015 and 2016  DWP plans for 93% of benefit claimants to have been switched to universal credit by December 2019. Page 54 of 107

Universal Credit Roll Out The Government has stated that the roll out of UC in Newcastle will begin in the early part of 2015. Board are asked to note that a report on how YHN intends to implement it will be brought to Board in February 2015. 5.0

Support to Armed Forces Personnel

5.1

As part of YHNs and the Councils commitment to serving and ex-serving personnel we are supporting a Joint Working Group looking at the relocation of 3RHA from Germany to Albermarle Barracks in the summer of 2015.

5.2

This group is coordinating activity to ensure housing, education, health, employment and other services can meet the increased demand. YHN and colleagues in Northumberland are working together with Armed Forces representatives and the Defence Infrastructure Organisation to help meet any identified shortfall in housing provision. It is anticipated that in January 2015 will we know the exact housing needs of the service personnel and their families relocating from Germany, with moves planned during July and August 2015. Contact Officer: If you have any questions about this report that you would like clarifying before the meeting, you can contact Diane Creighton, Executive Assistant to the Chief Executive on 0191 278 8701 or diane.creighton@yhn.org.uk

14i Page 55 of 107

Board 16 December 2014 Equality and Diversity Update Report by Director of Corporate Services and Assistant Chief Executive For Information 1.

Introduction

1.1

This report provides Board with an update on equality and diversity (E and D) specifically: 

An update on activity in the Social Housing Equality Framework (SHEF) performance areas for the period, April to November 2014, including actions from the E and D project plan (included in Appendix One);



Our new equality objectives and the process we are following to develop our equality and diversity strategy and action plan for the Finance and Resources Committee in January 2015;



An updated breakdown of customer demographics (provided at Appendix Two), and



The ‘Knowing your customers’ impact assessment workshops being undertaken with Heads of Service and the transition of these into Business and Financial Planning in 2015/16.

Background information

2.1

As a public body the Equality Act 2010 requires Your Homes Newcastle (YHN) to meet certain statutory duties. The purpose of the statutory duty is to assist public bodies to tackle persistent and long standing issues of disadvantage and in line with the Act we are committed to: 

Eliminate unlawful discrimination, harassment and victimisation;



Advance equality of opportunity between different groups, and



Foster good relationships between different groups.

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Board agreed in 2012 to use the SHEF as the mechanism for monitoring progress in E and D, enabling us to integrate our commitments into the day to day work of colleagues, the services we deliver to our customers and ensuring that we meet our statutory duties. 1 Page 56 of 107

2.2

Our current SHEF accreditation is due for renewal at the end of 2014. Our reassessment is provisionally scheduled for April 2015 and this will involve a peer assessment to determine our level of achievement and support us to identify areas for development as part of our cycle of continuous improvement.

2.3

In our previous SHEF assessment we achieved the excellence level and Appendix one identifies our key activities within each of the SHEF performance areas of: 

Knowing your customers;



Leadership, partnership and organisational commitment;



Involving your customers;



Responsive services, access and customer care; and



A skilled and committed workforce.

New Equality Objectives

3.1

The requirements of the Equality Act 2010 include the publication of equality objectives at intervals of no greater than four years. We have been proactive in updating our equality objectives in advance of the legal requirement, which would have required an update by September 2016. This is because we have recognised that our previous objectives did not sufficiently direct our priorities and to strengthen alignment between the objectives and SHEF. The new equality objectives were approved by Board in November 2014 and enable us to focus on outcomes, measuring and reporting on the impact of our work rather than on processes, they are: 1. Know who our customers are and provide responsive, flexible services; 2. Embed equality and diversity across YHN, promote understanding and the added value this brings to the organisation; 3. A modern and diverse workforce and an organisational culture that values and cultivates diversity; 4. Remain in touch with our staff and customers by listening to and learning from them; and 5. Better use of our influence and profile to make a positive difference.

3.2

Following the approval of the new equality objectives, officers are now working to further refine the new E and D strategy and produce a draft action plan for consideration by Finance and Resources Committee in January 2015. This timetable allows us to incorporate: 

Analysis from the Survey of Tenants and Residents (STAR);



Current information about staff and customers;



Consultation with staff, tenants and community organisations; and



Information from the ‘Know your Customers’ impact assessment 2 Page 57 of 107

workshops which are currently running for all key services. The new strategy and action plan will, once it is approved, be published. In addition it will be launched internally so that all colleagues, led by the Management Team, are aware of their responsibilities for embedding E and D in their day to day delivery of excellent customer service. 4.

‘Know your Customer’ impact assessment workshops

4.1

These impact assessment workshops are running throughout November and December. These are designed to allow us to investigate services’ current use of customer insight to tailor services, their future plans to tailor services and to identify gaps. The workshops are also enabling us to gain greater awareness of the experience of current customers and colleagues. In addition, the collection of good practice examples allows us to share learning across YHN and provides Board with assurance on the progress we are making. The workshops are a fundamental step in ensuring that individual Heads of Service are accountable for guaranteeing that E and D considerations are taken into account within the delivery of their services and in the allocation of resources. In addition they support Heads of Service to review their operational area paying particular attention to variances in demography, geography and against the protected characteristics (these are: age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion or belief, sex and sexual orientation). From this exercise we will be able to: 

Identify what Services are already doing to respond to customers’ differing needs and any inequalities which customers face in accessing services, also any plans they have to take action on these and to cover where there are gaps;



See how Services identify and respond to trends, using these to target their resources and meet customer needs;



Identify the learning and development needs of our colleagues, adding to our training programme for 2015 where any gaps are identified; and



Identify key issues, at an organisational or individual service level, which require additional focus.

Whilst the ‘Know your Customer’ impact assessment workshops have been undertaken as a separate activity this year, from next year they will form part of the annual Business and Financial Planning process. This ensures the continued embedding of E and D activity and is a further step in mainstreaming into the Top 20 targets, service delivery plans and individuals’ annual performance plans.

The Business Implications

5.1

Mission and Strategic Objectives: This report’s contents contribute to the

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4.2

3 Page 58 of 107

delivery of our purpose ‘to enable positive living for people in our homes and neighbourhoods.’ 5.2

Value for money/efficiencies: We are able to effectively target our resources through increased knowledge about the needs of our customer and colleagues.

5.3

Financial Implications: The activities within this report are delivered within existing resources.

5.4

Resources (financial, property, technological or human): The activities within this report are delivered within existing resources.

5.5

Impact on services/performance: Increased knowledge about our customers and colleagues contributes to improved service performance.

5.6

Outcomes for tenants/leaseholders: The equality objectives outlined in section 3 will enable us to ensure that we deliver services which respond to our customers’ differing needs.

5.7

Risk (reputation, relationship): The contents of this report ensure that our focus on equality and diversity is maintained, this upholds YHN’s reputation. The clarity of our focus supports us to develop and maintain positive relationships with partners and other stakeholders.

5.8

Environmental: There are no environmental implications arising from the contents of this report.

5.9

Legal: The contents of this report support YHN to comply with the legal requirements set out in the Equality Act 2010.

5.10 Equality and Diversity and Community Cohesion: This is the subject of this report and its appendices. 5.11 Stakeholder Involvement/consultation: The contents of this report take account of internal consultation and cumulative feedback from Board, committee meetings, customers and colleagues. 7.

Conclusion and recommendations

7.1 Board is asked to consider the content of this update which is provided for information. 8.

Implementation

8.1 Over the next quarter we will be focussing on: 

Completing the equality and diversity strategy, action plan and launching this to colleagues;



Publishing the new equality objectives and using these to focus on outcomes, and

4 Page 59 of 107



Using the outcomes of the ‘Know your Customer’ impact assessment workshops to enhance the training offer to staff and direct our engagement with community groups.

Background Papers Equality Act 2010 Social Housing Equality Framework Previous reports to Board in May and November 2014

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Contact Officer: If you have any questions about this report that you would like clarifying before the meeting, you can contact Louise Horsefield by telephone on 0191 278 8720 or email louise.horsefield@yhn.org.uk

5 Page 60 of 107

Appendix One Social Housing Equality Framework (SHEF) Excellent Level SHEF Excellent Level Reporting Period: 1 April 2014 – 30 November 2014 Background: The Social Housing Equality Framework (SHEF) aims to help organisations integrate their commitments to promote equality and diversity into their day-to-day work. The SHEF covers five key performance areas which reflect social housing providers’ main functions and services: 

Knowing your customers;



Leadership, partnership and organisational commitment;



Involving your customers;



Responsive services, access and customer care; and



A skilled and committed workforce.

The framework has three levels of achievement :  Level 1 - 'Developing';  Level 2 - 'Achieving', and  Level 3 - 'Excellent'. Your Homes Newcastle has achieved ‘excellent’ level which includes the ability to identify, assess and demonstrate the outcomes of actions taken that have made a difference. YHN has continued to build on this and this report provides an update to the Board on the progress made since the last report in May 2014.

Knowing your customers We need to have good quality information on the equality profile and needs of our customers so that we can design and deliver services which meet their differing needs. We also need good quality information on the needs of the wider community of Newcastle so that we can anticipate the needs of potential future customers and understand where there may be gaps in equality of access to our services. Below are highlights of the work we have done this period to improve our knowledge of our customers and potential customers.  



Streamlined our approach to collecting information on disabilities from customers Consultation with customers on the most appropriate way to ask for demographic information in preparation for customer service week. These questionnaires were used by enquiry centre staff during customer service week. Customers designed a Homes and People article ‘Who are you?’ to 6 Page 61 of 107

 

encourage other customers to provide demographic information Collected demographic information at the Walker fun day Throughout October we used a range of involvement events to collect demographic information, this included: o Customer Access event o Know your Community roadshows across the city o Training events o Prioritising gaps in involvement database and undertaking targeted contact with customers to address gaps on Northgate information o Byker Fun Day o Young person’s meeting o Targeted telephone calls with Leazes Homes

This level of activity reflects the E and D action plan and Board’s earlier agreement to focus first on targeted work with our colleagues; the difference this has made is outlined under the headings of ‘leadership, partnership and organisational commitment’ and ‘responsive services, access and customer care. Going into the final quarter we are beginning to put greater focus on activities to support us to know our customers. This includes researching data collected by partner organisations and data on the wider Newcastle population, so that we can understand and fill the gaps.

Leadership, partnership and organisational commitment We need to be able to demonstrate a strong corporate commitment to equality and diversity, with sound processes which produce valuable outcomes. We need to publicise our success in meeting our equality objectives and prove that we are reviewing these on a regular basis.

 

  

Stonewall WEI accreditation completed; Calendar of E and D activities including Black History Month, White Ribbon Campaign. We have also increased our participation in social media campaigns promoting E and D including #HousingFastDay to raise awareness of Ramadan, #BiVisibilityDay and Stonewall’s #nobystanders campaign which aims to tackle bullying and harassment against people from all of the protected characteristics; As outlined in section three of the report new equality objectives were approved by Board in November 2014. These ensure that we explicitly focus on outcomes and measuring the impact of our work; Revising our equality and diversity strategy and action plan. This includes the design of ‘Know your Customer’ impact assessment workshops in October ready for delivery to Heads of Service in November; Staff Network Groups (SNG) continue to develop. A good example of this development is the support provided to the Multi-cultural Staff Network Group to enable them to undertake consultation at the Newcastle Mela, in August 7 Page 62 of 107

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Below are highlights of the work we have done this period to demonstrate our corporate commitment to equality and diversity as a whole and in individual areas:



2014. The consultation was designed to find out what people knew about YHN as an employer and the results did not highlight any barriers that may prevent BME applicants applying for jobs with us. This action was in direct response to the evidence we had gathered from our workforce demographic data which showed that non-white British groups are underrepresented in our workforce when compared to the population of the city. We recognise that this was a first step and will continue with this work; Establishing the Contact Support Colleague Network as a confidential sign posting service for initial reporting of bullying and harassment. This network was developed in direct response to the findings of the Employee Opinion Survey 2013 and the follow up bullying and harassment survey in spring 2014: In response to customer feedback and evidence of underrepresentation in our workforce from young and long term unemployed people we have developed a simplified, bespoke application and interview process for apprentices and Your Homes Your Jobs vacancies. We also provide a job club, e-learning and a careers service to support apprentices to secure permanent roles within YHN or with other employers; Following feedback from the Lesbian, Gay, Bisexual and Transgender (LGBT) SNG we have continued to advertise in the ‘Out at Work’ Guide and profiled one of the network’s members. This visibly signals our commitment to the LGBT community and we hope may encourage community members to feel confident in applying for vacancies with us; Evidence showed that employees with a disability were disproportionately likely to be the subject of formal disciplinary action. We reviewed each case individually and found that none of the allegations were of any relevance to the employee’s disability. We were not therefore able to identify any further reasonable adjustments to the application of the disciplinary or capability procedure; and Working in partnership with the local police team we have continued to deliver the Friday night project of positive activities for young people from the West End of the city. This has had a positive impact on the estate and we recently received thanks from Northumbria Police Area Commander stating that ASB had reduced by 50% as a result of the project.

Involving your customers We need to be able to demonstrate that we involve and consult with our customers and can evidence how this has influenced our plans and priorities. This includes evidencing that we have effective mechanisms in place to enable a cross section of customers to influence, scrutinise and evaluate our priorities. Below are highlights of the work we have done this period to demonstrate that we involve our customers through offering and monitoring across a range of involvement mechanisms: 

Our LGBT involvement group told us that they wanted their contribution to be mainstreamed within wider involvement activities. We enabled this and have tracked the change to ensure that the members of the group remain actively involved, which they do; 8 Page 63 of 107



The local offers which form part of our top 20 targets are developed by customers on an annual basis. These are developed with customers by reviewing all involvement feedback and using this to identify customers’ priorities. This approach has resulted in increased representativeness of groups involved in the process and influencing local offers; We contacted deaf and hard of hearing customers to ask them about their preferred method of contact for repairs satisfaction surveys. We used the amalgamated responses to redesign the survey and tailor our contact with these customers; Older residents from Wyndley House told us that they wanted a dedicated resource for activities. Whilst we do not have the capacity to deliver a dedicated resource we were able to respond and deliver an intergenerational project with YHN apprentices. They are offering social support, health and wellbeing activities including digital training and rookie golf Older customers told us that they felt that the traditional pendant alarm of our telecare service was stigmatising. We have responded to this by working in partnership to develop telecare technology in the form of a tablet device. This will be used to access YHN and NCC services initially and will enable us to do more for our customers’ in the future through additional telecare and telehealth services. We regularly consult with young people to ensure their views are represented. They have recently been involved in influencing our customer access priorities and shaping our approach to collecting demographic information. Young people told us that we need to improve mobile apps to make it easier to access specific services. They told us that it is the way staff ask questions that makes them feel awkward about giving demographic information. They helped to design a new script for staff aimed at putting customers at ease. Our approach to consultation on tenant broadband ensured we captured views from diverse backgrounds to understand the barriers for vulnerable customers accessing the internet. This feedback has helped inform the tender specification based on what customers could afford to pay and the barriers for accessing the internet. Further feedback will be provided at the next Board update. Consultation on understanding the customer culture for accessing services looked at customer feedback based on their demographics. Going forward this will help us target resources to specific groups to support with training initiatives. A further update will be provided in the next Board update. Customers were involved in developing our annual report. As part of this consultation, customers stated that we need evidence how representative involvement activities are. This information was included in the section on ‘how we listen to customers’. We have used the evidence from amalgamated customer involvement feedback to develop our new equality objectives.

We need to be able to demonstrate that we use customer intelligence to develop services that respond to customers’ differing needs, that we tackle inequality of access to services and provide excellent customer service. We aim to treat all of our 9 Page 64 of 107

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Responsive services, access and customer care

customers with dignity and respect and ensure that we continue to improve service outcomes. The ‘Knowing your customers’ impact assessment workshops have identified many day to day activities which are designed to meet our customers’ needs. Rather than provide an exhaustive list we have included, below are highlights of the work we have done this period to demonstrate that use customer intelligence to tailor our services: 



 



Our customers told us that they wanted greater flexibility and more convenient appointments for repairs. We have responded to this request and now offer greater choice in appointment times. We have also increased the range of reporting methods for repairs; for example email, text, phone, online and via an app; We have developed new build schemes to respond to the known needs of the wider population in Newcastle upon Tyne. These include Extra Care, Learning Disability and Autism schemes developed and managed through our partnership with Leazes Homes; We have worked with Newcastle City Council to establish specific needs for individuals and as a result are developing a five bedroom bungalow for a family with disabled children; We launched the ‘Goods to Go’ scheme in August which sells good quality second hand white goods to private landlords. For each item that we sell we donate or sell, at a reduced rate, a white goods item to a customer referred by the Advice and Support Worker (ASW) Service or Young People’s (YPS) Service. The items which we donate free of charge are given to YHN tenants whilst those items sold at a reduced rate are to people who we support and who are tenants of other landlords. Since the start of the scheme we have sold 18 items to landlords, 15 to ASW or YPS and we have been able to donate goods to 12 customers; The Housing Options service uses the Tyne and Wear Homes website which has a number of functions to improve accessibility for customers. The service regularly reviews those who are accessing the service online to identify any gaps in usage. Officers have recently focussed on older people as there were concerns that these customers would not be able to access the service. A review of demographic data identified that that a high proportion of over 55’s continue to bid for properties; The Housing Options service also undertakes quarterly monitoring of housing needs and this is used to inform our new build programme of five bedroom bungalows, adapted properties for customers who foster and have caring responsibilities for children; The Housing Options service also monitors allocations by demographic. Recent analysis identified that on the Bentinck estate the proportion of allocations to non-white British people was high. When this was analysed against the demographics in the local area it mirrored the demographics of the local population and that there were no community cohesion issues arising from the allocations in this part of the city. When undertaking assets and regeneration work we carry out individual home visits, these help us to identify any key issues or vulnerabilities for customers and respond to meet individual customers’ needs. This has included offering a packing service to vulnerable customers; installing mid height ovens in 10 Page 65 of 107

sheltered accommodation which better meet the needs of older customers and changing the schedule to ensure that we are not carrying out works on Friday in the homes of our observant Muslim customers.

A skilled and committed workforce We need to be able to demonstrate that we are working towards greater equality in our workplace profile, that we have processes in place to address equality issues in the workforce and that our services are delivered by knowledgeable and well trained staff who are equipped to meet the diverse needs of our customers. Below are highlights of the work we have done this period to demonstrate our commitment to equality within our workforce:



 

   

We have identified three levels of training for colleagues; Foundations, Developing Knowledge and Increasing Awareness and Transforming the Culture. This will be refined as we undertake the ‘Know your Customer’ impact assessment workshops and the training requirements will be incorporated into the new equality and diversity strategy action plan; All colleagues have been required to refresh their equality and diversity knowledge through completion of an e-learning package, 75% of staff have completed the training. Appraising managers have been contacted by email asking them to ensure that their staff who are none compliant undertake the training by January. Line managers have also are undertaken refresher training; In response to feedback from the staff survey a coaching and mentoring programme launched for BME and LGBT colleagues to accelerate positive change through mentoring; Comprehensive workforce analysis has been undertaken on sickness absence, the detail on this work is reported through Finance and Resources Committee. The demographic analysis presented a factual picture of absence in the Y3 employee group. This particular grade has an absence level twice the percentage of employee numbers (i.e. 13% of YHN staffing, with 27% of YHN absence). Linkages have been established between sickness absence, the volume of employee relations cases and responses to the employee opinion surveys. The outcome of all of this work is the development of targeted sickness management , health improvement and well-being actions for the relevant staff group; Dignity at Work policy refreshed; Contact Support Colleagues recruited, trained and now providing a service to colleagues; People Strategy ‘Fit for the Future’ launched; and Research undertaken into the value of rolling out Unconscious Bias training within YHN.

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

11 Page 66 of 107

Appendix Two: Breakdown of customer demographics Based on data extracted on 25 November 2014 These figures are based upon the demographics of the main tenant. Council tenants 25,830 Gender Age Religion Ethnicity Disabled or not Sexual Orientation

Responded (including prefer not to say) 99.6% 99.9% 66.3% 91.5% 98.8% 51.5%

Not Known 0.4% 0.1% 33.7% 8.5% 1.2% 48.5%

Gender Female Male Not Known

Count 15524 10196 110

% responded 60.36 39.64

% total 60.10 39.47 0.43

Age 16-24 25-34 35-44 45-54 55-64 65-74 75+ Not known

Count 1159 4054 4615 5157 4128 3295 3385 37

% responded 4.49 15.72 17.90 19.99 16.00 12.78 13.12

% total 4.48 15.69 17.87 19.97 15.98 12.76 13.11 0.14

Religion Any other religion Buddhist Christian (CofE, Cath, Protestant etc.) Hindu Jewish No religion at all Muslim Sikh Prefer not to say Not known

Count 209 48 10027

% responded 1.22 0.28 58.58

% total 0.80 0.18 38.82

15 9 4593 637 15 1563 8714

0.09 0.05 26.84 3.72 0.09 9.13

0.06 0.04 17.78 2.47 0.06 6.05 33.74

12 Page 67 of 107

Count 46 216

% responded 0.19 0.91

% total 0.18 0.83

0.36

0.33

167 46

0.71 0.19

0.65 0.18

20 270

0.09 1.14

0.07 1.05

0.17

0.16

0.39

0.36

560

2.37

2.17

0.17

0.15

147 109 27 30 42 85

0.62 0.46 0.11 0.13 0.18 0.36

0.57 0.42 0.10 0.12 0.16 0.33

0.09

0.08

12 20559 227 3

0.05 87.01 0.96 0.01

0.04 79.59 0.88 0.01

2 111 273 4

0.01 0.47 1.16 0.02

0.01 0.43 1.06 0.02

0.09

0.08

28 346 2201

0.12 1.46

0.11 1.34 8.52

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Ethnicity Afghan Any other Asian background Any other Black background Any other Ethnic group Any other Mixed background Arab other Asian or Asian British Bangladeshi Asian or Asian British Indian Asian or Asian British Pakistani Black or Black British African Black or Black British Caribbean Chinese Iranian Iraqi Kurdish Mixed White & Asian Mixed White & Black African Mixed White & Black Caribbean Other White British White Eastern European White Greek/Greek Cypriot White Gypsy/Roma White Irish White other White traveller of Irish heritage White Turkish/Turkish Cypriot White Western European Prefer not to say Not Known

13 Page 68 of 107

Disabled or not Not disabled Disabled Not known

Count 21823 3708 299

% responded 85.48 14.52

% total 84.49 14.36 1.15

Sexual orientation Bisexual Gay man Gay woman/ lesbian Heterosexual/straight Prefer not to say Not known

Count 52 75 41

% responded 0.39 0.56 0.31

% total 0.20 0.29 0.16

10540 2603 12519

79.18 19.56

40.81 10.08 48.46

14 Page 69 of 107

Board 16 December 2014 YHN Delivery Plan quarter two performance Assistant Chief Executive and Director of Corporate Services For Information

Background information

1.1 The YHN Delivery Plan is made up of a set of 20 key business targets and actions and a Service Improvement Programme which monitors critical projects and service reviews undertaken during the year. 1.2 Scrutiny of performance against the YHN Delivery Plan is undertaken quarterly by Audit Committee. In addition, officers report on performance to senior officers at Newcastle City Council (NCC) via the NCC Chief Executiveâ&#x20AC;&#x2122;s Directorate Management Team. To ensure all Board members have the opportunity to review this information, a report will be provided on a quarterly basis. We will also be reporting this performance to NCC Cabinet in January 2015. 2.

Recommendations

2.1 Board are asked to note this report for information.

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Contact Officer: If you have any questions about this report that you would like clarifying before the meeting, you can contact Louise Horsefield, Head of Business Strategy by telephone on 0191 278 8720 or email Louise.horsefield@yhn.org.uk

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Your Homes Newcastle (YHN) performance update to Newcastle City Council (NCC) - Quarter two 2014-15

Background information

1.1

This report provides an update on our performance for quarter two against the YHN Delivery Plan. This plan is made up of our top 20 targets and Service Improvement Programme.

1.2

Appendix one of this report is a copy of the performance report presented to YHN Audit Committee in November and appendix two is a summary of the key position against actions for each review or project in our Service Improvement Programme.

Top 20 targets

2.1

A set of 20 key business targets and actions has been developed as part of the annual Delivery Plan. They are designed to give snapshot assurance to key stakeholders of NCC, YHN Board and tenants that business-critical areas are on track. These targets have derived from individual service plans and have been informed by feedback from YHN Management Teams, NCC senior officers, YHN Board and customers. The targets are also aligned to the YHN Strategic Risk Register. The targets are a combination of: 

Sector-wide performance measures and benchmarks;



Performance measures unique to YHN, and



Priority actions and service reviews.

We reported to our Audit Committee in November 2014 with an update against the top 20 targets. A copy of this report is included as appendix one. 2.2

Each year, a number of the top 20 targets are set based on customer priorities (referred to as local offers). To develop these priorities, we analyse tenant feedback from throughout the year. This gives a broader understanding of the issues that affect tenants and where they want to see service improvement. In January 2014 we held an event with tenants to prioritise and finalise our local offers. At this event, tenants considered the following to help prioritise the local offers for 2014-15: 

Performance against current local offers;



Priorities from consultation events;



The current environment, and

Page 71 of 107



Future challenges that will affect both customers and YHN.

Tenants identified their priorities as: 

Delivery against the investment programme;



Rent collection;



Reducing staff sickness/ encouraging a happy workforce;



Generating income;



Increasing tenant access to the Internet, and



Employability.

These are reflected in the 20 targets in the delivery plan. 3

Service Improvement Programme

3.1

The YHN Service Improvement Programme is a framework that manages projects and service reviews considered to be a priority for YHN. It forms part of YHN’s wider quality assurance framework, which enables stakeholders to check whether YHN is doing the right things in the right ways. The assurance framework also includes audit, risk management, performance management, scrutiny, accreditations, benchmarking and customer involvement. The projects or reviews are overseen by Wider Management Team (which replaced Programme Board during 2013-14) to ensure they are on time, on budget and meeting our desired outcomes. The content of the programme is reviewed on an annual basis to allow us to respond to our changing priorities. We present the proposed programme to our independently chaired Audit Committee for their comment and approval on an annual basis.

3.2

YHN’s Wider Management Team (WMT) has been consulted on the planned service reviews or projects and its comments have been incorporated into the final list of reviews/projects (attached as appendix two).This report outlines the known projects or reviews that are planned for 2014-15 and sets out how they are governed. For each project we have provided an update on the key pieces of activity undertaken since April.

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Contact Officer: If you have any questions about this report, you can contact Louise Horsefield by telephone on 0191 278 8720 or email louise.horsefield@yhn.org.uk.

Page 72 of 107

Appendix one- YHN top 20 performance report

Audit Committee 20 November 2014 Performance monitoring report quarter two 2014-15 (July - September 2014) Report by Head of Business Strategy

For approval 1.

Background information

1.1

The 2014-15 top 20 targets were developed in consultation with YHN service managers and have been reviewed and agreed by YHN Wider Management Team, Audit Committee and Board.

1.2

This performance monitoring report covers the second quarter in the 2014-15 financial year (July – September 2014). The performance monitoring report includes the following sections:

1.3



An overview of how performance is reported (section 1.3);



A performance summary report showing performance and trends against the top 20 targets (section two), and



An explanation of any issues or concerns (section three).

Performance reporting Targets are reported as: Performance Red Amber Green Blue

Quarterly position description Not on target/not achieved Close to target/likely to recover On target/target achieved Information not available/unable to report

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Year end description Target not achieved N/A at year end Target achieved Information not available at year end to measure target

Performance summary report

2.1

The following table in section 2.2 details performance against the top 20 targets. At the end of the quarter there were: 12 targets reported as green; Four targets reported as red; Three targets reported as amber, and One target reported as blue.

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   

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Repairs and Maintenance spend to be no more than 3% over the budget of £20.6m during 2014-15.

Achieve a £978k efficiency saving on the 2014-15 HRA running costs of £48.9 million by 31/03/2015

Generate an additional 6% (net surplus) from external business through Newcastle Furniture Service by 31/03/2015

Reduce the number of sickness absence days per full time equivalent to 7.5 by 31/03/2015

Collect 98.6% of rent and service charges owed (excluding arrears brought forward and void rent loss) during 2014-15 The void rent loss amount not to exceed 1.07% during 2014-15

Target

3% budget tolerance (spend no more than £21.21m)

£978,000

6% surplus (£3.83m)

7.5 days

1.07% (£1.22m)

98.6% (£112.76m)

Year-end target

Strategic Objective: Make the money deliver

Less than £10.61m

£733,500 (75%)

£2.11m

3.5 days ( 6 months)

1.07% (£636,632)

96.6% (£57.48m)

End of quarter two target

£9.22m

Achieved Q2 target of £733,500

£1.91m

4.75 days

1.36% (£807,514)

98.16% (£58.40m)

End of quarter two actual performance

Quarter two performance status

Progress from Quarter one

Projected year-end status

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Workforce scheduling is implemented

82%

14iii

No more than 0.39% of 0.39% (110 tenants to be evicted for people) rent arrears during 2014-15 Achieve 100% success rate against the Key Performance Indicators, as agreed with Byker 100% Community Trust and Leazes Homes, by 31/03/2015 70% of people who finish an apprenticeship or Your Homes Your Jobs 70% (28 placement during 2014-15 people) to move onto further education, training or employment. The average number of days taken to complete an investigation of anti-social 46 days behaviour cases not to exceed 46 days by 31/03/2015.

82% of customers are satisfied with the overall service provided by YHN by 30/06/2014

Working together to realise a brighter future

Implement workforce scheduling and mobile working for the concierge and NFS services by 30/09/2014

32.6 days.

27.6% (12 people)

25% (11 people)

46 days

70%

0.10% (27 tenants evicted)

87.50% (No change target achieved in Q1)

Did not implement workforce scheduling within original timescale. Revised timescale is for December 2014 for Concierge service and January 2015 for NFS

100%

0.20% (55 evictions profiled)

82%

Implement workforce scheduling by end of quarter two

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Complete the procurement

Complete the review

Publish the evaluation

Draft tender specification

Hold challenge event in September

Have scoping paper approved by Wider Management team

Present final report to Publish the plan Commercial Committee

80% of all YHN estates to score over 70% in their 2014-15 Going for Gold inspections Achieve 53% from our Sustainable Homes Index For Tomorrow (SHIFT) audit application by 31/03/2015

Deliver 4,150 life cycle improvements by 31/03/2015

53%

80% (78 estates)

4150 improvements

80% (43 estates scoring above 70%).

We have submitted the draft application. Results are due in quarter three.

No actions due in quarter two

903

Revised procurement approach has been agreed. Tender specification drafted.

Challenge event held

YHN Wider Management team has approved the scoping paper

Care Services business plan has been published but not within the original timescale

80% (43 estates)

1300 elements

Create homes and neighbourhoods we can all be proud of

Carry out a service review of Advice and Support, and Young Peoplesâ&#x20AC;&#x2122; service by 31/10/2014 Complete the procurement for a supplier of tenant broadband by 31/03/2015

Publish an evaluation report to determine the effectiveness of the welfare reform service review by 31/12/2014

Publish a business plan for Community Care Alarm Service (CCAS) by 30/06/2014

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14iii

Publish a new Asset Management Strategy by 31/12/2014

Publish new strategy

Action plan and timetable devised

Action plan created and draft strategy passed to Newcastle City Council for comment.

3 3.1

Amber indicators at the end of quarter two The void rent loss amount not to exceed 1.07% during 2014-15 The Housing Options service has focused on core functions of letting empty properties, supporting and sustaining new tenancies and tackling low demand issues. Whilst void rent loss performance has improved across neighbourhoods overall performance has been affected by demand for specific property types in Walker and the West End of the city. Further work is required to understand the sustainability of specific multi storey blocks. The service reviewed the end to end void management process and will implement an action plan to: improve the void management process and IT systems providing management information, review the lettable property standard and decoration assistance scheme, ensure effective use of resources and ensure YHN void management and marketing of stock compliments and contributes to YHN and NCC strategic housing market objectives.

3.2

Generate an additional 6% (net surplus) from external business through Newcastle Furniture Service by 31/03/2015 The NFS target to increase the surplus to ÂŁ3.83m is based on an anticipated increase in surpluses generated through business efficiencies or increased income through winning new business. At the end of quarter two we are ÂŁ202k behind the target. Over the last few months there have been minimal new tender opportunities. The tenders which have been submitted have resulted in strong competition and a number of these have been lost on price. Furthermore the service is experiencing a pressure on the existing client base with internal and external customers reducing the size of furniture packs.

3.3

Work is currently ongoing to identify efficiencies and opportunities for new business markets. We have developed a suite of performance indicators which will allow us to monitor the improvements in efficiency of the service following the implementation of workforce scheduling. During January to March 2015 we will be testing these performance indicators and expect to use them as service plan targets during 2015-16 Deliver 4150 life cycle improvements by 31/03/2015 903 elements were completed in quarter two. Activity has been slower during this quarter than originally anticipated but 46% of the target has been achieved so far. There has been a pre-planned delay by Building and Commercial Enterprises who have prioritised repair work in schools over the summer holidays. Since September there has been a lot of elemental work queued up ready to start. It is expected that the number of life cycle improvements will increase in October and November moving the programme back on track. There were 365 elements completed in July, 269 in August and 269 in September.

4 4.1

Red indicators at the end of quarter two Reduce the number of sickness absence days per full time equivalent to 7.5 by 31/03/2015

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The number of days lost to sickness at the end of quarter two was 4.75 per full time equivalent. Based on this performance we expect our year end performance will be 9.5 days per FTE. The actions that we have undertaken are: Delivery of training to managers All planned manager training has been delivered, with a mop session due in October. This will mean that all 131 managers have attended absence management training. There will also be guidance added to the staff intranet for managers by the end of October. Established a Contact Support Colleagues (CSC) network We have established a CSC network of staff. This network was established following the staff survey which identified a need for staff to be able to access impartial and confidential advice if they are experiencing unhappiness at work. This is supported by a refreshed dignity at work policy. All CSC's have been trained in Mental Health First Aid with an additional three staff also trained. We will be looking to expand this network. Review of Absence Management Board (AMB) YHN AMB has been reconfigured to fit in with the timing of the Finance and Resources Committee meetings. We will develop a suite a reports which we will use in AMB to investigate in more detail the reasons for sickness absences in different teams. Developing an online case management tool We are currently working on developing an online case management tool so that heads of service are able to identify where managers may need to do some more work on particular absence cases. In addition the HR Manager and Director of Tenancy Services are working on strategies to address disproportionate high absence in the Y3 working group. Implement workforce scheduling and mobile working for the Concierge and NFS services by 30/09/2014 This technology required a significant amount of development work from our supplier. Our initial launch date was 1 September; however in July we met the suppliers who confirmed that they could not meet this original timescale but were able to commit delivering the product to us for 15 September. When we were carrying out user acceptance testing (UAT) in September we discovered that some of our requirements could not be delivered as agreed without significant developments of the system. Our suppliers required additional time to fully develop these requirements and consequently we have agreed a launch date of December for the Concierge service and January 2015 for NFS. We have planned for additional UAT and training for NFS and Concierge staff that will start in November.

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4.2

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4.3

Achieve 100% success rate against the Key Performance Indicators, as agreed with Byker Community Trust and Leazes Homes, by 31/03/2015 Byker Community Trust We achieved 16 of the 20 targets set between YHN and Byker Community Trust. The targets not achieved are set out below. Target

Q2/Year- end target

Q2 performance

Rent arrears

£413, 197 (year -end)

£677,759

Collection of former tenant arrears

£13,944 (Q2)

£13,367

Satisfaction with external investment works

95% (year- end)

89%

All estates to achieve silver in their Going for Gold inspection

8 estates achieve silver

5 estates achieved silver

Leazes Homes We achieved two of the four targets agreed with the Board of Leazes Homes. The two targets missed are set out below.

4.4

Target

Q2/Year -end target

Q2 performance

Average re-let period

25 days

30 days

Time taken to investigate ASB cases

36 days

58 days

Publish a Business Plan for Community Care Alarm Service (CCAS) by 30/06/2014 The CCAS Business Plan was written in quarter two and presented to commercial committee on 7 October. The Director of Tenancy Services is leading on the development of an action plan which will outline the timescales for work attached to the strategy.

5 5.1

Red indicator at the end of year Complete the procurement for a supplier of tenant broadband by 31/03/2015 This target was on track at the end of quarter two. However we anticipate that it will not be achieved at the end of the year. In quarter two the following has been achieved: putting together the procurement approach; drafting the tenant specification for procurement, and engaging with suppliers/other RSLs around current approach. Key individuals from YHN have visited Registered Providers in Halton, Manchester, and another visit to the Wheatley Group is planned in early November where BT is providing tenant broadband to tenants in Glasgow. At the moment, legal services are involved to ensure that procurement is compliant with State Aid Regulation. The Tenant Broadband Group would also need to sign off the approach before this goes out to tender at the end of October. The next milestone is to put the tender out to procurement by early November 2014. This process often takes seven months and therefore it is unlikely that the target would be achieved

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The business implications

6.1

Mission and strategic objectives: This report specifically deals with performance measures against all of our strategic objectives.

6.2

Value for money/efficiencies: Our target relating directly to value for money has been achieved in this quarter and is on track to be achieved by the end of the year.

6.3

Resources (financial, property, technological or human): The majority of our top 20 targets relate to improving or increasing the resources available to YHN to achieve our purpose statement and objectives.

6.4

Impact on services/performance: This report specifically deals with our performance against our key indicators.

6.5

Outcomes for tenants/leaseholders: Monitoring performance and taking action to improve will help to ensure increased satisfaction and better use of resources for customer priorities. The target for customer satisfaction has been achieved.

6.6

Risk (reputation, relationship): Failure to monitor performance could place YHN at risk of failing in any of our strategic objectives. This, in turn, risks our reputation and relationships with our customers.

6.7

Environmental: Work to achieve the lifecycle improvements target includes several measures to improve environmental performance. We also have a target for our SHIFT accreditation which will guide our future environmental work.

6.8

Legal: There are no legal implications.

6.9

Equality and diversity: There are no equality and diversity implications.

6.10

Stakeholder involvement/consultation: We report our performance against the top 20 targets to Newcastle City Council on a quarterly basis. We also publish an update against the top 20 targets on the YHN website for customers. Recommendations

7.1

Audit Committee is asked to review and comment on the performance monitoring report.

Implementation

8.1

The next report to the February meeting of Committee with the quarter three update on the top 20 targets

14iii

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Background papers Delivery Plan 2014-15 Contact officer: If you have any questions about this report that you would like clarifying before the meeting, you can contact Richard Burns by telephone on (0191) 278 7703 or email Richard.burns@yhn.org.uk

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14iii

End to end void management process

Outline of proposed review Advice and Support, and Young People’s Service

Minimising void rent loss is YHN WMT a priority for us (it is one of our top 20 targets) as is reducing the void re-let time and repair costs An internal audit report has identified areas for improvement in the way that we manage void properties The heads of service responsible for parts of the



31/12/2014

YHN Wider Management Team (WMT)

This was agreed by Board following changes to the Supporting People funding arrangements agreed with NCC These two services have not been reviewed for some time and YHN want to ensure that they are providing an effective service to respond to the increased workload following the welfare reform changes from April 2014



31/10/2014



Governance

Justification for proposed review

Deadline

Appendix two - YHN Service Improvement Programme update

Green

Red/Amber/Green (RAG) status of the review

Review progressing to agreed schedule. The review challenge events held with Wider Management team and representatives from NCC commissioning during September. Progress was reported to YHN Customer and Service Delivery Committee in September. Final report including service improvement action plan is being reported to YHN Customer and Service Delivery Committee in November with final sign off by Board in December.



Mapping, reviewing and improving void process management. Improving the customer experience. Identifying finance and business efficiencies.

Draft Service improvement plan action plan produced, which focuses on:

Review is complete



Update on activity since April 2014

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OD and HR team

30/09/2014



A review was suggested when the proposal for using the Learning Management System was agreed by YHN Management Team. This also includes the provision of training across YHN, the development centre and corporate training budget YHN and NCC are working together to seek a closer working relationship between our HR and OD teams in the future, following the conclusion of this internal review and the NCC shared services review

void management process raised the suggestion of a review in the 2014/15 business and financial planning process While YHN has previously reviewed our void management and repairs procedures, the whole void management process from start to finish has never been reviewed Corporate Services Senior Management Team (CS SMT)

Green

Understanding changes in the housing market and providing a strategic overview to housing options in the city.



Following the outcome of the Council’s review of YHN it was agreed that YHN would not continue with the internal review. A light touch conclusion to the review and the outcomes have been agreed by YHN Management Team and communicated to NCC Senior HR colleagues.

The outcomes of the YHN review of HR and OD have been overtaken by the decision to transfer the services to NCC from April 2015.

Review complete

Service improvement action plan is being presented to YHN WMT in December 2014.



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14iii

NFS sales and marketing review

Garden care

30/06/2014

30/09/2014

YHN needed to review support available so that account management support can be provided for external contracts, which has expanded through winning tenders Give consideration to alternative marketing for Palatine Beds including the location of the current retail unit Consider whether the current staff structure is



The service has not been reviewed for some time so was due a review When Universal Credit is implemented the charges for garden care will no longer be eligible via Housing Benefit. A high proportion of customers receiving the service are currently receiving Housing Benefit. Preparatory work during 2013-14 identified some possible options to alter the service (by taking on new business) but these would require an alternative structure for the service



TS SMT

Tenancy Services Senior Management Team (TS SMT)

Green

 

This review is now complete. The review was concluded in June and the outcome was presented to the September meeting of YHN’s Commercial Committee.

Review is complete. The findings of the review and a service improvement action plan are being presented to YHN Management team in November.

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Facilities management review

31/12/2014



The facilities management team moved into the property maintenance service following the completion of the structure of the property services directorate. The small team (of four) has not been reviewed for a number of years Environmental sustainability (ES) was until recently delivered by one staff member. Since May 2014, there are now two staff members working in this section. The review will look at current roles and responsibilities in the ES team including any areas of overlap between roles and look at what areas need developing or changing. To review workload and efficiency levels of the painting and decorating team and investigate opportunities to expand the team

appropriate to support additional growth in customer numbers Formal project (PS SMT)

Green 



Review is completing to agreed timescale. Recommendations for this service are being presented to YHN WMT in December.

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Outline of proposed project Inclusive digital housing services

Key projects

Suggested completion date 31/03/2015



Governance

o Deliver affordable, and ideally free, basic internet to all tenants in their own home where possible o Develop technology, services and partnerships to promote and support the use of digital

Critical This brings together the work from the current digital project (YHN WMT) inclusion work stream (within the welfare reform project) in YHN and combines this with the roll out of tenant broadband and other projects during 2014-15. A Board timelimited committee will also oversee the work of this project group The project is working to identify solutions to deliver the following vision statements:

Justification for proposed project Amber



Overall the project is running to schedule. However one element is behind the original target date. The procurement of a tenant broadband supplier will not be achieved by the end of March 2015 (as originally anticipated). A Board time-limited committee will also oversee the work of this project group. The procurement approach for Tenant Broadband has been agreed. Tender documents completed and engaged with the Tenant Broadband Steering Group to review the proposed approach. YHN attended a Council visioning workshop on digital services to ensure the customer access strategies of the two organisations are well aligned. YHN is continuing to work closely with NCC to provide free Wi-Fi access in communal areas of our properties. Following problems with their supplier, officers from NCC are in discussions with

RAG status of the project Update on activity since April 2014

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Location independent working

Development of new asset management strategy

31/03/2015

This would review the current strategy to ensure it remains fit for purpose and reflects the current NCC/YHN priorities

There are four work streams in this project. These are: o Workforce scheduling (initially concierge and Newcastle Furniture



technology to access our services o Ensure that all our tenants are equipped, as far as practicable, to meet the technological requirements of welfare reform changes

Critical project (WMT)

Amber

Green



Some work streams within this project are behind the original target date for completion. The pilot for mobile working Pilot within our Housing Management teams will complete at the end of November. The project will be

Project is on track to complete by the expected completion date. The draft Asset Management strategy is being presented to YHN Board in November. The information gathered from consultation sessions carried out in quarter two (with staff at NCC and YHN) has led to the development of the draft strategy which incorporates the Repairs and Maintenance Strategy and the Environmental Sustainability Strategy.

other suppliers and remain committed to achieving this objective. YHN’s Business Strategy service is developing an approach to delivering training, this is due for completion by December.

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Creation of Care Services Business Plan

30/06/2014



The business plan would direct the work of Care Services in YHN as it looks to develop its customer base, upgrade its technology and manage new accommodation This was discussed in the 2014/15 business and financial planning process The plan has an objective of delivering superior older

Service); o Mobile working for estate and income management (initially completion of the pilot starting in 2013-14), and o Mobile technology – device management and mobile access to corporate systems o Environmental services ICT system A project board has been created to oversee the delivery of these four work streams as they relate to each other or are substantial areas of work which require additional governance

Critical project (WMT) Red



Project is now complete but was not completed in the target timescale. The Care Services Business Plan was completed in quarter two and agreed by YHN’s Commercial Committee on the 7 October. The Director of Tenancy Services is leading on the development of the action plan which will implement outcomes

evaluated by the end of December. The Workforce Scheduling Project did not go live, as scheduled, in September. A new ‘go live date’ for the Concierge service is in December 2014 and Newcastle Furniture service in January 2015. The Mobile Access to Corporate Systems project is progressing against its action plan and is scheduled to commence in November. The Environmental Services IT System was due to be implemented by 30 September. This was not achieved. We are assessing potential new software suppliers before making a final decision on implementing a solution.

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IT system for income

Smarter Use of Information Technology (SUIT)

31/12/2014

31/03/2015



The procurement and implementation of a new IT

This brings together work looking at YHN’s strategic direction for using IT to support YHN, improving the intranet and internal communications and the reporting and analysis of information and process automation

people’s housing products and services and a consistently positive customer experience

Formal project

Critical project (WMT)

Green



This project is on track to complete within the original

If YHN decides to adopt Office 365 (like NCC) the SUIT project will oversee its implementation. This may mean the scope of the project will alter significantly.

Project is on track to complete actions due during 2014/15. Of the initial twoworkstreams:  The Reporting and Analysis work stream is currently on hold while joint discussions with NCC continue about business intelligence and a meeting is scheduled for early November to progress this.  The Process Automation project will merge into the Intranet and Collaboration work stream and will continue as planned working through process and working with colleagues from Housing Options and Tenancy, Income and Estate Management to review their service intranet sites with the ultimate aim of increasing usage.



of the business plan.

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14iii

Submit application for Sustainable Homes Index For Tomorrow (SHIFT) accreditation

Publish an evaluation of the welfare reform service review

management

31/03/2015

31/12/2014

SHIFT measures YHN’s approach to environmental sustainability. The audit process is a useful benchmark of progress made since the last application. It is also



The revised services for housing options and income and tenancy management launched on 2 June 2014. YHN committed to staff and customers that we will review and evaluate the review to ensure that it is meeting their needs While the review has been concluded, there are many items in the Service Improvement Plan which will be completed during 2014-15 and will require support from other services in YHN



system to support aspects of the collection of rental income It gives an opportunity to transform the way that income officers work in the new specialised service

Green

Formal Green project (Property Services Senior Management Team)

Formal project (TS SMT)

(TS SMT)

 



Project is complete. Application to SHIFT submitted in July and result due by December.

All work streams are progressing with planned actions towards completion, for the final evaluation report at the end of December. The aims, scope and membership of the following work streams has been agreed: o Customer Impact; o Embedding the service, culture change, hub arrangements and good practice; o Formal six month review of new roles; o Stakeholder impact, and o Workload Assessment.



timescale. Officers from YHN are currently configuring the Rentsense system before carrying out testing with staff. The system is on track to launch by the end of December.

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Approach to equality and diversity (E&D)

Expansion of employability services

31/03/2015

YHN Board approved a revised approach to E&D. This project will implement this approach under the following key themes: Understanding



YHN Board approved plans to expand the range of support the whole organisation offers to help tenants into work. This requires us to work with other external partners or employers to support the increased number of apprenticeships and Your Homes Your Jobs placements



reported as a top 20 target The application criteria have altered since YHN last applied which means we will have to submit a full application again

Formal project (CS SMT)

Green

This project is on track to complete within the original timescale. YHN has worked with Newcastle colleagues to establish employment opportunities for YHN tenants. This has meant tenants have received training and secured employment in catering, retail and the care sector. YHN has continued to deliver the Walker Learning Hive, Your Homes Your Jobs programme and YHN apprenticeships. The business start-up programme “make your own money” has expanded to help tenants establish their own businesses.



Revised equality objectives have been developed and are being presented to YHN Board in

This project is on track to complete within the original timescale.



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14iii

Customer access strategy

30/10/2014

This project will devise a new customer access strategy for YHN We want to review our approach to providing customer service in light of: o The inclusive digital housing project o Changes to our front line housing management structure o Feedback from tenants (through the Survey of Tenants and Residents)



Involving Learning Improving policy Investing in services Demonstrating our commitment Checking how we’re doing

    

Formal project (CS SMT)

Amber



This project is on track to complete but not to the original timescale. A draft interim strategy was presented to YHN Management Team in October. A revised action plan is being developed which will presented to YHN Management Team in December.

November 2014. A series of workshops have been planned for all YHN services to better understand how services respond to different needs and where we have gaps. These will be delivered during November and December 2014. The workshop results will feed into the Delivery Plan, Service Improvement Programme and Top 20 targets for 2015-16.

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14iv

No.

23-Oct

David Langhorne – Director of Property Services

Authorised Date

Directorate/ Delegated Officer

210

Funding of £131,000 from Regeneration - General needs re-provision

Funding of £434,681.36 from Regeneration of non-housing assets - Garage refurbishment programme

Funding of £143,291.75 from Regeneration of non-housing asset – Office accommodation Funding of £351155.43 from Standard Housing Investment spend to save

Regeneration programme – Purchase 2 x Tyneside Flats . Contractor- n/a

Garage Roof Replacement & Refurbishment. Contractor- Hodgson-Sayers

St Anthony’s Housing Office conversion to 3x2 bed houses. Contractor- Castle Construction Shieldfield House and Vale House – Window Sealant Works Contractor- CAN Structures LTD

265

Cost/Budget Provision

Scheme

Number of Units

Ouseburn & South Jesmond

Walker

Citywide

Walker

Ward

Delegated Decisions – Schedule of non-confidential Delegated Decisions taken between 4th October 2014 and 3rd November 2014

Board 16 December 2014

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23-Oct

14-Oct

David Langhorne – Director of Property Services

Funding of £155,038.89 from YHN Investment Programme – General Needs Provision Regeneration

Funding of £10,495.80 from 1HBSP/B174 - Revenue Budget for Air Con.

Funding of £33,314.22 from Demolitions Reserve

£1.5m increase since Q1 but still within base budget

DEM0002 Fergusons Lane Bungalow Demolition. Contractor- Owen Pugh

Air Con repairs & servicing. Contractor- Cool Breeze

Demolition of Daisy Hill Community Centre. Contractor- Owen Pugh

HRA Capital Investment Programme. The planned investment programmes for 2015-17.

204

Funding of £761,215.56 from Investment Programme Window Replacement

Window Renewal Programme – WD0009. Contractor- BCE

Funding of £38,453.51 from Standard Housing Investment

Middle Street & Eastbourne Avenue structural repairs. Contractor- MGM Construction

All

Walkergate

Citywide

Benwell/ Scotswood

Woolsington, Fenham, Byker, Walker, Dene

Walkergate

All projects were approved as part of the Investment Delivery Programme contained within a report entitled ’30 Year HRA Financial Model and Other Financial Issues’ which was considered by the Board on 11 December 2012.

21-Oct

23-Oct

David Langhorne – Director of Property Services

Chair and Vice-Chair

23-Oct

David Langhorne – Director of Property Services

23-Oct

David Langhorne – Director of Property Services

Board 16 December 2014 Board Forward Plan 1

Board Forward Plan

1.1

This Board Forward Plan lists the reports known at the present time that will be presented at the Board meeting on 10 February 2015 (or amended date subject to confirmation): Board Reports

1.2

Commercial committee annual report

Non-confidential

Governance update

Non-confidential

Strengthening the tenant voice

Non-confidential

Low rise building cleaning â&#x20AC;&#x201C; new service charge

Non-confidential

Estate re-modelling â&#x20AC;&#x201C; Blakelaw and New Mills

Non-confidential

Universal Credit Implementation

Non-confidential

YHN Budget

Protect

A&S YPS Service review

Protect

Byker contract

Protect

Training Proposed date Health and Safety training: 20th January 2015 5-7pm YHN House

Contact Officer: If you have any questions about this report that you would like clarifying before the meeting, you can contact Jill Davison, Company Secretary by telephone on 0191 278 8624 or email jill.davison@yhn.org.uk

14v Page 97 of 107

Audit Committee 31 July 2014 (5.00 pm - 6.15 pm) Present: G Clark A Mirza J Reid P Scope L Stephenson D Huddart M Talbot

(In the Chair)

In Attendance: S Breslin J Vinton L Horsefield R Burns J Davison J Clifford I Pattison C Mulley J Edminson

Director of Corporate Services and Assistant Chief Executive Head of Assets and Regeneration Head of Business Strategy Lead Service Quality Officer Company Secretary Financial Controller Internal Audit Ernst & Young External Auditors Democratic Services

NEW BOARD MEMBER New member M Talbot introduced herself and informed the meeting that she was a City Council Deputy Cabinet Member for Housing who had been assigned to this meeting following her appointment to the YHN Board.

APOLOGIES FOR ABSENCE Apologies for absence were received from J Common, N Scott, D Langhorne and C McMullen.

DECLARATIONS OF INTEREST IN ANY MATTER TO BE DISCUSSED AT THE MEETING

MINUTES OF MEETING HELD ON 29 MAY 2014 Page 98 of 107

14vi

None

The minutes of the meeting held on 29 May 2014 were approved as a correct record except for the deletion to minute ii (Resolution 39 Annual Assurance Statement) as this was duplication of minute 39 (i), and signed by the Chair. 47

ACTION LIST REVIEW RESOLVED - That the action note be noted and updated accordingly

QUARTER ONE PERFORMANCE 2014-15 - YHN TOP 20 Submitted: Report by Head of Business Strategy (previously circulated and copy attached to Official Minutes). The report covered the top 20 targets agreed for 2014-15 in respect of the first quarter of the financial year (April to June 2014).The report referred to 12 of the 20 targets reported as green, 4 red, 2 amber and 2 blue, the details of which were set out in the table at section 2.2 of the report. An update to Page 21 of the report ‘Make the money deliver’ was circulated at the meeting (copy attached to Official Minutes). Attention was drawn to performance against the sickness target for the year and it was now becoming apparent that the annual target would not be met. A confidential report was circulated (restricted as it had not yet been delivered to Leazes Homes and Byker Community Trust Boards) (copy attached to Official Minutes) covering the details of performance against the target for the Byker Community Trust and Leazes Homes for quarter one of 2014-15 (April to June 2014). The following issues/ queries were raised in debate:   



In response to a members query the committee were advised that targets were considered challenging but realistic in accordance with the previous year’s performance. The target ‘achieve an average re-let time of 25 days for void properties in 2014-15’ was agreed with Leazes Homes based on the last year end performance. A member commented that as we were now into the second quarter there were concerns about red indicators in relation to void rent loss and Byker Community Trust and Leazes Homes contracts requiring a lot of hard work to recover, considering the pressure on staff to cope with new systems. S Breslin said that perhaps more importantly, new structures were designed to help expertise with key service areas and respective KPI’s, newly merged teams and new ways of working were also anticipated to have appositive impact. She was optimistic that the changes to services would support the achievement of the targets. In respect of Byker Community Trust targets to reduce average total re-let time of BCT properties to 33 days by 31/03/2015, a member felt that this was a significant number of days, being in excess of a month’s rent. It was explained the work needed to get properties ready to allocate could vary and we previously only monitored the re-let time after work was completed .The Page 99 of 107



end to end time was now monitored to enable us to better understand the time taken and a review was currently underway.by end of quarter two we would be in a better position to predict the position at year end. In respect of the target to generate of 6% net surplus from NFS a member queried the status target given the position at the end of quarter one. It was anticipated that the performance could be recovered by end of quarter two and we would be in a better position to predict the position at year end.

RESOLVED – That 1) the report and comments on targets be noted, and 2) also noted YHN will report performance to Leazes Homes to their meeting I September and to Byker Community Trust in August. 49

YHN FINANCIAL STATEMENTS 2013-14 AND AUDIT RESULTS Submitted: Report by Financial Controller (previously circulated and copy attached to Official Minutes) introducing the YHN Financial Statements for the financial year 2013-14, prepared in conjunction with Ernst & Young, YHN external auditors. The Strategic Report, Directors Report and Financial Statements were attached at Appendix 1. C Mulley, Ernst & Young requested the committee to scrutinise the accounts, and recommend them to the Board for approval at their meeting on 19th August 2014. Once approved by Board and Reports and Statements would be presented to the AGM and returned to Companies House. A member commented that regarding the reference on page 55 of the report to tenants across the city saving up to 50% on their energy bills as a result of investment, it would have been helpful to have had some actual figures about typical savings. It was agreed to alter the wording of this sentence. The Chair thanked the financial team for a clear presentation of accounts. RESOLVED – That 1) The Committee confirmed their agreement to the approach that no adjustment for audit differences (Section 2.5) had been made in the financial statements, and 2) The Board be recommended to approve:  The Directors Report  The Strategic Report  The Financial Statements ;and  The letter of representation INTERNAL AUDIT ANNUAL REPORT AND OPINION OF HEAD OF INTERNAL AUDIT Submitted: Report by Head of Internal Audit (previously circulated and copy attached to Official Minutes) setting out the Internal Audit Annual Review and

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Opinion of the Chief Audit Executive (Head of Internal Audit) as required by the Public Sector Internal Audit Standard (PSIAS) 2013. The Head of Internal Audit had completed a self-assessment against the Public Sector Internal Audit Standard and the service was compliant with standards and no points were raised for improvements by the External Auditor. RESOLVED – That the report be received. 51

STRATEGIC RISK REGISTER - QUARTER ONE UPDATE 2014-15 'RISK AT A GLANCE UPDATE' Submitted: Report by Head of Business Strategy (previously circulated and copy attached to Official Minutes) together with Appendix one providing quarter one ‘at a glance’ updates in respect of the 2014-15 Strategic Risk Register. R Burns introduced the report which provided the quarter one ’risk at a glance’ update for 2014-15 Strategic Risk Register. He drew member’s attention to the recovery action for each risk assessed as being high or medium priority. The majority of these actions were already being carried out by YHN as they were top 20 targets, service plans or in the service improvement programme. The following matters were raised in debate 

The Chair said he understood the vast amount of effort put into addressing risks but did we assess the value for money of some of the actions. L Horsefield explained that the actions outlined would be completed anyway as they supported other key part of our quality assurance framework.

All improvement targets identified in the 2014-15 Strategic Risk Register, would be implemented in 2014-15. The next at a glance update would be presented to the Committee’s November meeting. RESOLVED - That the progress report be received. 52

INTERNAL AUDIT PROGRESS REPORT 2014-15 Submitted: Report by Head of Internal Audit showing Internal Audit activity since the last meeting in May 2104. A summary of the work undertaken together with the findings and recommendations was set out in Appendix 1. Prioritisation of the Audit Plan was set out at Appendix II (copies attached to Official Minutes). I Pattison presented the report and referred to the delay in the Newcastle Furniture Service audit until August/September. A new system had been implemented in June and stock taking was now done on a 6 weekly cycle. It was now agreed to let the system run for at least one full prior to audit review and so the work would be undertaken in September. Page 101 of 107

The only outstanding significant audit recommendations not implemented were in relation to Business Continuity (non IT). However, plans were being finalised and there was a planned audit for September to review progress. Reference was made to stock control at the NFS warehouse for products from the Own Your Own scheme and L Horsefield intimated that only a few items went through the warehouse, however, wherever possible no high value stock was held at the warehouse (a direct supplies process was in place). RESOLVED – That the progress report be noted. 53

AUDIT COMMITTEE FORWARD PLAN Submitted: Forward Plan (previously circulated and attached to Official Minutes). RESOLVED – That the Forward Plan be noted.

PROGRAMME OF SERVICE REVIEWS AND PROJECTS FOR EVALUATION Submitted: Programme of Service Reviews and Projects submitted for information (previously circulated and attached to Official Minutes). It was noted that the committee would be considering the Business Strategy Review at their November meeting and the Finance Service Review at their meeting in February 2015. The committee was trying to avoid duplication of effort in looking at service reviews which had already been considered by another YHN Committee. The Chair felt that the Committee should be looking at whether reviews had led to improvements, and had achieved what had been intended and delivered. L Horsefield informed Committee that until recently there had been no agreed process to determine whether a review had delivered the objective; however, procedures for an evaluation of objectives were now in place. It was noted that the whole of YHN Governance was to be considered by the Board meeting in August and the Committee should await the outcome of those considerations before agreeing an approach to monitor the outcome of service reviews. RESOLVED –That the proposals set out in the report be noted.

DATE AND TIME OF NEXT MEETING : The next meeting would be held on Thursday 20 November 2014 at 5.00pm

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Commercial Committee 7 October 2014 (4.05 pm - 5.40 pm) Meeting held YHN House, Benton Park Road, Newcastle upon Tyne NE7 7LX

Present: In attendance:

Amir Mirza (Chair) Elaine Snaith, Tony Moore, Phil Dibbs, Joyce McCarty and Doreen Huddart

Officers in attendance: Sheila Breslin Neil Scott Andrew Waters Jason Wylie Martin Burn John Buttery Christine Patterson 1

- Director of Corporate Services and Assistant Chief Executive - Director of Tenancy Services - Sales and Marketing Manager, Business Services - Head of Business Services - Head of Support Care - Care Services Manager - Democratic Services Officer

APOLOGIES FOR ABSENCE Apologies for absence were received from Judith Common

DECLARATIONS OF INTEREST None

MINUTES OF THE PREVIOUS MEETING HELD 3 JUNE 2014 RESOLVED – That the Minutes of the previous meeting held on 3 June 2014 be confirmed as a correct record and be signed by the Chair.

ACTION LIST REVIEW RESOLVED – That the action list be noted. EXCLUSION OF PRESS AND PUBLIC RESOLVED – That the press and public be excluded during discussion of agenda items 6-10 because of the likely disclosure of confidential information. The definitions of what was considered confidential were contained within Section 16 of the Company’s Standing Orders. Page 103 of 107

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CARE SERVICES BUSINESS PLAN Submitted: Report by Care Services Manager (previously circulated and a copy attached to official minutes), which provided information about a new care services plan to provide the flexible community based services that older people want and need. A presentation was provided, which highlighted the key aims, objectives and actions in the draft business plan. During the presentation the Committee sought clarity on a number of points: 



What was meant by the ‘20 minute community’? This related to the mapping out of all services that existed in a local area for older people across the City of an average 20 minute walking radius. A community would be determined by the mapping exercise. What were other organisations doing? There was limited competition against the services offered in Newcastle as YHN was the only provider with an emergency response provision. This differentiates it from other providers’ offers. Neil Scott explained that part of the £65K referred to would cover competitor analysis. Do we know what the market was like further afield? Officers had met with Department of Health (Nursing) to determine whether they could fit into the Telecare Service. One issue was their emergency response. The digital platform was not geographically bound but the ability to respond obviously was.

A comment was made that this may make the Telecare Service have a saleable value of some significant size. A Committee Member suggested that the Technology Strategy Board may be able to help. The following points were made during discussions: 

  



The need for further detailed information to be submitted on the various elements of the Business Plan e.g. future approach to sheltered housing; the Telecare current offer and proposed future offer so the Committee had a better understanding of it and the transformation. It was pointed out that the initial thinking had been done in the bid to the DALLAS project and that had shaped the current proposal. The need to complete the development of services for YHN customers first. It was explained that market analysis had been done and discussions had taken place on the business opportunities for moving forward. The differences between Telehealth and Telecare. The importance of having the branding and marketing elements of the business plan in place and the need to understand the offer before branding was fully developed. It was also queried whether there needed to be branding and marketing activity for sheltered housing given the demand referenced in the document. The fact that a strategy to help older people and other vulnerable people had separate issues to the issues connected with commerciality. Several aspects of the YHN service made it hard to compete on price. Page 104 of 107

 

Reference was made to the indicative costs being the subject to procurement. The Committee agreed to support the business plan in principle, and of the separate proposals around the business cases should come back to the Committee, including anticipated outcomes. A special meeting could be convened if the timings were not helpful. Service development issues that were operational would not need to be reconsidered.

Neil Scott advised the Committee that John Buttery was leaving the organisation, having secured a job elsewhere and he would like officers’ thanks and appreciation to be recorded for John’s efforts. The Chair on behalf of the Committee, also thanked John indicating that he and the Committee were appreciative of John’s local knowledge which had been insightful as well as John’s dedication and commitment to his job. He wished John well for his new role, stating that John would be sorely missed. RESOLVED – That the draft care service business plan be approved in principle with the plan being amended to reflect the comments received at the meeting and

(ii)

Individual actions be developed and submitted back to the relevant Committee for approval.

NFS AND PALATINE UPDATE A presentation was provided by Andrew Waters updating the Committee about:    

The financial position of Palatine for the first six months of 2014/15 including the sales and admin review NFS Rental scheme Own your Own Goods to Go

During the presentation, a number of questions were raised. The following provides a summary of these and the responses provided: 

  

What was the timescale for the roof replacement? The roof works were being carried out during the quietest period of production although a relatively busy period for retail outlets. The work with largest impact on production was to be carried out over the Christmas holidays to minimise impact. Retail sales may be affected although contingency plans had been made to lessen impact for retail customers. To clarify questions an explanation was given on the Own your Own process including, verification checks and reasons why applicants were unsuccessful. Concern was expressed that the unsuccessful applicants would go elsewhere at a huge cost to them. The aspiration was to reach more people. Was any staff included in the 222 successful applications? The staff scheme was operational; however, take up was not included in the figures provided to Committee. The information was held on a separate system and was available. Page 105 of 107

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(i)



Had there been any contact with colleges and universities to supply beds and possibly other household goods for student accommodation? Mattresses were manufactured but were in the middle of the supply chain for white goods.

The following points were made during the discussions:  



The eligibility criteria for Own your Own offered an opportunity fo interacting with the unsuccessful applicants to support them to manage their arrears so that they could re-apply at a later date. Looking to the future, exploring the use of shop fronts to display goods; increasing signage; using pop up shops; talking to INTU to use empty commercial space. It was explained that there were opportunities to work with City Council to undertake such promotion. This was a role for the Business Development Manager to progress when appointed. NFS and Palatine being a supported employer in Newcastle and this should be utilised to encourage organisations to purchase goods. It was explained that there was a stakeholder mapping exercise currently being carried out which would make these connections. Increasing the promotion of NFS and Palatine.

The Committee was informed that a new post was soon to be advertised for a Business Development Manager. This role would be a key role, and ideally it was hoped the candidate selected would have an understanding of housing. A question was asked about whether it was for this Committee to discuss the remit of new job specification. The Chair indicated that this was an operational matter. The Chair congratulated officers on the fantastic achievement and on behalf of the Committee, asked for the Committee’s appreciation to be passed on to all concerned. A Member requested that in future could officers provide written reports rather than just delivering a presentation. It was explained that the next update would be January/February 2015 and a written report would be provided. The Chair indicated that Members would also welcome on a regular basis the main highlights circulated via an email notification. A Member indicated that she would forward the contact details for officers to register on the Police Tender List. It was explained that once the strategy mapping exercise was completed there would be a number of stakeholders to contact. RESOLVED – (i)

That the update be received and noted.

(ii)

Future updates presented to the Committee be in written format.

(iii)

Highlights be circulated to the Committee on a regular basis.

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CONFIDENTIAL MINUTES OF THE PREVIOUS MEETING HELD ON 3 JUNE 2014 RESOLVED - That the confidential Minutes of the previous meeting held on 3 June be confirmed as a correct record and be signed by the Chair.

TENDERING AND COMMERCIAL ACTIVITY - UPDATE REPORT Submitted: Report of Head of Business Strategy (previously circulated and a copy attached to official minutes), which provided information on 2014-15 quarter one, which covered the period April to June 2014, tender activity for the quarter and information about income generated from other commercial activity. Sheila Breslin introduced the report, explaining that it was a quiet period compared to usual. She reminded the Committee that lessons were learnt from the unsuccessful tenders. RESOLVED – That the report be received and endorse decisions made by the New Business Panel in relation to tender activity.

SERVICE LEVEL AGREEMENT (SLA) UPDATE QUARTER ONE 2014/15 Submitted: Report by Assistant Chief Executive and Director of Corporate Services (previously circulated and a copy attached to official minutes), which outlined the details of the SLA monitoring report for quarter one 2014-15 which was presented to Management Team on 26 August 2014 and provides information on SLA’s for the current year. An update on the position at year end 2013-14 was also included. Appendix one included a position statement incorporating lead officer comments and a financial update. Sheila Breslin introduced the report. The Chair welcomed the report, stating that it was useful to understand the position of the SLA’s. RESOLVED – That: The report be received.

(ii)

Based on discussions with SLA lead officers and the current progress towards the NCC review of YHN services, it was agreed that no further SLA reviews be carried out in 2014-15 depending on the outcome.

DATE AND TIME OF NEXT MEETING Tuesday 18 November 2014 at 4.00pm – 6.00pm

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(i)

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