services committee · gypsy and traveller pid (pj) (10:45 am-11:05 am) 8. resident involvement...

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SERVICES COMMITTEE

Meeting to be held Tuesday 16th January 2018 at 10 am in Meeting Room 3, Chy Trevail, Bodmin.

AGENDA

1. Welcome and apologies (10:00 am 2. Declarations of Interest

3. Minutes of the Meeting 19 09 17 4. Services Committee Action List -10:15 am)

5. CHL Housing Options Monitoring report Q2 (MV) (10:15 am -10:30 am)

6. Repairs promise update (HB) (10:30 am -10:45 am)

7. Gypsy and Traveller PID (PJ) (10:45 am-11:05 am) 8. Resident Involvement Strategy (PJ) (11:05 am-11:40 am) 9. Date of next meeting:

The date of the next Services Committee will be Tuesday 20th March 2018 in Room 5, Chy Trevail Bodmin at 10am.

10. EXCLUSION OF THE PRESS AND PUBLIC

The Committee is asked to consider a resolution that the press and public be excluded from the meeting for the business specified in the following item on the grounds that there is likely to be a disclosure to the public of exempt information of the following description:-

Category 3 – Information relating to the financial or business affairs of any particular person (including the authority holding that information) Property Disposals Report (PJ) (11:40 am – 11:50 am)

Minutes

Meeting Title: Services Committee

Date: 19 September 2017

Time: 10:00 am

Location: Room 5, Chy Trevail, Bodmin

Chaired by: John Harris

Attendees: Hazel Tearne – Committee Member Barbara Harris – Tenant Representative Cathy Hadfield – Director of Housing Options Mark Vinson – Strategy & Initiatives Manager Michelle Richards – Housing Development Manager Lynne Carr – PA to Director of Housing Options

Apologies: Rita Taylor – Committee Member Di Brittain – Tenant Representative Peter Jarman - Director of Landlord Services

Minutes Action

1 Apologies

Apologies were recorded as above.

2 Declarations of Interest There were no declarations of interest.

3 Minutes from the last meeting The minutes of the last meeting held on 16 May 2017 were agreed.

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Minutes Action

Customer Services Centre Update The Director of Housing Options provided an update on the progress of the development of the Customer Services Centre (CSC) over the last 6 months. Some of the work covered a number of actions from:

• Staff engagement sessions; • The development of the Customer Services Strategy; and • The creation of the Customer Services Centre.

The creation of the CSC had seen the amalgamation of the repairs and general enquiry lines and it was planned to implement new software to support the process, although this had not been delivered yet. Further new pieces of work were likely to be identified as part of the CHL Transformation Plan over the next 12-18 months. It was pointed out that the creation of the CSC should provide opportunities for delivering efficiencies and there should be no reduction in the service provided to CHL customers.

(i) The Committee noted the update on the progress of the development of the Customer Services Centre.

5 Homelessness Reduction Act Update The Director of Housing Options advised that the above Act was one of the biggest changes to the Homelessness legislation for several years and would come into effect from April 2018. In order to support this work, Joy Ashman had been appointed as a dedicated resource to help support the project planning around the changes in legislation. It was pointed out that the Homelessness Reduction Act had already been implemented in Wales were they had seen a large increase in demand. As a result, a restructure within CHL Housing Options teams would be undertaken to ensure the anticipated increase in demand could be met. A high priority was to ensure that staff understood the changes in the legislation and Joy would be attending regular team meetings to help communicate this. There would also be a new public duty for public bodies such as the Police, Health Services etc to refer anyone with homelessness/housing issues and a lot of work would need to be undertaken to ensure correct protocols were in place. A Code of Guidance for the Act was still awaited and it was

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Minutes Action understood that new burdens money had been set aside for each Local Authority. The money was likely to be connected to the anticipated increase in demand and to plan for any additional resources that could be required. Further engagement was currently taking place with the Council to ensure they were aware of the costs and what could be delivered.

(i) The Committee noted the update.

6 Rough Sleeper Reduction Strategy Update The Strategy and Initiatives Manager advised that Amanda Addo had recently been appointed as the new Strategic Rough Sleeper Lead for Cornwall. Some projects from the Rough Sleeper Reduction Strategy had already commenced, these included:

• No First Night Out (Nos Da Kernow) Project • Support the Homeless Patient Advisor - hospital

discharge project • Specialist Rough Sleeper Caseworker post (to work in

the East of the County) • Shared Housing for young people • Private Rented Sector Access Scheme for Rough

Sleepers. Some of the next steps were to have further discussions with key stakeholders to take forward priority areas of work to begin to deliver key elements of the strategy that CHL would be responsible for. Discussions were also taking place with Cornwall Council regarding the future commissioning of prevention services; including street outreach and supported longer-term accommodation.

It was pointed out that CHL were presently working with Children’s Services to pilot a supported shared house scheme for young people. It was hoped that, if successful, this could be expanded and replicated elsewhere in Cornwall. A single homelessness survey was also due to be carried out in November and an estimate on the number of people sleeping rough on a single night in certain hot spots around the County would also be undertaken in November. It was agreed that the results of this would be brought back to the Committee once known.

(i) The Committee noted the update.

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Minutes Action

7 Housing Options Monitoring Statistics Q1 The Strategy and Initiatives Manager discussed the Housing Options report, which highlighted the activity of the Options team within quarter 1. Some of the key messages in quarter 1 included:

• In quarter 1, 2,152 households approached CHL for advice and assistance.

• Family and friend exclusions in this quarter represented 17% of all cases that felt threatened (233 cases) and were on par with receiving a Notice to Quit in the private rented sector (226 cases) as the main reason for feeling threatened with homelessness.

• 2% of all cases feeling threatened were facing possession or eviction from the PRS – an increase of 32% compared to last year.

• 3% of all cases feeling threatened were facing possession or eviction from RSL/LA – an increase in 9%. This issue needed to be monitored closely and stronger partnership working needed to be actioned in order to see how we could influence and prevent this escalating further.

• 3% of all cases feeling threatened cited mortgage arrears as the main threat of homelessness – although low, an increase in 114% compared to last year.

• 228 households were living in temporary accommodation at the end of quarter 1. This was a 13% increase since qtr 4 (202) households.

• At the end of quarter 1 there were zero young people aged between 16 and 17 accommodated in B&B, which was a good result.

Members attention was drawn to page 12 of the attached Appendix which showed the prevention outcomes year on year comparison up to quarter 1, 17/18. At present, our prevention outcomes were returning lower than that nationally. However, new targets meant a stronger emphasis on ensuring data capture was wide and robust, and did not miss any of the good work all organisations currently did to prevent homelessness, for example Nos Da Kernow.

(i) The Committee noted the contents of the report.

8 Forward Plan • Homelessness Reduction Act • Rough Sleeper Reduction Strategy Update • Housing Options Monitoring Statistics – Qtr. 2 • Estate Management at G&T Sites – Update

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Minutes Action • As the Assets Directorate were a key area for the Services

Committee and clarity would be sought on the future reporting arrangements from this area. The Director of Housing Options agreed to speak to the Interim Operations Director, Nick Cross.

9 Any other business There was no other business for discussion.

10 The Committee resolved that the public be excluded from the meeting by virtue of Category 3 – information relating to the financial or business affairs of any particular person (including the authority holding that information). Property Disposals Report – The Housing Development Manager attended the meeting and advised that an update was still awaited from the Council. (The meeting closed at 11:40 am)

SERVICES COMMITTEE ACTION SHEET

Officers are requested to take the necessary action indicated against their names.

Contact: Lorna Curnow, Governance and Control Officer, 01872 224326

Action Person Responsible

Timescale for Completion

Open (OP), overdue (OD) or closed? (CL)

ITEM 8 Forward Plan

Items for future Committees: • Homelessness

Reduction Act • Rough Sleeper

Reduction Strategy Update

• Housing Options Monitoring Statistics – Qtr 2

• Estate Management at G&T Sites – Update

Assets - future reporting arrangements to be discussed with the Interim Operations Director

Cathy Hadfield/Mark Vinson Cathy Hadfield/Nick Cross

January 2018 tbc

OPEN OPEN

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Cornwall Housing Limited

Agenda No:

Report to: Services Committee

Part 1

Date: 16th January 2018

Title: Cornwall Housing Ltd. Housing Options/Homelessness Monitoring Report Quarter 2 2017/2018

Author: Mark Vinson Role: Strategy & Initiatives Manager

Contact: 01872 224619

[email protected]

Recommendations:

1. That the Committee notes the contents of the report which is for information

1. Executive Summary:

1.1 Cornwall Housing Limited Housing Options Directorate produces a Housing Options Monitoring report on a quarterly basis for submission to Cornwall Council. It has been requested that the report is submitted to Services Committee for information. The report provides an overview of the Housing Options Directorate’s activity during the quarter. The 2017/2018 Quarter 2 (July- September 2017) report is attached as appendix 1. 2. Background and Cornwall Housing Objectives:

2.2 The attached report provides the required monitoring information which has been agreed with Cornwall Council and submitted to the Authority on a quarterly basis. Partially based on the P1E return to DCLG the report also contains additional data on homelessness and prevention activities carried out by the Housing Options Directorate. This report is used to inform service improvement and also internal performance targets. This report is produced by the Housing Options Directorate’s Strategy & Initiatives Team.

mailto:[email protected]

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3. Decision and Supporting Information (Including Options):

3.1 Key messages in Quarter 2 Housing Options Monitoring Report: • Direction of travel indicates an increasing demand for our services

even though the Q2 2017/18 is lower than the corresponding quarter last year

• The trend data for the last two years shows Q2 tends to see a peak in approaches leading into a reduction in approaches in Q3 but this can only be evidenced at the end of the period. Given the nature of approaches over the last 18 months, which have shown some high spikes in demand, it is necessary to prepare for ongoing pressures and be ready for another occurrence of a peak during quarter four.

• At 558 (35%) approaches, those seeking accommodation made up the largest group. This is a generic field that is under review in terms of monitoring our approaches. The increase may be obscuring other problems in the private sector and it is likely to be a recording error that will need to be followed up by our service managers.

• Main threats of homelessness remain the same; exclusion by family and friend is the leading cause followed by loss of Private rented. The loss of PRS accommodation has decreased slightly but remains a significant reason for approaching CHL for assistance

• Mortgage arrears (although low) have shown the biggest increase in approaches over the last 12 months. In the last 12 months there were 99 approaches compared to just 37 12 months prior to this - representing a 168% increase. This must be considered a key emerging threat influencing homelessness and how this issue is to be tackled going forward needs to be a priority. Debt and issues as a reason for approaching CHL have also increased.

• Rough sleepers: 63 cases approached - this is an increase on last quarter and amounts to 4% of total approaches feeling threatened with homelessness. However, it is a reduction on the same time last year. The November 2017 estimate is embargoed until 25th January but show a positive direction of travel

• Homelessness Applications: the amount of decisions processed saw an increase in the last 12 months compared to the 12 months previous (+8% / + 60 cases). This is an encouraging outturn given the overall increase in approaches to the service over the same time frame.

• Over quarter two, there were 344 homelessness applications made. This is an increase on last quarter’s figure (297 / +47 cases), and an increase on the same time last year (+54 cases or +19%).

• In Quarter 2, 267 decisions were made. This is a considerable increase on last quarter (162 / +65%), and on the same time last year (183 or +46%). There were 125 acceptances, this is a considerable increase on last quarter (from 68 households), and on the outturn for the same period last year (70 households).

• The largest group to whom CHL accepted a main housing duty is those aged 25-44 years (comprising 46% of all accepted cases in Q2).

• The majority of the accepted cases are lone parent households with dependent children (female applicants), this can include pregnant women with no dependent children.

• For Cornwall, the loss of AST can be considered a major issue impacting on our homelessness data as we continue to experience a high proportion of AST terminations. In quarter two the proportion of

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AST terminations stood at 35% of all acceptances (up 76% on last quarter from 25 cases in Q1 to 44), and similar to the same time last year when it stood at 40 cases. Looking at local trends over the last two years suggests the loss of AST is likely to peak as a causal reason for homelessness in quarter two and quarter four

• In quarter two 125 duties were discharged compared to 113 acceptances. This is a very encouraging outturn compared to Q1 and shows real movement in the homelessness process to secure housing for our applicants. This may also be attributed to a new joint working approach between landlord services and other registered providers to assist the move on team with increased opportunities to discharge homelessness duties. The impact of this joint working cannot be underestimated in terms of addressing persistent housing needs pressures placed on the authority

• The total amount of households in temporary accommodation at the end of quarter two was 257, this is an increase on quarter one (+29 households / +13%), and it is a 29% increase on Q2 16/17 (200 households).

• The percentage of households (out of all TA) in B&B has fluctuated over the last year. Occupancy in this type of accommodation has reached a high point over the last two quarters amounting to 31% of all TA. This is a considerable difference when compared to the same quarter last year (22%).

• Snapshot data shows at the end of quarter two, 25 families with dependent children, and or pregnant, were residing in emergency accommodation. This compares to 24 families at the end of Q1. Three of these households were accommodated for six weeks or more. Move on pathways for families are being pursued to ensure timely exit from this type of accommodation provision.

• There were four young people aged between 16 and 17 years accommodated in B and B. This is an increase on the previous quarter (zero).

• In Cornwall, 44% of those leaving temporary accommodation in quarter two did so in less than six months after acceptance and 77% less than a year after acceptance. This is a similar outturn to the most recently available England figures.

• In Q2, there were 321 cases where homelessness was prevented or relieved, this is an increase on last quarter (+34 cases), and a very similar outcome to the same time last year (323 cases). This is encouraging to see the recent trend going upwards.

4. Financial Implications and Budget:

4.1 Variations in demand for advice, homelessness prevention assistance and duties arising from homelessness applications affect retained and devolved budgets. The staffing costs supporting the prevention service are paid by CHL directly. 5. Value for Money Implications:

5.1 National research has identified that homelessness has cost implications for a range of services in the fields of housing, health and wellbeing criminal justice and society generally. Assisting people away from homelessness will contribute to reducing these costs. National

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research gives an indication of potential costs associated with street homelessness.

Seen by ambulance crew and taken to hospital £466

Non elective long stay £2716

Out patients appointment missed £436

Arrested and prosecuted for shoplifting twice £7000

Imprisoned for two months £5460

Stays in low intensity supported housing (support costs) £1274

Stays in high intensity supported housing (support costs) £7260

6. Other Resourcing Implications:

a. Property – None

b. HR/Staffing – This report is now completed by Cornwall

Housing in line with the management agreement.

c. Information Services – None

d. Procurement and Contracts – None 7. Legal Implications:

7.1 Cornwall Council is legally obliged by the Housing Act 1996 Part VII (as amended Homelessness Act 2002) to provide housing advice to all those within its area to require it. The Authority is also required to fulfil its responsibilities to households threatened with homelessness and those who are homeless in line with the legislation. Cornwall Housing Limited provides these services on behalf of Cornwall Council. 8. Comprehensive Impact Assessment:

N/A 9. Cautionary Notes:

None 10. Consultation carried out including staff, SMT, Directors,

specialist advice and the community:

Not applicable Supporting Information

Appendices: Appendix 1 - Cornwall Housing Ltd Housing Options Report Background Papers: None/or list papers used.

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Approval and Clearance of Report

Report cleared by: Cathy Hadfield Date:

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Cornwall housing options monitoring report - quarter two 2017/18

Produced by the Strategy and Initiatives team Cornwall Housing Limited

Headline data overview - Cornwall trends - key statistics quarter two Q2 - 17/18 Trend on previous quarter Trend on previous year (Q2 - 16/17) Total approaches 2,253 2,153 2,748 Applications 344 297 291 Decisions 267 +65% +46% Acceptances 125 +84% +79% Temporary accommodation 257 +13% +29% B & B 79 +13% +84% Prevention 321 +12% no change

Key to colour: None as demand led Performance improved No substantial change Performance worsened

Please note - quarterly and annual changes highlighted above are to be used as an indication of travel only. In some cases, very small changes in total count figures can cause large fluctuations in percentage changes, which must be treated with caution.

Information and advice - Approaches

Overall, the trend for the preceding 12 months (up to end of quarter two 17/18) shows a small increase in approaches when compared to the previous year. In this twelve months there was a total of 9,415 approaches for advice and assistance, this compares to 9,077 in the preceding 12 months (+338 cases / +3.7% over the year). In the last 12 months, 5,613 of the cases felt threatened with homelessness. This compares to 5,732 in 2016/17, meaning little change over the two years in the amount of these cases.

A number of business management changes over this two year period may have influenced how data is recorded, which means the methodology may not be a precise comparison. Nevertheless, it is advisable these headline outcomes are used as an indication of travel representing an increasing demand for our services. The underlying data is being examined to understand the reasons for this increase. This will also need to be considered when looking at future service planning especially in light of the legislative changes that will be rolled out to accommodate the Homelessness Reduction Act.

From July to the end of September 2017, there were 2,253 approaches to the housing options information and advice team, 1,609 felt threatened with homelessness. This is a slight increase in overall approaches when compared to the previous quarter (2,153 / +4.7%). When compared to the same point last year, the level of overall approaches is considerably reduced. However, the level of cases that felt threatened with homelessness saw a slight increase in quarter two when compared to quarter one (+194 cases / +13.7%) it is also showing to be a steadily increasing trend that has reached a high point in Q2 this year compared to the figure the same time last year.

The trend data for the last two years shows Q2 tends to see a peak in approaches leading into a reduction in approaches in Q3 but this can only be evidenced at the end of the period. Given the nature of approaches over the last 18 months, which have shown some high spikes, it is necessary to prepare for ongoing pressures and be ready for another occurrence of a peak during quarter four.

9,432 9,077 9,415

5,855 5,732 5,613

3,577 3,345 3,802

01,0002,0003,0004,0005,0006,0007,0008,0009,000

10,000

Q3 2014/15to Q2

2015/16

Q3 2015/16to Q2

2016/17

Q3 2016/17to Q2

2017/18

Graph 1 - Approaches over the last two years

Total approaches

Cases where applicant felt threatened withhomelessnessDo not feel treatened

2,281

2,208

2,748

2,129

2,880

2,153 2,253

1,580

1,442

1,561

1,144

1,439 1,415

1,609

0

500

1,000

1,500

2,000

2,500

3,000

3,500

Q 1 Q 2 Q 3 Q 4 Q 1 Q 2 Q 3 Q 4 Q1 Q2

15-16 16-17 17-18

Graph 2 - Number of approaches for advice and assistance to

Cornwall Housing Ltd. over the last two years

Total

Of which, cases where applicant feltthreatened with homelessness

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Main threat of homelessness in quarter two: • At 558 (35%) approaches, those seeking

accommodation made up the largest group. This is a generic field that is under review in terms of monitoring our approaches. The increase may be obscuring other problems in the private sector and it is likely to be a recording error that will need to be followed up by our service managers.

• 207 (13%) cases approached the service facing private sector NTQ this is a small decrease on the previous quarter (226), and a reduction on the same time last year (232).

• 212 (13%) cases stated the main threat was family and friends unable to accommodate. This is similar to the same time last year and comparing the last 12 months with the 12 months prior to this, there is little change in this cause of homelessness.

• 112 cases (7%) were fleeing domestic violence. Looking at this reason over the last two years we can see a 15% increase this year compared to the 12 months previous.

• 84 cases (5%) were due to relationship breakdown – this is showing a declining trend comparing this year to the year previous.

Main threat analysis: part two While the main causes for feeling threatened with homelessness are consistent, it is useful to understand the emerging pressures that are contributing to the overall increases in approaches. • Possession and eviction from the private sector: 26 cases were facing possession or eviction -

this is comparable to last quarter and overall the figures are on a par when comparing year on year. Nevertheless, this reason will always require monitoring due to its link with loss of accommodation in our homelessness acceptances data and it represents an ongoing challenge for the housing options service

• Possession and eviction from RSL/LA properties: 38 cases were facing possession or eviction - this is comparable to last quarter and overall the figures are on a par when comparing year on year. On average there are 146 approaches per year relating to this type of threat of homelessness and more effective partnership working on prevention initiatives aims to reduce this figure in the future.

• Debt and finance, although low, is showing to be increasing compared to last year. In Q2 there were 26 cases, whereas in Q2 16/17 there were just six cases. There were 40 more cases in the last 12 months compared to the previous 12 months, doubling the amount of presentations related to this. This reason covers issues where households are encountering debt issues, including those who may be impacted by welfare reforms. It also covers issues where financial help is needed to secure alternative accommodation.

• Mortgage arrears (although low) have shown the biggest increase in approaches over the last 12 months. In the last 12 months there were 99 approaches compared to just 37 12 months prior to this - representing a 168% increase. This must be considered a key emerging threat influencing homelessness and how this issue is to be tackled going forward needs to be a priority.

356

558

207

112 84

0

100

200

300

400

500

600

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2

2015 / 16 2016 / 17 2017 /18

Graph 3 - Main threat of homelessness

Seeking accommodation

Family / friends unable to accommodate

NTQ private sector

Fleeing domestic violence

other

Relationship breakdown

63

26

38 30

21

6 0

10

20

30

40

50

60

70

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2

2015 / 16 2016 / 17 2017 /18*New indicator from February 2016

Graph 4 - Main threats of homelessness (lower level) *Rough Sleeper

Possession andeviction PSPossession andeviction RSL / LAMortgage arrears

Debt / Finance

Private sector rentarrearsRSL / LA rent arrears

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Key groups approaching our services

• Rough sleepers: 63 cases approached - this is an increase on last quarter and amounts to 4% of total approaches feeling threatened with homelessness. However, it is a reduction on the same time last year. o A new key performance indicator will enable us

to monitor rough sleeping more effectively in the future. Our official 2016 estimates showed a 52% increase over the year (up from 65 to 99 on a typical night). This figure, submitted to CLG, forms the baseline upon which we will measure progress of the Reducing Rough Sleeping Strategy commencing in 2017. This includes a number of projects aimed at preventing the flow of rough sleeping and reducing the length of time our current rough sleepers are staying on the streets.

o The number of people estimated to have been sleeping rough in Cornwall on the night of 18/05/17 was 82. This is a 17% reduction on the figure submitted to the CLG in November 2016. Of those 67 were male and 15 were female.

o The 2017 estimate was submitted to CLG on 15 December 2017. The figure is embargoed until 25 January 2018. The direction of travel is positive.

o Cornwall housing has pushed through a recruitment drive for a number of posts aimed at supporting initiatives to tackle rough sleeping - including the appointment of a role to boost access to private sector accommodation for rough sleepers.

• The proportion of households approaching the service from hospital was up slightly on the last quarter from seven clients in quarter one to 14 in quarter two

• The proportion approaching after release from prison remained fairly consistent over last two quarters with 14 cases in quarter one and 17 in quarter two. CHL are involved in a Devon & Cornwall initiative with the regional prisons to reduce the number of short term prisoners released as homeless. This will be reported on once any progress has been made.

Young people

A year on year overview shows the number of 16-17 year olds presenting for assistance has declined since 2013/14.

Overall, the number of young people approaching our services for advice and assistance over 2016/17 is similar to the previous year. There were 322 presentations in 16/17 compared to 325 the previous year.

In quarter two, 77 young people (or 3% of our total cases) approached the service - this compares to 76 last quarter. Of the 77 young people, 27 presented as homeless, and of them, 21 were immediately homeless. This is similar to the figures in quarter one.

This is an ongoing area of work to improve how we manage our approaches from young people to reduce crisis presentations. Incremental changes are

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22 20 21

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2

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10

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20

25

30

35

Num

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es

*New indicator from February 2016

Graph 5 - Advice enquiries by month - for key groups Rough Sleeper

Prison Discharge

Hospital Discharge

401 397 325 322

139 114 101 110 111 79 66 65

0

200

400

600

13/14 14/15 15/16 16/17

Hous

ehol

ds

Graph 6 - Presentations by 16/17 year olds 2013-2017

Total Presented Presented as homelessof which roofless

77

13 1

53

27 21

10

0

20

40

60

80

TotalPresented

Homelessnessprevented by

LA

Homelessnessprevented not

by LA

Homelessnessthreatened butnot prevented

Presented ashomeless

of whichroofless

Not homeless

Num

ber o

f cas

es

Graph 7 - 16/17 year olds presenting to the service in quarter two

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being rolled out from their first point of contact with us through to preventing homelessness and parental eviction, and providing enhanced suitable options for this group when crisis is unpreventable. This is especially crucial given the nature of acceptances shows that a key service pressure is friends and family being no longer able to accommodate. CHL chair regular Youth Homeless Pathway meetings with key stakeholders and partners. This group will design and implement a homelessness prevention pathway that is compliant with Homelessness Reduction Act 2017 as well as monitor a local data set in relation to youth homelessness outcomes .

Homelessness – applications

Year on year comparison:

A year on year comparison is useful in terms of service planning. If we compare the last 12 months with the twelve months before that, the amount of applications is fairly consistent, However, the amount of decisions processed saw an increase in the last 12 months compared to the 12 months previous (+8% / + 60 cases). This is an encouraging outturn given the overall increase in approaches to the service over the same time frame. In the last 12 months there 349 accepted homelessness applications this compares to 243 the 12 months previous (+106 cases / +44%). This suggests the nature of approaches cases through to homelessness may be getting more complicated and numerous. This will need to be assessed over the next quarter to see if the above occurrence has persisted. Potentially procedural issues will need to be reviewed. We will need to assess if people are coming later or are they not being dealt with early enough at the front line in order to prevent homelessness.

Over quarter two, there were 344 homelessness applications made. This total figure includes people who approached the authority prior to quarter four. This is quite an increase on last quarter’s figure (297 / +47 cases), and an increase on the same time last year (+54 cases or +19%). The graph shows that applications have reached a peak in quarter two and this will need to be monitored closely in order to understand if this is a one off occurrence or are we seeing an increasing amount of these types of cases approaching housing options. Initial feedback from the casework team suggests there has recently been an in increase approaches related to loss of AST through no fault of their own - such reasons include the landlord selling the property. This will need to be looked into further and an update will be given in quarter three. There is a three month lag in the national comparator figures but the most recently available national data also suggest an upward trend in applications and acceptances is occurring. Looking at quarterly peaks and dips, we anticipated Q2 would be a peak period for new homelessness applications. The outcome of Q2 is insightful in assessing the overall demand placed on our statutory homelessness function and the trends forming for 2017/18. It suggests we are seeing an upward trend in homelessness. While previous trends have shown this present quarter (Q3) will present a lull in service pressures - it also suggests we are likely to see another spike in approaches in Q4 (post-Christmas) and in Q1, which, we will need to be prepared for.

It is recommended we use our quarterly data in an improved way to be more prepared for our changing seasonal demands.

1,162 1,156

779 839

243 349

0

200

400

600

800

1000

1200

1400

Q3 2015/16 to Q22016/17

Q3 2016/17 to Q22017/18

Graph 8 - Applications and acceptances over the last two

years ApplicationsDecisionsAcceptances

270

242 244 256

270

242 244 256

271 290

230

285 297

344

0

50

100

150

200

250

300

350

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2

14/15 15-16 16-17 17/18

Graph 9 - Number of homelessness applications in Cornwall over the last

two years

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Decisions During this time, 267 decisions were made. This is a considerable increase on last quarter (162 / +65%), and on the same time last year (183 or +46%). There were 125 acceptances, this is a considerable increase on last quarter (from 68 households), and on the outturn for the same period last year (70 households). The increases seen in this area are partially attributed to a one off administrative exercise to address the amount of outstanding advice cases and homelessness applications that needed to be processed over the last quarter - this included a period of committing intensive resources and overtime to tackle the issue.

Acceptances account for 47% of all decisions made this quarter - see graph 11. We are unable to assess if this is in line with the national picture as this data is not yet available.

At 40% (or 106 cases), the second highest proportion of decisions were ‘not homeless’. This decision outcome has remained fairly consistent over the last 12 months.

Nationally the outcomes trend profile usually comprises of acceptances being the majority of outcomes at around 50% and not homeless decisions are the second highest at around 25%.

In graph 12 we can see the age profile of the accepted homelessness cases. The largest group is those aged 25-44 years (comprising 46% of all accepted cases in Q2). The second largest group is 16-24 years, comprising 29% of cases. The third largest group is those aged 45-59 at 15%. All age groupings saw an increase in the number of cases accepted over the last 12 months compared to the 12 months previous. This is due to the overall increase seen in acceptances generally, and, may be linked to the one off administrative exercise that could have added even further weight to the spikes seen this quarter. Nevertheless, it is relevant to mention the cohort of 45-59 year olds saw an 86% increase in that last 12 months and the cohort of 25-44 year olds saw and increase of 46%. This is showing as a consistent trend and will need to be reviewed further in order to assess the implications of this emerging evidence.

In graph 13 (overleaf) we can see the majority of the accepted cases are lone parent households with dependent children (female applicants), this can include pregnant women with no dependent children. The second highest group of accepted cases is couples with dependent children. In the last 12 months, we can see notable increases in acceptances of lone parent households female

219 183

234

176 162

267

81 68

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Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2

11-12 12-13 13-14 14-15 15-16 16-17 17-18

Graph 10 - Count of homelessness acceptances and decisions

DecisionsAcceptances

47%

7% 5%

40%

1% 0

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Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2

10-11 11-12 12-13 13-14 14-15 15-16 16-17 17/18

Perc

ent o

f to

tal d

ecis

ions

mad

e (%

)

Graph 11 - Decisions breakdown - outcome of homelessness applications as percentage of

total decsions made

Eligible, Unintentionally homeless and in priority needIntentionally HomelessNot in priority needNot homelessnot eligible

125

29%

46%

15% 5% 4% 2% 0

50

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0%

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Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2

2015/16 2016/17 2017/18

Tota

l acc

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olds

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enta

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f acc

pete

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ses

Graph 12 - Age profile of accepted homelessness cases

7. Total applicant households accepted1. 16 - 242. 25 - 443. 45 - 594. 60 - 645. 65 - 74

6

applicants (+53% - from 98 cases to 150). One person household (female applicants) also saw an increase in the last 12 months (+52%) on the previous 12 months from 31 cases to 47. There has also been a small increase in lone parent (male) households with dependent children.

Anecdotally, whereas there are clear pathways for families with children in order to resolve their housing options, even when it reaches crisis point, there appears to be an increase in complicated cases particularly for complex single people. In these instances casework processing is reliant on information from various agencies for clients who have multiple needs with chaotic histories. Casework officers appear to be spending and increasing majority of time dealing with complex needs singles and ultimately there is less availability in housing options for these cases and they are less easily prevented from becoming homeless.

In terms of maximising housing options for complex needs clients we also need more timely referrals to homelessness rather than when it reaches a crisis point. It is clear move on accommodation for complex single people needs to be considered a priority. In an environment where multi agency working appears to be stretched and capacity to work together is possibly being impacted by reduced resources, this is a crucial time to reinvigorate partnership working and shared responsibilities. This feedback will need to be considered in order implement effective tools to meet these emerging challenges.

It is suggested improved cooperation is urgently needed with partner agencies who traditionally house complex needs clients but are opting for the least risky referral options, leaving the most complex needs clients with very limited housing options. It is recommended that the wider partnership of housing provision looks at commissioning options for this complex need group in order to prevent these groups from becoming flow rough sleepers.

Loss of last settled home

National data from the Department for Communities and Local Government (CLG) highlights the ending of Assured Shorthold Tenancies (AST) as the most common reason for the loss of the last settled home. Previous outturns have shown Cornwall to have a higher proportion of loss of ASTs than that nationally. Data suggests loss of AST features more strongly in this local area as a persistent pressure on housing services. CLG are cited as explaining - nationally, the end of AST has been an increasingly common cause of loss of last home over the last six years - indicating that affordability is an increasingly significant issue, as more households facing the end of a private tenancy are unable to find an alternative without assistance. The increase in the end of tenancies is also related to the expansion of the private rented sector, which has doubled in size (since 2002) and now houses 4.5 million households (2015/16), (CLG, 22 June 2017).

71

45

66 62 70 75 81

68

125

19%

2%

44%

16% 12% 7%

0

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Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2

2015/16 2016/17 2017/18

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f acc

epet

s cas

es

Graph 13 - Household make up of accepted applicants Total

Couple with dependent children*

Lone parent household withdependent children Male Applicant

Lone parent household withdependent children FemaleApplicant*One person household MaleApplicant

One person household FemaleApplicant

All other household groups

7

For Cornwall, the loss of AST can be considered a major issue impacting on our homelessness data as we continue to experience a high proportion of AST terminations. In quarter two the proportion of AST terminations stood at 35% of all acceptances (up 76% on last quarter from 25 cases in Q1 to 44), and similar to the same time last year when it stood at 40 cases. Looking at local trends over the last two years suggests the loss of AST is likely to peak as a causal reason for homelessness in quarter two and quarter four. See graph 14 and 15 below.

This situation will be monitored and innovative approaches to homelessness prevention will require widespread support. There is the potential for escalation of this issue due to ongoing welfare reforms that may impact on households in privately rented accommodation.

As our general approaches data showed, we also need to keep sight of the other main reasons for accepting households - those being relationship breakdown, and, family or friends no longer willing to accommodate. For Q2, the second highest specific reason for feeling threatened with homelessness was family or friends no longer willing to accommodate which also shows a spike this quarter with 29 cases being accepted. Relationship breakdown (violent and non-violent) which also shows a spike this quarter saw 22 cases related to this casual reason. Over the coming months we will be seeking to try and explain the anomalies found in some of the data this quarter which looks like higher than usual spikes. At present we are not sure if this is a real explosion of demand or related to a change in recording and the administrative exercise.

Being prepared and trying to mitigate the multiple causes of the outcomes of homelessness will need to be a key objective in our prevention agenda. Strategically, it will be useful to adopt seasonal tools that can drive the prevention of the underlying causes of homelessness at different times of the year. Particularly being prepared for a peak in quarter four is advisable now.

29

44

22

68 71

45

66 62 70

75 81

68

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Q 1 Q 2 Q 3 Q 4 Q 1 Q 2 Q 3 Q 4 Q1 Q2

15-16 16-17 17-18

Graph 14 - Total acceptances and top three reasons for loss of last setteled

Parents/friends/families unable toaccommodateTermination of AST

Breakdown of relationship - Non violentand violentTotal 23%

35%

18%

0%

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20%

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40%

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60%

Q1

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10-11 11-12 12-13 13-14 14-15 15-16 16-17 17/18

Prop

ortio

n o

f all

acce

ptan

ces (

%)

Graph 15 - Cornwall - proportional profile of top three reasons for loss of last settled

Parents/friends/families unable to accommodate

Termination of AST

Breakdown of relationship - Non violent and violent

8

Looking at the number of duty discharges compared to acceptances is a useful indicator for understanding overall homelessness levels. In quarter two 125 duties were discharged compared to 113 acceptances. This is a very encouraging outturn compared to Q1 and shows real movement in the homelessness process to secure housing for our applicants. This may also be attributed to a new joint working approach between landlord services and other registered providers to assist the move on team with increased opportunities to discharge homelessness duties. The impact of this joint working cannot be underestimated in terms of addressing persistent housing needs pressures placed on the authority.

Temporary accommodation

The total amount of households in temporary accommodation (TA) at the end of quarter two was 257, this is an increase on quarter one (+29 households / +13%), and it is a 29% increase on Q2 16/17 (200 households).

When looking at the trends over the last three years, Cornwall was previously showing a year on year reduction in the use of temporary accommodation which bucked the national trend. However, quarter one and two have shown an increase in TA use compared to the same time last year, which is more in line with the widely reported national trend of increasing use of provision.

Cornwall saw an increase in the use of emergency accommodation during quarter two - the total amount of households occupying B & B stood at 79, representing a small increase on quarter one when there were 70 households. Three of the 79 households were families accommodated for six weeks or more, which is an improvement on the previous quarter. It is likely the considerable high amount of applications taken recently has had a knock on effect into quarter two and maintained a considerable service demand pressure on emergency accommodation. See graph 17.

We know our TA stock profile is different from the national average, having a considerably higher proportion of PSL (leased LA) compared to the England average and a lower proportion of LA / HA stock compared to the England average. Over the next 12 months, it is likely the occupancy profile

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Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2Q3Q4Q1Q2

10-11 11-12 12-13 13-14 14-15 15-16 16-17 17-18

Num

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Graph 16 - Number of duty discharges compared to number of acceptances

Total discharge duty

Number of acceptances

79 68 22

84

4

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Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2

10-11 11-12 12-13 13-14 14-15 15-16 16-17 17-18

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Graph 17 - Number of households in TA at the end of the quarter - by TA type B&BHostel/Refuge/Shared/Self containedLA/RSL StockLeased LAOtherTotal

9

of TA will show further change. We can see a trend emerging whereby our PSL reduction programme has temporarily impacted on our B and B occupancy but it is planned that this impact will level off given the wide scale push of our reduction programme has levelled off too. We are in the process of developing a new Temporary Accommodation Strategy and a new Predictive Supply & Demand Model that will assist us in re balancing our TA stock in terms of emergency and temporary accommodation. More recently, over quarter three, a significant focus has been shifted to move-on. This should support the revised TA reduction target.

The percentage of households (out of all TA) in B&B has fluctuated over the last year. Occupancy in this type of accommodation has reached a high point over the last two quarters amounting to 31% of all TA. This is a considerable difference when compared to the same quarter last year (22%).

Families and young people in B & B

Snapshot data shows at the end of quarter two, 25 families with dependent children, and or pregnant, were residing in emergency accommodation. This compares to 24 families at the end of Q1. Three of these households were accommodated for six weeks or more. Move on pathways for families are being pursued to ensure timely exit from this type of accommodation provision.

There were four young people aged between 16 and 17 years accommodated in B and B. This is an increase on the previous quarter (zero).

Profile of households accommodated in TA

• The highest grouping in all TA (either with a duty or pending a decision) is lone parent households (female applicants) - this group has increased in the last 12 months by 5%

• The second highest grouping in TA is one person households (male applicants)

• One person household female applicants is the third highest grouping occupying TA this quarter - this group has seen a small increase over the last 12 months

*low figures are suppressed and will not be visible in this analysis

31%

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10-11 11-12 12-13 13-14 14-15 15-16 16-17 16-17

Perc

enta

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f hou

seho

lds

(%)

Graph 18 - Percentage of households in B&B out of all households in temporary accommodation

B&B % of All Temp

5 6 4

11

3

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24 25

0 1

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15-16 16-17 17-18

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Graph 19 - Families & 16/17 yr olds in B&B

Families in B and B - totalFamilies 6 weeks more16/17 year olds in B and B - total16/17 year olds 6 weeks more

40

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Graph 20 - Profile of of households accommodated in TA

Couple withdependentchildrenLone parent -Male Applicant*

Lone parent -Female Applicant

One person -Male Applicant

One person -Female Applicant

All otherhousehold groups

10

In Cornwall, 44% of those leaving temporary accommodation in quarter two did so in less than six months after acceptance and 77% less than a year after acceptance. This is a similar outturn to the most recently available England figures.

Homelessness prevention and relief

Homelessness prevention involves providing people with the means to address their housing and other needs to avoid homelessness. This is done by assisting them to obtain alternative accommodation or enabling them to remain in their own home. Homelessness relief describes where we are unable to prevent homelessness but help someone secure accommodation, even though the authority is under no obligation to do so.

Prevention and relief

When comparing the last 12 months with the previous 12 months, there is little change in prevention outcome figures - 1,266 compared to 1,264 respectively. See graph 22.

In Q2, 321 cases were prevented or relieved from homelessness, this is an increase on last quarter (+34 cases), and a very similar outcome to the same time last year (323 cases). This is encouraging to see the recent trend going upwards. Graph 23 shows much greater prevention and relief gains are made by assisting people into alternative accommodation rather than by assisting households to remain in existing accommodation.

Cornwall Housing realises greater achievements can be made by strengthening prevention outcomes around tenancy sustainment options. It also suggests an ongoing challenge for housing options services whereby it is becoming increasingly difficult to secure alternative PR accommodation - this is possibly due to a range of factors such as unfavourable market conditions and possibly, the emerging impact of welfare reform. This will need to be evidenced further in order to confirm this supposition.

1%

39%

23%

13%

1% 2% 1% 2% 1% 1%

44%

33%

16%

4% 2% 1%

0%5%

10%15%20%25%30%35%40%45%50%

Under 6months

6 monthsunder 1 year

1 year under 2years

2 years under3 years



Time Since Acceptance

Graph 21 - Length of time in TA after acceptance of duty 2. Became homeless intentionally from TA secured

3. Accepted "Part 6" of accommodation (includingLA nomination) (S193(6)(c))4. Refused a part 6 offer to accommodate

5. Accepted offer of assured tenancy directly froman RP other than "Part 6" offer (S193(6)(cc))6a. Accepted qualifying offer of an assuredshorthold tenancy (S193(7B))6b. Accepted private rented sector

7. Otherwise voluntarily ceased to occupyaccommodation (S193(6)(d))8. Total (sum of 1 to 7 above)

1,264

322

942

266

1,266

328

938

268

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Totalpreventions

and relief

Remain inexisting

Assisted inalternative

accom

Assited intoPRS with LAincentives

Graph 22 - Homelessness Prevention and relief outcomes - year on year

comparison Q3 15/16 - Q2 16/17

Q3 16/17 to Q2 17/18

361

306 315

301

325 323

386

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321

254

65 66

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100150200250300350400450

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2

15-16 16-17 17-18

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es

Graph 23 - Homelessness prevention outcomes Total preventions and relief

Remain in existingAssisted in alternative accomAssited into PRS with LA incentives

11

It is recognised that locally our prevention outcomes are returning lower than that nationally. Our new targets also mean a stronger emphasis on ensuring data capture is wide and robust and does not miss any of the good work all organisations do to prevent homelessness. For example, Nos Da Kernow prevention activities are now being included in the LA outcomes. It is the aim to ensure we explore and gather wider prevention activity in CHL, and externally, that we may not be gathering now. Cornwall Housing has raised the prominence of this work stream into a key organisational priority for 2017/18. This will also enable us to be better prepared for the Homelessness Reduction Act transition and the new reporting requirements.

Graph 24 and shows the change in prevention outcomes where households are assisted to find alternative accommodation. This level of detail highlights some of our key challenges going forward - especially with a view to considering the changes that will be introduced under the Homelessness Reduction Act in 2018. Overall, there has been a 4% decline in assisting households to find alternative accommodation - falling from 942 to 938 comparing the last 12 months and the 12 months before this. The most notable declines are in Social housing part 6 offer LA/RSL (-30%). This will need further investigation especially in light of the considerable increase in duty discharges under part 6 - an update will be provided in the next quarterly report.

Disclaimer:

Please note - information in this report is snapshot data, downloaded from a live caseload database and is subject to change as and when live cases’ circumstances may change. Pending process administration, the overall approaches figure is likely to remain unchanged, however, the profile of what happens beneath this high level is likely to appear changed on an ongoing basis.

For any further queries regarding this report contact: Mark Vinson 01872 224619 [email protected]

67

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Q2 Total Q3 Total Q4 Total Q1 Total Q2 Total Q3 Total Q4 Total Q1 Total Q2 total

2015/16 2016/17 2017/18

Graph 24 - (B) Homelessness prevented or relieved-household assisted to obtain alternative accommodation 16/17

1. Any form of hostel or House in Multiple Occupation (HMO) with or withoutsupport2. Private rented sector accommodation with landlord incentive scheme (eg.cashless BOND, deposit payment, rent in advance)*3. Private rented sector accommodation without landlord incentive scheme

4. Accommodation arranged with friends or relatives

5. Supported accommodation

6. Social Housing - management move of existing LA tenant

7. Social Housing - Part 6 offer of LA / RSL

8. Social Housing - negotiation with an RP outside Part 6 nominationagreement10. Other (please specify in notes)

mailto:[email protected]

1


Agenda No: 6


Part 1 Report

Date: 16 January 2018

Title: Repairs Promise Policy revision

Author: Richard Hazard Role: Interim Director of Repairs and Maintenance

Contact: 01208 893339, extension 473339/ [email protected]

Recommendations:

1. For the Committee to approve the changes to the Repairs Promise a policy guide.


1.1 The policy has been updated and has had residents responsibilities added to Highlight access for the gas and electrics as well as ensuring that the areas of work are kept clear making it safe for the residents and the operatives.

1.2 This will mean that residents will get an appointment that suits them when they contact the call centre to report their repairs.

1.3 We have also added in charges for missed appointments, which are coating the resident at the moment as the cost come from the repairs budget that their rents pay for.

2. Background:

2.1 The Repairs Promise policy was put together in 2012 when CHL was formed from the amalgamation of the district areas and has not been reviewed since.

2.2 The performance plan for the Repairs and Maintenance have over 30 items to address the performance of the repairs and maintenance team and one of these is to reduce the amount of works that are undertaken on the emergency codes which is running at 73%..

2.3 The standards split for all works are emergency (24hrs) is 10%, for Urgent (7days) is 20% and for Routine (28 Days) its 70%, we have and extra code for 3 days so for 24 hrs, 3 and 7 days we are at 73% so the routine works are

2

27% limiting the amount of programming of the works making it more difficult for improving productivity.

3. Other Information

3.1 A review of the Repairs Promise policy needed to be done with the Residents Forum and the call centre on the number of codes we were using and the amount that were classed as emergency and urgent, the Repairs Promise document highlighted the top 100 repairs were showing the responsibility and the priority each item held.

3.2 Originally we were hoping to go through all 100 repairs in the policy, and do revisions as required, but this was superseded by another item in the performance plan to implement a scheduler system, currently when a resident rings in to report a repair, the call centre takes the details and loads to the Housing Management system and tells them that somebody from the repairs team will ring them back to make an appointment. The repairs team would ring and if response would send out an appointment letter and ask the resident to ring in if this time/day was not suitable and we experience high levels of no access.

3.3 We have secured an appointment scheduler system within the Housing Management system and we are looking to implement this in February, this meant operating only two types of appointment times an emergency 24hrs and the rest by appointment. We have been reviewing how this will work and certain areas (zones) will have days allocated so when resident ring in for a repair they will be offered the next available appointment and currently our average for completing all works is 15 days.

3.4 The rest of the repairs promised were updated and a draft went to the subcommittee of the Resident Forum and changes were made and a new section added for tenants responsibilities, which are the same ones as included in the induction pack for new residents.

3.5 We have also induced a charge for a second missed appointment by the resident of £40 and if we miss an appointment, the resident will receive £25 paid into their rent account.

3.6 This has gone to the Resident Forum again in December and January and is now coming to the Service Committee to be approved and then sent out to residents with the newsletter in March.

4. Conclusions

4.1 The Repairs Promise policy need to be updated, which has been done with consultation with the resident’s forum and is ready to be implemented.


5.1 The Committee is asked to approve the changes in the Repairs Promise policy guide.

3


This should not affect the budgets

7. Value for Money Implications:

N/A


a) Property – N/A.

b) HR/Staffing –N/A.

c) Information Services – To be included in the next residents newsletter

d) Procurement and Contracts – N/A

9. Legal Implications:

There are no legal implications arising from this paper.

10. Equality Impact Assessment:

There is no equality impact arising directly from this paper as no action is proposed.

11. Supporting Information

Appendices:

Appendix 1 - The Repairs Promise Policy.

Background Papers:

None.

Approval and Clearance of Report

Report cleared by: DLT (by email)

Date: 12.01.2018

1

Our repairs promise

A policy guide

Cornwall HousingTrevin Kernot

www.cornwallhousing.org.ukTel: 0300 1234 161

2

“Repairs will be

completed within our

agreed timescales and

to a high standard”

Contents

There are a number of different ways that Cornwall Housing ensures its

properties are properly maintained: 3

Our promise 4

Your Responsibility 4

Requesting a repair 5

When will my repair be completed? 5

Inspections 5

Keeping you informed of delays 6

Offering appointments 6

Quality inspections 6

Redecoration 7

Upgrading your home 7

Customer choice 7

Planned maintenance programmes 8

Support for all tenants 8

The repairs listed are our most typical repairs 9

3

Our repair policy

There are a number of different ways that Cornwall Housing ensures its properties are properly maintained:

▫ By responding to your requests to carry out repairs (responsive and emergency repairs);

▫ By undertaking 20% annual property surveys to identify any future repairs for planned programmes of work;

▫ By maintaining communal areas

▫ By operating a seven year cyclical painting programme

▫ By carrying out planned programmes of work.

▫ By carrying out Gas Servicing annually which is a legal requirement, where there is Gas in your home.

▫ This leaflet is our promise of how we will respond when you ask for a repair. It is a summary of our Responsive Repairs Policy. For more detailed information, you can visit our website for our full repairs policies, including Responsive Repairs; Planned and Cyclical Maintenance; Voids and Re-lets; and Rechargeable Repairs, or request a copy by contacting us.

4

Our promiseRepairs will be completed within our agreed timescales, to a high standard; will be good value for money and the work will be done in one visit if possible.

This leaflet includes:

▫ Requesting a repair

▫ Repair timescales;

▫ Inspections

▫ Improving your home

▫ Support for all tenants

Our contact numbers are on the back cover.

Your Responsibility ▫ Take out contents insurance which we can offer at a discount rate and can be paid

weekly or monthly.

▫ Look after your home and garden and return it to us in good condition

▫ Ensure that you are in for the appointment made when you requested the repair or for planned visits for improvement surveys or works.

▫ Ensure that the area where we are going to work is clear so the works can be undertaken

▫ Allow us to conduct annual safety inspections and complete any works to keep you home safe and secure

▫ Allow access for the Gas Servicing; if not then any action we have to take will be recharged i.e. Legal or Forced entry and making good.

▫ No Smoking while our operatives are at your home carrying out the works or inspections

▫ Complete any repairs that you are responsible for and inform us for the repairs that we are responsible for.

▫ Keep pets and children under control and away from the area where the works are being undertaken

▫ To request permission for any works that you want to do yourselves in your home as our permission is needed (will not be unreasonably withheld).

5

Requesting a repairYou can ask for a repair in any of the following ways:

▫ by telephone (including out-of-hours number for an emergency);

▫ in writing;

▫ by email;

▫ by text;

▫ by web form

▫ via any member of staff

When will my repair be completed?At the back of this leaflet over 100 responsive and emergency repairs are listed alphabetically, from boilers to worktops. For each repair, there is a time in which we promise to complete the work and if the repair is our responsibility or your responsibility.

If your repair is not listed, please tell us what sort of repair you require and we will tell you how long it will take to complete, but we may need to make an appointment to inspect this first to establish responsibility.

InspectionsPre-work inspections will be given an agreed appointment where:

▫ You are unable to fully explain the problem;

▫ investigations are needed to identify the problem;

▫ surveying measurements, schedules or specifications are needed before ordering the work;

▫ a previous repair has not solved the problem;

▫ the repair may be your responsibility;

▫ there is a history of wrongly requesting repairs or abusing the property;

▫ you want an upgrade or improvement.

6

Keeping you informed of delaysThe responsive repair timescales may vary, usually for the following reasons:

▫ exceptional adverse weather;

▫ materials unavailable or need to be ordered;

▫ scaffolding is needed;

▫ if we need to use an external contractor.

In these circumstances we will inform you why there is a delay and say when the repair will be completed.

Offering appointmentsWe will be able to offer and arrange morning or afternoon appointments when you call in to report a repair to your home and if necessary book an inspection if it’s unclear what is needed to be carried out.

If we cannot meet your preferred appointment within the repair timescales, we will offer a mutually convenient appointment. If we fail to attend an agreed appointment without notifying you we will pay you £25.00 which will be paid to your rent account.

We will tell you if the repair comes under the Right to Repair Legislation and how this will work.

If we fail to keep an appointment, you will be offered an alternative to suit you. In special circumstances this appointment might be out of office hours.

If you fail to keep an appointment, you will be offered a second appointment. If the second appointment is not kept by you then the repair request will be cancelled and you will be recharged for £40.00 for the failed visit.

Quality inspectionsWe carry out quality control checks to make sure we maintain our high standards. We will also carry out quality inspections when you are dissatisfied because the repair has not resolved the problem or the quality of workmanship was unacceptable

“At the back of this leaflet

over 100 responsive and

emergency repairs

are listed”

7

RedecorationInternal decoration is your responsibility. Occasionally after doing repairs, minor decorating will be required. We will always make as little damage as possible.

If you are able to decorate, we will provide a decoration voucher that covers the cost of the redecoration needed, and will advise on where the voucher can be used.

If you are disabled or there is no one in the household able to redecorate, we will ensure any redecoration returns the home to the same standard as before the repair was done.

Where there are external repairs, we will make good small areas of paint or coloured plaster or will discuss with you when the next painting cycle is due.

Upgrading your homeIf you want to carry out any improvements to your home you have to request permission and approval will need to be given in order for you to proceed with the works.

▫ You can discuss the matter with us by phone or in writing;

▫ You would need to get any planning and or Building Control permission

▫ You will need to let us know when the works are complete so we can carry out an inspection to confirm that the works have been done correctly

▫ You will be responsible for the maintenance of the works that you have installed.

▫ You will need to provide the relevant certification (i.e. FENSA, NICEIC etc).

▫ Certification by appropriately registered engineers will be required for all alterations to electrical or gas installations

Customer choiceWe are committed to giving you choice in repair and improvement works, where it is reasonably practical. For responsive repairs, fixtures and fittings will normally be repaired or replaced like for like, and there is limited scope for you to have any real choice.

However for planned maintenance work there is some opportunity for either individual or collective tenant choice. We will consult with you and record your choice before the work starts.

Once a choice has been made it may not be possible to alter it. This is due to possible delays that might affect the work programme, the effect of this on other tenants waiting in the programme and costs involved in returning ordered items.

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Planned maintenance programmesWe have a ‘just in time’ maintenance programme. This is where the replacement of a building component (such as a roof covering or a central heating boiler) is planned to be done just ahead of when the item is expected to fail. This approach tries to get the maximum useful life out of a component. The approach contrasts with others such as the replacement of an item when its ‘standard’ life is about to expire, or a fully responsive strategy, which waits for a component to fail before replacement.

The ‘just in time’ planned maintenance programme is informed by stock condition information collected in the field and from records of work done. Building on an initial stock condition survey, we will routinely collect and update building component information and use this information when developing long and short-term planned maintenance programmes.

For more information about planned maintenance programmes and what this involves please contact us.

Support for all tenants Some households need extra support. The time we have promised to complete jobs can be quicker if your circumstances

need it. For example, if you are disabled our promise to repair your path in 20 days may be too slow. Please tell us if there is a reason why you think your repair should be completed faster than our promise. We are always ready to listen.

We want to treat all customers fairly and we will monitor customer satisfaction responses to make sure that all our customers are treated fairly.

If your religion or culture requires a particular fixture we can carry out culturally sensitive repairs to the value of £500. Please ask.

When we visit you we will carry and show on request, formal photographic identification. You can refuse access if the caller does not have identification. If you have sight difficulties we can agree a caller code with you when the repair is requested.

The person calling at your home to do the work should only be allowed in if they know this agreed code word.

We can arrange for a female member of staff to be present during repair work if circumstances indicate that this would be appropriate.

If you need an adaptation to make living in your home easier, please contact us. If you have an adaptation in your home that is no longer required we will take it away if it is not permanent or we will continue to maintain it.

“The time we have promised to complete

jobs can be quicker if your circumstances need it “

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The repairs listed are our most typical repairs. We will carry out emergency works within 24 hours and an appointment made for the rest of the works except for vulnerable residents where we will carry out the repair within 7 working days.

Type of Repair Responsibility Completion time

Comments

Chimneys

Make safe dangerous chimneys

Ours 24 Hours Where practical

Blocked flue Ours AppointmentRechargeable if due to the chimney being unswept

Birds’ nests in chimneys

Ours AppointmentRemoval except during nesting season (april to october)

Repair to a chimney pot, cowl or stack

Ours Appointment Unless adjoining a private property as this may take longer

Solid fuel heating systems- sweeping

Ours once annually, yours second time

Twice yearly One sweep by us, one sweep by an approved person organised by you

Open fires – sweeping

Ours once annually, yours second time

Twice yearlyOne sweep by us, one sweep by an approved person organised by you

Clothes line/post

Communal clothes lines and rotary driers

Ours Appointment

Line, and rotary drier Yours

Post Ours We will remove if requested

Coal bunkers

Coal bunkers supplied by us

Ours Appointment Subject to availability

Condensation

Mould growth Yours

We will advise on prevention, unless a defect is causing the condensation

10


Comments

Cookers

Cookers – all types Yours Except at the hostels

Decoration

Internal decorations due to repairs

Ours AppointmentDecoration voucher will normally be offered

Internal decorations Yours

Door entry systems

Door entry phone not working

Ours Appointment Where installed by us

Door release solenoid not working

Ours Appointment Where installed by us

Moving a door entry phone or fitting an additional one

Yours

Permission must be granted and phone must be fitted by an approved contractor

Doors and windows

Make safe or secure external door

Ours 24 HoursYou are responsible for lost keys

Gain access – keys lost, etc

Ours/yours 24 Hours Rechargeable

Broken glass Ours 24 HoursWe will board up and secure the property

Repair or replace unusable locks to external doors

Ours 24 HoursUseable but sticking lock – 20 working days

Secure loose window frame

Ours 24 Hours

Repairs where a window cannot be secured

Ours 24 Hours

Glass in communal areas

Ours Appointment

24 Hours if needed to secure the property. Alternatively we will board up and secure the property

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Comments

Doors and windows cont..

Rain penetration Ours Appointment

Replace faulty seals to external doors

Ours Appointment

Type of Repair ResponsibilityCompletion time

Comments

Repairs to internal door latches and handles

Ours AppointmentRechargeable if due to tenant damage by you

Kitchen cupboard doors

Ours AppointmentRechargeable if due to tenant damage by you

Glass (where previously boarded up)

Ours/yours Appointment

If you have agreed to pay then you are responsible, or we may replace where a police crime number issued

Letterboxes and letter plates to doors

Ours Appointment

Ease and adjust doors Ours AppointmentRechargeable where due to your alterations to floor coverings

Reputty window glazing

Ours Appointment

Ease and/or adjust hinges

Ours Appointment

Fix new window sill boards

Ours Appointment

Replace faulty seals to windows

Ours Appointment

Door numbers, door knockers and bells

YoursDo not drill into pvcu material

Drains

Blocked foul drains (sewers)

Ours 24 Hours Our drains only

Blocked rain water drains

Ours Appointment Our drains only

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Comments

Electrics

No electricity at all Ours 24 Hours

Except during power cuts or failures – recharge if due to no money on electric meter or key. Please test your appliances to check for faults in the first instance.

No lights at all Ours 24 Hours

Check electrics after water penetration

Ours 24 Hours


Comments

Dangerous or exposed wires

Ours 24 Hours

Unsafe power or lighting socket or electrical fitting

Ours 24 Hours

Smoke detectors Ours 24 HoursIf due to battery failure we will recharge you the cost of the visit

Repair or renew fuse box

Ours Appointment Unless no power – 24 hours

Communal hallway lighting and landing lights

Ours AppointmentComplete lighting failure – 24 hours

Lights and/or power to only part of property

Ours Appointment

Any other internal electrical work

Ours Appointment

Smoke detector batteries

YoursOurs only in special circumstances

Resetting trips Yours

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Comments

Electrics cont..

All lamps, bulbs, fluorescent tubes, fluorescent tube starters, bathroom bulbs

Yours Except communal areas

Fuses to plugs on appliances

Yours

Extractor fan

Mechanical extractor fan in kitchen or bathroom not working

Ours Appointment


Comments

Fences and gates

Repairs to fences and gates

Ours Appointment

Only where there are children under 5 years old in the household and the lack of a gate or fencing constitutes a danger. Otherwise only repaired on planned maintenance programmes.

Gate catches Ours AppointmentUnless on an imminent planned maintenance programme.

Fireplaces

Smoke problems Ours Appointment24 Hours if the only heat source in the room.

Fire grates and other parts

Ours Appointment Unless only form of heating

Refix loose tiles to fire surround or hearth

YoursRechargeable if repaired by us

Replace damaged or missing tiles to surround or heart

YoursRechargeable if repaired by us

14


Comments

Floors

Rotten floorboards Ours Appointment

Repairs to floorboards Ours AppointmentRechargeable where damaged by you or by your contractor

Refix loose or squeaking floorboards

Ours AppointmentRechargeable where damaged by you or by your contractor

Floor tiles Ours Appointment Only if fitted by us

Quarry tiles Ours Appointment Only if fitted by us

Re-screed concrete floor

Ours Appointment

Repair or replace skirting boards

Ours Appointment

Laminate flooring Yours

Garages

Garage door locks Ours Appointment24 Hours if unable to get car out

Defective roof coverings

Ours Appointment

Light in garage Ours Appointment

Repairs to garage doors

Ours Appointment24 Hours if unable to get car out

Keys to garages YoursLost keys are your responsibility

15


Comments

Gutters

Clear blocked gutter Ours Appointment

Replace broken gutter Ours AppointmentUnless health and safety issue

Replace leaking gutter joints

Ours Appointment

Replace fascia board Ours AppointmentUnless on an imminent planned maintenance programme

Heating

Drain down back boiler or make safe

Ours 24 Hours

Total or partial heating failure 31 Oct – 1 May

Ours 24 Hours

Glass to Parkray or solid fuel room heater

Ours 24 Hours

Immersion heater – repair/replace

Ours 24 HoursIf no hot water or only form of heating

Gas escapes Yours/ours 1 To 3 hours

Tenant to report immediately to utilities provider and to us if our appliances

Immersion Heater - repair or replace

Ours Appointment If alternative heating available or in special circumstances

Failure of gas fires fitted or approved by us

Ours Appointment24 Hours if the only heat source in the room


Comments

Total or partial heating failure 2 May – 30 October

Ours Appointment

Fire parts Ours AppointmentDepends on the type or part required

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Comments

Gas cookers, connection pipes and other appliances you own

Yours

Kitchen fixtures

Kitchen units provided by us

Ours AppointmentRechargeable if due to damage by you

Kitchen worktops provided by us

Ours AppointmentWhere due to fair wear and tear – otherwise rechargeable if damaged

Kitchen sink Ours AppointmentRechargeable if due to damage by you

Outhouses and sheds

Locks Ours AppointmentOnly to brick or concrete structures

Lights in outhouse Ours AppointmentOnly to brick or concrete structures

Other repairs to outhouses

Ours AppointmentOnly to brick or concrete structures

Lost keys Yours

Paths and external steps

Repairs to paths Ours AppointmentMake safe in 24 hours if trip hazard

Repairs to driveways, hard standings and patio areas

Ours Appointment

Make safe in 24 hours if trip hazard where consent has been given and condition accepted

Steps Ours AppointmentMake safe in 24 hours if trip hazard

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Comments

Pipes, Tanks, Cylinders

Burst pipe – internal Ours 24 Hours Unless total water loss

Blocked or leaking soil pipe

Ours 24 Hours

Burst Tank Ours 24 Hours Given immediate attention

Leaking water or heating pipe, tank or cistern

Ours 24 Hours

No water at all Ours 24 Hours

Continuous overflow Ours Appointment24 Hours if water meter installed

Faulty stop cock/valve Ours Appointment 24 Hours if leaking

Air lock Ours AppointmentNo water from air lock – 24 hours

Burst pipe – external Ours 24 HoursUnless total water loss – reliant on water authority

Replace section of soil vent pipe

Ours Appointment Provided it is not leaking

Water hammer/pipe vibration

Ours Appointment

Refix rainwater pipes Ours Appointment

Insulation to hot water cylinder

Ours Appointment

Drainage inspection cover

Ours AppointmentUnless dangerous then made safe within 24 hours

Insulation to pipes YoursExcept if on future planned maintenance contact

18


Comments

Plumbing fittings

Blocked WC pan Ours 24 HoursRechargeable if due to abuse (e.G. Disposal of nappies)

Toilet not flushing (where no other in the dwelling)

Ours 24 Hours Otherwise 7 working days

Taps will not turn off (e.g. running full bore)

Ours 24 Hours

Taps will not turn off (e.g. dripping)

Ours Appointment7 Working days if water meter fitted

Blocked sink, bath or wash hand basin

Ours AppointmentWe would expect you to try and unblock first

Unusable sink, bath, wash hand basin

Ours AppointmentRechargeable if due to damage by you

Other repairs to taps Ours Appointment

Replace faulty shower unit (where no bath available)

Ours AppointmentExcept in special circumstances

Replace loose or broken WC seat

Yours

Refix loose wash hand basin brackets

Ours Appointment

Refix loose bathroom tiles

Ours Appointment3 Working days to shower areas

Refix bath panel and framework

Ours Appointment

Refix or replace WC pan

Ours AppointmentUnless unusable, then 24 hours

Replacement tap to bath or sink

Ours AppointmentUnless unusable, then 3 working days

Replace faulty shower over the bath

Ours if we fitted the shower

Appointment

19


Comments

Plumbing fittings cont..

Plugs, chains and cleaning

Yours

External taps Yours Unless permission granted

Roofs

Slipped or missing tiles – dangerous

Ours 24 HoursAs far as possible due to safety

Make safe after storm damage

Ours 24 HoursAs far as possible due to safety

Rain Penetration Ours 24 HoursAs far as possible due to safety

Defects to roof of outhouse or garage

Ours AppointmentAs far as possible due to safety

Repairs to lead flashings


Re-bed and re-point joints to roof ridge tiles


Stairs and lifts

Stairlifts and lifts not working

Ours 24 Hours

Refix or repair loose banister or hand rail

Ours AppointmentUnless considered dangerous then 24 hours

Rotten stair tread or damaged stair nosing

Ours AppointmentUnless considered dangerous then 24 hours

Walls

Dangerous walls, make safe

Ours 24 Hours

External brickwork including repointing

Ours Appointment

External rendering Ours AppointmentMajor repairs on future planned maintenance programmes only

Internal plastering Ours Appointment Two visits required

20

Getting in touch

Suggestions and complaintsIf you have any suggestions to offer which you think will improve our existing repairs service or if you feel that it has fallen below the high standard we have achieved in recent years, you can contact a repairs manager.

We also operate a formal complaints procedure and the appropriate form is available by contacting our Customer Contact Centre.

To contact us about a repair, please go to our website www.cornwallhousing.org.uk

Alternative formats - Furvasow ErelIf you would like this information on audio CD, audio tape, Braille, large print, any other format or interpreted in a language other than English, please contact:-

Mar mynnowgh hwi kavos an kedhlow ma war son-sidi, sonsnod, yn Braille, prynt bras, furvas aral po styrys yn taves dres Sowsnek, kestevewgh mar pleg:-

Cornwall Housing Ltd, Chy Trevail, Beacon Technology Park, Bodmin, Cornwall PL31 2FR

Web site: www.cornwallhousing.org.uk

Email: [email protected]

Text: 07941 712712

Telephone: 0300 1234 161

http://www.cornwallhousing.org.uk/housing/cornwall-housing-ltd/compliments-and-complaints/

http://www.cornwallhousing.org.uk/housing/council-housing/repairs-and-maintenance/

http://www.cornwallhousing.org.uk

http://www.cornwallhousing.org.uk

1


Agenda No: 7


Part 1

Date: 16th January 2018

Title: Gypsy and Traveller Improvement Plan

Author: Adam Fitzpatrick Role: Gypsy and Traveller Improvement Plan Project Lead

Contact: 01872 2224567 [email protected]

Recommendations:

1. To note the report on the current position in relation to the Gypsy and Traveller Improvement Plan Project.

2. To note the future actions in accordance with the Project Initiation Document for the Gypsy and Traveller Improvement Plan Project.


1.1 This programme of work was facilitated in order to examine all Gypsy and Traveller work that is currently undertaken by Cornwall Housing including the processes, policy and structure. 1.2 The programme has already delivered an action/improvement plan and implementation has begun. We believe that this will assist with the future management of the sites and benefit the licensees and the community. 1.3 Although this is only a relatively short project, our aspirations are to deliver a service that is well managed and has the ability to react to any issues as they arise. 1.4 We will continue to consider the health, safety and welfare of the tenants and the greater community by ensuring that the sites are well maintained and any anti-social-behaviour is dealt with in a timely manner. 1.5 We also hope to cut down on voids times and increase rent recovery by making sure that the sites are fit for purpose and a place where Gypsy and Traveller’s want to live.

2

2. Background and Cornwall Housing Objectives:

2.1 CHL has been managing these sites since CHL was formed in 2012. Previously these sites have been managed by different sections of CC, mostly within Adult Social Care, latterly within Housing; and also a period of time when the landlord / site management duties was contracted out from 1996 – 2003 to the G&T Council of GB and then Westgate Managed Services.

2.2 Detailed below are a simple summary of the historical development of these sites:

• Boscarn Parc, Pool– originally 21 pitches built by Camborne & Reduth Urban District Council (then Kerrier DC) in 1968. The site was extended 1995 with an additional 9 pitches. This was built and extended to accommodate Cornish travellers living in the Camborne area, particularly those living in Carn Brea.

• Wheal Jewel, St Day – all 24 pitches were built and let in 1992 between Carrick DC & Kerrier DC. This was originally built for “the Pound” site, where Cornish travellers were living. But over time this has been used more by Irish and Roma travellers; as the Cornish gypsies remain living on “the Pound” site.

• Foredown Parc, Pensilva – Built in 1986 by Cornwall County Council these 10 pitches were developed to accommodate Cornish gypsies who live on Caradon Hill.

These sites were leased from Cornwall Council in March 2015 by CHL.

2.3 As a consequence of ongoing issues on site, the Gypsy and Traveller Improvement Plan project was established and then implemented in September 2017.

2.4 Within the Project Initiation Document six project areas were identified and a total of 31 deliverables were documented. This information can be found within Annex 1 – Project Initiation Document PID (amended 14.12.2017)


3.1 Progress has already been made as a result of the project. This includes a reduction in complaints of ASB, the removal of unauthorised travellers on site, ongoing fire safety assessments, the eradication of the PVL skin infection from the sites and the completion of the new Express Terms of conditions and the Pitch Agreement.

3.2 Key activities that are scheduled for January 2018 include, examining the asset investment required on site in order to potentially meet a decent pitch standard, staff function/job description and completing an options appraisal for the site.

3.3 In particular, it is hoped that by looking at the roles currently undertaken by the staff and adjusting their job description and role profile in order to reflect changes to the service, CHL can improve the management of the sites going forward.

3

3.4 Achievements that have been made so far and the key activities that are scheduled for January 2018 can be found within Annex 2 - Project update document (28.12.2012).

3.5 Due to the challenging nature of the client group and the legacy issues that affect the sites, which includes poor infrastructure, doing nothing is an option that should not be considered.


4.1 Prior to signing the lease agreements on the site we produced a detailed financial model. This led to us increasing the rent and service charges in September 2015. It originally had a bad debt provision of £40k per year but this has subsequently been revised to £60k. Unfortunately in the first year the bad debt has exceeded this, however, very little enforcement and recovery action has so far been taken. 4.2 Work is now underway to cut down void times and increase rent payments. It is hoped to make the site pay for itself by April 2019. 5. Value for Money Implications:

5.1 Taking the correct enforcement action including legal action should allow us to adhere to the financial model, manage and maintain the sites properly and lead to good value for money for us and the residents.


a. Property – the three sites in question are now under our

ownership under 60 year leases from April 2015

b. HR/Staffing – we employ a G&T Liaison Officer and a Site Caretaker as well as a G&T Support Worker. The responsibility for rent management sits with the Rent Management Officers, assisted by the Support Worker to help residents with benefit claims

c. Information Services – we have had problems with IT issues

in the past. However, with the introduction of the new HMS, it is anticipated that in the future the HMS systems and processes will make rent and arrears management easier.

d. Procurement and Contracts – None

7. Legal Implications:

7.1 The residents have licence agreements to occupy the pitches. The agreements are technically called a ‘Pitch Agreement’ under the Mobile Homes Act 1983 and are currently undergoing review. 7.2 In December we met with Trowers to discuss progressing cases to court. Trowers are happy with the process and rent management policy and have also been given a copy of the Notice to Quit that will be served.

4

7.3 We estimate that we can progress cases to possession action within the next month if required. 8. Equality Impact Assessment:

None carried out for this report 9. Cautionary Notes:

9.1 The main risk is obviously financial. We have a bad debt provision in the financial plan of £60k per annum, yet in the first financial year of holding the leases, the debt increased by nearly £100k. This significantly affects our ability to manage and maintain the sites adequately, particularly in regard to doing responsive repairs and improvements. The mitigation for this is to carry out timely interventions and effective enforcement action, which is now starting to happen. 9.2 There is a risk around the legal action including possession. We have never taken any possession action so far, so this is new to us. If we do get possession then we have the issue of removing the occupant’s accommodation from the pitch. The mitigation for this is close working with the Legal Team at Cornwall Council and liaison with other housing authorities who have already carried out these actions. 9.3 A further risk associated with the one above is around what duties might this lead to regarding homelessness and difficulties with being able to fulfil temporary accommodation duties due to a lack of pitches. The mitigation here is that we have had legal advice already that we should be able to discharge the duty for temporary accommodation by offering bricks and mortar accommodation. 9.4 Another risk may be reputational as the potential re-possession of a G&T pitch could attract local media attention and lead to support for the families concerned from organisations such as Traveller Space. We would have to manage any potential re-possession sensitively and professionally. 10. Consultation carried out including staff, SMT, Directors,

specialist advice and the community:

Not applicable Supporting Information

Appendices: Annex 1 - Project Initiation Document PID (amended 14.12.2017) Annex 2 - Project update document (28.12.2017)

5

Background Papers: None Approval and Clearance of Report

Report cleared by: Pete Jarman Date: 29th December 2017

Project PID Page 1 of 17

Annex 1

Project Initiation Document

Directorate: Landlord Services Service: Gypsy and Traveller

Project Name: Gypsy and Traveller Improvement Plan

Project Sponsor Peter Jarman Project Lead Adam Fitzpatrick Version 1.0 Date Updated 14/12/2017

Document History

Version Date Author Change

Project Description

This programme of work will examine all Gypsy and Traveller work that is currently undertaken by Cornwall Housing including the processes, policy and structure. The programme will then deliver an action/improvement plan which when implemented will assist with the future management of the sites and benefit the licensees and the community. Although this is only a relatively short project, our aspirations are to deliver a service that is well managed and has the ability to react to any issues as they arise. We will continue to consider the health, safety and welfare of the tenants and the greater community by ensuring that the sites are well maintained and any anti-social-behaviour is dealt with in a timely manner. We also hope to cut down on voids times and increase rent recovery by making sure that the sites are fit for purpose and a place where Gypsy and Traveller’s want to live.

Project PID 2 of 17

Contents

1. PROJECT DEFINITION ..................................................................... 1.1 Background 1.2 Objectives 1.3 Deliverables & Desired Outcomes 1.4 Scope 1.5 Exclusions 1.6 Constraints 1.7 Interfaces and Dependencies 1.8 Assumptions 1.9 Method Approach 1.10 Project Organisation 1.11 People Resources

2. INITIAL PROJECT PLAN ................................................................... 2.1 High Level Description 2.2 Plan 2.3 Project Milestones

3. PROJECT CONTROLS ........................................................................ 3.1 Reports 3.2 Monitoring 3.3 Risks and Issues Log 3.4 Project Tolerances

4. COMMUNICATION PLAN................................................................... 4.1 Project Communications 4.2 Communications Events

Project PID 3 of 17

1. Project Definition

1.1 Background

CHL has been managing these sites since CHL was formed in 2012. Previously these sites have been managed by different sections of CC, mostly within Adult Social Care, latterly within Housing; and also a period of time when the landlord / site management duties was contracted out from 1996 – 2003 to the G&T Council of GB and then Westgate Managed Services.

Detailed below are a simple summary of the historical development of these sites:

• Boscarn Parc, Pool– originally 21 pitches built by Camborne & Reduth Urban District Council (then Kerrier DC) in 1968. The site was extended 1995 with an additional 9 pitches. This was built and extended to accommodate Cornish travellers living in the Camborne area, particularly those living in Carn Brea.

• Wheal Jewel, St Day – all 24 pitches were built and let in 1992 between Carrick DC & Kerrier DC. This was originally built for “the Pound” site, where Cornish travellers were living. But over time this has been used more by Irish and Roma travellers; as the Cornish gypsies remain living on “the Pound” site.

• Foredown Parc, Pensilva – Built in 1986 by Cornwall County Council these 10 pitches were developed to accommodate Cornish gypsies who live on Caradon Hill.

These sites were leased from Cornwall Council in March 2015 by CHL.

CHL leased these sites in order to obtain Homes & Communities Agency (HCA) funding of £1.24m. This money had been bid for and acquired by CC and Carrick Housing for the provision of new traveller pitches. But as CC and Carrick Housing were unable to find suitable new sites, as the funding deadline approached, CHL approached the HCA and obtained their permission to switch this funding from new build pitches to the improvement of existing sites.

The HCA money was then spent refurbishing 16 pitches at Wheal Jewel, providing 2 new pitches at Boscarn Parc and minimal enhancement to the remaining pitches. This work was hastily procured via Cormac, in order to meet the spending timeline.

More significantly, as a consequence of accepting the HCA money, CHL undertook a 60 year lease for the sites and this saw CHL having a greater responsibility for the sites, as opposed to simply managing these sites and budgets on behalf of CC.

Site Conditions

Whilst the sites were owned by CC, there was little or no investment in the infra-structure or pitches. There was some capital investment in 2010 by CC, but this only really addressed some infrastructure issues with electricity supplies and drainage on Boscarn Parc. The sites have not been invested in since their development and there were no plans for improving the site, or maintaining the pitches and their utility blocks.

These are significant issues to mention, as CHL has therefore inherited 3 aging G&T sites, as a result of accepting and spending the HCA funding with significant investment needs to address repair and maintenance issues.

In order to assess the investment needs CHL undertook an individual pitch “stock” condition survey (similar to that which we have completed in many homes in order to assess whether the home meets the Decent Homes standard) and this survey work has highlighted the following investment needs.

In order to simply maintain the current pitches and their utility blocks on the 3 sites, over a 30 year period (equivalent to that forecast in an HRA business Plan) CHL would need to invest a total of approx. £1m of capital into the 3 sites. This is summarised across the 3 sites:

Project PID 4 of 17

• Boscarn Parc - £535,525 • Wheal Jewel - £319,200 • Foredown Parc - £137,250

These figures only account for the maintenance of the pitch and utility block, for example, replacement of doors, water heating systems, windows, kitchen and bathroom facilities to the utility blocks. These figures do not account for the maintenance and future investment to the site infrastructure, which is also CHLs responsibility; such as:

• Perimeter fencing • Draining and septic tank arrangements • Road maintenance and surface water drainage (as roads are not adopted) • CCTV • Water supplies ( as the supply to each pitch is CHL’s responsibility and not SWW) • BT connection – there is no BT connection to the sites at Wheal Jewel and this has been

estimated at £38k installation.

In addition to these unknown, or not yet estimated costs, CHL is aware of demand from residents to have their individual pitches walled and gated, in order to determine boundaries and provide a greater degree of security. Some pitches received walls and gates, as part of the HCA investment, but not all pitches and this disparity has led to resentment between travellers on sites.

CHL has estimated that for the provision of wall and gates on Wheal Jewel’s remaining 8 pitches (as 16 have been completed with the HCA money) as well as Boscarn Parc; then £137,250 would be needed to simply provide walls and gates. It should also be noted that once erected these walls and gates will also need maintaining.

Capital investment costs may also increase when tendering this work, as our experiences when commissioning the HCA spend; was that prices were high due to the additional risk factors associated with working on a G&T site. E.g. Site security is important to keep children away from works whilst in progress and allow for damage to vehicles and work whilst it is progressing

Management Issues on the sites

The sites are difficult to manage, particularly Wheal Jewel & Boscarn Parc; Foredown Parc, being smaller has less management problems.

Latterly the site management at Wheal Jewel has come under greater scrutiny by CC, this has led to a separate Action Plan of tasks, mostly for CHL to progress, in order to improve or manage the site different, with a stronger emphasis on enforcement action.

It is recognised that a stronger “enforcement” approach is needed to the management of the sites, this may help to tackle fly tipping, rent arrears, dogs, dog breeding, horses, poor site conditions, poor caravan conditions etc. through the enforcement of the pitch conditions. A new pitch agreement is needed, currently in draft format, together with training for staff, recruitment of new staff, increased legal support, and gained experience from starting to take enforcement action.

To date, CHL or CC previously have had little success enforcing pitch conditions, in order to successfully evict travellers from the site; yet the level of debt and other breaches of the pitch agreement are significant. We have recently commenced this process for 3 residents (2 @ Wheal Jewel; 1 @ Boscarn Parc) in order to test our legal processes and Notices.

If this is successful, officers will gain confidence to issue more Notices and commence proceedings against the travellers who are in arrears, or who have significantly breached their pitch agreement – this could account for a majority of the site residents, who could then be served with Notice to remedy faults predominantly with rent arrears, as the main breach of tenancy.

Further Welfare Reform changes will continue to impact upon residents; some residents have been caught with the benefit cap; but the switch to universal credit will be difficult for residents to manage. Many residents are illiterate; so IT skills will be difficult, especially with not access to IT on site.

Current levels of debt, of water and rent arrears are high.

Project PID 5 of 17

The sites, as susceptible to unwanted visitors arriving and pitching up on CHL land, vacant pitches, or overcrowding upon other family pitches. CHL cannot control the access upon the sites and pitches; and we are not present 24/7 in order to deter unwanted visitors. CHL are then powerless to control the G&T movements and this often has a cost and management response to respond and remedy. This currently has a negative impact on our budgets and officer time.

CHL has engaged in tenant consultation on site but this is challenging and not easy to achieve a consensus of opinion.

1.2 Objectives

The following actions were identified and have been categorised within the six project areas below.

1. Management

• Update pitch agreements

• Enforcement polices

• Operating protocol

• Staff functions

• Site management arrangements

• Site health and safety

• Safeguarding

• Illegal occupation

2. Site repair and maintenance

• Site improvements

• Site security

• Site infrastructure

• Repairs Service

• Planned maintenance programs

• Assets investment

3. Succession plan

• Options appraisal for the sites

• Site management succession

• Capacity to manage other G and T work that is not related to the sites.

• G & T Strategy

• Business model

4. Unauthorised Encampments

• Management

• Planning applications

• Advice on private land

• Provide statistics

• Point of contact

5. Community Cohesion

• Education

Project PID 6 of 17

• Resident engagement

• Welfare

• Preparation for welfare reform

• Health

6. Transit sites

• Management

• Ongoing services

1.3 Deliverables & Desired Outcomes

1. Management

Deliverable GT1 Update Pitch agreements

Purpose/description Review the Implied Terms and Express Terms of conditions and make any required amendments. Carry out consultation with the residents, ask Trowers to check before implementation.

Due Date December 2017

Responsibility Adam Fitzpatrick

Acceptance Criteria The documents need to be legally compliant and robust enough to stand challenges in court.

Review Responsibility Pete Jarman

Sign Off Date Deliverable GT2 Enforcement Policies

Purpose/description Ensure that the CHL, ASB polices, including the Pets policy supports any amendments to the Express Terms of conditions.

Due Date January 2018

Responsibility Karen Centini, Matt Clemens and Matt Gallagher

Acceptance Criteria The documents need to support any amendments to the Express Terms of conditions and be legally complainant and robust enough to stand challenges in court.

Review Responsibility Adam Fitzpatrick

Sign Off Date Deliverable GT3 Operating protocol

Purpose/description

Ensure that issues that relate to anti-social behaviour, which may include, noise nuisance, fly tipping and dog breeding are reported to the correct person, the incidents are recorded in the pitch file and enforcement action is taken when it is appropriate to do so.


Responsibility Phil Eaton, Keith Hamilton and Pam Hardman

Acceptance Criteria There needs to be a clear process in place. This should include all officers using Open Housing and all pitch files reviewed and up to date.


Sign Off Date Deliverable GT4 Staff function

Purpose/description Staff should be clear about their role on the site and be able to carry out the

Project PID 7 of 17

functions documented within their role profile. This may include a requirement to do sign ups, terminations, successions and inform relevant departments, voids, rents, etc. Regular meetings should also be held with all appropriate officers present.



Acceptance Criteria There needs to be a clear process in place. All officers need to be aware of their roles and responsibilities and be able to complete these.

Review Responsibility Stuart Blackie

Sign Off Date Deliverable GT5 Site management arrangements

Purpose/description Review the level and frequency of the presence on site and what staffing, skills and resources are required to deliver this?



Acceptance Criteria A report needs to be produced detailing the staffing requirements of all the sites prior to the departure of Phil Eaton.


Sign Off Date Deliverable GT6 Site health and safety

Purpose/description

Assess the conditions of the caravans, identify overcrowded pitches and highlight fire risks. Liaise with appropriate agencies and implement improvements.

Due Date October 2017 / April 1st 2018

Responsibility Phil Eaton

Acceptance Criteria A risk assessment of the sites needs to be undertaken. This is in order to assess the condition of the caravans, ensure that the pitches are not overcrowded and that caravans are at least 6 meters away from each other.


Sign Off Date Deliverable GT7 Safeguarding

Purpose/description Identify any safeguarding issues and report it to appropriate agencies.

Due Date October 2017.


Acceptance Criteria Staff need to be trained to ensure that they are confident with the safeguarding process and they know how and who to refer to when required.


Sign Off Date Deliverable GT8 Illegal occupation

Purpose/description Develop a process to control illegal occupation of the pitches.



Acceptance Criteria A process need to be in place to assist with the removal of illegal occupants from the site and ensure that the process is robust enough to stand up to legal challenges.

Project PID 8 of 17


Sign Off Date

2. Site repair and maintenance

Deliverable GT9 Site improvements

Purpose/description Seek clarification on who owns the road at Wheal Jewel and what is the future of the bridal path. Facilitate broad band connectivity and Wi-Fi on all sites.

Due Date January 2018 / Phase 2


Acceptance Criteria

There needs to be documentation detailing who owns the road and detailing the future of the bridal path. During phase 2 CHL should aim to facilitate broad band connectivity and Wi-Fi on all sites


Sign Off Date Deliverable GT10 Site security

Purpose/description CCTV and Site access, (restricted access road).

Due Date 1st April 2018 / Phase 2

Responsibility Stuart Blackie

Acceptance Criteria

CCTV needs to be installed on Wheal Jewel prior to the 1st April 2018. During phase 2 of this project a control measure should be put in place on all the sites to ensure that CHL has a way to control which caravan’s access and leave the sites.

Review Responsibility Pete Jarman

Sign Off Date Deliverable GT11 Site infrastructure

Purpose/description Ensure that perimeter fencing, gates and walls, septic tanks, parks and playgrounds water supply, etc, are in a suitable condition and fit for purpose.

Due Date Ongoing

Responsibility Keith Hamilton & Phil Eaton

Acceptance Criteria As part of ongoing works to the sites, all of the above need to be in a reasonable condition and fit for purpose. This needs to be monitored on a regular, ongoing basis.


Sign Off Date Ongoing Deliverable GT12 Repairs service

Purpose/description Ensure that all tenants are aware of their rights to repair and that they are receiving repairs within the correct time.

Due Date February 2018


Acceptance Criteria All the tenants need to receive documentation detailing how to request a repair, their rights to a repair and how to make a complaint.


Sign Off Date

Project PID 9 of 17

Deliverable GT13 Planned maintenance programmes

Purpose/description Ensure that there is a planned maintenance programme, detailing when to replace doors, windows, utility blocks etc.

Due Date 1st April 2018

Responsibility Keith Hamilton

Acceptance Criteria A document needs to be produced detailing when planned maintenance is due to take place.


Sign Off Date Deliverable GT14 Assets investment

Purpose/description What is required to meet a decent pitch standard – new walls gates etc


Responsibility Ben Nevitte

Acceptance Criteria A document needs to be produced detailing what asset investments are required on all the sites in order to bring the sites up to a decent standard.


Sign Off Date

3. Succession plan

Deliverable GT15 Options appraisal for sites

Purpose/description A decision needs to be made by CC/CHL to see if the sites will remain their current size?


Responsibility Stuart Blackie

Acceptance Criteria CHL needs to receive direction from CC documenting if the size of the sites should remain as they are or change in order to make them more manageable.

Review Responsibility Pete Jarman / Melanie Brain

Sign Off Date Deliverable GT16 Site management succession

Purpose/description

Who will replace Phil? Do we need to agree interim arrangements? How long for hand over? Will this person be a site management officer? What responsibilities will they have and who will they hand work to? Who will line manage Pam and Keith and any additional officers?



Acceptance Criteria Arrangements will need to be put in place by mid-January in order to cover the possible departure of Phil Eaton in February 2018.


Sign Off Date Deliverable GT17 Capacity to manage other G and T work that is not related to the sites

Purpose/description Contracting the U/E work, arrival and departure service to transit site.



Acceptance Criteria Arrangements will need to be put in place in order to cover the possible departure of Phil Eaton in February 2018.


Project PID 10 of 17

Sign Off Date Deliverable GT18 G & T Strategy

Purpose/description Ensure that we have a G & T strategy for the next 5 years once the initial 6 months of the project is complete.

Due Date 1st April 2018


Acceptance Criteria A G & T strategy will need to be in place in order to capture the work that has been carried out in this project and plan for the future.

Review Responsibility Stuart Blackie / Pete Jarman

Sign Off Date Deliverable GT19 Business model

Purpose/description Is this a workable business model? Should we get someone else to manage the sites on our behalf? Could we make a successful of this model and expand the service and sell it to others or manage the sites on their behalf?

Due Date Phase 2

Responsibility TBC

Acceptance Criteria

Review Responsibility

Sign Off Date

4. Unauthorised Encampments

Deliverable GT20 Management

Purpose/description Who is going to manage it, enquires, visits, fill out forms, reports, assessments and notify the landowner.





Sign Off Date Deliverable GT21 Assisting CC with Planning applications.

Purpose/description Determination of G & T status, working with partners to develop (CC has a statutory duty).





Sign Off Date Deliverable GT22 Identifying private land that can accommodate G & T’s

Purpose/description Who will provide advice?






Sign Off Date Deliverable GT23 Provide statistics

Purpose/description Who will provide statistics





Sign Off Date Deliverable GT24 Point of contact

Purpose/description Who will be the point of contact for education, ASB, children, health.





Sign Off Date

5. Community Cohesion

Deliverable GT25 Education

Purpose/description Engage with School Inclusion officers, together with families and Traveller Space.

Due Date Ongoing

Responsibility Task & Finish Group

Acceptance Criteria Increase the school attendance of the children that currently reside on the sites.

Review Responsibility Tania Horrocks

Sign Off Date Ongoing Deliverable GT26 Resident engagement

Purpose/description Facilitate multi agency meetings in order to discuss challenges to the residents and other agencies involved, service provision/improvements, and community days.

Due Date 1st April 2018 / ongoing, Phase 2

Responsibility Pam Hardman

Acceptance Criteria

A strategic and operational meeting needs to be established on a regular basis. This should include all interested parties. Work should be ongoing and integral to phase 2 of this project which promotes cohesion between G & T’s and the community that they live in.


Sign Off Date Deliverable GT27 Welfare

Purpose/description Raise profile of domestic abuse




Acceptance Criteria Ongoing work needs to take place across all the sites in order to raise the profile of domestic abuse and provide support in line with CHL domestic abuse policy.


Sign Off Date Deliverable GT28 Preparation for welfare reform

Purpose/description Assess the sites to ensure that they are ready for welfare reforms.


Responsibility Pam Hardman, Tania Horrocks & Inclusions Advisors.

Acceptance Criteria Ongoing work need to take place in order to ensure that the sites are ready for the impact of welfare reform and any implications that this may have.

Review Responsibility Sara Nott

Sign Off Date Deliverable GT29 Health

Purpose/description Ensure that any health issues on site are being dealt with correctly and that all official paperwork is updated in order to reflect this.

Due Date January 2018 / Ongoing


Acceptance Criteria

Ensure that all risk assessments are reviewed and up to date and that they capture any health concerns on the site. Engage with other professional to ensure that the sites are receiving the correct advice, support and treatment for any health issues that they may have.


Sign Off Date

6. Transit sites

Deliverable GT30 Management

Purpose/description

Should also include;

• Update pitch agreements

• Enforcement polices

• Operating protocol

• Staff functions

• Site management arrangements

• Site health and safety

• Safeguarding


Responsibility Cornwall Council

Acceptance Criteria


Sign Off Date Deliverable GT31 Ongoing services


Purpose/description Define the expectations for an ongoing service.


Responsibility Cornwall Council

Acceptance Criteria


Sign Off Date 1.4 Scope

This PID is wide ranging and comprises the actions identified and categorised within the six sub-project areas and marked GT 1 – 31 as within scope. 1.5 Exclusions

Although the following will be considered within this project it is likely that the work will not be completed within 6 months or ongoing work will be required. (This can be made into a Phase 2 project). GT9 Site improvements (facilitate broad band) GT10 Site security (Restrict road access) GT19 Business model GT26 Resident engagement GT27 Welfare GT30 Management GT31 Ongoing services This work has not yet been allocated. 1.6 Constraints

Delivery of the programme outcomes is partially dependant on the recruitment of a new member of staff to replace the retiring officer. Although the function of any new post/posts has yet to be agreed, it is hoped that this post/posts will create additional capacity to deliver the objectives over the next 6 months. We should also take into consideration the client group that we are working with and the particular set of challenges this has raised in the past. 1.7 Interfaces & Dependencies

The programme of work comprises a range of inter-dependant sub-projects which have both internal and external dependencies. Examples of this dependency include external contractors and links to Cornwall Housing at a corporate/strategic and departmental level. The latter, specifically relates to work around rents, repairs, voids, neighbourhood enforcement, tenant engagement and welfare reform. There is also an interface with Devon and Cornwall Police, Traveller Space and various departments and personnel within Cornwall Council.


1.8 Assumptions Assumptions being made are: - that the current officer will retire and that a successful candidate is appointed in a timely manner. - that an options appraisal will take place and a decision will be made about the future of the sites. - that money and resources will be made available to improve the conditions of the site. - that CCTV will be fitted to Wheal Jewel within the life of this project. - that quick decision can be made so not to stall the project plan. 1.9 Method Approach

• People: It will be necessary to review the staffing and structure within the G & T team. This is in

order to plan for the retirement of Phil Eaton and then best align resources to meet any future service requirements. Training will be required for the use of the Open Housing system and any changes to the process.

• Process: Process changes will be required in order to transform the service and bring it in line with the rest of Cornwall Housing. As a result the service will be required to review policy, processes, procedures and key customer contact.

• Accommodation: restructure may require changes to accommodation in terms of both ways of working and staff locations. Staff will also be encouraged to spend more time on site and utilises the current office space that is available.

• Technology: The use of technology must be encouraged in order to accommodate the changes in process and reporting mechanism that will be required to be completed as a result of this.


1.10 Project Organisation

1.11 People Resources

Position Role Name

Board Project Sponsor Pete Jarman

Project Board Members Stuart Blackie, Tania Horrocks, Paul Kemp, Melanie Brain and Kim Lewis.

Project Manager Adam Fitzpatrick

Team Managers Phil Eaton, Sara Nott, Lydia Stevens, Tania Horrocks, Ben Nevitte and Nigel Hughes

Project Team/stakeholders Voids Cornwall Council

Finance Devon and Cornwall police

G & T team Traveller space

Housing management Health and Safety

Neighbourhood Enforcement Repairs

Tenant engagement

Project Board Pete Jarman, Stuart Blackie, Darren Hope, Tania Horrocks, Kim Lewis and Melanie Brain

Project Manager Adam Fitzpatrick

Team Managers Phil Eaton Sara Nott

Lydia Stevens Ben Nevitte

Nigel Hughes

Team Members Pam Hardman Keith Hamilton

ILS advisor


2. Initial Project Plan

2.1 High Level Description

This work programme will deliver an action/improvement plan which when implemented will assist with the future management of the sites and benefit the licensees and the community.

2.2 Plan

The project plan will be stored within a shared directory once I have access to the software to be able to record it. The high level project milestones are currently mapped with some activities underway.

2.3 Project Milestones

Milestone Due Date

1 GT6 Site Health and Safety October 2017

2 GT7 Safeguarding October 2017

3 GT1 Update pitch agreements December 2017

4 GT4 Staff function December 2017

5 GT8 Illegal occupation December 2017

6 GT14 Assets investment December 2017

7 GT16 Site management succession December 2017

8 GT15 Options appraisal for site December 2017

9 GT29 Health January 2018

10 GT10 Site security April 2018

11 GT18 G & T Strategy April 2018

3. Project Controls

3.1 Reports 4 weekly highlight reporting to the board. RAG status monitoring will be used against project milestones and delivery criteria. More frequent verbal updates will be provided to the board if/when necessary.

3.2 Monitoring A project plan will be created which will form the basis of the monitoring process. This will be updated by the Project Manager as the project progresses and referenced by the highlight reports.

3.3 Risks and Issues Log Risks and Issues will be recorded in the Risks and Issues Log and managed by the Project Manager. Initial project level risks have been identified and can be found on the action plan.


3.4 Project Tolerances Project variables will be managed through the risk register, and escalated as previously mentioned. Proposed tolerances for agreement are as follows: Milestones may deviate by plus or minus 2 weeks without the need for escalation.

4. Communication Plan

4.1 Project Communications

Information Required Recipient(s) Frequency Provider Means

Programme overview DLT Once Project Sponsor Written report /

presentation

Programme overview SMT Once Adam Fitzpatrick Written report /

presentation

Programme overview

Landlord services managers Once Adam Fitzpatrick Written report /

presentation

Programme overview

Managers and key officers 4 weeks Adam Fitzpatrick

1 page summary taken from highlight report

Discuss actions documented within the project areas

Members and key officers Ad hoc Adam Fitzpatrick Formal discussion

and email.

4.2 Communications Events

Event Purpose Attendees Recipient Frequency Means

Programme reports

To update on actions documented with project areas.

Project Board Project Board 4 weeks Highlight reports

Programme reports (meeting)

To update on actions documented with project areas.

Project Board Project Board 6 weeks Meeting

Annex 2 Project Description This programme of work will examine all Gypsy and Traveller work that is currently undertaken by Cornwall Housing including the processes, policy and structure. The programme will then deliver an action/improvement plan which when implemented will assist with the future management of the sites and benefit the licensees and the community. Although this is only a relatively short project, our aspirations are to deliver a service that is well managed and has the ability to react to any issues as they arise. We will continue to consider the health, safety and welfare of the tenants and the greater community by ensuring that the sites are well maintained and any anti-social-behaviour is dealt with in a timely manner. We also hope to cut down on voids times and increase rent recovery by making sure that the sites are fit for purpose and a place where Gypsy and Traveller’s want to live. Achievements so far

Safeguarding We have updated everyone’s training in order to assist us to identify any safeguarding issues and report it to appropriate agencies.

Fly Tipping Cornwall Housing Limited (CHL) has provided Wheal Jewel with skips in order to assist the tenants to clear any rubbish or discarded items from the land. CHL’s tenant engagement team are attempting to arrange a site clear up day on Wheal Jewel and Boscarn which will be facilitated by CHL staff in conjunction with the residents.

Fires A fire assessment has been carried out and work is currently underway in order to ensure that there is a minimum distance between caravans on all the sites. A large American style caravan that was damaged by fire on Wheal Jewel was disposed of correctly by the occupants.

ASB Meetings have been held with two private land owners that live close to Wheal Jewel and who have made numerous complainants about the site. Outstanding work is ongoing at their request and the project has been explained to both them. They have been encouraged to contact Cornwall Housing to report any further issues. A drop down area has been created within the office block at Wheal Jewel in order to encourage a greater staff presence on site. All complainants have access to the noise app which we hope will assist to capture any noise nuisance perpetrated from the site. If ASB does not cease and we can evidence who the perpetrators are, CHL will escalate the them through the enforcement process if it is proportionate to do so, which may put their licenses in jeopardy

Complaints about ASB

We have seen a reduction in complaints about ASB. It is now at its lowest level since the project started. In December 2017 we received 2 complaints. During November 2017 we received 5 and in October it was 14.

Legal After discussion with our legal representatives, CHL now have a far greater understanding of the legal tools that we have at our disposal and when and where it is appropriate to use them.

Community Cornwall Housing sent representatives to two parish councils and the mining village’s regeneration group in order to present the project plan and work towards improving the relations with the community.

Speed Humps

There are four speed humps on the access road to Wheal Jewel. All four speed humps cover a distance of approximately 75 metres. When the speed humps were installed they created a drainage issue and Mr Orchard complained that they were not in the correct place. Therefore, after consultation with Mr Orchard, the humps were dug up and replaced by alternative humps and placed exactly where Mr Orchard wanted them to be. This included two of the humps being placed approximately 1 metre either side of his entrance gate. Unfortunately one small section on two of the humps has recently been damaged. Although CHL is unsure who is responsible for the repair of these we are treating this as a priority and hope to get it repaired shortly.

Unauthorised travellers

Two unauthorised traveller families were persuaded to leave Wheal Jewel without the need for legal intervention.

Tenancy agreements

The express terms of conditions and pitch agreement have been written and we are about to begin the consolation process.

Health and safety

PVL has been eradicated from the Wheal Jewel site. As a result contractors, CHL employees and officers from Devon and Cornwall Police are again able to visit the site in order to deal with any outstanding issues.

Ongoing work

Weekly team meetings have been established in order to discuss progress with the issues on site. Ongoing work is being undertaken in order to improve the facilities on the site.

General information

CHL visited two G & T service providers on the 18th December 2017 in order to see how they manage their sites. The two providers were Elim Housing and Bristol City Council.

Key Activities Planned For Next Period

Activity Target Date: (DD/MM/YYYY)

GT1 Update pitch agreements January 2018

Review the Implied Terms and Express Terms of conditions and make any required amendments. Carry out consultation with the residents, ask Trowers to check before implementation.

GT4 Staff function Staff should be clear about their role on the site and be able to carry out the functions documented within their role profile. This may include a requirement to do sign ups, terminations, successions and inform relevant departments, voids, rents, etc.

January 2018

GT8 Illegal occupation Ensure that all travellers are on the correct pitch and develop a process to control illegal occupation of the pitches.

January 2018

GT14 Assets investment What is required to meet a decent pitch standard – new walls gates etc

January 2018

GT15 Options appraisal for site A decision needs to be made by CC/CHL to see if the sites will remain their current size?

January 2018

GT16 Site management succession Who will replace Phil? Do we need to agree interim arrangements? How long for hand over? Will this person be a site management officer? What responsibilities will they have and who will they hand work to? Who will line manage Pam and Keith and any additional officers?

January 2018

1 updated 08/09/17


Agenda No: 8


Part 1

Date: 16 January 2018

Title: Resident Involvement Strategy 2018 - 2021

Author: Emma West Role: Consultation & Engagement Manager

Contact: 504630 / [email protected]

Recommendations:

1. The Resident Involvement Strategy 2018 - 2021 is endorsed.


1.1 This report presents the revised Resident Involvement Strategy. This forms part of the organisational review of governance, which in turn forms part of the transformation programme. 1.2 This proposal focuses our strategy on ensuring effective and meaningful involvement for a broad range of residents. The Resident Involvement Strategy 2018-21 (Appendix A) was developed with feedback from nearly 200 tenants, and has been supported by Cornwall Housing Tenants’ Forum and approved by DLT. 2. Background and Cornwall Housing Objectives:

2.1 The review of our resident involvement is part of the Governance Review, a key project in the transformation programme. Updating our strategy helps to ensure we meet our corporate objective of good governance and tenant involvement. 2.2 A cross-company steering group was set up to lead the review of resident involvement. They have reviewed benchmarking with peer organisations, and analysis of our current effectiveness. It is clear that our Tenant Participation Compact and associated documents are overlong. There has been too much emphasis on how we get views, and getting a high number, rather than ensuring the feedback makes a difference. 2.3 Following consultation with nearly 200 customers and a range of staff, they have developed this strategy. It has good support from the Tenants’

2 updated 08/09/17

Forum, who are eager to engage in the development of the detail. Once the strategy has corporate support, from DLT and the Governance Project Board, we will work with customers and staff to develop the 2018-19 action plan. 3. Decision and Supporting Information (Including Options):

3.1 The proposed strategy 3.1.1. This strategy revision is being proposed to broaden the priorities of involvement to try and ensure meaningful consultation and a better dialogue with a wide range of our customers. Increasing the effectiveness is better value for money and helps demonstrate our renewed commitment to the customer being at the heart of what we do. 3.1.2. Previous strategies have focused on the ways in which we will engage customers, and on engaging different groups. This new strategy builds on this, but has a key focus on the other parts of the engagement process – ensuring that the views of our customers are able to be influential in our decision-making, and that we feedback and communicate widely what difference it has made. 3.1.3. This has been developed from conversations with and feedback from customers and staff about how they want to see our resident involvement improved. The two outcomes, of views being influential and giving feedback, were clearly favoured ahead of others, and this includes the view that a core function and benefit of involvement is helping to improve neighbourhoods. 3.2 The synergies with community investment and tenancy sustainment . 3.2.1 The review of our resident involvement has been a forerunner to organisational conversations and strategies to distinctly address community investment and tenancy sustainment. In the near future specific strategies may outline cross-service delivery and commitments in these areas, but until then it is important to customers and staff to retain the commitment to working with residents to improve neighbourhoods, and specify it as a main outcome from our involvement work. 3.3 Making a commitment to adequate resources for involvement 3.3.1. Annexed to the strategy is a statement on resourcing our involvement. This has been developed to set out clear commitments to providing the appropriate amount of resources for involvement, but without tying us to a budget or figures that may be out of date very quickly. It is a commitment to ensure we are meeting our regulatory requirements and best practice standards. ‘Appropriate’ will be an annual discussion based on the demands and needs of the involvement plan, as well as the organisational context at the time. 3.3.2. We are currently working with tenants and staff to identify our priorities for the year ahead and develop our action plan for 2018/19.

3 updated 08/09/17


4.1The strategy has been reviewed from the position of a cost neutral assumption. There are a myriad of changes going on within CHL, and the Steering Group were mindful to develop a strategy to which ‘we could cut our cloth’ and remain true to the original intentions. 4.2 It is good practice, although not a regulatory requirement, to provide a statement about the resources available to support involvement. 5. Value for Money Implications:

5.1 The strategy has been developed to improve the effectiveness of our resident involvement. This will increase the value of the activity.

6. Other Resourcing Implications: N/A

a. Property -

b. HR/Staffing –

c. Information Services –

d. Procurement and Contracts – 7. Legal Implications:

7.1 Having an up-to-date strategy for resident involvement contributes to requirements contained within Section 105 of the Housing Act, 1985 and the Regulatory Standard for Tenant Involvement and Empowerment (updated 2017). 7.2 This strategy continues to enable the use of community development to engage with residents and improve neighbourhoods, and this has a small positive impact on crime and disorder reduction. 8. Comprehensive Impact Assessment:

8.1 This strategy has been developed to improve the effectiveness of our resident engagement, especially hearing from a broader range than our previous focus on age and rurality. 8.2 There are many positive impacts. This includes ensuring that we are not just hearing and responding to the views and concerns of vulnerable residents, but that we are regularly publishing this dialogue – enabling greater openness and transparency in a post-Grenfell world. 8.3 Only one negative risk has been identified in changing from our previous strategy. A large number of our tenants, who are retired, were well served by previous strategies. The shift in resources to ensure we engage with other big groups, as well as niche profiles (like our 18 – 20 year old tenancy holders of which there are less than 200) may not be well received by our traditionally engaged customers. Our mitigation of this risk is to widely communicate to our customers and stakeholders, that we intend to reach a wider range of customers, and ensure that we act on views, not reduce our engagement.

4 updated 08/09/17

9. Cautionary Notes: N/a 10. Consultation carried out including staff, SMT, Directors, specialist advice and the community:

10.1 The strategy was developed from consultation with nearly 200 customers (including the Tenants’ Forum, tenant focus groups, and an online survey) and a cross section of organisational representatives, including SLT, DLT and the Governance Project Board. 10.2 It was supported by Cornwall Housing Tenants’ Forum and by DLT. Supporting Information

Appendices: Appendix A Resident Involvement Strategy 2018 – 2021 Background Papers: None Approval and Clearance of Report

Report cleared by: Peter Jarman Date: 27 December 2017 Report Cleared by Finance: Kim Lewis Date: 22 December 2017

1

Appendix A Resident Involvement Strategy 2018 – 2021 Introduction We provide a range of housing services for over 40,000 people a year in Cornwall. We strive to continually improve our services. Customer feedback is critical to understanding how we are performing and how we can improve. We will use our experience in resident involvement – with tenants and leaseholders – to improve our customer involvement for our other housing service customers. Tenants, leaseholders, licence holders, and freeholders have a longer relationship with us than many of our other housing customers. Referred to here as our ‘residents’, this involvement strategy sets out our commitments and priorities to ensure they can shape and influence our services. Our Resident Involvement Strategy We are committed to giving residents a wide range of opportunities to influence and be involved, in a way and at a time that suits them. Expanding our online and text involvement opportunities will open up our engagement with residents who have not previously had the time to participate in more traditional methods. Our priority is to ensure that we are communicating honestly and that we are able to demonstrate how we have listened and taken action, feeding back widely and in a timely way. Effective resident involvement is part of our customer service and is everyone’s responsibility. The focus of our involvement activity must invest as much in clearly communicating views to decision makers and ensuring a timely response to residents, as we do into the activities to get the views. We must also regularly look at the wider picture; drawing together our feedback and service satisfaction with other performance information. This rebalancing and supporting analysis will ensure that involvement has an impact and gets results. What we want to achieve There are many benefits of resident engagement and involvement. It is central to good governance, effective business improvement, and good customer service. Our two main outcomes that we want to achieve from our resident involvement strategy are:

1. Residents views influence service plans and priorities, and 2. Residents are supported to improve neighbourhoods

2

How we will do this To ensure we have effective consultation and involvement, seven key principles will guide and inform our service activities: Agile Our involvement will be proactive, flexible and

responsive

Continuous improvement

All our involvement activities will be embedded across the organisation and part of our journey of continuous improvement

Timely Engaging residents at an early stage of review or development, there will be more opportunity to influence the shaping of our services. We will respond or feedback promptly

Inclusive All views are important to us and we will ensure that we engage different residents in a way that suits them

Openness We will communicate honestly, and ensure that the decision makers in our service hear and feedback

Neighbourhoods We will support local communities and people

Action All involvement is designed to influence or result in action. It is meaningful and genuine. It adds value

Measuring our impact We will annually review the effectiveness of our involvement activity. With an up-to-date profile we will ensure that we are successfully engaging a broad range of our residents and that the involvement is making a difference. We will publish our Impact Statement as well as refer it in our annual report to tenants, and it will help inform the direction of our activity.

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Principle 1: Agile Our involvement will be proactive, flexible and responsive. We will:

• Develop a flexible involvement offer that is focused on results and outcomes, and action. As well as being embedded in the business planning cycle, proactively informing plans and strategies. It will be responsive to emerging priorities and issues through the use of pop-up panels and task groups as well as one-off customer enquiry events.

• Support service improvement by ‘commissioning’ established and new resident volunteers to do investigations and research about how we can improve a particular service.

• Assess which residents are impacted by change, and create tailor-made approaches to gain meaningful feedback.

Principle 2: Continuous improvement Our resident involvement will be embedded throughout the organisation in a culture of good customer service and continuous improvement. Our involvement activities and our organisation will grow, evolve and develop in response to our residents’ needs. We will:

• Ensure we understand feedback by looking at other performance information and through additional clarification or further research.

• Embed involvement across the whole organisation and align our involvement with our governance and business improvement activities, and customer service commitments.

• Grow our activities and involvement opportunities in response to changing resident needs, as well as through a continual striving for better engagement.

Principle 3: Timely Residents will be involved at a time and in a way that suits them, but early enough in service shaping to enable influence. Residents views will be passed swiftly to decision makers. We will make use of our website and social media to ensure that responses and actions are communicated in a timely way back to residents and wider stakeholders. We will:

• Communicate residents’ views about service performance swiftly so that action can be taken to rectify or reward performance promptly.

• Ensure feedback is prompt. And that we regularly and widely communicate our residents’ views and our response and action to them.

• Work closely with service managers in Cornwall Housing, the Council, and our delivery partners, to ensure that consultation is

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easy to participate in and involvement has the best capacity to influence plans and decisions.

Principle 4: Inclusive All views are important to us and we will ensure that we engage different residents in a way that suits them. Greater use of technology will enable us to easily provide information and involvement over multiple channels. We will:

• Engage a broad range of residents using text, email, online and through social media, as well as local conversations in communities and homes.

• Understand the wide ranging profile of our residents. Through regular reviews of our different customer types and engagement to understand their needs, we will be able to provide a broad range of involvement opportunities to suit different needs.

• Openly recruit our resident volunteers based on skills and life experience.

Principle 5: Openness We are committed to good communication even if that means conveying difficult messages. Residents have asked us to be upfront with them so they are clear of what we can provide and when, better managing expectations. We will:

• Commit to an honest dialogue and be confident to engage in difficult discussions. Through a regular review our feedback commitments we will let residents know if the situation has changed and why.

• Communicate how and when we’ll feedback when we ask. We will ensure that customers are told what difference their communication made.

• Widely report on what our residents are saying and how we have responded – quarterly to the Board, in our annual report to tenants and stakeholders, and on a you said we did web page which will include ‘you said- why we didn’t’ with a response to explain the situation.

Principle 6: Neighbourhoods A home is not just about the house that you live in. It is also about feeling safe and happy in the neighbourhood and community. We will:

• Support tenants to improve neighbourhoods and influence our local services.

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• Help residents to connect with the local community and feel confident that they can manage their home.

• Work together with residents to improve lives and communities. Our resident empowerment and community development activity will help shape our strategies for tenancy sustainment and community investment. Principle 7: Action All involvement is designed to influence or result in action. It is meaningful and genuine. It adds value. Using performance information or additional research, we will help identify what feedback is telling us and how we can use it to improve services. We will:

• Work collaboratively with service leads to identify the opportunity for influence, shaping involvement activity to create the best chance of it being acted upon.

• Define our customer service level for internal teams and delivery partners to ensure that feedback is acknowledged, heard, and responded to in a timely way. Monitor this and take action where it is not being met.

• Assess the range of consultation and engagement opportunities and prioritise those where resident involvement will have the best impact and make the biggest difference.

Annex A: our involvement model Annex B: resourcing our involvement Annex C: customer profile 2017 infographic Annex D: our annual action plan 2018/19

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Annex A: our involvement model

Our model will tailor make involvement based on the target audience and flex to ensure that we hear from a broad range of residents.

We will regularly review what we offer and who we are hearing from, and be responsive to new ways to engage that suit our residents. We will engage a broad range of residents in a range of opportunities for influence and to be involved in:

• policies and priorities • the setting of service standards • the scrutiny of our performance • the management of repairs and maintenance service, including

performance monitoring and commissioning • agreeing local offers for service delivery.

We will be able to demonstrate to residents how we have taken the outcome of consultation into account when reaching a decision.

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Annex B

Resourcing our involvement Currently we invest a cost per tenant household of 69p per week. This includes staffing and costs for communications and community development activities. We will annually identify the right support and resources we need for effective involvement:

1. Sufficient resources will be allocated to involvement, and reviewed to ensure it is effective in delivering planned outcomes. This includes support for the formation or activities of tenant groups and panels.

2. Appropriate levels of capacity building support are provided so that tenants, leaseholders and community members are effectively involved. This includes accessing resources from local and national partners.

3. Volunteers are recruited, supported and trained so they can influence, co-design and scrutinise.

4. Where community initiatives are undertaken, opportunities to develop the capacity of the community are offered, monitored, and measured so that projects are sustainable and result in the increased take up of opportunities locally and improved outcomes.

5. New technologies will be used appropriately to increase access to involvement and to provide feedback. This will increase the range of opportunities to influence and be involved in:

• housing management policies, • service standards, • the scrutiny of performance, and • the management of repairs and maintenance services

6. Collaborative working will be used to deliver more for our

communities. We will use our resources to lever in additional support for our residents and communities. By working in partnership with the Council and other stakeholders, we will ensure a joined up approach.

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Annex C: customer profile infographic - to be designed

Leaseholders Jan 2017

• 374 leaseholders, 60% inhabited by owner, 8 own more than one property. 58% - we have neither an e-mail address nor phone number to contact them.

Tenants (inc G&T) July 2017

• 22,893 tenants and occupants • 24% of all occupants have a disability or a long standing illness

o 450 learning difficulties o 810 hearing impairment o 338 visual impairment o 4878 mobility impairment o 1640 mental health issues o 2782 long standing health condition or illness o 357 dyslexia

• 96% white British • Household composition:

o 41% single adult o 6% multiple adults and children o 8% 1 adult and children

• Age: • 21% are 65 or older • 24% are 45 – 64 • 22% under 18 • 31% are 18 – 44

From our 2015 Council tenant census: Digital capability and readiness

• 49% are online and confident they can do what they need on the internet

• 12% need some support • 24% are unwilling and unable to transact digitally

Communication needs • Nearly 400 would find Easy Read helpful • Nearly 500 have difficulty using the phone • Less than 50 need help understanding English

October 2017 Homechoice - 19,500 (not online – tbc, assisted bidding – tbc) Private Sector Lease - tbc G&T licences - tbc Housing advice customers – tbc Garage rentals – tbc Freeholder communal service charge - tbc

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Annex D: our annual action plan 2018/19 tbc

services committee · gypsy and traveller pid (pj) (10:45 am-11:05 am) 8. resident involvement...

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