YHN Limited Tuesday 9 May 2017 at 5.00 pm Meeting to be held in The Board Room, YHN House, Benton Park Road, Newcastle upon Tyne NE7 7LX Contact Officer: Steven Reed
– Tel: (0191) 272 3950 Email: steven.reed@yhn.org.uk
AGENDA Page No Introduction Items Please remember to switch off mobile phones 1. Welcome and Apologies for Absence 2.
Declarations of Interests
3.
Chair's Items
Items for Approval 4.
Minutes of the previous meeting held on 21st March 2017
1-2
5.
Matters Arising and Action Log
3-4
Items for Discussion 6.
Staff and Resident Survey Results
Presentation
7.
Welfare Reform update
5 - 10
8.
Quarter Four (January - March) Financial and Non-Financial Performance
11 - 42
9.
Health and Safety update
43 - 48
Regulatory and Governance 10.
Notices of Intention to Resign
49 - 52
11.
Delegated Decisions
53 - 56
Your Homes Newcastle Limited. Registered in England and Wales Registration Number 5076256 Registered Office: Newcastle Civic Centre, Barras Bridge, Newcastle upon Tyne NE1 8PR. A company controlled by Newcastle City Council
12.
Board Forward Plan
57 - 58
To exclude the press and public during discussion of remaining agenda items because of the likely disclosure of confidential information. The definitions of what is considered confidential are contained within Section 16 of the Company’s Standing Orders. Protect - not for publication 13.
Confidential Minutes of the previous meeting held on 21st March 2017
59 - 68
14.
Matters Arising and Action Log
69 - 70
15.
Feedback from Asfaleia Limited Board meeting of 20th April 2017 (Draft Minutes attached)
71 - 80
16.
Feedback from Abri Trading Limited Board meeting of 25th April 2017 (Draft Minutes attached)
To be presented at the meeting
Items for Approval 17.
Ostara Review
81 - 124
18.
Safeguarding update
125 - 132
19.
Managing Director's Report
133 - 140
20.
Date and Time of Next Meeting 10am, Tuesday 20th June 2017 at the Mansion House, Jesmond PLEASE NOTE EARLIER START TIME
2
Board 21 March 2017 (5.50pm to 5.55pm) Present: O Grant (Chair), P Dibbs, L Doherty, D Huddart, J McCarty, A Mirza, T Moore, M Page, P Scope, E Snaith, L Stephenson, M Talbot In attendance: A Baker
Governance Support Officer
T Drury
Managing Director
M Foreman
Customer Services Director
D Langhorne
Assets and Development Director Finance and Commercial Director
J Ritchie
533 Apologies for Absence Received from V Dunn, P Dutton, D Slesenger and J Streather. The meeting was noted to be quorate. It was agreed that well wishes from the board would be sent to D Slesenger in light of his recent illness. 534 Declarations of Interests P Scope declared an interest in Wardhadaway in relation to the legal advice provided for the governance review and advised that appropriate information barriers had been put in place within the organisation. E Snaith declared an interest as a volunteer for Depaul Trust, which operated in the field of homelessness. 535 Chair’s Items The Chair recently met with Pat Ritchie and J McCarty to discuss the recommendations in the report, it has been welcomed by the shareholder, particularly the speed in which the activity of the working group progressed. Feedback will be provided following the NFA ALMO conference in April, at which The Chair and J Ritchie will be attending. Following a member query, the Chair confirmed that the governance team will ensure that comments from those who attend conferences, seminars and discussions are regularly provided at meetings. 536 Minutes of 7th February 2017 The minutes were agreed to be a correct record and were signed accordingly.
537 Matters Arising/Action Log There were no matters arising on this occasion. The action log was received and agreed. 538 Delegated Decisions RESOLVED – that the plan was received for information. 539 Board Forward Plan RESOLVED – that the plan was received for information. The Chair added that the plan is subject to change as the review recommendations implementation proceeds. 540 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 Chair 9th May 2017
YHN Board Meeting, 9th May 2017 Action Log (Public) Minute ref.
By whom
Target date for completion
Review of format and presentation of performance reports
YHN Managing Director with Executive Team
Following governance review changes
521
Updates for YHN Board on sustainability of Ostara services
Chair of Asfaleia Ltd, with YHN Managing Director
Throughout 2017
524
Board Forward Plan to be updated for each meeting and included with Information items
Company Secretary
For each YHN Board meeting
518
Action required
Current status
Ongoing Asfaleia Board received a report in April, report scheduled for May YHN Board Ongoing
Delivering great services, enabling people to live in great communities, supporting a great city
Your Homes Newcastle Board 9th May 2017
TITLE
Universal Credit and Welfare Reform
AUTHOR
Matthew Foreman - Director of Customer Service
COMPANY
Your Homes Newcastle
ACTION REQUIRED
For Discussion
SUMMARY
This report provides an update on Welfare Reform and Universal Credit (UC). It provides an overview on implementation of UC and the impact, financial risk and possible implications of wider welfare reforms.
DELIVERY PLAN OBJECTIVE
NUMBER & TITLE
STRATEGIC RISK REGISTER
NUMBER & TITLE
LIKELIHOOD
1. Collect the rent and let properties efficiently. 2. Promote health and well-being and support vulnerable people to enjoy independence. GR9: External pressures arising from Government initiatives (including welfare reform, further roll out of universal credit) result in worsening performance for rent collection and void loss. 3 (possible)
IMPACT
3 (medium / significant)
FINANCIAL / VALUE FOR MONEY IMPLICATIONS CUSTOMER IMPACT / VIEWS EQUALITY & DIVERSITY CONSIDERATIONS
This report summarises possible financial implications for YHN and our customers as a result of welfare reform and UC. Relevant customer impacts are detailed within this report. There are no specific equality and diversity impacts arising from this report however, research conducted by Sheffield Hallam University confirms that Welfare Reform changes will significantly impact for households with dependent children.
1
Background Information
1.1
Throughout 2015/16 Board received a number of updates on the implementation of Universal Credit (UC) which have included details of wider welfare reforms.
1.2
This report provides an update on some of the key welfare reform changes that impact on YHN and our customers. The report focusses on some key changes that impact YHN directly.
2
Under Occupation Charge ‘Bedroom Tax’
2.1
Originally introduced in April 2013, the number of people affected has reduced from 4,700 when the charge was introduced to 3,365 currently. The figure has reduced due to a combination of reasons including changes in tenant’s circumstances, for example moving into work, tenancies ending and some reclassification of properties. With support, some tenants have adapted and are budgeting to allow them to pay the charge. A significant amount is still being covered by Discretionary Housing Payments (DHP) however; this has reduced from £891,000 in 2013/14 to £382,000 in 2016/17.
3
Universal Credit
3.1
Universal Credit is a means tested benefit for working age people who are on low incomes and working, seeking to work or unable to work. It continues to replace six ‘legacy’ benefits and Tax Credits which are administered by the DWP, HMRC and local authorities including housing benefit. In Newcastle the ‘full service’ UC process has been introduced and is available in all three Jobcentre Plus sites for those who make new claims to the above benefits and tax credits for those that have a change in circumstances. As of March 2017, 5,477 people were actively claiming the new benefit in Newcastle.
3.2
YHN currently have 1,974 customers that have moved onto UC. This is significantly higher than most other housing providers in the region. We closely monitor the financial impact on our income collection and the following are some headline figures which were taken as of March 2017 and highlight the impact so far;
Our current income collection rate is 93.8% of the rent due from those tenants who are on UC. A total of 1,141 UC customers were in arrears and owed a total of £784,000 in rent. Arrears solely as a result of UC are £381,000
The year-end collection rate for UC tenancies was 93.8% which is higher than in 2015/16 when it was 88.6%. However, it should be noted that it is still considerably lower than the overall collection rate for all tenants which was 99.63%. Predictions for 2017/18 are that 5000 tenants will be on UC by end of March 2018. Research undertaken by the Northern Housing Consortium confirms that the average collection rate for UC customers across landlords is currently 93%. This puts us in line with our peers in terms of collection and performance. By 2022 YHN estimates that 12,000 households could be claiming UC. If the current annual collection rate of 93.8% is applied, this could result in a potential annual rent loss of approximately £3.2 million by 2022. (Based on 2016-17 average rent and current collection rates). YHN officers are spending a considerable amount of time supporting tenants to get their UC into payment and establish a regular payment pattern. This is likely to have an increasing pressure on staffing resources over the coming years as UC rolls out to all affected customers and something we will consider as part of the transformation programme. 3.3
Alternative Payment Arrangements (APA) Board will recall that YHN were a trusted partner to pilot Alternative Payment Arrangements with the DWP. The pilot has formally ended and we have provided the DWP with evidence of our learning, approach and delivered presentations to peer trusted organisations and senior civil servants. We are aware that there is a recommendation being put to government and expect to hear about next steps following the general election. We currently continue to follow the process of trusted partner and currently have 456 Alternative Payment Arrangements in place where customers are vulnerable or have triggered significant rent arrears and their rent is then paid direct to YHN.
4
Reduced Benefit Cap
4.1
In the Summer Budget 2015 the government announced a change to the benefit cap, further lowering the cap on the maximum amount of out-of-work benefits working-age families can receive from £26,000 to £20,000 per year in Newcastle (£13,400 for single adults with no children). The lower benefit cap took effect for the new households affected in Newcastle from 26 December 2016. YHN have developed a bespoke project and seconded one Support Worker to work alongside the UC project. In January 2017, we received approval from Newcastle City Council (NCC) to provide two further staff onto the project for a 12 month period to support customers. A total of 376 YHN households have been identified over the course of the project as being likely to be affected by the cap, (although we are still waiting for the DWP to cap some households), proactive contact has been made to offer bespoke advice and support to help them prepare for, or avoid, the Benefit Cap.
148 households have managed to avoid the Benefit Cap by taking up employment, reducing expenditure, claiming exemption benefits or moving. The number of households capped is currently 197 and the estimated annual rent loss at risk is £488,432. Rent loss has been avoided in the main by Discretionary Housing Payment applications and we are currently working with NCC to develop a bespoke offer for 2017/18. 5
Removal of Housing costs within Universal Credit for those aged 18 - 21
5.1
Subject to specific exceptions, any 18 to 21 year old who makes a new claim for UC in a full service area from 1 April 2017 will not have any housing costs included in their assessment. We currently have 321 tenants aged 18-21 years old, of which 89 are in employment, 68 are on UC, and 164 currently claim housing benefit. Currently, it is projected that should all 232 customers be affected by this change it could place a maximum of £20,216 rental income per week at risk or £991,000 annually. YHN officers are continuing to contact existing and prospective tenants to undertake preventative work and provide advice and support to ensure that current or future tenancies are sustainable.
6
Introduction of Local Housing Allowance in the Social Rented Sector
6.1
Following the autumn statement and spending review 2015 Housing Benefit paid to new tenants in the social housing sector will be subject to the same Local Housing Allowance (LHA) that apply to tenants in the private sector. LHA cap applies from April 2019 for all tenants on Universal Credit, and to Housing Benefit tenants whose tenancies began or were renewed since April 2016. Across all YHN managed stock, the LHA cap (if in effect now) would apply to 1,377 tenancies with an annual impact estimated to be £983,936 to our income collection. This would be an average loss of £14.58 per week for each tenant. The impacts are felt most on those that are under aged 35. Of the 1,377 customers in total impacted, 551 customers are under 35 which represent 40% of the total number impacted by the LHA cap. In cash terms, this group will lose £619,454 of housing benefit payments. There are significant impacts for properties where service charges are applied, for example; furniture, concierge or those customers that have both services. This could have a significant impact on the future viability of these service areas and this is being considered by the Abri Board.
6.1.2
LHA and Supported Housing The LHA cap will also be applied to all supported housing tenancies from April 2019. The government announced its intention to introduce a new model for supported housing charges that currently flows through Housing Benefit. The objectives of the new model are to: provide a funding mechanism for supported housing that works effectively in the context of welfare reform, particularly Universal Credit; and to drive a commissioning focus through all funding flowing into supported housing. This proposed model will give local authorities an enhanced role in commissioning supported housing in their area and will enable a more coherent approach across housing, health and care. A Council led working group has been established of which YHN has representation. NCC have provided feedback to the formal consultation for the future of supported housing funding and we are awaiting further detail from government on next steps to appropriately plan and prepare for implementation.
7 7.1
Future Implications The impact of welfare reform has increased the challenges around collecting rent, letting vacant homes and sustaining tenancies. The welfare reforms are having a significant impact on customers’ ability to sustain their tenancy and are placing increased pressure on our staffing resources within YHN. As tenants affected by welfare reform struggle to afford and maintain their tenancy we anticipate this could have a significant impact on demand for homes in the future. There is also significant impact on the wellbeing of our customers with reported increases in the use of food banks and further impacts on the health and wellbeing of customers that are struggling to cope financially.
8
Mitigating the Impact
8.1
YHN officers continue to work in partnership with NCC and other organisations across the city, as no one organisation can mitigate the impact of welfare reform changes alone. We have developed particularly strong working relationships both locally and nationally with the DWP and have recently been invited to attend the strategic landlord forum which allows us to input into service build and seek opportunities for testing new models of working. Our current UC project deals with our response to the introduction of Universal Credit with a remit to oversee other initiatives aimed at protecting the business against other welfare reforms outlined in the report. We have recently reviewed our project plan to mitigate against the impact of welfare reform, with cross business representation on each of the work streams. The project plan continues to focus around five key objectives;
income maximisation, partnership working, service delivery, support to staff and customers, performance management and risk. We are also working very closely with NCC to support The Department for Communities and Local Government (DCLG) Homelessness Prevention Programme. Newcastle is an early adopter of the programme and will be trialling new approaches and testing new partnership responses to address a residents housing need and the underlying causes of their risk of homelessness before they reach crisis point. YHN are one of the partners who have agreed to be part of the pilot and the Welfare Reform Partnership Officer based at the East Jobcentre will be the conduit for triaging YHN customers for support whilst the pilot is in its infancy. 9
Conclusion and Recommendation
9.1
Board is recommended to comment on the contents of this report and presentation.
10
Next Steps
10.1
The Board will continue to receive further updates around Welfare Reform.
Background Papers Board papers ‘Universal Credit’ 2015 and 2016 Contact Officer: If you have any questions about this report that you would like clarifying before the meeting, you can contact Matthew Foreman by telephone on 0191 2774318 or email matthew.foreman@yhn.org.uk
Delivering great services, enabling people to live in great communities, supporting a great city
Your Homes Newcastle Board 09 May 2017
TITLE
Quarter Four (January- March) Financial and Non-Financial Performance
AUTHOR
Jon Ritchie - Finance and Commercial Director
COMPANY
Your Homes Newcastle
ACTION REQUIRED
For discussion
SUMMARY
This report sets out the Group’s financial and non-financial performance at the end of the financial year. This cover report provides Board with the most important information, with appendices providing additional information in the performance tiles and detailed budget breakdown. There is an update to Board regarding stress testing and approval is sought for the criteria to be used to access the Transformation fund agreed at with the 2017-18 budget.
DELIVERY PLAN OBJECTIVE
STRATEGIC RISK REGISTER
1. Keep the housing stock decent and neighbourhoods clean and safe. 2. Collect the rent and let properties efficiently. 3. Promote health and wellbeing and support vulnerable people to enjoy independence. NUMBER & GR1: Ostara customer numbers are below TITLE expectations LIKELIHOOD 3 (possible).
IMPACT NUMBER & TITLE LIKELIHOOD IMPACT NUMBER & TITLE LIKELIHOOD IMPACT NUMBER & TITLE LIKELIHOOD IMPACT NUMBER & TITLE
LIKELIHOOD IMPACT NUMBER & TITLE LIKELIHOOD IMPACT FINANCIAL / VALUE FOR MONEY IMPLICATIONS CUSTOMER IMPACT / VIEWS EQUALITY & DIVERSITY CONSIDERATIONS
2 (moderate) GR2: Additional costs on YHN balance sheet from pension liabilities 4 (almost certain) 3 (significant) GR3: Brexit leads to greater financial uncertainty in the economy and increase in exchange rate, inflation and interest rate 3 (possible) 2 (moderate) GR4: Government welfare changes (Universal Credit roll out, LHA cap) makes furniture pack less affordable for our customers and clients 4 (almost certain) 3 (significant) GR9: External pressures arising from Government initiatives (including welfare reform, further role out of universal credit) result in worsening performance for rent collection and void loss. 3 (possible) 3 (significant) GR10: Internal failings within YHN result in performance targets or delivery of major programmes failing to meet the required level. 3 (possible) 2 (moderate) This report summarises our financial and nonfinancial performance for the year. Relevant customer impacts are detailed in the body of the report. There are no specific equality and diversity matters arising from this report
Quarter Four Financial and Non-Financial Performance 1.
Background information
1.1
This report details our financial and non-financial performance at the end of quarter four (1 January to 31 March 2017). The key messages from the performance and financial information are set out in sections two and three. This summary is supplemented by the attached appendices which provide further detail on each indicator.
1.2
Following feedback from the Board we have reduced the number of appendices in this report and placed more information in the main body of the report. This is only an interim measure and we will continue to work on revising the content and presentation of the financial and non-financial information to Board.
2.
Performance summary
2.1
There are 19 targets reported to Board. At the end of quarter four we achieved 10 targets, falling below target on nine measures.
2.2
The sections below highlight those measures where we did not achieve the year end performance target. Appendix 1 contains further detail for all the performance targets. Red targets
2.3
Target 2: Rent arrears from current tenants not to exceed £2.87m by 31/03/2017 The year-end current rent arrears figure was £2.91m which it just above the target of £2.87m. This means the target was not achieved by £43k, which is 1.5% higher than target level. One of our assumptions when setting the target was the proportion of the uncollected rent which remained as current arrears would be the same as last year. However, owing to a reduction in the number of tenancies ending this year this ratio has changed. There is an additional pressure of £123K of unpaid rent on current rent accounts. The rollout of universal credit also impacts on the amount of rent arrears with arrears rising, particularly during the first three months as a tenant begins to claim universal credit. 496 customers began claiming universal credit during quarter four.
2.4
Target 5: The average re-let time for non-Walker multi storey void properties not to exceed 28 days by 31/03/2017 The average re-let time was above target at 29.3 days at the end of quarter four. This is an improvement of four days when compared to 2015-16, reflecting changes to our void management process. Despite these improvements, there has been an increase in re-let time in some parts of the city for particular property types. Low demand for two and three bed flats in mid and high rise blocks in the Outer West and West End is resulting in longer re-let times, taking 1.5 days longer to re-let compared to last year.
2.5
Target 7: The void rent loss amount not to exceed 1.26% by 31/03/2017 The amount of void rent loss increased to 1.52%, which is £1.71m in cash terms. This is 0.26% higher than target, which equates to £295K. This is also a slight increase of 0.05% (£20K) compared than last year. Board will remember the issues we have with letting high rise flats in the Walker area and the impact this has on void rent loss. If the void rent loss for this type of accommodation was removed from the overall figure, void rent loss would be 0.90% at the end of quarter four, against a comparable target of 0.97%. When setting this target we made three assumptions. These were: 1. Reducing internal transfers; 2. Improving void re-let times; and 3. Relocating tenants from St Anthony’s House to other high rise flats properties in the Walker multi storey properties. We achieved the first of these assumptions but were over target for the second (see above). Also, fewer customers from St Anthony’s House moved to other Walker multi storey flats. Instead they chose accommodation in different parts of the city or new build properties close by. At the end of quarter four, there were 28% more high rise void properties in the Walker area compared to last year. The increase in void re-let time also contributed slightly to us not achieving the void rent loss target.
2.6
Target 14: 85% of people in our employability programme move onto education, employment or training by 31/03/2017 We continually improved performance throughout the year, despite a difficult start. The target was only narrowly missed, with 83% of customers progressing successfully. This meant 54 customers successfully progressed into education, training or employment. There were 11 customers who did not progress, with only two customers not progressing successfully in the last six months of the year. Four of these people were unable to find work once their programme of support ended with YHN, the remainder did not successfully complete their placement.
2.7
Targets 15: 80% of customers who are satisfied with the condition of their neighbourhood by 31/03/2017 and Target 16: 87.5% customers who are satisfied with the service provided by YHN by 31/03/2017 Customer satisfaction with their neighbourhood was 78%, which is a slight fall from the results from the survey last year. Overall customer satisfaction also fell slightly to 83%, which is a 2% drop from last year. A presentation on the results of the customer satisfaction survey is being delivered to Board during the meeting.
2.8
Target 17: Increase the number of transactions completed online to 93,450 by 31 March 2017 There were 79,529 online transactions by the end of quarter four. This represents a 28% increase in online transactions compared to last year, but we did not achieve this target largely due to the delay in the roll out of the online tool for reporting repairs. This had been expected in September and was reflected in the target set for the year. Following delays in implementing the software due to complications linking the new tool with the software used by BCE, this did not go live until April 2017.
2.9
Target 18: Reduce sickness levels to 7.5 days per staff member by 31 March 2017 By the end of quarter four the average number of days lost to sickness was 10.69 days. In the last three months of the year sickness rose by 33% which is 3.25 days. This is a higher than expected increase, when compared to the increases during the rest of the year. We have recently been able to analyse the sickness figures for those members of staff who are off sick while involved in disciplinary, grievance or capability procedures. This equates to 2.9 days of sickness, this is an increase from last year and corresponds to an increase the employee relations case work undertaken.
2.10
Target 19: 58% of staff feel engaged with YHN as an employer by 31/03/2017 The staff survey showed that 44% of staff are engaged with YHN, which is a drop from the survey carried out three years ago. Board are receiving a more detailed presentation on the staff survey during the May meeting.
2.11
At the last Board meeting the Managing Director was given delegated authority to agree the final performance values for the seven strategic targets for 2017-18. There is a meeting of the YHN Executive Team and NCC senior managers scheduled for 3 May where the final target values will be approved. We will provide a verbal update to Board on the target values at the May Board meeting.
3.
Finance summary
3.1
Performance for the year For the year (April 2016 to March 2017), YHN Group has recorded a profit of £2.67m, £1.32m ahead of the budget. The main reasons for the improved financial position are:
Additional contracts delivered in partnership with NCC – such as the Syrian and Afghan refugee relocation projects have boosted income by £762k; ICT spend in the year has been £509k less than expected; and A £347k contingency budget has not been required this year.
This is offset by some areas where financial performance has fallen behind the profiled budget. In particular the income targets have been missed for furniture rentals (£492k) and Ostara Telecare income (£193k), but these are being matched by increased furniture sales and staff underspends respectively. At Q3 we made Board aware that we expected a reduction in the depreciation charges arising from NFS assets. Detailed analysis work has now been completed, and the reduction in costs is around £300k, in line with our expectations. 3.2
Draft Balance Sheet and Reserves YHN Group’s bank balances are growing, and its net current assets are in a healthy position. YHN Group has £8.61m of available cash to meet short term funding requirements - either unexpected expenses or new projects that need an initial capital outlay. As expected, YHN Group reserves at the end of March 2017 are negative, as the cumulative profits and losses are outweighed by the pension liability. YHN Group’s profit and loss reserves continue to grow and now stand at £7.3m. The overall reserves position is negative however when the long term pension liability is considered.
£’m Profit/loss account
7.30
Pension liability
(14.36)
Total reserves
(7.06)
The actuarial movements on the pension liability during 2016-17 were not available in time for this report, but will form part of the statutory accounts.
3.3
Items to be finalised in the statutory accounts There are some items which are not incorporated into these performance figures which will be worked into the statutory accounts.
Pension accounting – As Board will be aware, there was a change to the way in which pension costs are reflected in our balance sheet in the year-end accounts. Our actuaries provide a calculation of the long-term pension pressure for YHN and we incorporate these numbers into our final accounts as an increase or decrease of the pension liability.
Corporation Tax – no estimate for corporation tax has been included in the figures so far. We will be carrying out a detailed tax computation in conjunction with our tax advisors EY. Our initial calculations show that a payment of around £240k will be due to HMRC initially, but we will record a tax asset of a similar size in our accounts, so the impact on the year end reserves will be minimal.
The audit process – the YHN finance team are finalising the statutory accounts ready for external audit by EY at the end of May. Any items arising from the audit may have an impact on the numbers presented in this report.
Board can take assurance that when the statutory accounts are presented in July, any changes from these numbers will be fully explained. 4. 4.1
Stress Testing Update To enable Board to oversee the longer term financial viability of the YHN Group, it receives annual updates on the 5 year plan and stress testing. The last update was presented to Board in March 2016.
4.2
To allow thorough scrutiny and discussion of the plan and the financial risks YHN Group faces, it is intended to hold a workshop with Board members at the Away Day on 20 June.
4.3
The base plan has been updated to reflect the approved budget for 2017-18 and will now be updated for:
General and staff inflation The final agreed reduction in NCC Management fee next year Projected growth or otherwise in trading over and above the budget for 17-18 The utilisation of the transformation fund over 2 years Additional efficiencies arising from transformation
4.4
At the workshop, Board members will be provided with an initial set of stress test scenarios and their results. Members will then be able to specify additional scenarios which will be worked up during the course of the workshop.
5.
Transformation Fund Application Assessment Criteria
5.1
At the meeting on 21 March, Board approved a transformation fund of £2.8m. As the transformation project is developed, specific initiatives can submit a bid to Executive to use the fund. The bids will be evaluated against the following criteria: finance scores Total investment £ Net Return (4yr) £ Profitability Index qualitative scores Counters risk Enables transformation Ready to go? Fit with IT strategy Customer Impact Total qualitative score
5.2
A proposal with the highest qualitative scores would look as follows: finance scores Total investment £ Net Return (4yr) £ Profitability Index qualitative scores Counters risk Enables transformation Ready to go? Fit with IT strategy Customer Impact Total qualitative score
-£100,000.00 £50,000.00 50% Will help address strategic risks identified on risk 8 register 8 Truly transformational change for the organisation Simple procurement, no reliance on other 8 stakeholders, concept is proven End to end solution that replaces many 8 standalone systems and reduces complexity. 8 faster, simpler, better quality to customers 40
Whereas a proposal with low scores would look like this: finance scores Total investment £ Net Return (4yr) £ Profitability Index qualitative scores Counters risk Enables transformation
-£100,000.00 £50,000.00 50%
Ready to go? Fit with IT strategy Customer Impact Total qualitative score
2 Will help to address local risks in a team 2 Will help local team/department to work better Requires consultation with tenants and stakeholders prior to procurement, rely on 2 partners stand alone system, need help from partners to 2 integrate with existing systems 0 no impact on customers 8
5.3
It should be noted that not all proposals will be ready for consideration and therefore relative ranking at the same time. Therefore, a minimum score will be set that all proposals must meet to access the fund.
5.4
The criteria and the use of minimal scores for investment decisions will be revised as the new approach starts to be used, to ensure that it is delivering the intended outcomes.
6.
Conclusion and recommendations
6.1
Board are asked to: a. review and comment on the performance information in this report and the appendices; b. note the stress testing update set out in section 4; and c. agree the criteria for Executive to use to prioritise and approve proposals for use of the transformation fund.
7.
Implementation
7.1
Board will receive an update on quarter one performance at the August Board meeting.
Contact Officer: If you have any questions about this report that you would like clarifying before the meeting, you can contact Jon Ritchie by telephone on 0191 277 4317 or email jon.ritchie@yhn.org.uk
Q4 Board tiles
8 -----8 8
Rent collection and arrears (1/1)
Key
Target Profiled target Actual performance Previous year
1. Collect 99.22% of rent by 31/03/2017 100.0%
Performance was 99.63% at the end of Q4.
98.0%
96.0%
94.0%
92.0% P1
P2 P3 P4
P5 P6
P7 P8 P9 P10 P11 P12
2. Rent arrears from current tenants not to exceed £2.87m by 31/03/2017 £4,500,000 £4,000,000 £3,500,000
The Q4 rent arrears figure was £2.91m which is just above the target of £2.87m. There is further details about this target in the Board report.
£3,000,000 £2,500,000 £2,000,000 £1,500,000 P1
P2 P3 P4
P5 P6
P7 P8 P9 P10 P11 P12
3. Evict no more than 78 tenants for rent arrears by 31/03/2017 90 80 70 60 50 40 30 20 10 0
P1
P2 P3 P4
P5 P6
P7 P8 P9
P10 P11 P12
There have been 52 evictions during the year.
Q4 Board tiles
8 -----8 8
Lettings and void (1/2)
Key
Target Profiled target Actual performance Previous year
4. The average re-let time for all void properties not to exceed 53.3 days by 31/03/2017 80.0
Performance was 36.3 days at the end of Q4, significantly exceeding the target. Relet time reduced by 5.5 days, compared to last year.
70.0 60.0 50.0 40.0 30.0 20.0 10.0 0.0 P1
P2 P3 P4
P5 P6
P7 P8 P9
P10 P11 P12
5. The average re-let time for non-Walker multi storey void properties not to exceed 28 days by 31/03/2017 60.0
The average relet time is above target at 29.3 days.
50.0
There is further detail about this target in the Board report.
40.0 30.0 20.0 10.0 0.0 P1
P2 P3 P4
P5 P6
P7 P8 P9
P10 P11 P12
Q4 Board tiles
Lettings and voids (2/2)
6. The turnover of properties not to exceed 8.5% (2,210) by 31/03/2017 3,000 2,500 2,000
8 -----8 8
Key
Target Profiled target Actual performance Previous year
There have been 2,192 tenancies terminated at the end of Q4, which is 8.5% turnover of all properties.
1,500 1,000 500 0 P1
P2 P3 P4
P5 P6
P7 P8 P9
P10 P11 P12
7. The void rent loss amount not to exceed 1.26% by 31/03/2017
The amount of void rent loss increased to 1.52% (ÂŁ1.71m) which is 0.26% (ÂŁ295k) higher than target.
2.0% 1.8%
1.6% 1.4% 1.2%
There is further information about this target in the Board paper.
1.0% 0.8% 0.6% 0.4% 0.2%
Excluding Walker multis
0.0% P1
P2 P3 P4
P5 P6
P7 P8 P9
P10 P11 P12
Q4 Board tiles
Oversight of Capital Programme and Repairs & Maintenance (1/2)
8. 100% of properties to have a gas safety certificate by 31/03/2017 100.0%
8 -----8 8
Key
Target Profiled target Actual performance Previous year
There were no certificates outstanding at the end of Q4.
100.0%
All properties either have a valid gas safety certificate or have been disconnected from the gas supply.
99.9% 99.9% 99.8% 99.8% 99.7% P1 P2 P3 P4 P5 P6 P7 P8 P9 P10 P11 P12 9. No properties (0%) fail to meet the Decent Homes Standard by 31/03/2017
There are no properties classified as non-decent at the end of Q4. The lifecycle programme for this year has delivered 4067 improvements as planned.
1.9%
1.4%
0.9%
0.4%
-0.1%
P1
P2
P3
P4
P5
P6
P7
P8
P9 P10 P11 P12
Q4 Board tiles
Oversight of Capital Programme and Repairs & Maintenance (2/2)
10. Increase the SAP rating for council properties to 68.58 by 31/03/2017
8 -----8 8
Key
Target Profiled target Actual performance Previous year
The SAP score has increased to 70.24 by Q4. Our energy efficiency rating has moved from a Band D to a Band C.
71.00 70.00 69.00
The Q4 figure reflects the improved energy efficiency scores following the new build programme and investment in the stock throughout the year.
68.00 67.00 66.00 65.00 Q1
Q2
Q3
Q4
Q4 Board tiles
ASB, customer satisfaction and support services (1/3)
11. Resolve 96% of anti-social behaviour cases investigated by 31/03/2017 100
8 -----8 8
Key
Target Profiled target Actual performance Previous year
Performance was 99.1% at year end. There were 2,652 ASB cases investigated this year, with only 23 cases being unresolved.
98 96 94 92 90
Caseload has increased by 50 cases this year and performance has improved from 2015-16, with 100 fewer cases being unresolved.
88 86 84 82 80 P1
P2
P3
P4
P5
P6
P7
P8
P9 P10 P11 P12
12. Successfully sustain 98% of all tenancies that Young Peoples Services support by 31/03/2017 100%
Only two tenancies out of the 179 tenants supported have failed this year, meaning the service has sustained 98.88% of tenancies.
99% 98% 97% 96% 95% 94% 93% 92% 91% 90% P1
P2
P3
P4
P5
P6
P7
P8
P9 P10 P11 P12
Q4 Board tiles
ASB, customer satisfaction and support services (2/3)
8 -----8 8
Key
Target Profiled target Actual performance Previous year
13. Successfully sustain 98% of all tenancies referred into the Advice and Support by 31/03/2017 100% There have only
been five failed tenancies, who worked with A&S, in the past 12 months. This means the service has sustained 99.74% of tenancies.
99% 98% 97% 96% 95% 94% 93% 92% 91% 90% P1
P2
P3
P4
P5
P6
P7
P8
P9 P10 P11 P12
14. 85% of people in our employability programme move onto education, employment or training by 31/03/2017 100% Performance was slightly
below target with 83% of customers having successfully moved into education, training or employment at the end of the year.
90% 80% 70%
There is further detail about this target in the Board report.
60% 50% 40% P1
P2
P3
P4
P5
P6
P7
P8
P9 P10 P11 P12
Q4 Board tiles
ASB, customer satisfaction and support services (3/3)
8 -----8 8
Key
Target Profiled target Actual performance Previous year
15. 80% of customers are satisfied with the condition of their neighbourhood by 31/03/2017 80.5% Customer satisfaction
with their neighbourhood has fallen slightly to 78%.
80.0%
79.5%
There is a presentation to Board on the findings on the STAR survey at the May meeting.
79.0% 78.5% 78.0% 77.5% 77.0% 76.5% 2014
2015
2016
16. 87.5% customers are satisfied with the service provided by YHN by 31/03/2017 89.0% Overall
satisfaction has fallen
to 83%.
87.0%
There is a presentation to Board on the findings on the STAR survey at the May meeting.
85.0% 83.0%
81.0% 79.0% 77.0% 75.0%
2014
2015
2016
Q4 Board tiles
Online transactions and staff targets (1/2)
8 -----8 8
Key
Target Profiled target Actual performance Previous year
17. Increase the number of transactions completed online to 93,450 by 31 March 2017
The total number of transactions for this year was 79,529, with 17,739 more online transactions this year compared to last year.
100,000 90,000 80,000 70,000 60,000 50,000
There is further details about this target in the Board report.
40,000 30,000 20,000 10,000 P1 P2 P3 P4 P5 P6 P7 P8 P9 P10 P11 P12 18. Reduce sickness levels to 7.5 days per staff member by 31 March 2017 12 10
Sickness has increased to 10.69 days at the end of Q4. This is 3.19 days above the target.
8
There is further information about this target in the Board report.
6 4 2 0
P1
P2
P3
P4
P5
P6
P7
P8
P9 P10 P11 P12
Q4 Board tiles Online transactions and staff targets (2/2)
19. 58% of staff felt engaged with YHN as an employer by 31/03/2017 70% 60% 50%
8 -----8 8
Key
Target Profiled target Actual performance Previous year
Overall engagement rate has fallen to 44%. There is a presentation to Board on the findings on staff survey at the May meeting.
40% 30% 20% 10% 0% Q1
Q2
Q3
Q4
Group Finance Reporting Pack Quarter 4 April 2016 to March 2017
Contents
1 2 5
Executive Summary Financial KPIs Group I&E summaries - year to date - by category - by service
7
Group Balance sheet summary
8
Company summaries - year to date - YHN - Asfaleia - Abri Trading
Executive Summary
The FRS102 pension cost impact is not included in the figures throughout this report, but is illustrated in the graph opposite.
£2,800 £2,300
£2,668
£1,800 £1,300
£649 £800
Actual
Group Budget
With pension cost
Forecast
Balance Sheet
HRA management
YHN Group is showing a healthy current assets position with £8.61m of cash at hand to deliver transformation and growth projects.
The R+M budget was £0.35m (1.7%) overspent at the end of the year.
The Group's reserves position prior to pension accounting is £7.30m.
Mar
Jan
Feb
Dec
Oct
Nov
Sep
Aug
Jul
-£200
Jun
£300
Apr
At the end of Q4 we have recorded a full year surplus of £2.67m against our budget of £1.35m. We are ahead of plan by £1.32m. The year end results confirm the trends reported throughout the year: • Additional income from management of new extra care schemes and refugee schemes for our partners; • Partially offset by impact of lower furniture rental and Ostara income; and • The impact of delayed transformation project spend which was budgeted for the back end of the year.
Group profit vs budget (£'000s)
May
Income and Expenditure
HRA capital expenditure finished £1.26m (2.3%) below the budget approved by Cabinet. 1
Financal KPIs
F1 - Bank balances (£'m)
F2 - YTD Profit by company (£'m) £8.61
£10.00
F3 - Trading Surpluses (£'m)
2.00
1.74
Budget
£8.00 1.50
£3.34
Actual
£2.96
1.28
Profit (£'m)
£6.00
£'m
£4.00 £2.00
1.00
0.50
£0.00 Apr May Jun
Jul
0.00
-£4.00
-0.50
YHN
-£6.00
Bank
0.07
Aug Sep Oct Nov Dec Jan Feb Mar
-£2.00
NCC current account
ASFALEIA
ABRI
-0.43
ABRI (Palatine)
Apr May Jun
Jul
Aug Sep Actual
Total
Oct Nov Dec
Jan
Feb Mar
Target
Comments:
Comments:
Comments:
Bank balances are growing positively and steadily.
At the end of the year, Asfaleia is showing a small profit of £0.07m after gift aid, close to break-even as expected.
Trading surpluses for NFS overall (Abri and YHN parts) has finished ahead of plan.
There is a total of £8.61m available to YHN as cash in Group bank accounts (£4.84m) and cash held our behalf by NCC (£3.77m).
The overall profit for Abri (including Palatine income) is £0.86m. This is £0.06m lower than the assumptions used in the gift aid report presented to Board in March.
The final profit for NFS was £3.34m, from which a Gift Aid payment to Asfaleia was made.
Financial KPIs
F4 - Housing management cost per property
F5 - Cost per standard void
F6 - Cost per major void
£395.00 £390.00
£382.60
£385.00 £380.00
£379.16
£375.00 £370.00 £365.00 £360.00 1
2
3
4
Target
5
6
7
8
9
10
11
12
Cost per Unit
Comments: The final outcome for this performance measure has been delayed by some adjustments needed for the statutory accounts, but the trend from P11 is positve.
Comments:
Comments:
The average cost for a standard void has exceeded the target set. It is £252 over the target.
The average cost for a major void has exceeded the target set. It is £943 over the target.
We now understand the main cost drivers of the standard void. We are working with colleagues throughout the business to implent new ways of working to reduce the average cost. A high decorating cost for the voids is pushing up the average cost per void, with some specific locations in the city identified for improvement actions.
We now understand the main cost drivers of the major void. We are working with colleagues throughout the business to implent new ways of working to reduce the average cost. A high decorating cost for the voids is pushing up the average cost per void, with some specific locations in the city identified for improvement actions.
Spend managed on behalf of NCC
F7 - R+M contract spend (£'m)
F8 - HRA Investment programme (£'m)
F9 - Lifecycle programme (£'m)
Comments:
Comments:
Comments:
This shows the R&M expenditure up to Q4.
Cabinet approval: £52.86m Current Forecast: £51.60m Underspend: -£1.26m The underspend is made up the following major items: Lifecycles (see next tile): -£0.40m Boiler scheme added: £4.15m Blakelaw estate delay:-£0.26m Participatory Budget -£0.85m Ferguson Lane delay:-£2.02m Shield Court: -£0.50m Improving Service: -0.26m Fees reduction: -£0.11
Cabinet approval: £20.90m Current Forecast: £20.50m Underspend: -£0.40m
The budget variances are: - Responsive expenditure has a variance of +£610k. - M&E has a variance of +£80k. - Voids has a variance of -£70k and; - Gas Servicing has a variance of £-280k. Overall, the contract is +£350k (1.7%) as at the end of the year. There is a variance of around £325k on oneoff schemes in responsive, mainly to prevent dis-repair claims.
The majority of the underspend is made up the following items : Lift Refurbishment -£0.52m
Group I&E Summary - by Category Year to date Operating Income HRA Management Fee Other Landlord Fees Service Charge Fee (Inc.) Furniture Rentals (External) Furniture Sales Telecare Income Leaseholder charges Other Income Grants and Donations Operating Expenditure Staff Premises Transport Supplies and Services Furniture cost of sales SLAs and recharges Depreciation Impairment/Write off Grants and Donations Central Contingency Finance Costs Interest Costs
Corporation Tax
Group total to reserves
£000s
£000s
£000s
£000s
Annual Budget
YTD Budget
YTD Actuals
YTD Variance
18,282 2,723 9,053 5,944 2,488 1,098 54 1,034 16 40,692
18,282 2,723 9,053 5,944 2,488 1,098 54 1,034 16 40,692
18,461 2,702 8,918 5,452 3,245 905 42 2,316 360 42,401
179 (21) (135) (492) 757 (193) (13) 1,282 344 1,709
(25,783) (1,416) (934) (3,056) (1,604) (2,110) (3,717) 0 (82) (347) (39,049)
(25,783) (1,416) (934) (3,056) (1,604) (2,110) (3,717) 0 (82) (347) (39,049)
(25,677) (1,305) (849) (3,392) (2,240) (2,129) (3,346) (62) (421) 0 (39,422)
106 111 85 (336) (636) (19) 371 (62) (338) 347 (372)
(292) (292)
(292) (292)
(312) (312)
(20) (20)
0
0
0
0
1,351
1,351
2,668
1,317
Summary: Trends from the year have continued to Q4. Other income has been bolstered by additional work carried out for NCC and other partners - for example managing refugee schemes and new extra care schemes opened by Leazes Homes.
Telecare income and furniture rentals to external clients are lower than target as both services try to win new customers in tough economic conditions. For NFS, furniture sales increases have offset the downturn in rentals. Depeciation figures have now been updated and NFS stock reviewed for damaged items. .
Group I&E Summary - by Service Year to date Tenancy Business Services Housing Options Income & Tenancy Management Environmental Services Care and Support Byker Housing Management Tenancy Services General
£000s
£000s
£000s
£000s
Annual Budget
YTD Budget
YTD Actuals
YTD Variance
3,299 885 (4,557) (281) (1,007) (28) 5,464 3,774
3,299 885 (4,557) (281) (1,007) (28) 5,464 3,774
3,105 949 (4,402) (153) 790 (81) 5,652 5,861
(194) 64 155 128 1,798 (53) 189 2,086
1,407 (129) 46 (979) 345
1,407 (129) 46 (979) 345
1,462 (129) 38 (944) 428
55 (0) (8) 36 83
(690) (1,111) (1,042) (2,396) (100) 3,088 (338) (180) (2,769)
(690) (1,111) (1,042) (2,396) (100) 3,088 (338) (180) (2,769)
(621) (1,112) (968) (1,887) (39) 1,675 (443) (226) (3,621)
70 (2) 74 509 62 (1,413) (105) (46) (852)
1,351
1,351
2,668
1,317
Property Investment Property General Property Maintenance Technical
Corporate and Central Business Strategy Finance HR and OD ICT Employability Central Provisions Chief Executive Development and Procurement
Group total to reserves
Summary: This table shows how the current surplus of £2.68m has been earned across the YHN service areas. We are £1.32m ahead of plan. ICT underspends have contributed an additional £0.51m, from low depreciation costs, and slower than expected project spend. Care and support is ahead of plan by £1.79m as the income from Syrian and Refugee contracts has been delivered largely within existing staff resources. The Gift Aid from Business Services is also shown here. Central provisions contain a significant negative variance from "staff turnover", which balances the numerous small positive variances across the organisation's staff budgets, arising from natural staff turnover. In future years, these staff efficiencies will be allocated to service areas as far as possible.
Group balance sheet summary £000s Current 8,321 225 (4,200)
£000s Opening 9,595 569 (4,273)
£000s Change (1,274) (343) 73
4,346
5,890
(1,544)
713 357 (309) 513 265 2,774 4,851
638 897 (140) 552 577 5,514 7,733
75 (540) (169) (40) (312) (2,740) (2,882)
9,164
15,771
(6,608)
(30) (1,430) (1,554) 3,765 (213)
(16) (2,187) (1,782) (6,157) (138)
(15) 757 228 9,922 (75)
537
(10,279)
10,817
Loans Finance Leases
(6,500) (247)
(6,500) (250)
0 3
Net Assets before Pension liability
7,300
4,632
2,668
(14,360)
(14,360)
0
(7,060)
(9,728)
2,668
(9,728) 2,668
(9,728) 0
(0) 2,668
(7,060)
(9,728)
2,668
Fixed Assets
Current Assets
Current Liabilities
Non current liabilities
Non current liabilities
Operational Assets Other equipment Depreciation
Inventory Accrued income Provision for bad debt Prepayments VAT debtors Invoices not yet paid Bank and petty cash
Income in advance VAT Creditors Accrued Expenditure NCC current account Accounts Payable
Pension Liability
Total net Assets Reserves
Total reserves
Opening Reserves Surplus/(loss) for the year
Comments Fixed Assets Asset values have now been updated following a detailed review of our asset databases. Cash Bank balances have risen having received a £3m settlement of balances from NCC. Inventory Inventory levels are decreasing to regular levels after a planned increase during the year. Net Assets Excluding the pension deficit, YHN Group has reserves of £7,300,000.
YHN Company Income and Expenditure Annual Buget
Operating Income Operating Expenditure Finance Costs
YTD Actuals
Variance
42,110
42,110
42,139
29
(40,642)
(40,642)
(40,264)
378
(131)
(131)
(136)
(5)
0
0
0
0
1,337
1,337
1,738
401
Corporation Tax YHN Total
YTD Budget
Balance Sheet
Comments: Current
Fixed Assets Bank and Cash Other Current assets
5,975 2,405 2,590
Current Liabilities Long Term Liabilities
1,188 (21,234)
Net assets Opening reserves YTD actuals Reserves
(9,076) (10,815) 1,738 (9,076)
YHN (the parent company) has negative reserves of -£9.08m at the end of Q3. Positive cumulative surpluses of £5.28m are outweighed by the pension liability of -£14.36m.
Abri Trading Ltd Income and Expenditure Annual Buget
Operating Income Operating Expenditure Finance Costs
YTD Budget
YTD Actuals
Variance
9,184
9,184
9,368
184
(8,303)
(8,303)
(8,343)
(40)
(152)
(152)
(167)
(15)
0
0
0
0
730
730
859
129
Corporation Tax YHN Total
Balance Sheet Current
Fixed Assets Bank and Cash Other Current assets Current Liabilities Loans
2,142 1,445 1,914 (390) (3,707)
Net assets
1,405
Opening reserves YTD actuals Reserves
546 859 1,405
Comments: Abri Trading's profits for the year are ÂŁ0.86m after making a Gift Aid payment of ÂŁ0.35m to Asfaleia. The stronger than expected performance has been largely due to the way that the NFS warehouse costs are split between YHN and Abri.
Asfaleia Ltd Income and Expenditure Annual Buget
Operating Income Operating Expenditure
YTD Actuals
Variance
6,094
6,094
6,413
319
(6,801)
(6,801)
(6,334)
468
(9)
(9)
(9)
(0)
0
0
0
0
(716)
(716)
71
786
Finance Costs Corporation Tax YHN Total
YTD Budget
Balance Sheet
Comments: Current
Fixed Assets Bank and Cash Other Current assets
129 1,002 551
Current Liabilities Loans
(877) (193)
Net assets
612
Opening reserves YTD actuals Reserves
541 71 612
After a Gift Aid payment of £0.35m from Abri Trading, Asfaleia has recorded a small profit of £0.7m. This will mean that the closing reserves are £0.61m roughly the same level as this time last year.
Delivering great services, enabling people to live in great communities, supporting a great city
Your Homes Newcastle Board 9th May 2017
TITLE
Health and Safety Update
AUTHOR
David Langhorne - Assets and Development Director
COMPANY
Your Homes Newcastle
ACTION REQUIRED
For Information
SUMMARY
This report provides Board with a summary of YHN Health and Safety performance during 2016/17
DELIVERY PLAN OBJECTIVE
1. Keep the housing stock decent and neighbourhoods clean and safe. 2. Collect the rent and let properties efficiently 3. Promote health and well-being and support vulnerable people to enjoy independence. STRATEGIC RISK NUMBER & GR5: Failure to comply with Health and Safety REGISTER TITLE Legislation LIKELIHOOD 2 (unlikely) IMPACT 4 - Failure to comply will present significant risk to YHN in terms of finance and reputation. FINANCIAL / VALUE FOR MONEY Failure to comply will result in high financial penalties.
IMPLICATIONS CUSTOMER IMPACT / VIEWS EQUALITY & DIVERSITY CONSIDERATIONS
Failure to comply will impact on customers. Not applicable
Health and Safety Update 1.
Background
1.1 In December 2016 Board received an updated health and safety report detailing an overview of YHN’s work related activities and action undertaken to ensure compliance with relevant legislation. 1.2 It is acknowledged that YHN Board has a strong commitment to health and safety. 2.
Health and Safety Reporting
2.1 General health and safety monitoring The following areas will be reported to Board every six months. 2.2 Accidents
Accidents to Employees 2016/17 8 7 6
Q1
5
Q2
4
Q3 Q4
3 2 1 NEAR MISS
Slipped, tripped or fall on same level
Sharps
RTA
Physically assaulted by a person
Manual Handling
Injured by animal
Hit something fixed or stationary
Hit by moving, flying, falling object
Hit by moving vehicle
Fall from height
Equipment misuse or malfunction
Contact with moving machinery
Contact with electrical discharge
Another kind of accident
0
2.2.1 Annual accident trends for 2016/17 still highlight manual handling as the main cause of accidents. YHN have undertaken bespoke manual handling training with concierge and NFS, in addition to mandatory manual handling training. 2.2.2 Accidents categorised as RIDDOR (Reporting of injuries, Diseases and Dangerous Occurrences Regulations 2013) include fractures, amputations, loss of sight, crush injuries, burns, scalping, loss of consciousness, closed space injuries and any injuries that result in a loss of seven working days. There were ten RIDDORs reported during 2016/17. 2.2.3 Significant near misses are reportable under RIDDOR. During 2016/17 there have been no near misses in this category. 2.3
Incidents
2.3.1 Annual incident trends for 2016/17 to date (information held up to Q3) highlight aggressive/threatening/ intimidating behaviour and verbal abuse remain the main areas of concern.
The Housing and Anti-Social Behaviour Enforcement Team (HASBET) deal with incidents against YHN staff via various methods of recourse e.g. Potential Risk Indicator (PRI) reporting, issuing of anti-social behaviour orders and involvement of relevant third party agencies where required such as Police. 2.4
Health and Safety Training
2.4.1 The Health and Safety Team constantly review required training across the organisation. On completion of transformational change, mandatory health and safety training will be identified for all staff, and the format in which the training will be delivered. 3.
Health and Safety Compliance Reporting YHN carry out the following statutory inspection and works outlined below.
3.1
Control of Asbestos Regulations 2012 YHN has a legal requirement to monitor asbestos in communal areas on an annual basis. The 16/17 programme is complete.
3.2
The Regulatory Reform Fire Safety Order 2005 YHN Institute of Fire Risk Managers accredited Fire Risk Assessors carry out yearly fire risk assessments on communal blocks and issue remedial actions to carry out in designated timescales. This legislation does not apply to domestic properties. During 2016/17 YHN were internally audited for fire safety and the audit returned substantial assurance.
3.3
The Gas Safety (Installation and Use) Regulations 1998 There is a legal requirement to carry out a safety check on every landlord owned gas appliance. As we have right of entry to carry out service, YHN will gain entry into property and carry out the safety check, or cap off the gas supply. Therefore due to the legal right of entry YHN were 100% compliant at 31st March.
3.4
Lifting Operations and Lifting Equipment Regulations 1998 Passenger lifts managed by YHN are subject to a yearly insurance inspection and monthly / six monthly and yearly maintenance / service inspection by accredited inspectors and engineers. Domestic stair lifts are subject to yearly servicing by qualified engineers.
3.5
Water Hygiene YHN has a legal requirement to manage water hygiene. Risk Assessments are carried out every two years as a minimum, monthly temperature control monitoring, and weekly flushing of infrequently used outlets are undertaken.
4.
Major Incident Reporting
4.1
During 2016/17 Board received no individual detailed reports on specific incidents by the Director of Assets and Development.
5.
Conclusion and Recommendations
5.1
Board are recommended to receive the report.
6.
Implementation
6.1
Board will continue to receive six-monthly health and safety reports.
Contact Officer: If you have any questions about this report that you would like clarifying before the meeting, you can contact Paul Lumsden by telephone on 0191 278 8609 or email paul.lumsden@yhn.org.uk
Delivering great services, enabling people to live in great communities, supporting a great city
Your Homes Newcastle Board 9th May 2017
TITLE
Notice of Intent to Resign
AUTHOR
Olivia Grant - Chair
COMPANY
Your Homes Newcastle
ACTION REQUIRED
All Board members
SUMMARY
Endorsement by the YHN Board of the Governance Review Working Group recommendations means that all Board, subsidiary and committee members will need to indicate their intention to resign in advance of the AGM in September 2017. This is in order to allow the new Board structure to begin to be implemented.
DELIVERY PLAN OBJECTIVE
NUMBER & TITLE
Not applicable
STRATEGIC RISK REGISTER
NUMBER & TITLE LIKELIHOOD
GR12: Ineffective governance of YHN Group
IMPACT
3 (significant)
3 (possible)
FINANCIAL / VALUE FOR MONEY IMPLICATIONS CUSTOMER IMPACT / VIEWS
None
EQUALITY & DIVERSITY CONSIDERATIONS
The recruitment process for new appointees will be compliant with YHN’s policies on equality and diversity.
Not applicable
Notice of Intent to Resign 1.
Background information
1.1 At the Board meeting on 21 March 2017, members approved the recommendations, proposed new structure and implementation plan set out in sections, 3, 4, and 5 of the Governance Review Working Group report which, in adopting the NHF Code of Governance, sought to reduce the size of the YHN Board and to introduce membership based on the appropriate skills and competencies required to oversee the group structure effectively from a more strategic perspective. 1.2 As such, as outlined in section 3.9 of that report, ‘it is recommended that current YHN Board members, including the Chair, all resign and, if they wish and their length of service allows, re-apply for membership of the new common purpose board. The NHF Code of Governance requires that members may not serve more than a total of nine years, including with the predecessor organisation or any subsidiaries. For equity and parity, this process would also apply to the Board of Abri Limited, the Board of Asfaleia Limited and to the membership of all of the current committees of YHN, including the Group Audit Committee. This is viewed as the most fair and efficient way to reconstitute a smaller board.’ 2.
Implementation
2.1 Once notices of intent to resign are received, the current membership will run in parallel with the ‘shadow’ board as its members are appointed. It is expected that current postholders will continue to attend board meetings, committees and the June away day, and contribute to the development and training programme, appraisal programme and new terms of reference for the new governance structure as appropriate. 2.2 At the AGM in September 2017, board and committee resignations will be officially received and accepted. 3.
Recommendations
3.1 Members are asked to sign their notice of intent to resign letters and return it to the Interim Company Secretary. Individually named copies will be tabled at the board meeting for signature. Background Papers - Governance Review Working Group Recommendations, 21 March 2017 Contact Officer: If you have any questions about this report that you would like clarifying before the meeting, you can contact Steven Reed, Interim Company Secretary by telephone on 0191 278 3950 or email steven.reed@yhn.org.uk
9th May 2017
Olivia Grant Chair Your Homes Newcastle YHN House Benton Park Road Newcastle upon Tyne NE7 7LX
Dear Chair, Notice of Intention to Resign I am submitting this letter to you as notice of my intention to formally tender my resignation from the Board of Your Homes Newcastle, to take effect on 19th September 2017. This is in line with actions agreed by the Board on 21st March 2017 to create a new Board membership. I will continue to fulfil my duties as a Board member, by attending and contributing to both Board and committee meetings as part of my remaining tenure, to then officially stand down at the AGM on 19th September 2017. Yours sincerely,
YHN Board - 9 May 2017 Delegated Decisions – Schedule of non-confidential Delegated Decisions taken between 9th March 2017 and 27th April 2017
No.
Directorate/ Delegated Officer
Scheme
Cost/ Budget provision
Units
Contractor
Wards
1
David Langhorne – Assets & Development
INT0016 Bathroom replacement Scheme
Funding of £826,800.00 from Lifecycle - Lifecycle Programmes (Maintaining Decency)
320
BCE
Cross City
2
David Langhorne – Assets & Development
Damp proofing works
Funding of £47,700.00 from Standard Housing Investment Health & Safety
11
MGM / Peter Cox
Cross City
3
David Langhorne – Assets & Development
Garage roof replacement and refurbishment
Funding of £393,296.14 from Regeneration - General Needs
300
Hodgson and Sayers (NEP Framework)
Cross City
5
David Langhorne – Assets & Development
Boundary Wall replacement NBH
Funding of £106,000.00 from Lifecycle - Other
22
BCE
Woolsington
6
David Langhorne – Assets & Development
Margaret Collins Communal Lighting Upgrade
Funding of £13,840.42 Standard Housing Investment - Spend to Save
34
BCE
Byker
7
Jon Ritchie – Finance and Commercial
Fork Lift Truck purchase and Pallet Stacker refurbishment.
Funding of £22,684.00 from Improving Customer Services
0
Complete Material Handling
Newburn
8
David Langhorne – Assets & Development
47 - 55 Arlington Avenue Roofs
Funding of £100,700.00 from Lifecycle - Lifecycle Programmes (Maintaining Decency)
5
Hodgson & Sayers
Kenton
9
David Langhorne – Assets & Development
Lort House and Surrounding Area WiFi Pilot
Funding of £25,959.40 from Improving Customer Services
184
Digital Unity Group
Ouseburn
10
David Langhorne – Assets & Development
Migration of Concierge Alarms
Funding of £36,040.00 from Improving Customer Services
4151
Openview Security Solutions Ltd
Cross City
11
David Langhorne – Assets & Development
Iona Place New Build
Funding of £473,302.74 from New Build and New Housing
4
Esh Construction
Walker
12
David Langhorne – Assets & Development
ENV0017 Deighton Walk Environmentals
Cost increase of £28,850 on an original approval of £83,234 due to increase in scope of works. Funded from Environmental Budget
15
Landscape Management Denton Services
13
David Langhorne – Assets & Development
RF0014 Pitched Roof and RF0015 Flat Roof replacement schemes
Cost increase of £311,000 on an original approval of £3,928,831 due to increase in the number of properties. Funded from Lifecycle Budget
258
Hodgson Sayers
Cross City
Your Homes Newcastle Board 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 next two Board meetings in 2017 (or amended date subject to confirmation).
20 June 2017 – Board and Away Day Business meeting Governance Review – action plan implementation
For information
Abri Trading Ltd feedback from 25 April meeting
For discussion
Group Audit Committee feedback from 18 May meeting
For discussion
Away day State of the Nation
Presentation
5 Year Plan & Stress Testing
Presentation
Developing the wider Customer Engagement Strategy
Group discussion
8 August 2017 – Board Finance and Performance Quarter 1
For discussion
Year-end Reserves
For information
2016/17 Annual Report and Financial Statements
For approval
Welfare Reform
For discussion
Service and Strategy Delivery Committee feedback from 6 June meeting
For discussion
Group Audit Committee feedback from 13 July meeting
For discussion
Contact Officer: If you have any questions about this report that you would like clarifying before the meeting, you can contact Steven Reed, Interim Company Secretary by telephone on 0191 278 3950 or email steven.reed@yhn.org.uk