AGENDA - Nottingham City Council

NOTTINGHAM CITY HOMES LIMITED GROUP BOARD MEETING

Date: THURSDAY 18 JUNE 2020 Time: 5.30 PM Place: VIA MICROSOFT TEAMS *

Directors of the Board are requested to attend the above meeting on the date and at the time and place stated to transact the following business:

George Pashley Company Secretary

AGENDA Time

1 INTRODUCTORY ITEMS 1.1 WELCOME 1.2 APOLOGIES FOR ABSENCE 1.3 DECLARATION OF INTERESTS 1.4 ITEMS FROM THE CHAIR 1.5 MINUTES OF THE MEETING HELD ON 2 APRIL 2020 Attached 5.30 1.6 MATTERS ARISING 1.7 FEEDBACK FROM:

- ALMO - NCH RP - NCHEL - ARCC

5.30

2 ITEMS FOR DISCUSSION AND DECISION 2.1 COMPANY SECRETARY’S REPORT

Report of the Company Secretary Attached 6.00

2.2 2019/20 FINANCIAL OUTTURN REPORT Report of the Assistant Director of Finance and Procurement

Attached 6.15

2.3 2019/20 REPORT AND CONSOLIDATED FINANCIAL STATEMENTS* Report of the Assistant Director of Finance and Procurement

Attached 6.30

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*The appendices to this report will be issued following anyrecommendations from the Audit, Risk and Compliance Committee

3 ITEMS TO NOTE 3.1 NEW GOVERNMENT PROPOSALS AND EXTERNAL POLICY

DEVELOPMENTS WITH AN IMPACT ON NOTTINGHAM CITY HOMES Report of the Policy and Planning Manager

Attached 6.45

3.2 2019-20 ANNUAL PERFORMANCE REPORT AND CORPORATE PLAN 2018-21 PROGRESS REPORT Report of the Business Improvement and Performance Manager

Attached 7.00

3.3 ANNUAL REVIEW OF THE HOUSING REGISTER AND SUPPLY/DEMAND 2019 Report of the Head of Housing Options

Attached 7.20

3.4 ITEMS TO FEEDBACK TO: - ALMO - NCH RP - NCHEL - ARCC

7.40

4 CLOSING ITEMS 4.1 ANY OTHER BUSINESS 4.2 DATE OF NEXT MEETING – 1 OCTOBER 2020

Members wishing to raise matters under Any Other Business should note that items will only be accepted if referred to and agreed by the Chair of the Board prior to commencement of the Meeting. Members wishing to submit their apologies should do so by contacting the Company Secretariat on 0115 746 9485. This agenda was issued by email on 11 June 2020

Distribution List: All Board Members:

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Bill Blincoe, Vicky Evans, Mike Khouri-Bent, Rebecca Langton, Georgia Power, Sarita-Marie Rehman-Wall, Michael Savage, Malcolm Sharp, MBE (Chair), Geoff Walker and Audra Wynter.

Sam Whitworth, Graham de Max and Chris Henning, RSM UK Auditors

All EMT Members Report Authors: Joanne Hill, Dan Lucas, Darren Phillips, Phil Saunders and Cath Stocks * Members of the public wishing to attend this meeting should [email protected]

ITEM: 1.5

THE GROUP BOARD 18 JUNE 2020

NOTTINGHAM CITY HOMES LIMITED

THE BOARD

MINUTES of the MEETING held on 2 APRIL 2020 via conference meeting call.

Board Members

Bill Blincoe Vicky Evans Rebecca Langton Georgia Power Sarita-Marie Rehman-Wall Michael Savage Malcolm Sharp, MBE (Chair) Geoff Walker Audra Wynter

Also in Attendance:

Cathy Dobb (Minute Taker) Nick Murphy George Pashley Jonathan Shaw

Head of Governance Chief Executive Company Secretary Director of Investment and Business Services

1 WELCOME, INTRODUCTIONS & CHAIR’S ANNOUNCEMENTS

The Chair opened the meeting and welcomed everyone to the meeting. The meeting was held via teleconference due the Coronavirus pandemic.

2 APOLOGIES FOR ABSENCE

Apologies were received from Mike Khouri-Bent.

3 DECLARATIONS OF INTEREST

None.

4 ITEMS FROM THE CHAIR

4.1 The Chair and Board Members unanimously declared their support for the excellent work being done by Nottingham City Homes (NCH) colleagues in relation it Covid-19. They asked that their appreciation for staff’s dedication to keeping people safeand maintaining essential services was recorded, and that their thanks be sent to everyone at NCH in these difficult times.

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4.2 The Chair informed Board Members that Delroy Beverley, the Director of Construction, Repairs and Maintenance Services is leaving NCH tomorrow. Delroy joined NCH when it was going through some challenging times modernising trade colleagues’ terms and conditions. The Chair and Board Members expressed their thanks to him for all his contributions during his time at NCH.

5 CONFIRMATION OF MINUTES OF THE MEETING HELD ON 30 JANUARY 2020 5.1 An amendment to item 7.4.1 was made to ‘a delay to finalising this agreement’. The

minutes were agreed as a true record. The Chair electronically approved the minutes.

6 MATTERS ARISING None. 7 FEEDBACK FROM BOARDS AND COMMITTEES 7.1 ALMO BOARD 7.1.1 The Chair of the ALMO Board updated the Board Members on the ALMO Board

Meeting action points held on 3 March 2020 as follows: • The ALMO Board supported the creation of a Working Party to look into

repairs. The Board discussed how to manage customer expectations, particularly with 40% of repairs being completed as an emergency repair, which is double the percentage of other housing providers.

• Looking to hold a virtual meeting for the next Board Meeting. • The new ALMO Board arrangements may encourage more tenants to

become Board Members. Some Board Members expressed an interest in working with the Tenant and Leaseholder Involvement (TLI) team to seek new ways of reaching such tenants.

• Performance Management Framework is in its infancy and there is an apparent disconnect between the high levels of satisfaction reported and the number of complaints.

7.2 NOTTINGHAM CITY HOMES REGISTERED PROVIDER BOARD 7.2.1 The Chair of the Nottingham City Homes Registered Provider (NCH RP) updated

the Board Members on the NCH RP Meeting action points held on 6 February 2020 as follows:

• NCH RP agreed to be exempt from audit under section 479A of the Companies Act 2006 for the accounting period ending 31/03/2020 and acknowledge and accept the recommendation under section 479C.

• NCH RP approved in principle the purchase and conversion of Laura Chambers Lodge, Clifton into a new homeless families hostel.

7.3 NOTTINGHAM CITY HOMES ENTERPRISES LIMITED BOARD

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7.3.1 The Chair of the Nottingham City Homes Enterprises Limited (NCHEL) updated the Board Members on the NCHEL Meeting action points held on 10 February 2020 as follows:

• The full year position is forecast to be a surplus of £73k, which is below the budget of £88k due to the delay completing Forest Road West.

• A fit for purpose, robust, balanced dashboard with commentary has been developed to give the Board assurance that building safety compliance is being managed across the market rent stock.

• Contracts have been exchanged for the Arkwright Walk development. • NCH, rather than NCHEL, is purchasing the Arboretum properties. They were

purchased on 31 March. 7.4 AUDIT RISK AND COMPLIANCE COMMITTEE 7.4.1 The Chair of the Audit, Risk and Compliance Committee (ARCC) updated Board

Members on the ARCC Meeting action points held on 17 March 2020 as follows: • External Audit – ARCC agreed the next steps for procuring external auditors

and nominated the Chair of the ARCC to participate in; the finalising of the specification for the tendering process, the interviews of shortlisted candidates, and final tender evaluation.

• Risk management - Agreed the next steps for commissioning support to review Risk Management arrangements.

• Internal Audit - Update the Service Level Agreement (SLA) between NCH and Nottingham City Council (NCC) Internal Audit and review the effectiveness of the service in 12 months time.

• Arboretum - discussed risk management and control environment. • Employment Tribunal Case - agreed conclusions of the investigation and the

action plan put in place by the Executive Management Team. • The Oracle upgrade and has now been put on hold due to the Coronavirus

pandemic. 8 GROUP RESPONSE TO COVID 19 PANDEMIC 8.1 The Chief Executive (CE) informed Board that NCH has taken the following steps to

prevent the spread of the Coronavirus and to keep residents safe: • Implemented the existing Business Continuity Plans (BCP) arrangements

and established a daily task force to coordinate actions across NCH and logs are kept of actions arising. There were already BCPs in place, which were already up-to-date due to the Grenfell Tower tragedy and Brexit. We are working closely with NCC and integrating with their emergency planning arrangements.

• Stopped all but essential visits to people homes (essential meaning emergency repairs, Independent Living and gas servicing). Staff undertaking these visits have guidelines on how to do so safely and are provided with Personal Protective Equipment (PPE) where needed. There is two to three weeks stock of PPE and we are raising this with NCC as they may have access to more stock. We have restricted access to communal areas in Independent Living Schemes (ILS) and restricted access in corridor schemes to health professionals, support staff and carers. Because of the urgency of

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these steps we have not undertaken our usual tenant engagement prior to taking these actions.

• All colleagues who can work from home are now doing so. Some staff are still office based (eg, Call Centre) but working within social distancing guidelines and we are upgrading kit to enable home working and NCC IT and NCH IT have been magnificent in assisting in this.

• Some colleagues are self-isolating before returning to work after the prescribed period. While self-isolating some can still work from home, while others such as trades and caretakers cannot.

• Stopped, or are in the process of stopping, work on our live construction sites. Completing groundwork at Tunstall before stopping working.

• Postponed or cancelled all planned events such as TLI Awards and the Board Away Day and have put arrangements in place for Board and Committee meetings to be conducted by teleconference and are rolling out Microsoft Teams to aid this.

• Made a clear statement that no NCH tenant will be evicted because of Coronavirus, and increased the rent and tenancy sustainment support available at our call centre. We have seen an increase in our tenants claiming Universal Credit (UC) and small number of Direct Debits have failed. We have brought forward the two rent free weeks we normally have later in the year to April. Looking to set up a hardship fund with NCC.

• Kept tenants informed via social media, our website and posters around blocks. We have written to all tenants to inform those who cannot access the internet at home. Board Members can help by reposting all Social Medial posts.

• Helping NCC with homeless duties, maintaining our temporary accommodation, and preparing empty properties for homeless families. NCC also has a priority to maintain social care for vulnerable residents. We are supporting them with this, including the offer of our Nottingham on Call (NoC) services, and our hospital to home capacity.

• Promoting NCC’s Golden Number, both seeking volunteers, and advertising to vulnerable people who haven’t got family friends or neighbourhoods to help.

• Liaising with other housing organisations, and have been working closely with our trade bodies (particularly the National Federation of ALMOs) to lobby the Ministry of Housing, Communities and Local Government (MHCLG), Department for Work and Pensions (DWP), the Regulator of Social Housing to amend or relax rules to assist. We can see this impacting on a number of positive government decisions being made. We are lobbying for an extension on the Right to Buy (RTB) one for one receipts.

• Back office support continues ie, HR assistance, procurement support, ICT enhancements. The day job goes on. So many colleagues have risen to the challenge and they have been heroic and need to keep their moral up. All best wishes that have been received from Board Members have been passed on. Daily updates to all staff are issued. The staff Facebook page is very uplifting. CE has written to all staff also. We are considering whether to furlough agency staff at the moment.

• Working on the basis of maintaining our essential services for at least three to six months.

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• Gas Servicing is a concern as some tenants will not let NCH staff into their homes. There is a campaign to extend Gas Servicing as per the MOT scheme. Electrical periodic testing is even harder to maintain as you have to enter every room in a property.

• Need to factor in leave and rest and recuperation for people so that fatigue does not set in.

• Planning for Coronovirus related deaths in the properties, and the peak could still be a week away.

• In the recovery period, we will inherit a back log of non-emergency work and a high level of rent arears. We have therefore started financial modelling and already lobbying Government for financial support.

• Expecting a spike in domestic violence (DV) cases. • Also considering what the new Government policy on house building will be

going forward. It is expected that interest rates will remain low. The cost of Covid 19 to the Governance will be significant and therefore could lead to further years of austerity.

8.2 The Company Secretary (CS) provided assurance to the Board that NCH has

completed full risk assessments on staff working in all circumstances, and ensures that they have the correct equipment to undertake their work.

8.3 Board were informed that all managers have been requested to identify any

resources in their areas that could be redeployed to assist in keeping key areas going. Some staff have already relocated to NoC and the Call Centre. Training is being provided to staff. For staff that may have child care difficulties, staff are encouraged to work from home as much as possible, and encourage flexible working hours. Staff are ensuring that key work priorities are always dealt with. In order to maintain contact with teams, Microsoft Teams is being rolled out to all staff. Data Protection advice has already been issued to staff and it was noted that all NCH laptops were password protected and encrypted.

8.4 Board discussed how the Board could help staff and EMT remain resilient, and it

was felt that it was important for staff to take leave, to prevent burn out. This will be implemented by EMT and also to ensure that there is sufficient cover during this period and to ensure we have the resilience to respond. Staff have received the contact details of the Mental Health Champions and PAM Assist.

8.5 Board discussed the issue of a potential increase in DV cases and what could be

done to support victims of DV. The letter that was issued to tenants stated that no one would be evicted because of the current pandemic, however the Government has said that there will be no Possession Proceedings for the next three months, and this will cause issues. The CE advised that NCH will look to apply for Injunctions for DV in the interim period and that we were still operating the Sanctuary Scheme. The CE will provide a more detailed briefing to Board Members.

8.6 Board were informed that NCH is working to the normal emergency repairs

monitoring standards, and that what is classed as an emergency repair has been expanded to include e.g. drainage cover repairs. This means that there will be a backlog of non-urgent repairs to be undertaken at a later date.

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8.7 It was brought to the Board’s attention that some tenants were unclear on how the two week rent free period would be implemented for them. The CE stated that the information on social medial and the website would be reviewed to address this issue as well as individual support and advice.

8.8 With regard to the closure of the communal areas in the ILS, it was confirmed that

NCH does have staff working in those sites, and they sometimes receive abuse from those who want the communal spaces to remain open. Most residents do understand and support the closures. If the abuse and push back continues, the next stage could be to lock the affected rooms or use NCC’s Community Protection Team to intervene. Board Members supported using the Community Protection Team in these circumstances.

8.9 Board discussed how the Corporate Plan will look like going forward, as the

Corporate Plan Away Day had to be cancelled, The Chair stated that they would include the work done by NCH RP on their Away Day, this and the other thoughts provided by Board members would inform the next Corporate Plan. He will also consider a way forward in the next few weeks. A Board Member stated that they had some collaborative tools to support remote working which they would make available to Board Members.

8.10 Board discussed the financial implications, and it was noted that a rents hardship

fund is being discussed with NCC. Wider financial modelling undertaken has had to make a number of assumptions, and the actual issues may become clearer over the next few weeks. It was thought that the timing of this need some clarity before the Corporate Plan can be finalised, although it was recognised that the finalised Corporate Plan is not due until the end of the year. Communication with the Board on the financial position will be ongoing. The Director of Investment and Business Services (DIBS) stated that it would be contingent on how long the situation goes on for, such as commercial activities and not having those costs covered.

9 COMPANY SECRETARY’S REPORT 9.1 GOVERNANCE AND SELECTION COMMITTEE 9.1.1 The CS informed Board that following a recent nomination and election process, Cllr

Rebecca Langton will be the Chair of the Governance and Selection Committee. RESOLUTION:

The Board agreed:

1. To note the election of Cllr Rebecca Langton as the Chair of the Governance and Selection Committee.

9.2 TENANT BOARD MEMBER VACANCIES UPDATE 9.2.1 The Head of Governance (HOG) has met tenants who have expressed an interest in

becoming a Tenant Board Member. Five tenants have so far made an expression of interest; two were awaiting a meeting with the Chair of the ALMO Board; two have meetings arranged with the Head of Governance; one was ineligible due to rent arears and one withdrew their expression of interest. It was suggested issuing the

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advert to Councillors to ascertain if they are aware of any tenant that would be interest.

RESOLUTION:

The Board agreed:

1. To note the update on the Tenant Board Member vacancies. 2. Contact Councillors to support the recruitment of tenant Board

Members going forward. 9.3 ALMO BOARD 9.3.1 Board were reminded of the importance of attending meetings, whether that would

be Board Meetings, or Task and Finish Groups. The ALMO Board held on 3 March 2020 was not quorate due to members giving their apologies late. This meant that no formal decisions could be made even though the date and time had been agreed with all Members well in advance.

RESOLUTION:

The Board agreed:

1. To note the update on the requirement to attend meetings. 9.4 BOARD MEMBER APPROVALS 9.4.1 Board were informed that NCH is currently reviewing its governance and

compliance arrangements to find ways of reducing the risk of people contracting the Covid-19 virus. As part of this NCH is seeking to put in place actions that reduce face to face contact. This includes the execution of official documents which require a wet signature from a Board Member.

9.4.2 It is therefore recommended that Board Members waive related Standing Orders

and agree to make all approvals electronically and to delegate the final execution of official documents to the Executive Management Team (EMT), where necessary. If agreed, all Board Member approvals will be recorded and reported to the next Board Meeting in line with the Group Scheme of Delegation.

9.4.3 Documents delegated to EMT to sign as deeds will also require a witness signature.

In these scenarios it would most likely mean a relative of the EMT member in the same household. The current legal guidance around signing indicates it's not ideal for a member of the family to witness a deed, but given the current circumstances there is not a viable alternative.

9.4.4 Board proposed that this process is time limited, with a review after three months.

This was agreed. RESOLUTION:

The Board agreed:

1. To approve official documents to be agreed by Board Members electronically.

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2. To delegate execution of these documents to the Executive Management Team.

3. For the above process to be for three months, followed by a review. 9.5 FORTHCOMING EVENTS 9.5.1 Board Members were advised of events planned for the following 12 months and

were advised to contact either the Company Secretary or the Governance Team for further information.

RESOLUTION:

The Board agreed:

1. To note the forthcoming events. 10 QUARTER THREE GROUP PERFORMANCE REPORT 10.1 The DIBS presented to Board the Quarter Three Group Performance Report. The

key items brought to the Board’s attention were: • The Corporate Plan 2018-21 sets out our future direction as a company, our

plans and our priorities. • The report shows performance for the nine months, from April 2019 to

December 2019 and operational performance information now goes to the relevant Boards.

• Eight of the measures meet or exceed the target, with just three below target. There is also an improving trend with seven of the measures improving since the end of last year. Performance on delivery of new homes has risen and if this was showing up to the end of the fourth quarter, performance would have beaten the target. Sickness and absence might change for the fourth quarter too due to the current pandemic.

• The Group has built or acquired 68 properties to date this year. • The HouseMark Benchmarking Report was discussed at the last ALMO

Board and copied to all Board Members. In summary this reports largely positive outcomes for 2018/19 with high levels of tenant satisfaction and performance. The Value for Money benchmarking revealed that NCH delivering efficiencies of £6.7 million pa in relation to the management and maintenance of properties compared with the average across the sector.

10.2 Board discussed the target of ‘Surplus re-invested in Nottingham’ and it was stated

that NCH market rent properties were not being depreciated. DIBS reported that RSM, our auditors, advised us that these market rent properties should be accounted for as an investment and regularly revalued and not to be treated as a depreciating asset.

10.3 It was noted that there was no figure being produced on the target ‘to be a great

place to work’. It was confirmed that there was a plan to ask this question as part of the Best Companies survey, but that this did not happen. It is now going to form one of the question at the interim survey in June of July this year.

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11 NEW GOVERNMENT PROPOSALS AND EXTERNAL POLICY DEVELOPMENTS WITH AN IMPACT ON NOTTINGHAM CITY HOMES

11.1 The DIBS provided to Board an update on key housing policy and information announcements made over the recent period. The key items brought to the Board’s attention were:

• There has been a cut in the interest rates and the Public Works LendingBoard (PWLB) rate has returned to its previous rate. This means more preferable lending rate for the Housing Revenue Account (HRA) new builds.

• The Chancellor has announced another £12billion towards the AffordableHomes programme.

• Coronavirus 2020 Act – The key bullet points will be shared with BoardMembers.

RESOLUTION:

The Board agreed: 1. To note the update and considers any relevant implications for the NCH

Group.

12 ANY OTHER BUSINESS

None.

13 DATE OF THE NEXT MEETING

The next scheduled meeting will be on the 18 JUNE 2020.

The meeting closed at 19:08

SIGNED………………………………………………… DATE ……………………..

BACK TO AGENDA12

ITEM: 2.1

NOTTINGHAM CITY HOMES

THE GROUP BOARD REPORT OF THE COMPANY SECRETARY 18 JUNE 2020

COMPANY SECRETARY’S REPORT

1 EXECUTIVE SUMMARY

1.1 This report sets out the administrative and governance matters requiring consideration and approval by the Board since the last meeting.

1.2 This report details the actions the Group has taken in relation to Covid 19, since the last Board meeting and the revised Coronavirus Recovery and Reinvention Plan.

1.3 This report sets out the progress made on the ALMO Tenant Board Member recruitment process.

1.4 This report sets out the current position with regard to Independent and Co-opted Board Member tenures. One Independent Board Member is coming to the end of their first three year tenure and is eligible for reselection. Two Co-opted Members have also come the end of their first tenure, and are eligible for reselection.

1.5 Board is asked to note that Nottingham City Council (NCC) are currently reviewing the Councillor representatives on outside bodies. Nottingham City Homes (NCH) is awaiting confirmation of which Councillors will be assigned to sit on the Board of NCH Limited.

1.6 This report sets out the actions taken with regard to administrative and governance processes that required the use of the temporary approval strategy during the current lockdown and requests the processes are extended for a further three months.

1.7 Details are provided of the revised bank signing authority form for Board Member approval.

1.8 Details are provided of forthcoming events that may be of interest to Board Members.

1.9 The reports set out an update of the recruitment of new Executive Management Team directors, with adverts being published with Selection Panels being established for July.

2 RECOMMENDATIONS

It is recommended that the Board:

2.1 Notes the Covid-19 update and the revised Coronavirus Recovery and Reinvention Plan.

2.2 Notes the update on the ALMO Tenant Board Member vacancies.

2.3 Notes the update on the Independent and Co-opted Board Member vacancies. 20

2.4 Notes the update on the NCC representatives on NCH Limited Board. 2.5 Approves official documents to be agreed by Board Members electronically, and,

to delegate execution of these documents to the Executive Management Team for an additional three month period.

2.6 Approves the revised incorporated Company Authority Mandate for Lloyd’s Bank. 2.7 Notes the update on the recruitment of the new Executive Management Team

Directors. 2.8 Notes the forthcoming events. 3 REPORT 3.1 COVID 19 UPDATE 3.1.1 Since the last update to Board Members, NCH has furloughed 90 employees under

the Coronavirus Job Retention Scheme. This has taken place in areas where work has been suspended or stopped as a result of Covid-19 such as in Construction Repairs and Maintenance (CR&M) Commercial Services including High Rise Living, Kitchen and Bathrooms, Adaptations and Fire Damaged works. The majority of employees affected have since returned to work as these projects are being brought back online. Where possible we have re-deployed people into other work areas rather than furlough them.

3.1.2 NCH continues to work on its Business Recovery and Reinvention Plan previously

shared in draft with Board Members for comment.  An updated version of the Plan is attached at Appendix 1.  We continue to deliver all emergency and urgent repairs. We have commenced tackling the backlog of over 6000 non-urgent repairs cases and we have started contacting residents to arrange for these to be undertaken.  We continue to promote the support available to all tenants, and proactively contact all those with known vulnerabilities. We are reviewing our Accommodation Strategy and working practices to take on board the impact of Covid-19 on them.  We are also looking at ways to re-introduce our Independent Living Services as some residents here are likely to be more vulnerable. We have also written to all Black, Asian, and Minority Ethnic (BAME) and other more vulnerable employees to provide them with additional support at this time, and updated our risk assessment processes accordingly.

3.1.3 A paper on the financial risks associated with the Coronavirus is due to be

considered by the Audit, Risk Compliance Committee (ARCC). A further update on this will be given at the meeting.

3.1.4 Board are asked to note the Covid-19 update. 3.2 TENANT BOARD MEMBER VACANCY UPDATE 3.2.1 The Head of Governance continues to contact tenants who have expressed an

interest in becoming a Tenant Board Member. One of the two Tenant Board Member vacancies has been appointed to, and that Board Member has undergone their induction meetings and attended their first ALMO Board Meeting last month. With regard to the second vacancy three tenants have submitted an expression of interest which are now being followed up.

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3.2.2 A permanent advert for ALMO Tenant Board Members has been included on the

website, along with adverts on Facebook and Twitter. Information on Tenant Board Member positions is also being promoted via the Employability Team contacts. Contact has also been made with the Nottingham Community Voluntary Service who will also promote Tenant Board membership via their service.

3.2.3 The Board Mentoring programme has also been relaunched and ALMO Board

Members have been asked for their input on whether they would be a Mentor or whether they would like to be mentored. So far one has offered to be a mentor, and two Tenant Board Members have expressed an interest in being mentored.

3.2.4 The Board are asked to note the update on the ALMO Tenant Board Member

vacancies. 3.3 INDEPENDENT AND CO-OPTED BOARD MEMBERS 3.3.1 Independent Board Member and Chair of the Audit, Risk and Compliance

Committee, Geoff Walker, has reach the end of his first term as a Board Member. He is eligible to stand for reselection.

3.3.2 Co-opted Board Members serve for a one year term, and therefore Bill Blincoe and

Vicky Evans have reach the end of their first term as a Co-opted Board Member. Both are eligible to stand for reselection.

3.3.3 The advert for Independent Board Members will be issued shortly with interviews

scheduled to take place at the end of July. 3.3.4 The Board are asked to note the update on the Independent and Co-opted Board

Member vacancies. 3.4 NOTTINGHAM CITY COUNCIL REPRESENTATIVES 3.4.1 NCC review Councillor representatives on external bodies annually. NCH is

awaiting confirmation of which Councillors will be assigned to sit on the Board of NCH Limited.

3.4.2 The Board are asked to note the update on the NCC representatives on NCH

Board. 3.5 BOARD MEMBER APPROVALS 3.5.1 NCH reviewed its governance and compliance arrangements to find ways of

reducing the risk of people contracting the Covid-19 virus which included the execution of official documents that require a wet signature from a Board Member. The Board approved the arrangement at the Group Board Meeting on 2 April 2020 and requested that this approval be reassessed in three months.

3.5.2 The arrangements have been used in the following instances:

TR1 Transfer of Registered Title for the purchase of 6 Helmsdale Gardens, Nottingham NG5 9NB for £67,500. This property has been purchased as part of the fourth tranche of 50 homelessness properties approved by Board on 17 October 2019.

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TR1 Transfer of Registered Title for the purchase of 18 Minerva Street, Nottingham NG6 8GR for £97,000. This property has been purchased as part of the fourth tranche of 50 homelessness properties approved by Board on 17 October 2019.

3.5.3 Board are now asked to again waive related Standing Orders and agree to make all

approvals electronically and to delegate the final execution of official documents to the Executive Management Team (EMT), where necessary. If agreed, all Board Member approvals will be recorded and reported to the next Board Meeting in line with the Group Scheme of Delegation.

3.5.4 The Board are asked to approve official documents to be agreed by Board

Members electronically, and, to delegate execution of these documents to the Executive Management Team for a further period of three months.

3.6 INCORPORATED COMPANY AUTHORITY MANDATE 3.6.1 The Group is currently amending its banking arrangements, with Lloyds Bank, to

reflect that the Group accounts going forward will be managed separately from the accounts of NCC.

3.6.2 NCH Limited’s banking arrangements are being revised to reflect that NCH has now

transitioned to a ‘Group’ of companies. Consequently, NCC are no longer able to facilitate the Group’s current banking arrangements as they are no longer fit for purpose. Appendix 2 details NCH and NCC officers who will be delegated mandated authority to administer NCH Limited’s banking duties on the Group’s behalf.

3.6.3 Board Members are asked to approve the revised incorporated company authority

mandate form. 3.7 EXECUTIVE MANAGEMENT TEAM DIRECTORS RECRUITMENT 3.7.1 Adverts for the positions of Director of Property, Director of Housing and Director of

Corporate Resources have now been published. Selection Panels are in the process of being set up, and it is envisioned that selection will take place in July.

3.7.2 Board is asked to note the update on the recruitment of the new Executive

Management Team Directors. 3.8 FORTHCOMING EVENTS 3.8.1 Attached at Appendix 3 is a twelve-month rolling calendar of events for Board

Members attention. Please let Tom Moulsdale if you are interested in any of the events listed.

3.8.2 Please note that due to the COVID-19 pandemic many events have either been

cancelled or postponed in line with Government regulations. If you are scheduled to attend any of these events and are unsure if they are still proceeding, please contact Tom Moulsdale for further clarification.

3.8.3 The Board are asked to note the forthcoming events. 4 FINANCIAL, LEGAL AND RISK IMPLICATIONS 4.1 Financial Implications

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4.1.1 There are no financial implications arising from this report.

4.2 Legal Implications

4.2.1 All of the initiatives within this report are carried out to ensure compliance with good practice and legislation including the Companies Act 2006 and NCH’s Governance processes and to ensure business continuity where possible.

4.3 Risk Implications

4.3.1 There are no risk implications arising from this report.

5 IMPLICATIONS FOR NOTTINGHAM CITY HOMES OBJECTIVES

5.1 The contents of the report will have a significant impact for NCH achieving its corporate objectives, set out in the Corporate Plan and associated high level corporate commercial, financial and business plans.

6 EQUALITY IMPACT ASSESSMENT

6.1 Has the equality impact of these proposals been assessed? Yes (EIA attached) No (this report does not contain proposals for significant changes to process at

this stage).

7 BACKGROUND MATERIAL AND PUBLISHED DOCUMENTS REFERRED TO IN COMPILING THIS REPORT

7.1 7.2 7.3

Appendix 1 – NCH Business Recovery and Reinvention Plan Appendix 2 – Incorporated Company Authority Mandate Appendix 3 – Forthcoming Events Calendar.

CONTACT OFFICER: George Pashley Company Secretary Loxley House Station Street Nottingham NG2 3NJ Tel: 0115 746 9485 E-mail: [email protected]

DATE: 9 June 2020

24 BACK TO AGENDA

mailto:[email protected]

NCH Reinvention & Recovery Plan May 2020

Guiding Principles

Nottingham City Homes is planning and preparing for the recovery phases in the aftermath of the coronavirus crisis and its ongoing affects. We are working with National Policies and the context of the Government’s National Recovery Plan. Our guiding principles are:

• To keep staff and residents safe• To keep a roof over people’s heads• To ensure the stability of the company for the future

Each service area has produced a detailed recovery plan within the wider context of the principles detailed here and the corporate recovery and reinvention priorities.

Some measures adopted during lockdown have worked well and we intend to embed them in future ways of working. These will have benefits such as efficiencies, environmental benefits and more flexible options for both staff and residents.

Tenants’ priorities

As discussed at the ALMO Board our tenants’ discussed our priorities for restoring services. When asked ‘what services have you missed’ unprompted tenants’ representatives listed:

• Routine Repairs• Estate inspections – with focus on fly-tipping• Sprinkler and window installations• Mediation

After reviewing a list of all suspended services the ALMO Board added the following additional services to prioritise.

• Voids• Damp & Mould• DV face to face support• Falls lifting• Customer Complaints Panel• Gutter cleaning, repair and replacement• Management of untidy gardens

APPENDIX 1

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Recovery and reinvention priorities

1. Tackling the backlog of non-urgent repairs

NCH has continued to deliver an emergency repairs service including urgent repairs and building safety compliance activity. We have been recording non-urgent repairs requests, these amount to 6000+ as of mid-May. Our phased recovery will consist of:

a) Maintaining one repairs team who are solely focused on the emergency andurgent repairs. We are consulting with the Trades Unions about extending theemergency repairs team to provide a full out of hours service.

b) We have already recommencing work on external works [such as fencing],guttering works will re-commence from 1st June 2020 where this can bedelivered safely through social distancing and for use of appropriate PPE.

c) Establishing a repairs recovery team to commence in June, to focus on thebacklog of all other non-urgent repairs in people’s homes, where this can bedelivered safely through social distancing and PPE where appropriate. We willoperate on a geographical basis, planning operatives’ schedules to deliver allworks which we can access in the vicinity, ensuring maximum efficiency ofdeployment. We aim to tackle the backlog by September.

d) Re-establish our programme of damp and mould remedial activity subject totenants allowing access.

e) We will publish a temporary suite of repairs service standards reflecting theabove.

2. Gas and Electrical Safety

We have a focus on delivering our legal requirements under gas safety legislation. A number of tenants who are, including those who are shielding, have however refused access. We continue to work with tenants so that we can access these properties safely and we have full records of attempts made to secure access which fulfils our legal requirement.

We will continue to aim for 100% gas servicing compliance and assure tenants who may be cautious of allowing entry advising them of the safety measures we have put in place. We will not pursue injunctions for the time being to enforce access against tenants’ wishes where tenants are self-isolating or shielding.

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We will continue to carry out electrical periodic inspections, again advising tenants of the measures we take to keep them safe throughout the inspection, but without enforcing access against their will.

Some non-urgent gas and electrical repairs were dis-continued during the lockdown. These have now being re-introduced where this can be delivered safely through social distancing and PPE where appropriate.

3. Capital Programme

Improvement works to council housing have been temporarily halted pending the easing of lockdown restrictions. Work is undertaken internally by commercial services and externally by contractors. As partners return to work, we will:

a) ensure safe working practices in our homes and estates. We are working withour contractor partners to prepare the required Risk assessments, methodstatement and communication plans to enable work to start.

b) We aim to recommence sprinkler installations and the doors and windowprogramme in June

c) advise tenants expecting home improvements or revised timescales for thework to be undertaken

d) reforecast the HRA capital programme taking account of the hiatus in QuarterOne

4. New Build

Our three live new build sites were initially on hiatus but all have since reopened ensuring safe working practices on site. Our work on pipeline schemes has progressed pending formal NCC decisions.

5. Tenancy Sustainment

Throughout the duration of the crisis we have committed that no-one with lose their NCH tenancy because of coronavirus. We have taken practical steps such as bringing forward the two rent-free weeks to April and increasing the financial support and advice available to our tenants. In line with Government requirements, we have suspended all serving of notices and enforcement activity for three months until June 2020.

We have seen an increase in the number of tenants claiming Universal credit and an increase in the number of direct debit fails.

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In light of the ongoing financial consequences of coronavirus for some of our residents, we will:

a) review our rent collection procedure to maximise telephone, email and textcontact with our residents rather than face to face visits and consider whetherwe can reduce the number of notices we serve on tenants in the future whilststill maximising rental income

b) we will not recommence the serving of new notices or any court action for rentarrears until July at the earliest

c) enhance our tenancy sustainment support and financial advice availableonline and offer one to one support for tenants facing financial difficulties

d) liaise with NCC on a package of proposals for targeted financial support forhouseholds whose finances have been adversely affected by Coronavirus.

6. Voids and Lettings

During the lockdown period, we have followed Government advice and prepared some void properties available only for letting to homeless households and certain other priority moves still deemed essential. As a result, we have a backlog of over 200 empty properties some requiring works before they are available for re-letting.

Our priorities are:

a) to continue works on voids to be made available for homeless families andother priority moves

b) to recommence works to other void properties to bring them up to a lettablestandard where this can be done safely during June

c) to review our lettings process to minimise personal contact [eg, replacephysical signing of tenancy agreements with electronic signatures]

d) progress re-letting of void properties as quickly as possible to provide homesfor people that need them and secure a rental stream

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7. Independent Living

Our Independent Living schemes are home to a higher concentration of vulnerable residents who are more susceptible to the coronavirus including many who are advised to shield for the foreseeable future. We have taken steps such as closing access to communal areas and introduced higher levels of corridor cleaning.

We will:

a) maintain these measures until considered safe to review

b) ensure all our residents in IL schemes are supported and not left isolatedwithout access to food and medicine, etc

c) maintain our regular contact with ILS tenants

d) recommence the Grander Designs programme where safe to do during May

8. Tenancy & Estate Management

Some Tenancy & Estate Management services have continued throughout lockdown, minimising face to face contact and via a centralised telephone system. We have increased our capacity to support victims of domestic abuse in partnership with others and have seen increased levels of ASB particularly regarding noise nuisance.

We will:

a) Fully restore our full ASB/hate crime case management services from Junesubject to Risk Assessment and provision of PPE

b) Recommence face to face Regular Tenancy Visits in high rises from Junesubject to Risk Assessment and provision of PPE

c) Recommence estate inspections from June restart H&S inspections andtackle environmental issues such as fly tipping and the management of untidygardens?

d) review the temporary additional support for victims of domestic abuse to seewhich aspects can be embedded as business as usual

e) review our Tenancy and Estate Management processes to embed increasedcontact with residents via telephone where this is appropriate

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9. Customer Contact Centre

Our Customer Contact Centre has been transformed during the lockdown with a new capability for our customer service advisors to work from home. We will:

a) embed the capacity of our customer service advisors to work from home asbusiness as usual

b) revise the opening hours of the CSC in line with the new arrangements for theemergency repairs team to operate out of hours

c) proactively contact tenants to schedule non-urgent repairs appointments (seeitem 1)

10. Nottingham On Call

As with the CSC, our telecare staff can now answer calls remotely. We have also successfully introduced self-installation packages for new customers. We will embed both these working practices within Nottingham On Call [NoC].

We will continue to actively promote NoC for vulnerable people and others who may be isolated.

We will review when it is safe to reintroduce our falls lifting services.

11. Commercial Services

Our commercial services have been on hold during the lockdown period. We will:

a) revise our risk assessments to recommence work where we can do thissafely, maintaining social distancing or with the use of appropriate PPE

b) during May and June recommence priority works at Forest Road West,Harvey Road and Grander Designs, and bring forward High Rise livings workswhich can be undertaken safely.

c) work with NCC to prioritise property maintenance work on their behalf whichcan be undertaken safely

12. Accommodation Strategy

The response to lockdown has evidenced our capability for home working. We will continue to promote and support increased levels of home working. We were already

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reducing our workplace footprint through measures agreed by the Board, there is scope to reduce our workplace requirements further.

Our approach to home working or flexible or mobile working does however require managerial skills to ensure colleagues are well supported, well managed and delivering outcomes for our customers. We will:

a) review our Accommodation Strategy with the intention of reducing our deskspace requirements further

b) embed opportunities for home working on a flexible basis in our workingpractices

c) revise our guidance and training for Managers to best support colleagues whoare working from home

d) continue our ICT transformation including the roll out of Jabber andExpressway to further enhance our home working capability

A risk assessment and mitigation actions are being developed to ensure offices and work places can be reopened as safely as possible. Mitigating actions include installing clear signage, temporarily limiting desk numbers and managing flow within the buildings and the provision of face coverings

13. Support for NCH Staff

Many NCH colleagues have worked in a very different way during lockdown and risen to the challenges this has presented. We have health and wellbeing advice and support and have offered flexible working arrangements, eg, for members of staff who are home schooling. We will:

a) Continue to communicate effectively with all staff across the organisationusing a range of platforms to make sure that everyone is receiving essentialinformation

b) ensure the safety of staff through risk assessments for all activities colleaguesundertake

c) ensure continued supply of PPE as determined from risk assessments. Wewill not expect any member of staff to undertake any action without PPE asspecified.

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d) continue to provide health and wellbeing support;

e) continue to offer flexible working arrangements for people with additionalresponsibilities, such as people with childcare responsibilities or are shieldingvulnerable family members

f) review our approach and working practices for mobile and flexible working tobest support and manage an increased level of home working activity

14. Human Resources

We have continued with business critical recruitment and employee relations casework while the HR Team has focussed on supporting staff and managers and implementing government guidance. We will experience a surge in recruitment and a backlog of casework as and when lockdown eases off. We will:

a) evaluate the impact of any increase in recruitment and advise how best tosupport this at the right time

b) work with trade unions and managers to prioritise casework in the bestinterests of employees and NCH

c) review our HR resource to ensure we have the right skills in place to manageidentified increase in work volumes

15. Financial Stability

There has been and will continue to be a financial impact on NCH and the housing revenue account. Many tenants find themselves on reduced hours or without employment which has an impact on rent collection. We have a backlog of non-urgent repairs and a backlog in our capital programme. We have sustained additional expenditure as a result of the coronavirus crisis, eg, on PPE. We will:

a) continue to track and quantify the financial impact on NCH and the HRA

b) report to ARCC on the financial risks to NCH, escalating key issues to theGroup Board

c) work with NCC and continue to lobby the Government to support measureswhich will address any financial gap

d) Manage budgets for the remainder of the year to minimise any potentialunplanned year-end overspends

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16. Governance

NCH Board Members have been kept closely informed and involved throughout lockdown. Our Governance processes have been amended to allow virtual meetings, we will continue with this practice until it is determined safe to reconvene meetings in person.

Board will continue to have oversight of our actions, performance, financial monitoring and building safety compliance going forward.

Board will continue to steer the development of the Corporate Plan preparing NCH for the medium term.

Summary and Review

The actions summarised in this Recovery and Reinvention Plan are designed to meet our tenants’ priorities and have been developed in line with our guiding principles

• To keep staff and residents safe• To keep a roof over people’s heads• To ensure the stability of the company for the future

They are written in the context of the Governments current advice (as of May 2020). As this develops we will keep our Recovery and Reinvention Plan under review.

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of 4 Authority 7-0416

Core Banking Agreement

Mandate – Incorporated Company Authority

Please write clearly in black ink and in capital letters in each of the relevant sections. Any changes made to this form must be handwritten and initialled by the Chairman/Director and Director/Secretary referred to in Section 4 “The Company’s Certification”. No correction fluid is to be used.

1 The Company’s Instructions to the Bank

At a meeting of the Directors of

Name of Incorporated Company

Number of Incorporated Company (the “Company”)

Held at

On (date)

1 8 / 0 6 / 2 0 2 0 the following Resolutions were passed; 1 Banking Resolution

That a relationship be established with Lloyds Bank plc (the "Bank"). 2 Payments Resolution 2.1 That the Bank be instructed on all accounts to be opened by the Company (other than any Designated Client Accounts that may be opened and held by the

Company under the terms and conditions relating to the Client Account referred to in Resolution 8); a) to pay, honour and debit to the Company's account(s) whether in credit or overdrawn or becoming overdrawn in consequence of any such debit, all cheques,

drafts, payment instructions or other orders or receipts for money signed, bills accepted and promissory notes made, or purporting to be made, on behalf of the Company. Provided they are signed or accepted or issued in writing, or by electronic means or other mechanical means;

b) subject to prior arrangement with the Bank, to accept cheques signed with a facsimile of the signature(s) of an authorised signatory or signatories (forexample, by pre-printing, rubber stamp or electronic or other mechanical means) if they reasonably appear to the Bank to have been issued by the Company provided that the Bank shall also have been furnished in advance with copies of such facsimile signature(s) in accordance with Resolution 5 a). In any such case the Bank shall not be required to check that facsimile signature(s) have been applied with the authority of the relevant authorised signatory or authorised signatories of the Company;

c) subject to prior arrangement with the Bank, to accept cheques whose details (other than the signature(s)) are completed by typewriter, laser printing or other mechanical means if they reasonably appear to the Bank to have been issued by the Company. In any such case the Bank shall not be prejudiced by any alteration or deletion in a cheque unless it should have been readily apparent to a reasonable banker processing such cheque in the ordinary course of business; provided that in all cases the instructions are given in accordance with this Authority by the following (or in accordance with any other duly authorised signing instruction subsequently agreed with us).

Resolution 2 Signatories (please rule a line across all spaces left blank): Read and complete Section 3 before completing this box. The Bank would normally expect to see signing combinations that are linked to jobholders or positions, rather than named individuals.

Signing combination (e.g. any two directors, any two to sign, any one signatory)

Any two from Panel A Monetary limitation (if any)

Unlimited

Any two from Panel B Unlimited

3 Securities, Bills and FX Trade Resolution That those indicated in the Resolution 3 Signatories box are authorised on behalf of the Company; a) to withdraw, purchase or sell or otherwise deal with any of the Company's property or securities lodged with the Bank for safekeeping and to sign any

documentation in connection therewith; b) to arrange for the discounting of any bills of exchange they (or any of them as applicable) have endorsed on behalf of the Company and to sign any

documentation in connection therewith; c) subject always to the terms and conditions applicable and except as excluded below, to give instructions and sign any agreement (whether committed or

optional) with regards to: (i) the purchase, sale or exchange of any foreign exchange and/or securities; (ii) any transactions relating to or involving the purchase, sale, exchange, payment or setting off of sums of money determined by reference to present or

future interest or currency exchange rates including (without limitation) interest rate and currency swaps, caps, collars and floors, forward rate agreements, forward foreign exchange contracts and options on any such transactions;

provided that in all cases the instructions are given in accordance with this Authority by the following (or in accordance with any other duly authorised signing instruction subsequently agreed with us).

Loxley House, Nottingham

05292636

Nottingham City Homes Limited

APPENDIX 2

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1 The Company’s Instructions to the Bank continued

Resolution 3 Signatories (please rule a line across all spaces left blank): Read and complete Section 3 before completing this box. The Bank would normally expect to see signing combinations that are linked to jobholders or positions, rather than named individuals.



Unlimited


4 Borrowing Resolution That those indicated in the Resolution 4 Signatories box are authorised on behalf of the Company; a) to sign any indemnities or counter-indemnities in favour of the Bank; b) to arrange for the granting of documentary or other credits or the issue of guarantees or other undertakings by the Bank whether within or outside the UK and

whether by itself or its correspondents and sign any associated documentation; c) to arrange with the Bank from time to time for advances to the Company by way of loan or overdraft or other credit facility with or without security and to sign

any documentation in connection therewith, save that no overdraft may be arranged in respect of any Client Account opened up by the Company under the terms and conditions relating to the Client Account referred to in Resolution 8;

d) to approve and execute mortgage(s) or charge(s) over all the assets of the Company and to approve and execute on behalf of the Company any documents from time to time required by the Bank relating to or for securing any advances to the Company or others or any liabilities of the Company or others to the Bank;

provided that in all cases the instructions are given in accordance with this Authority by the following (or in accordance with any other duly authorised signing instruction subsequently agreed with us). Resolution 4 Signatories (please rule a line across all space left blank): Read and complete Section 3 before completing this box. The Bank would normally expect to see signing combinations that are linked to jobholders or positions, rather than named individuals.



Unlimited


5 Company Administration Resolution That those indicated in the Resolution 5 Signatories box are authorised on behalf of the company; a) to certify and supply to the Bank copies of such facsimile signatures referred to in Resolution 2.1 b);b) to agree, and notify the Bank immediately in writing, of any additions to or deletions of the Company's authorised signatories, as listed in Section 3 "The

Company's Authorised Signatories", and / or in "Resolution 2 Signatories" and / or in "Resolution 3 Signatories" and / or in "Resolution 4 Signatories" or any additions or deletions of any of the Company's authorised signatories on all or any existing accounts;

c) to instruct the Bank to open additional accounts, of whatever currency, in the same name and right and to sign any application form for this or any secondary or other account;

d) to instruct the Bank to close any accounts, of whatever currency, in the same name and right and sign any necessary paperwork for this, where there is no debit or credit balance involved. If any monies need to be moved in to or out of the account to facilitate the closure, then any such instruction must be signed in accordance with Resolution 2;

e) to consent to the Bank's use of information and data for any purpose other than in connection with the operation of any account, and to permit the Bank to disclose information and data about the Company to third parties;

f) to approve and execute on behalf of the Company any contract, agreement or other document with the Bank for the provision of electronic banking services; (i) by telephone; (ii) by bank card, debit card, credit card, smart card or any other card introduced by the Bank from time to time; (iii) by e-mail or similar electronic means, such as those available from but not limited to the electronic and on-line banking products and services on

the www.lloydsbankcommercial.com website (this is the "electronic banking clause"); (iv) by any other means that may be introduced by the Bank from time to time;

g) to notify the Bank of any change in the main trading address, the registered office or other correspondence address of the Company;provided that in all cases the instructions are given in accordance with this Authority by the following (or in accordance with any other duly authorised signing instruction subsequently agreed with us). Resolution 5 Signatories (please rule a line across all space left blank): Read and complete Section 3 before completing this box. The Bank would normally expect to see signing combinations that are linked to job holders or positions, rather than nominated individuals. Given the powers covered by this resolution, it may be appropriate to limit the authorised personnel to a combination of Director level signatories.


Any two from Panel A Clauses this refers to (e.g. all; clauses a + b only or any other combination you require)

Unlimited


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http://www.lloydsbankcommercial.com/


1 The Company’s Instructions to the Bank continued

6 That these Resolutions be communicated to the Bank and remain in force until an amending Resolution shall be passed by the Board of Directors, and a copy thereof, certified by any one of the Directors or the Secretary, shall have been received by the Bank.

7 That in these Resolutions the expressions Director(s) and Secretary shall be construed as Director(s) and Secretary for the time being of the Company, as registered at Companies House, and shall in the case of Director(s) include Alternate Director(s) and shall in the case of Secretary include any Joint Secretary or Assistant Secretary.

8 That these Resolutions will apply to any Undesignated Client Accounts to be opened by the Company with the Bank under the terms and conditions relating to the Client Account (the “CA Terms”).

2 Your Agreement with Us

It is agreed between the Bank and the Company as follows: 1 The Bank will notify the Company of the date from which this Authority will take effect (the "Effective Date"). 2 Where the Company specifies monetary limitations in the Authority they shall be designated in sterling. 3 If the Company is incorporated outside the UK, references in the Resolutions to Director(s) and the Secretary shall be taken to refer to the equivalent officers of the

Company according to the law applicable in the place of the Company’s incorporation. 4 If the Company enters into a separate agreement with the Bank in respect of the supply by the Bank of specific services and the Company properly authorises

signatories and users under that separate agreement, nothing in this Authority will affect the validity of that authority. 5 The Company confirms that all signatures provided in this Agreement are correct. 6 Clauses 7, 8, 9 and 10 of this Section 2 will apply to the CA Terms that the Company has entered into with the Bank. Section 1 will apply to all accounts held by the

Company with the Bank and all services provided by the Bank to the Company other than in each case as provided in clauses 8 and 10. 7 This Authority applies to any Undesignated Client Account the Company has opened and holds under the CA Terms in relation to non-payment instructions or may

open and hold under the CA Terms from the Effective Date in relation to all instructions to the Bank in accordance with all the Resolutions. 8 Where these terms and conditions are inconsistent with the CA Terms, the CA Terms will take precedence with respect to each Undesignated Client Account

opened and held by the Company under the CA Terms. 9 Notwithstanding the terms of the Resolutions, this Authority will not apply to any Designated Client Accounts the Company has opened and holds or may open and

hold under the CA Terms. 10 References in the CA Terms to the Mandate insofar as they apply to Undesignated Client Accounts are references to this Authority and also to the extent it

continues to apply to any existing Mandate.

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We certify that the foregoing Resolutions have been duly entered in the Minute Book and that they are in accordance with the Articles of Association of the Company. We direct the Bank to act in accordance with the instructions in Section 1 and confirm the Company’s agreement with the Bank on the terms set out in Section 2. We confirm that the signatures are those of the persons authorised to sign, that such signatures are the genuine signatures of such persons and that such signatures operate as specimen signatures of each of such persons.

Name of Director/Secretary * Name of Director/Secretary *

Signature of Chairman/Director

Signature of Director/Secretary *

* delete as appropriate. To be signed by two registered officers of the Company.

3 The Company’s authorised signatories

There is no obligation to make use of differing levels of signing authority and, if opting not to do so, insert all of the Company's signatories in Panel A, and rule a line across the Panel B box. If you have any requirements that are not addressed by the space and combinations available, please contact your relationship team. All the persons authorised to sign on behalf of the Company, as specified in Resolutions 2, 3, 4 and 5, must sign this section. It is often useful to allocate different levels of seniority or signing power, by the use of Panel A and Panel B signatories. By way of example, all of the Directors could be Panel B signatories, and Resolution 2 could require that payments below a certain amount are signed by any two Panel A signatories, but payments above that amount require any two Panel B signatories, or whatever combination is considered appropriate.

Panel A: All blank panels will contain a rule.

Full name Position held Signature

Panel B: All blank panels will contain a rule.



Please contact us if you would like this information in an alternative format such as Braille, large print or audio.

Lloyds Bank plc Registered Office: 25 Gresham Street, London EC2V 7HN. Registered in England and Wales no. 2065. Telephone: 0207 626 1500. Authorised by the Prudential Regulation Authority and regulated by the Financial Conduct Authority and the Prudential Regulation Authority under Registration Number 119278. Eligible deposits with us are protected by the Financial Services Compensation Scheme (FSCS). We are covered by the Financial Ombudsman Service (FOS). Please note that due to FSCS and FOS eligibility criteria not all business customers will be covered. Our service promise If you experience a problem, we will always try to resolve it as quickly as possible. Please bring it to the attention of any member of staff. Our complaints procedures are published at lloydsbank.com/business

Page 4 of 4 Authority 7-0416

Date D D / M M / Y Y

Date D D / M M / Y Y

Darren Phillips Assistant Director of Finance

Emily Wilson-Benner Management Accountant

Tracy Martin Finance Team Leader

Susan Risdall Finance Team Leader

Tunde kudor Senior Finance Analyst

Glyn Daykin Senior Accountant

Lesley Knott Analyst

Lydia Mpofu Finance Analyst

37

We certify that the foregoing Resolutions have been duly entered in the Minute Book and that they are in accordance with the Articles of Association of the Company. We direct the Bank to act in accordance with the instructions in Section 1 and confirm the Company’s agreement with the Bank on the terms set out in Section 2. We confirm that the signatures are those of the persons authorised to sign, that such signatures are the genuine signatures of such persons and that such signatures operate as specimen signatures of each of such persons.

Name of Director/Secretary * Name of Director/Secretary *

Signature of Chairman/Director

Signature of Director/Secretary *

* delete as appropriate. To be signed by two registered officers of the Company.


There is no obligation to make use of differing levels of signing authority and, if opting not to do so, insert all of the Company's signatories in Panel A, and rule a line across the Panel B box. If you have any requirements that are not addressed by the space and combinations available, please contact your relationship team. All the persons authorised to sign on behalf of the Company, as specified in Resolutions 2, 3, 4 and 5, must sign this section. It is often useful to allocate different levels of seniority or signing power, by the use of Panel A and Panel B signatories. By way of example, all of the Directors could be Panel B signatories, and Resolution 2 could require that payments below a certain amount are signed by any two Panel A signatories, but payments above that amount require any two Panel B signatories, or whatever combination is considered appropriate.

Panel A: All blank panels will contain a rule.


Panel B: All blank panels will contain a rule.



Please contact us if you would like this information in an alternative format such as Braille, large print or audio. Lloyds Bank plc Registered Office: 25 Gresham Street, London EC2V 7HN. Registered in England and Wales no. 2065. Telephone: 0207 626 1500. Authorised by the Prudential Regulation Authority and regulated by the Financial Conduct Authority and the Prudential Regulation Authority under Registration Number 119278. Eligible deposits with us are protected by the Financial Services Compensation Scheme (FSCS). We are covered by the Financial Ombudsman Service (FOS). Please note that due to FSCS and FOS eligibility criteria not all business customers will be covered. Our service promise If you experience a problem, we will always try to resolve it as quickly as possible. Please bring it to the attention of any member of staff. Our complaints procedures are published at lloydsbank.com/business

Page 4 of 4 Authority 7-0416

Date D D / M M / Y Y Date D D / M M / Y Y

Josephine Abbot Finance Manager

Jason Straw Accountant

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FORTHCOMING EVENTS

NCH EVENTS

Month Event

June 15 June: NCHEL Board Meeting via MS Teams. 16 June: ARC Committee Meeting via MS Teams starting at 5.30pm 17 June: NCH RP Board Meeting via MS Teams, starting at 2.30pm 18 June: NCH Group Board Meeting via MS Teams, starting at 5.30pm 24 June: Governance and Selection Committee via MS Teams, starting at 4.00pm 30 June: ARC Committee Meeting via MS Teams starting at 5.30pm

July TBC Virtual Board Corporate Plan Away Day 7 July: NCH ALMO Board Meeting via MS Teams, starting at 5.30pm 13 July: ARC Committee meeting via MS Teams, starting at 5.30pm

August 6 August: NCH RP Board Meeting at Loxley House, time to be determined. 10 August: NCHEL Board Meeting

September 1 September: NCH ALMO Board Meeting; 5.30pm venue to be decided. 21 September: NCHEL Board Meeting.

October 1 October: NCH Group Board Meeting and Annual General Meeting; 1pm start, venue to be determined 20 October: ARC Committee Meeting at Loxley House, starting at 5.30pm

November 5 November: NCH RP Board Meeting at Loxley House, starting at. 16 November: NCHEL Board Meeting 20 November: STAR Awards; venue to be determined

December

January TBC ARC Committee Meeting at Loxley House starting at 5.30pm TBC NCH ALMO Board Meeting; 5.30pm venue to be decided. TBC NCH Group Board Meeting; 5.30pm venue to be decided.

February TBC NCH RP Board Meeting at Loxley House. TBC NCHEL Board Meeting.

March TBC NCH ALMO Board Meeting; 5.30pm venue to be decided. TBC ARC Committee Meeting at Loxley House starting at 5.30pm

April TBC NCH Group Board Meeting; 5.30pm venue to be decided.

May TBC NCH ALMO Board Meeting; 5.30pm venue to be decided. TBC Governance and Selection Committee.

External Events

Month Event

APPENDIX 3

39

June

July

August

September 10 September: NHF National Housing Awards, London 17 September: NHF Leaseholder & Tenant Services Charges Conference, London 24 September: NHF Treasury Management Conference, London 28 & 29 September: NHF National Housing Summit, London

October 13 & 14 October: NHF Asset Management & Maintenance Conference, Coventry

November

December 2 & 3 December: NHF Audit and Risk Conference, Birmingham

January

February

March

April TBC NHF Business Transformation in Housing Conference, London TBC NFA 2019 Annual Conference, Awards and AGM, Birmingham

May TBC UK Housing Awards, Grosvenor Hotel, London.

40BACK TO AGENDA

NCHF131 v2.0 date: 02.08.16

ITEM: 2.2


THE GROUP BOARD REPORT OF THE ASSISTANT DIRECTOR OF FINANCE AND PROCUREMENT

18 JUNE 2020

2019/20 FINANCIAL OUTTURN REPORT

1 EXECUTIVE SUMMARY

1.1 This report provides an update to the Board on the Group’s financial outturn position for the 2019/20 financial year, which includes income and expenditure between 1 April 2019 and 31 March 2020.

1.2 The Group has achieved a modest surplus against an original budgeted breakeven position in line with the similar forecast position reported to Board in January 2020. The surplus has been earmarked against Company priorities notably contingency for Covid-19 costs.

1.3 The report includes capital monitoring information which sets out Nottingham City Homes’ (NCH) current spend, planned investment and proposed funding over the life of the Corporate Plan.

2 RECOMMENDATIONS


2.1 Notes the financial outturn position for 2019/20.

2.2 Approves the recommendation by Audit, Risk and Compliance Committee (ARCC) that Nottingham City Homes Registered Provider (NCH RP) and Nottingham City Homes Enterprises Limited (NCHEL) take the audit exemption in section 479A of the Companies Act 2006.

2.3. Guarantees all outstanding liabilities of both NCH RP and NCHEL at 31 March 2020 until those liabilities are satisfied in full.

3 REPORT

3.1 The Group’s management accounts show a modest surplus against budget of £242k for the financial year 2019/20. This underspend is less than 1% of the full year budget (£71m). The surplus has been earmarked against priorities, notably to increase contingencies, which are likely to be impacted by Covid-19.

3.2 A summary of the financial outturn position together with the budget and position forecast for the financial year is shown in Appendix 1.

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3.3 A summary of the financial position split by the Company’s Boards is also provided in Appendix 2 (a to d). An explanation of the current and forecast financial position for each Board as shown in Appendix 2 are set out below.

3.4 Group Activities (non-ALMO) 3.4.1 The outturn position is a surplus of £94k which is below the budget for the year of

£171k. This is mainly due to the under-achievement of surplus targets within Construction, Repairs and Maintenance Services (CR&M) on commercial and construction activities.

3.4.2 The position is being offset by savings on loan and bank interest charges, lower

than budgeted costs on homes leased to NCH RP and Nottingham City Council (NCC) income to reimburse NCH for costs on previously ceased schemes.

3.5 ALMO (HRA) 3.5.1

The outturn position is a surplus of £65k which is an improved position to that budgeted. Cost pressures during the year in relation to CR&M overspending and under-recovery of income within Voids due to falling capital works have been offset by contingency budgets and underspending across a number of other service areas. The position on Voids was also improved in the last quarter, in comparison to that forecast.

3.5.2 The budget included provision to return £2.9million to NCC. With the agreement

of NCC this was reduced down to £1.3million, as shown in Appendix 2b, with the balance moved to reserves to fund the NCH Capital Programme.

3.6 Market Rent – Shadow NCH Enterprises Limited (NCHEL)

3.6.1 The outturn position is a surplus of £65k which is below that budgeted for the year of £88k. This is mainly due to due to the delay in refurbishing homes on Forest Road West impacting on rental income and increase in the bad debt provision and associated legal fees dealing with a number of tenancies in arrears. It should be noted that this is the shadow NCHEL position as all but 16 of the market rented homes remain owned and let by NCH.

3.6.2 NCHEL new build acquisitions approved by Board continue with the purchase of

24 homes in Fairham House to be completed in June and a further 18 homes in Ryehill House later in the year.

3.7 NCH Registered Provider (NCH RP) 3.7.1

The outturn position is a surplus of £62k which is below that budgeted for the year of £99k. A surplus in excess of budget was achieved during the year but funds were used to invest back into services, notably in relation to additional support for temporary and homeless families and improvements to Highwood House.

3.7.2 The surplus generated by NCH RP is taxable and a provision of £17k, subject to

the final tax computation, has been included in the outturn position.

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3.8 Directorates 3.8.1 All Directorates remained within budget during the year with the exception of

CR&M. It was reported to Group Board during the 2019/20 financial year that CR&M was overspending, targeted income was not being achieved and surpluses on growth and commercial activities (targeted within the 2019/20 budget as an alternative to budget savings) were not being achieved.

3.8.2 The final outturn position within CR&M (excluding year-end provisions – see

4.3.2) is an overspend against budget of £1.4million which is consistent with the forecast position reported to Board in January.

3.8.3 On NCH’s behalf East Midlands Shared Services (EMSS) chases outstanding

debt. A provision for bad debt is held in the accounts to reflect that not all income due to the Company will be collected. Debts across several years totalling £61k have been written-off as recovery procedures have been exhausted. The write-off does not impact on the 2019/20 outturn as all debts have previously been provided for and is reported to Board as required by the Financial Regulations.

3.9 Financial Statements 3.9.1 The final outturn forms the basis of the draft 2019/20 Financial Statements for

each of the three Companies in the Group. The financial statements signed by the Boards shall be submitted to Companies House in line with the requirements of the Companies Act 2006. NCH RP accounts shall also be submitted to Homes England.

3.10 Capital Expenditure 3.10.1 NCH continues to make progress in relation to its Corporate Plan Goal to build

high quality and affordable homes for local people. At the end of the 2019/20 financial year the total investment made by NCH was £55 million (451 homes) and Appendix 3a sets out how this is split across the Group and individual schemes.

3.10.2 A key part of the Corporate Plan is to continue new build schemes and property

acquisitions. Appendix 3b includes a summary of NCH’s investment over the life of the current planned programme in relation to schemes and related business cases approved by Board.

3.10.3 Since the last Finance Board Report, a loan and agreement for £1.1m to support

the acquisition of 14 homes on the Martin’s Reach Wollaton development is now in place. However as of financial year end NCC loans to finance NCH new build and property acquisitions in relation to market rented activities, had still not been provided as shown in Appendix 3a. The Group Board previously approved NCHEL loans of up to £11.5m to be draw-down at 100% of the asset value.

3.11 Reserves 3.11.1 The Group’s revenue (non-New Build) reserves allocated against agreed

priorities carried forward into 2020/21, and including the 2019/20 surplus, total

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£1million. EMT continues to review its reserves against spend proposals, notably ‘invest to save’ initiatives, and the NCH RP surplus must be earmarked for its own objectives by the respective Board Members.

3.11.2 To date capital reserves totalling £10.8m have been invested in NCH’s new build

and market rented activities to reduce its loan requirements and the respective interest charges to those activities. These reserves represent 19% of NCH’s land and property assets. In addition following a reduction in the 2019/20 NCC refund, a further £1.6m will now be added.

3.12 Audit Exemption 3.12.1 The level of income and expenditure and transactions within NCH’s two

subsidiary companies is still relatively low. Therefore, as it did in 2018/19 the ARCC recommended that the audit exemption in section 479A of the Companies Act 2006, was taken so that no audit was required for either subsidiary in relation to the 2019/20 accounts.

3.12.2 In order for NCH RP Ltd and NCHEL to take the audit exemption NCH Ltd must

guarantee all outstanding liabilities of both companies at 31 March 2020 until those liabilities are satisfied in full. This represents limited risk to NCH, notably as the majority of NCH RP’s short-term liabilities are to NCH itself, turnover fully funds all loan interest costs and loan security is held in the value of property assets being purchased.

4 FINANCIAL, LEGAL AND RISK IMPLICATIONS 4.1 Financial Implications 4.1.1 The financial implications are set out above. 4.2 Legal Implications 4.2.1 There are no direct legal implications of this report. 4.3 Risk Implications 4.3.1 There are limited risks in relation to the NCH Group’s 2019/20 financial outturn

position, set out as follows:

• Findings of the external audit of the 2019/20 accounts; and • Degree to which provisions in the accounts are sufficient to provide for

final settlements. • Result of litigation with Vodafone over liability for material data costs

arising on stolen NCH door entry sim cards. 4.3.2 The outturn includes provisions in relation to pending or potential Employment

Tribunal brought against the Company. Provision has been made based on the offers of settlement made by NCH, with the largest being in relation to enhancements to standby pay claimed on behalf of the related workforce by the Trade Unions

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4.3.3 The claim from Vodafone against the Company in the sum of £595k remains outstanding. All charges continue to be disputed by the Company as previously reported to Board. A letter was received from Vodafone's lawyers in December 2019 indicating they would respond, however, to date no substantive response has been received. Vodafone have indicated that they wished to resolve the matter in 2019/20 but again, to date, are not in a position to formally respond to correspondence. The dispute continues to be handled by the Company's Solicitor and has also been referred to both the Police and the Regulator neither of whom have provided any updates.

4.3.4 In the absence of NCC loans, market rented homes are currently being supported by reserves and an over-drawn NCH bank balance held in NCC’s suite of accounts. Funds are moved between accounts so that interest rates on the overdrawn position are those agreed, and charged, by NCC to avoid much higher charges from the bank.

5 IMPLICATIONS FOR NOTTINGHAM CITY HOMES’ OBJECTIVES

5.1 A robust financial budget and effective monitoring process to ensure the budget is tightly managed and controlled is essential to support the achievement of all the Corporate Plan objectives.

6 EQUALITY AND DIVERSITY IMPLICATIONS

6.1 Has the equality impact of these proposals been assessed? Yes (EIA attached) No (this report does not contain proposals which require an EIA)


7.1 Appendices 1 & 2 - Management Accounts 7.2 Appendix 3a & 3b - Capital Expenditure: Land & Buildings

Contact officers: Name: Darren Phillips Address: Loxley House, Station Street, Nottingham NG2 3NJ Tel: 0115 746 429 E-mail: [email protected]

Date: 8 June 2020

BACK TO AGENDA45

NCH GROUP WIDE SUMMARY 2019/20

OUTTURN Full Year

BUDGET Full Year

£'000 £'000Income

HRA Fees 49,273 49,273Other Income 21,423 22,420

70,696 71,693

ExpenditureEmployee Costs 36,577 36,870Non-Pay Costs 30,646 33,156Earmarked for Reserves 3,232 1,667

70,454 71,693

(242) 0

Earmarked with revenue reserves 242

0 0

Appendix 1

I&E

Total Less :

Total

SURPLUS

TOTAL

46

GROUP ONLY ACTIVITIES 2019/20 31st March 2020

OUTTURN Full Year

BUDGET Full Year

£'000 £'000Income

NCC - Capital Works 2,075 3,857NCC - Other Income 596150 1,533 1,733Rental Income 6006175 681 668Intercompany - SLA & Lease 165 1,846 1,898Other Income 648 484

6,783 8,638

ExpenditureEmployee Costs 2,604 2,621Non-Pay Costs 4,085 5,846

6,689 8,467

(94) (171) (Surplus)

Less :

Appendix 2a

Total

Total

47

ALMO (HRA) 2019/20 31st March 2020

OUTTURN Full Year

BUDGET Full Year

£'000 £'000Income

Management Fee 22,374 22,374Repairs Fee 26,899 26,899Capital Fee 1,638 1,623Capital Works 6,088 6,484Other Income 3,481 2,291

60,480 59,671

Expenditure

Employee Costs 33,973 34,249Non-Pay Costs 21,992 21,163

55,965 55,412

NCC Refund 1,342 2,950Earmarked for Reserves 3,109 1,500

(65) 191

Total

(Surplus) / Deficit Position

Less :

Appendix 2b

Total

48

Market Rent - Shadow NCHEL 2019/20 31st March 2020

OUTTURN Full Year

BUDGET Full Year

£'000 £'000Income

Rents Collected 60091 765 816Rents Due 41 0

806 816

Expenditure

Management & Repairs SZ 164 166Lease & Property Cost 60093 65 68Loan Interest 6009547G 454 455Other Costs 58 39

741 728

(65) (88)

In-year Investment / contribution to reserves 44 167

Total

(Surplus)

Less :

Appendix 2c

Total

49

NCH RP 2019/20 31st March 2020

OUTTURN Full Year

BUDGET Full Year

£'000 £'000Income

Rental Income S175A 2,485 2,534Other S1 35 35

2,520 2,570

Expenditure

Management & Repairs SZ 1,090 1,015Lease & Property Cost S3 1,214 1,290Loan Interest S547g 86 97Other Costs 69 68

2,458 1,455

(62) (99)

Appendix 2d

(Surplus)

Less :Total

Total

50

Capital Monitoring - Part 1 Appendix 3aActual Position - Quarter 4 (End of March 2020)

SchemeNo of

PropertiesValue £'000

Debt£'000 Comments

NCH Main Company

Eddlestone & Wendover 6 642 0

Radford 52 6,591 6,387

Lenton 62 10,046 6,711

Homes for Homeless Families & Housing Led 145 14,377 9,925 Properties owned by NCH & leased to NCHRP.Due to be transferred to NCHEL.

Market rent 110 12,073 0 Awaiting draw down of loan from NCC direct to NCHEL.Final 1 Phase1 home (£129k) purchased on 02/04.

Arboretum 30 1,671 0 Configuration will reduce Phase1 Homes to 27. Due to be transferred to NCHEL.

Meadows Police Station 0 372 0 Value represents land and Development Team fees.405 45,773 23,022

NCH RP

Church Square 17 2,659 2,230

Martin's Reach 8 724 1,115

Move-on 5 559 030 3,942 3,345

NCH EL

Masson House - Arkwright Walk 16 1,980 0 Final part of sprinklers work to be completed. Land (£72k)

Fairham House - Clifton Triangle 0 2,519 0 Interim Payments and purchase of land (£620k).

Ryehill House - Arkwright Walk 0 1,563 0 Interim Payments and purchase of land (£82k).16 6,063 0

451Group Summary 26,36755,778

51

Capital Monitoring - Part 2 Appendix 3bPlanned Position

Actual & Planned Resources

Reserves set aside for new build & acquisitions: - Current 10,813 - 2020/21 1,500

Grants 3,014

Planned ExpenditureNo of

Properties

Total Value £'000

Loan £'000

Capital Grant & Reserves

£'000 Comments

NCH Main Company

Eddlestone & Wendover 6 642 462 180

Radford 52 6,591 4,744 1,848

Lenton 62 10,046 5,657 4,389

Homes for Homeless Families & Housing Led 220 25,275 25,275 0 Properties owned by NCH & leased to NCHRP.Board(July 2019) - £9.4m. Increase based on current.

Arboretum 69 9,978 7,485 2,494 model. Will increase further (phasing, PM, SDLT).409 52,532 43,623 8,910

NCH RP

Church Square 17 2,659 2,230 429

Martin's Reach 14 1,115 1,115 0

Move On Accommodation 8 1,134 734 40039 4,908 4,079 829

NCH EL

Individual property acquisitions 110 12,286 11,476 810 Potential that reserves may be released.

Fairham House - Clifton Triangle 24 3,284 2,627 657

Masson House - Arkwright Walk 16 1,992 1,594 398

Ryehill House - Arkwright Walk 18 2,602 2,082 520

Meadows Police Station 21 3,976 3,181 795 As per Board paper (July 2019)189 24,139 20,959 3,180

Unallocated Contingency 2,408

Total Resources

Total Planned Expenditure 637 81,580 68,661 12,919

15,327

BACK TO AGENDA52

ITEM: 2.3 NOTTINGHAM CITY HOMES

THE GROUP BOARD 18 JUNE 2020

REPORT OF THE ASSISTANT DIRECTOR OF FINANCE AND PROCUREMENT

2019/20 REPORT AND CONSOLIDATED FINANCIAL STATEMENTS

1 SUMMARY

1.1. Attached to this report at Appendix 1 are the final Nottingham City Homes (NCH) Report and Consolidated Financial Statements for the year ended 31 March 2020 for which recommendation for approval has been sort from the Audit, Risk and Compliance Committee (15 June).

1.2 Following Board approval and formal sign-off of the audit opinion from the external auditors, the statements shall be submitted to Companies House in line with the requirements of the Companies Act 2006.

2 RECOMMENDATIONS


2.1 Accepts the Financial Statements as a true and fair view of the Company’s financial affairs at 31 March 2020 and that the Company is a going concern.

2.2 Authorises the Chair, Vice-Chair and Company Secretary to sign the accounts.

2.3 Authorises the Chair to sign a letter of representation requested by the Company’s external auditors RSM UK Audit LLP (RMS).

3 REPORT

3.1 The NCH Group delivered a surplus of £242k against its 2019/20 budget of a break-even position. This included contributions to reserves of £3.1million and a refund to Nottingham City Council (NCC) of £1.3million but excludes spend on items funded by reserves. The consolidated accounts also need to comply with the mandatory accounting requirements of FRS 102, which includes accounting requirements for defined benefit pension schemes which significantly affect the disclosed performance.

3.2 The impact of making all the above accounting entries is that the Consolidated Income Statement shows a reported loss of £6.070 million. A reconciliation between the net surplus outturn position and the loss shown in the financial statements, is set out in the table below

£000 £000

2019/20 NCH GROUP OUTTURN SURPLUS 242

53

Revenue spend against reserves (316) Contribution to New Build reserves – Arboretum 1,609 Contribution to New Build reserves - General 1,500 2,793 FRS 102 ADJUSTMENTS Net pension movements (9,105) (9,105) CONSOLIDATED FINANCIAL STATEMENTS LOSS (6,070)

3.3 The pension movements do not reflect any actual cash transactions and the key to

the Company’s true financial performance against the budgeted deficit is the surplus outturn position. The pension movements are also highly volatile and based on a number of actuarial assumptions but financial reporting standards require their inclusion, and hence a loss, in financial statements. As stated in NCC’s Letter of Confirmation (required annually by the external auditors – see Appendix 2), NCC shall assist NCH in meeting its pension fund liabilities as and when they fall due.

3.4 Unlike previous years where a zero tax charge and liability for the financial year

has been disclosed in the financial statements for all three companies, an estimated tax liability of £17k has arisen within Nottingham City Homes Registered Provider (NCH RP) and hence the consolidated accounts. This is subject to the completion of tax computations by RSM, the outcome of which will determine the final tax charge.

3.5 Investment properties are held on the balance sheet at historic cost as shown in

note 10 in Appendix 1. Professional advice has been sort from Freeman and Mitchell on the fair value of those properties that are completed and in use and this valuation shows an increase of £25k. This is not a material difference in the carrying value and hence as the properties valued are pending transfer to Nottingham City Homes Enterprises Limited (NCHEL), the accounts have not been adjusted.

3.6 The Financial statements have been audited by the Company’s external auditors

RSM and reviewed by the Audit, Risk and Compliance Committee together with RSM’s Final Audit Findings Report. RSM shall be providing an unqualified audit opinion on the Company’s accounts following approval by the Board. The audit opinion is expressed in more detail in the Independent Auditors’ Report on page 22 and 23 of the Financial Statements (see Appendix 1). The Audit, Risk and Compliance Committee at its meeting on 16 June, was asked to recommend the 2019/20 Financial Statements and NCH Letter of Representation (see Appendix 3) to the Board for approval.

3.7 Financial Statements and Reports have been compiled for NCH RP and NCHEL.

Audit, Risk and Compliance Committee has also recommended these for approval by the respective subsidiary Boards. Following Board approval both sets of statements shall be submitted to Companies House in line with the requirements of the Companies Act 2006 and, for NCH RP, to Homes England.

4 FINANCE, LEGAL AND RISK IMPLICATIONS

54

4.1 Financial Implications

4.1.1 As set out in the report.


4.2.1 It is a statutory requirement of the Companies Act 2006 for audited annual financial statements to be produced and submitted to Companies House. This shall be done following Board approval of the accounts at the NCH Board meeting on 18 June 2020 and receipt of RSM’s signed audit opinion.


4.3.1 As a result of RSM’s audit, the primary statements on pages 24 to 94 remain unchanged and there have been no significant amendments to the notes to the accounts.

4.3.2 As part of their annual audit of the Company’s Financial Statements, RSM request a Letter of Confirmation from NCC and a Letter of Representation from the NCH Board which requires the signature of the Chair. In addition to providing Board with assurance that the Company can continue as a going concern, these documents enable RSM to obtain the assurance it requires in relation to a number of matters and hence provide their Audit Opinion on NCH’s accounts. Both letters are attached to this report – see Appendices 2 and 3.

5 IMPLICATIONS FOR NOTTINGHAM CITY HOMES OBJECTIVES

5.1 It is a requirement of the Companies Act 2006 to produce annual audited financial statements.

6 EQUALITY & DIVERSITY IMPLICATIONS


The full set of accounts and annual report will be available to residents on request. Translations will also be available on request.


7.1 Appendix 1 - Audited 2019/20 NCH Report and Consolidated Financial Statements

7.2 Appendix 2 - NCC Letter of Confirmation 7.3 Appendix 3 - NCH Letter of Representation

CONTACT OFFICERS: Darren Phillips Assistant Director of Finance and Procurement Loxley House Tel:0115 746 429 E-mail: [email protected]

DATE: 10 June 2020 BACK TO AGENDA55

ITEM: 3.1


THE GROUP BOARD REPORT OF THE POLICY AND PLANNING MANAGER 18 JUNE 2020

NEW GOVERNMENT PROPOSALS AND EXTERNAL POLICY DEVELOPMENTS WITH AN IMPACT ON NOTTINGHAM CITY HOMES

1 EXECUTIVE SUMMARY

1.1 This report provides an update on key housing policy and information announcements made over the recent period.

2 RECOMMENDATIONS


2.1 Notes the update and considers any relevant implications for the Nottingham City Homes Group (NCH).

3 REPORT

3.1 KEY GOVERNMENT ANNOUNCEMENTS

3.1.1 Covid-19 Pandemic and Coronavirus Act 2020

3.1.1.1 The Board were alerted to Government action in the previous report noting developments impacting on NCH, at the April’s Board Meeting. As the situation developed there have been regular Government briefings and announcements, a great many of which have impacted on every aspect of UK life, residents, businesses and public service providers. Board Members will continue to be aware of the work NCH is doing in this context.

3.1.1.2 The Coronavrius Act 2020 was passed into law on 25 March as emergency legislation. This Act is part of the response to the Covid-19 pandemic in order to enable government to respond to this emergency situation and manage the effects of the pandemic. The Act provides a wide range of powers in various areas of public policy. The legislation is time limited for two years (‘sunset’ clause), or can be ended early or extended for a further temporary period.

A briefing note covering the key relevant areas of the Act is provided in Appendix 1. This details areas of particular relevance for NCH.

The Government has collated its guidance for landlords, local authorities and tenants here: https://www.gov.uk/government/publications/covid-19-and-renting-guidance-for-landlords-tenants-and-local-authorities

56

https://www.gov.uk/government/publications/covid-19-and-renting-guidance-for-landlords-tenants-and-local-authorities


We regularly review the advice given by Government on the Coronavirus Pandemic to ensure we are complying with it and keeping our tenants and employees as safe as possible.

3.1.1.3 The Chief Executive has been keeping Board members up to date with information and progress on NCH’s response to the situation. NCH has a Recovery and Reinvention Plan which is detailed elsewhere on the Group Board agenda.

3.1.2 Provision of long-term homes for vulnerable rough sleepers

3.1.2.1 The Government announced an accelerated delivery of and increased funding for new homes to help rough sleepers into permanent accommodation. This fund of £433m is intended to ensure that 6,000 new housing units will be available, with an increase in revenue funding to provide ongoing support to individuals.

3.1.2.2 Government had issued direction to local authorities to work rapidly to move rough sleepers into indoor accommodation, primarily to help protect them from risks associated with Covid-19. It was widely recognised that this provided a significant opportunity to help those individuals move into long term accommodation in line with the Government’s pledge to “end rough sleeping for good”. The announcement of additional longer term provision was welcomed by the housing and local government sector, as long as on-going support was provided to enable the objectives to be realised.

3.1.3 Domestic Abuse Bill 2020

3.1.3.1 The Government has re-introduced the Domestic Abuse Bill (which had fallen because of the 2019 General Election). When passed into legislation the Bill is expected to:

• create a statutory definition of domestic abuse, emphasising that domesticabuse is not just physical violence, but can also include emotional,coercive or controlling behaviour, and economic abuse

• establish a Domestic Abuse Commissioner, to stand up for victims andsurvivors, raise public awareness, monitor the response of localauthorities, the justice system and other statutory agencies and hold themto account in tackling domestic abuse

• provide for a new system of Domestic Abuse Protection Notices andDomestic Abuse Protection Orders

• place a duty on local authorities in England to provide support to victimsof domestic abuse and their children in refuges and other safeaccommodation

• create a statutory presumption that victims of domestic abuse are eligiblefor special measures in the criminal courts (for example, to enable them togive evidence via a video link)

• ensure that where a local authority, for reasons connected with domesticabuse, grants a new secure tenancy to a social tenant who had or has asecure lifetime or assured tenancy (other than an assured shortholdtenancy) this must be a secure lifetime tenancy.

57

3.1.3.2 NCH will wish to work with the local authority to ensure that support for victims of domestic abuse is in line with provisions of the new legislation, and that suitable opportunities provided by the legislation are made use of.

The Bill is currently being scrutinised by Parliamentary Committee.

3.1.4 Emergency funding for vulnerable people

3.1.4.1 In May, in recognition of pressures created by the Covid-19 pandemic, the Secretary of State for Housing, Communities and Local Government announced emergency funding of £76m “to support the most vulnerable in society during the pandemic”. This funding was for survivors of domestic abuse, sexual violence and vulnerable children and their families and victims of modern slavery.

3.1.4.2 Included in the announcement was a statement that government would make “a change to the rules that will also mean that those fleeing domestic abuse and facing homelessness as a result will be automatically considered as a priority by their council for housing – ensuring more survivors of domestic abuse have access to a safe home.”

3.1.5 Forthcoming Announcements

3.1.5.1 Emergency Budget: It is expected that the Chancellor of the Exchequer will hold an emergency budget on 8 July 2020 in order to put in place financial measures to address the economic impact of the Coronavirus pandemic and attempt to boost the UK economy with a recovery plan. Relevant content will be brought to Board members attention.

3.1.5.2 Homes England Affordable Housing Programme: Details of the programme announced in the last budget are expected in the near future.

3.1.5.3 Brexit: Government continues to be in dialogue with the EU over the terms of the UK’s Brexit deal with Ministers telling Parliament that they will not seek an extension to the Brexit transition period. This potentially increases the risk of a ‘no deal’ scenario, which on top of the economic challenges created by Covid-19 creates additional risks for NCH.

NCH will revisit our Brexit Action Plan to ensure that we can mitigate risks where possible.

3.2 UPDATES ON MATTERS PREVIOUSLY CONSIDERED

3.2.1 Grenfell Tower Inquiry

3.2.1.1 Phase 2 of the Grenfell Tower Inquiry has been suspended due to the inability of the hearings to go ahead without risk of infecting participants with Covid-19. This will remain the case until further notice, although the Inquiry is looking at the options for re-starting hearings using on-line remote methods.

3.2.2 Revised Housing Ombudsman Scheme

58

3.2.2.1 The Housing Ombudsman has published information about its new scheme due to commence in July 2020. The Ombudsman had previously consulted about changes to its 2018 scheme, which NCH responded to. Like all social housing providers, NCH is required to engage with the scheme, which provides a route for tenants to have complaints investigated independently. NCH pro-actively engages with the Ombudsman and seeks to learn from rulings made in relation to NCH, as well as rulings relating to other landlords.

3.2.2.2 The scheme has been revised in the context of Government guidance and policy statements designed to strengthen tenants powers of complaint and redress in social housing, which had their origins in the Social Housing Green Paper.

3.2.2.3 The scheme can be read in full here: https://www.housing-ombudsman.org.uk/wp-content/uploads/2020/03/Housing-Ombudsman-Scheme-final-version-for-publication.pdf

3.2.3 Carbon Neutral Nottingham

3.2.3.1 Board were previously advised of Nottingham City Council’s (NCC) consultation draft of the carbon neutral plan for Nottingham, making Nottingham the first carbon neutral city in the country by 2028. The plan is now formally adopted. As a signatory to the Carbon Neutral pledge NCH will want to support the objectives and build actions into our new Corporate Plan.

3.2.3.2 More information is available here: https://www.nottinghamcity.gov.uk/cn2028

3.3 RECENTLY PUBLISHED REPORTS OF INTEREST

3.3.1 National Federation of ALMOs (NFA): Serving Our Communities

3.3.1.1 This report published by the NFA reviews the ALMO sector’s work in 2019, highlights the sector’s successes and makes a clear case that with the right support, ALMOs are ready to meet the country’s post pandemic need for housing.

The report challenges Government to put the measures in place that will allow ALMOs and councils to help deliver housing and related services to the communities they work for.

3.3.1.2 NCH’s EnergieSprong whole house renovation work is featured as a case study in the report, highlighting the benefits of this whole house renovation work and how successful it has been.

3.3.1.3 The report is published here: http://www.almos.org.uk/include/getDoc.php?did=8572&fid=10205

3.3.2 Affordable Housing Commission: Making Housing Affordable Again: Rebalancing the Nation’s Housing System

59

https://www.housing-ombudsman.org.uk/wp-content/uploads/2020/03/Housing-Ombudsman-Scheme-final-version-for-publication.pdf

https://www.housing-ombudsman.org.uk/wp-content/uploads/2020/03/Housing-Ombudsman-Scheme-final-version-for-publication.pdf

https://www.nottinghamcity.gov.uk/cn2028

http://www.almos.org.uk/include/getDoc.php?did=8572&fid=10205

3.3.2.1 The Affordable Housing Commission (AHC), an independent commission working under the Chair Lord Best, brought together Commissioners from across the housing sector and its varied tenures to look at the key issues underlying affordability problems within the UK’s housing market.

3.3.2.2 The Commission published its final report with over 50 recommendations for government and other bodies. The report seeks to examine what ‘affordability’ really means, who is most affected by affordability issues, and how to improve and better balance tenure mixes amongst other things. It is a wide ranging and detailed report.

The report notes that trends have reduced social housing provision, with its lower rents and more secure tenancies, and notes the increased trend in private sector rentals, which are less suitable as a method to meet the housing needs of those most in need of affordable housing.

The report states: “The scaling back – indeed the halving – of the social housing sector has pushed more people into the private rented sector where there is less security and significantly higher rents; and the obstacles for potential first time buyers have also confined more of them to private renting where they too face less security and, over a lifetime, greater cost.”

3.3.2.3 The report is available here (both in full and an executive summary): https://www.affordablehousingcommission.org/

3.3.3 Centre for the Study of Financial Innovation: The Last-Time Buyer: housing and finance for an ageing society

3.3.3.1 This report produced by CASS Business School, looks at aspects of the housing crisis that relate to older households who occupy homes larger than their needs, but who find it difficult to downsize due to lack of suitable alternative accommodation. The report states “the UK is not short of housing; rather, it is short of the right sort of housing...Too many older people are stuck in houses that no longer suit them with a lack of affordable alternatives of suitable quality and size”. The report argues for a range of housing, tax and financial policy that helps facilitate older people to move and downsize, and helps create a housing offer that makes this attractive, thus freeing family homes for others to access.

3.3.3.2 The report is available here: https://static1.squarespace.com/static/54d620fce4b049bf4cd5be9b/t/5c6c374b4785d3cf6cc88d99/1550595927352/Housing_02-19__WEB.pdf

3.3.4 Regulator of Social Housing (RSH): Coronavirus operational response survey results – May 2020 Data

3.3.4.1 The Regulator of Social Housing (RSH) has published a report on how social landlords are coping with the Coronavirus pandemic. The report is based on a survey of landlords covering their ability to carry out repairs, safety checks and other aspect of work.

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https://www.affordablehousingcommission.org/

https://static1.squarespace.com/static/54d620fce4b049bf4cd5be9b/t/5c6c374b4785d3cf6cc88d99/1550595927352/Housing_02-19__WEB.pdf

https://static1.squarespace.com/static/54d620fce4b049bf4cd5be9b/t/5c6c374b4785d3cf6cc88d99/1550595927352/Housing_02-19__WEB.pdf

The report finds that a high level of emergency repairs are being successfully carried out, but that gas safety compliance checks are lower than is desirable. This is predominantly due to landlords being unable to enter homes where residents are shielding, or where residents have refused access. The report finds that problems created by lack of access to personal protective equipment for staff have reduced.

3.3.4.2 The report is available here: https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/890878/CORS_survey2_May_2020_responses_report.pdf

3.4 CONSULTATIONS

3.4.1 Communities that Work: Inquiry into Housing and Employment

3.4.1.1 Communities that Work is a body of social landlords and is the industry body dedicated to the employment agenda, helping those living in social housing into rewarding and sustainable employment. Working with the All Party Parliamentary Group on Housing and Social Mobility, Communities that Work is leading a national inquiry aimed at tackling the earnings gap in social housing, which will run until September 2020.

Submissions have been invited to this inquiry and NCH intends to provide a submission.

3.4.1.2 More information about this inquiry is available here: https://www.communitiesthatwork.co.uk/appg/

3.4.2 Nottingham City Council: Consultation on Draft Affordable Housing Contributions arising from Purpose Built Student Accommodation.

3.4.2.1 This draft Supplementary Planning Document (SPD) provides guidance to developers on the City Council’s requirements for Section 106 Affordable Housing contributions from purpose built student accommodation in accordance with NCC’s Local Plan. Views on the draft are being sought until 3 August.

3.4.2.2 The consultation is available here: https://www.nottinghamcity.gov.uk/engage-nottingham-hub/open-consultations/consultation-on-the-affordable-housing-contributions-arising-from-student-accommodation-supplementary-planning-document/

3.4.3 House of Commons Environmental Audit Committee – Inquiry: Energy Efficiency of Existing Homes

3.4.3.1 NCH and NCC are making a joint submission to this inquiry which is seeking evidence on how effective existing policies are in achieving energy efficiency measures in the existing UK housing stock, how policy and regulation can be amended in this area, and how the government could create a post Covid-19 economic stimulus package that helped improve.

3.4.3.2 The call for submissions to the inquiry is here:

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https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/890878/CORS_survey2_May_2020_responses_report.pdf

https://www.communitiesthatwork.co.uk/appg/

https://www.nottinghamcity.gov.uk/engage-nottingham-hub/open-consultations/consultation-on-the-affordable-housing-contributions-arising-from-student-accommodation-supplementary-planning-document/



https://committees.parliament.uk/call-for-evidence/148/energy-efficiency-of-existing-homes/

4 FINANCIAL, LEGAL AND RISK IMPLICATIONS


4.1.1 Legislation detailed has not led directly to additional costs at this time. However requirements for such things as personal protective equipment have been driven by NCH's response to the coronavirus itself rather than the legislation detailed in this report. We will keep any potential impact of legislation on budgets under review during the year.


4.2.1 As set out in the report.


4.3.1 None.


5.1 Ensuring that NCH group is fully abreast of developments that affect the core business of the organisation.

5.2 Consideration has been given to the topics listed in the report and where appropriate, key implications are noted in the report.




7.1 A wide range of housing policy information and digests have been consulted in the preparation of this report.

7.2 Appendix 1: Briefing Note: Coronavirus Act 2020 and supporting Ministry of Housing, Communities and Local Government (MHCLG) direction and guidance.

Contact officers: Dan Lucas Policy and Planning Manager Loxley House, Station Street, Nottingham, NG2 3NJ Tel: 0115 746 9470 E-mail: [email protected]

Date: 10 June 2020

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1

Appendix 1 - Briefing Note: Coronavirus Act 2020 and supporting MHCLG direction and guidance

Introduction to the Act

The Coronavrius Act 2020 was passed into law on 25 March as emergency legislation. The Act is part of the response to the Covid-19 pandemic in order to enable the Government to respond to an emergency situation and manage the effects of a pandemic. The Act provides a wide range of powers in various areas of public policy. The legislation is time limited for 2 years (‘sunset’ clause), can be ended early or extended for a further temporary period.

Given the nature of the Act, NCH will inevitably need to work closely with Nottingham City Council, the Police and Community Protection, the NHS and Public Health, where any relevant matters apply.

Key areas covered:

Housing Evictions: Notice periods for tenancies within the scope of the legislation is now three months and this applies to notices served from 26 March up to 30 September 2020. Notices served before commencement remain valid. The Act allows for this to be extended by up to 6 months (and indeed were extended for a further two months on 5 June 2020). The extended notice periods also apply to flexible, demoted and introductory tenancies, and notices served in relation to anti-social behaviour.

Health and Social Care measures: This part of the Bill covers matters like emergency registration of medical staff, re-registering retired medical staff, streamlining certain procedures to ease burdens on NHS staff (eg mental health assessments), and relaxing aspects of Local Authority duties to carry out social care assessments if demand pressures and workforce illness make this necessary.

Of note to NCH is the provision relating to ‘Emergency Volunteer Leave’ (EVL) which makes provisions to protect employees, their rights of employment, pensions etc, who may volunteer to help in the health or social care sector, an option for 2 to 4 weeks.

Childcare and education: Relates to powers to close schools and registered childcare providers, and provisions for schools to provide facilities for children of key workers. Also for managing arrangements for those who would usually be entitled to free school meals, likely to be a significant number of those children who live in social housing.

Of relevance to NCH will be the number of staff with school age children who have been at home, the expectation that those staff will also have been helping with home schooling as parents, and the dramatically increased numbers of children at home in council /NCH tenancies who would otherwise be expected to be in school, and potential for increased ASB that may result from being bored and at home for prolonged periods of the lockdown.

Sick Pay / National Insurance: Relates to measures announced in the sections of the 2020 Budget regarding coronavirus in respect of Statutory Sick Pay, alternatives to Fit Notes and the ability for Government to modify National Insurance Contributions. Relevant matters for NCH will concern HR and payroll related issues.

Managing the Deceased: Relates to the registration of deaths, the work of the coroner, and who can carry out certain functions. Makes provision for scenarios where a higher number of deaths than usual could create a strain on systems. Includes issues relating to dignity, respect and the wishes of next of kin.

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Emergency Powers and National Security: This section has the potential to impact most on ‘everyday life’. It covers a wide range of areas including restrictions on movement, events and gatherings. The ability to quarantine people, and powers to enforce testing for the virus. However, there are no powers which would allow directions to be issued requiring individuals to have ‘prior permission’ or ‘good reason’ to leave their homes. Neither would the Bill give officials powers to enforce elongated quarantines of people who have not been assessed for the virus by public health officers. There are powers to restrict entry to premises (eg entertainment venues) and it empowers local government to enforce some of these restrictions. There are certain safeguards and rights of appeal.

Food Supply: This relates to the provision of food supply, food security and aspects of competition between retailers. Food supply has been of critical importance to vulnerable residents and those unable to go out to source food because of their own medical conditions. Those who rely on food from Food Banks will also likely face added problems.

Courts: Part of the Act covers the ability to use video / audio links in court proceedings.

This could impact in cases where NCH is involved in court proceedings (for example ASB, rent, repossession – though it should be noted that government has instructed that there should be no tenancy evictions for a set period which has now also been extended).

Other: The Act postpones elections due to be held in May 2020. In Nottingham City this only applies to the Police and Crime Commissioner Election as there were no other elections scheduled for this year. Were any by- elections to be needed they can also be delayed.

The Act can be found in full here: http://www.legislation.gov.uk/ukpga/2020/7/contents/enacted

Further Related Housing Action, Direction and Guidance from Government

The Government has also announced various other related Housing measures that will have an impact, including those pertinent to non-social tenancies. These cover various matters – over and above those listed above:

• The Government announced £3.2 million in emergency funding for local authorities in England and hasrequested councils to support rough sleepers and other vulnerable homeless people into appropriateaccommodation within a very short timescale.

• Local authorities in England will be reimbursed for the cost of providing accommodation and services torough sleepers, and those at risk of rough sleeping, who are at risk of, or who have been diagnosed with,Covid-19.

• Chancellor announced an increase in Housing Benefit and Universal Credit “so that the local housingallowance will cover at least 30% of market rents” within a Broad Rental Market Area.

• Local authorities can provide support for tenants to stay in their homes from the £500m available to ‘fundhouseholds experiencing financial hardship’ that has been allocated to local government.

• Private landlords in England and Wales will be required to adhere to The PreAction Protocol for PossessionClaims by Social Landlords.

• The Financial Conduct Authority (FCA) has issued guidance to lenders advising them to operate paymentholidays for owner occupiers and buy-to-let landlords of up to 3 months.

• The Home Office also announced the suspension of all evictions from asylum accommodation.

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The Ministry of Housing and Local Government (MHCLG) has issued further guidance to landlords and tenants which can be found in full here: https://www.gov.uk/government/publications/covid-19-and-renting-guidance-for-landlords-tenants-and-local-authorities

This includes more detailed guidance on matters as follows:

• Rents, payment and arrears.• Arrangements relating to the protection from eviction and how government expects landlords to act.• Tenants must meet their legal and contractual obligations.• Property moves (transfers and lettings) – it is recommended that these are avoided.• Property access, repairs and maintenance, and health and safety obligations:

This stresses how vital it is that properties remain safe and that landlords maintain their obligations in thisregard, noting the difficulties that could result from the need to maintain social distance and in instanceswhere residents are self-isolating. It advocates a ‘pragmatic, common sense approach’ to non-urgentissues.

• There are no changes to landlord’s repair obligations.• Gas and Electrical Safety

“Landlords should make every effort to abide by existing gas safety regulations and electrical safetyregulations which come into force on 1 July. There are provisions in both regulations to account forsituations in which a landlord cannot do this and they must demonstrate they have taken all reasonablesteps to comply with the law”.“If you are not able to gain access to the property due to restrictions in place to tackle COVID-19, werecommend you document your attempts to do so and all correspondence with your tenants”.

This also links to guidance issued in relation to the actions businesses can undertake, which state:

• Work carried out in people’s homes, for example by tradespeople carrying out repairs andmaintenance, can continue, provided that the tradesperson is well and has no symptoms.

• It will be important to ensure that Public Health England guidelines, including maintaining a two-metre distance from any household occupants, are followed to ensure everyone’s safety.

• No work should be carried out in any household which is isolating or where an individual is beingshielded, unless it is to remedy a direct risk to the safety of the household, such as emergencyplumbing or repairs, and where the tradesperson is willing to do so. In such cases, Public HealthEngland can provide advice to tradespeople and households.

• No work should be carried out by a tradesperson who has coronavirus symptoms, however mild.”

In a briefing primarily focused on Council’s role in housing standards enforcement, MHCLG states that stock-owning local authorities are expected to maintain council homes “to the same standard as they enforce against and should have due regard of the guidance in their functions as landlords”.

Other Government Guidance

Other Ministries offer equivalent guidance material with reference to their areas of responsibility. Of particular relevance is Home Office guidance regarding Domestic Violence. This is outlined: https://www.gov.uk/government/publications/coronavirus-covid-19-and-domestic-abuse/coronavirus-covid-19-support-for-victims-of-domestic-abuse and sets out resources available that relate to Domestic Violence. The Home Secretary has made it clear that people may need to leave a home where they are victims / threatened.

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https://www.gov.uk/government/publications/coronavirus-covid-19-and-domestic-abuse/coronavirus-covid-19-support-for-victims-of-domestic-abuse

4

Useful Resources

Collated Government guidance for Local Authorities over a wide range of topics including housing: https://www.gov.uk/guidance/coronavirus-covid-19-guidance-for-local-government#history

National Federation of ALMOs: Covid-19 Weekly Updates: http://www.almos.org.uk/parliamentary_docs?subtypeid=26

Chartered Institute of Housing: Covid-19 Topic Briefings: https://cihnews.org/p/YRX-FXV/our-approach-to-covid-19

Prepared by Dan Lucas Policy and Planning Manager Nottingham City Homes

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https://www.gov.uk/guidance/coronavirus-covid-19-guidance-for-local-government#history

http://www.almos.org.uk/parliamentary_docs?subtypeid=26

https://cihnews.org/p/YRX-FXV/our-approach-to-covid-19

NCHF131 v2.0 date: 02.08.16

ITEM: 3.2


THE GROUP BOARD REPORT OF BUSINESS IMPROVEMENT AND PERFORMANCE MANAGER

18 JUNE 2020

2019-20 ANNUAL PERFORMANCE REPORT & CORPORATE PLAN 2018-21 PROGRESS REPORT

1 EXECUTIVE SUMMARY

1.1 Nottingham City Homes (NCH) developed a three year Corporate Plan in 2018, setting out its key objectives up to 2021. There was widespread consultation with interested parties on the direction of NCH in the development stage of the plan ensuring that the plan itself delivered on the needs and expectations of all parties.

1.2 A self-assessment was completed in March 2020 which shows our progress against the commitments within the Corporate Plan at the end of year two of the three year plan. This includes 111 commitments and shows that the vast majority are completed or where they are yet to be completed are on track to be finished by the end of the plan.

1.3 Covid-19 has impacted our ability to provide the full range of services since mid-March and this is inevitably going to impact services and performance levels into 2020-2021 and is likely to have an impact upon our ability to deliver everything we highlighted in the Corporate Plan. To mitigate this NCH has developed a Recovery and Reinvention Plan, which is intended to address issues such as the backlog of non-urgent repairs, assurance against our compliance requirements, the reinstatement of our capital programme, and review of how we manage rents and tenancy services for example.

1.4 As we look towards the end period of our 2018-2021 Corporate Plan we have commenced the preparation of our next Corporate Plan that will commence in April 2021. This report updates the Board on our approach to that task.

1.5 The report sets out in detail our progress against the 111 commitments and how NCH Group is performing, and provides comparative data using the latest information available from HouseMark (2018-19) as the benchmark. The appendices attached to this report provide full details of our year end performance and our progress against the commitments in our 2018-2021 Corporate Plan.

2 RECOMMENDATIONS

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2.1 It is recommended that the Group Board notes our progress against Year two of the current Corporate Plan and our year performance outcomes, and agrees the revised consultation approach and timescale for 2021-2024 Corporate Plan.

3 REPORT

3.1 NCH Board developed a three year Corporate Plan in 2018, setting out its key objectives up to 2021. There was widespread consultation with interested parties on the direction of NCH in the development stage of the plan ensuring that the plan itself delivered on the needs and expectations of all parties. A copy of our current Corporate Plan can be found at https://www.nottinghamcityhomes.org.uk/about-us/corporate-documents/our-corporate-plan/ . The purpose of this report is to provide the Board with an overview of NCH’s progress against the key performance indicators identified in the Corporate Plan, and to show our progress against commitments contained within the plan.

3.2 Achievement of Corporate Plan Objectives

3.2.1 NCH is committed to the delivery of the objectives set out in the plan and to this end we have undertaken a self-assessment of our progress each of the deliverables within the plan, which is attached as Appendix 1. The Corporate Plan highlights five core objectives which are underpinned by a range of additional commitments. The five core objectives are to: • listen to our residents and deliver an excellent housing service• make all our estates great places to live• build high quality, affordable new homes for local people• diversify our services, re-investing in our communities• be a great place to work.

3.2.2 A self-assessment was completed in March 2020 which shows our progress against the commitments within the Corporate Plan at the end of year two of the three year plan. This shows that the vast majority of commitments are completed or where they are yet to be completed are on track to be finished.

We have identified 111 commitments within the plan: • 86.5% highlighted in green are either complete or planned to

complete by March 2021

• 1.8% highlighted amber are not complete and at risk of non-completion by 31 March 2021

• 11.7% highlighted in red and it is highly likely they will not becompleted by 31 March 2021

3.3 Annual Performance 2019-2020

3.3.1 This report also provides an update on our performance as at 31 March 2020, attached as Appendix 2. This year we have included quartile

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NCHF131 v2.0 date: 02.08.16

information where it exists using the HouseMark data. When we undertake the benchmarking exercise, we compare our performance against every housing organisation and not just those of a similar size. Of the 12 measures for which there is benchmarked data NCH compares very favourably as follows:

Quartile 1 2 measures Quartile 2 8 measures Quartile 3 2 measures Quartile 4 0 measures

3.3.2 Our performance will have been impacted in some areas, such as rents due to the impact on Covid-19 and Board should be aware that this will be a continuing theme for the foreseeable future. To mitigate the effects of Covid-19 NCH has developed an Action Plan and is in the process of rolling out its Recovery and Reinvention Plan designed to plan our way out of the lockdown and to return services to some level of normality going forward.

3.3.3 Tenant satisfaction has dipped slightly this year compared to last, although still remains in the 2nd quartile when compared with others. We know from the data from 2018/19 that satisfaction across the sector saw a drop in performance and we will continue to monitor what the direction of travel is across the sector. Of course, going forward, it is difficult to predict how satisfaction may be affected by Covid-19. The impact on service delivery and other factors such as deprivation may impact adversely on customers “feel good factor” and we will have to see whether there is any impact, negative or positive over the coming months.

The percentage of repairs completed right first time has shown a consistent improvement over the last few quarters. Performance outturn for the year was 95.65% against a target of 96%. Although slightly under the performance target this is the highest outturn over the last eight years.

The number of properties with an EPC rating of E or below has almost halved this year. There are currently just 490 properties that are Band E or below.

Gas servicing remains at 100% at year end. This compares with a sector average of 96.6% in March using data supplied by HouseMark as part of their Covid-19 analysis. We are aware that maintaining this is challenging with people self-isolating, but this is a sector wide problem.

We have achieved the target of 100% rent collection for the year despite the challenges imposed by the continued roll out of Universal Credit and the other welfare reform measures brought in by the Government. Performance was also impacted at the very end of the financial year by the coronavirus and the associated job losses.

Re-let times has improved this year from 33.8 to 32.5 calendar days.

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There were 2706 private customers using the Community Alarm system at the end of March, an increase of 30 on the previous year.

3.3.4 Our year end performance for all services to council tenants will be discussed and considered in more detail at the forthcoming ALMO Board.

3.4 COVID19 & the Recovery & Reinvention Plan

3.4.1 Of course Covid-19 has impacted our ability to provide the full range of services since mid-March and this is inevitably going to impact services into 2020-2021 and is likely to have an impact upon our ability to deliver everything we highlighted in the Corporate Plan and will also adversely affect our performance. To mitigate this NCH has developed a Covid-19 Action Plan, to capture key requirements during the initial phase. We are also developing a Recovery and Reinvention Plan, which is intended to address issues such as the backlog of non-urgent repairs, assurance against our compliance requirements, the re-instatement of our capital programme, and review of how we manage rents and tenancy services for example. Each service area has produced a detailed recovery plan within the wider context of the principles detailed below and the corporate recovery and reinvention priorities.

Our guiding principles are: •To keep staff and residents safe•To keep a roof over people’s heads•To ensure the stability of the company for the future.

3.4.2 The Recovery Plan will enable us to develop a positive impact for customers, ensuring we meet our regulatory duties and ensure that the changes support our employees. Some examples covered include:

Putting measures in place to complete an estimated backlog of 6000 repairs to ensure properties remain up to required standards and tenants receive the service they're entitled to. Ensure 100% compliance in Gas and Electrical inspections are completed to ensure tenants homes are safe and national regulations are complied with. Ensure our void properties are brought back into use at the earliest opportunity to relieve pressure on our waiting list, retain rental income and allow people to exchange properties. Fully restore ASB/Hate Crime case management, estate inspections and high-rise tenancy visits.

Whilst the Covid-19 situation has and continues to create challenges for our business and disruption to the everyday lives of our tenants, it also offers opportunities for us. For example it has opened doors to new ways of working. More staff are now working from home and we’re finding new ways of operating services such as use of the telephone or e-mail as opposed to a face to face visit.

3.5 2021-2024 Corporate Plan

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3.5.1 Inevitably, Covid-19 has impacted on all aspects of activity, including preparation of the next Corporate Plan. Board Members will know that the planned Away Day to consider options for the plan had to be cancelled in line with Government guidance and legislation issued in late March.

Since that point new ways of working and decision making have been adopted across NCH, and such processes are increasingly familiar to the people we serve too. A ‘virtual’ away day is now planned for Board Members to discuss our new Corporate Plan.

3.5.2 Alongside Board Member discussions, NCH will wish to actively engage with customers, partners and stakeholders on the nature of our new Corporate Plan. New ways of working will make aspects of this different, in that planned meetings and face to face discussions may well not now be possible or indeed desirable.

3.5.3 Board are asked to agree to a revised consultation approach in this context, with a focus on virtual and on-line consultation. This approach will be carried out in such a way as to maximise the ability for participants to engage in the consultation with tenants and residents, future customers, staff, stakeholders, partners, and locally elected representatives encouraged to submit their views and opinions on how NCH should work to address the challenges we will face in the future, and the priorities NCH should seek to address over the next three years.

We will engage people on-line and via our social media channels. We will write to stakeholders and partners to invite them to participate and we will use our database of active tenants to seek views and opinions.

3.5.4 Whilst seeking views as detailed above, NCH will also have ongoing engagement with Nottingham City Council (NCC) as they develop their new Housing Strategy for Nottingham, and face the shifting policy situation now emerging, with its focus on rebuilding the economy, ensuring care and support for citizens is available, the need for affordable housing, and preventing homelessness and rough sleeping.

3.5.5 We will seek to increase the use of online and virtual discussion methods to engage people in this consultation, which will commence in June.

3.5.6 The intended timeline for development of the Plan is: • Consultation activity: Summer 2020• Stakeholder feedback to Board members: August 2020• Initial Draft Plan for Board member consideration: Autumn 2020• Final Plan development: Winter 2020/21.

4 FINANCIAL, LEGAL AND RISK IMPLICATIONS


4.1.1 None

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4.2.1 None


4.3.1 None


5.1 The commitments included within the Corporate Plan and progress against it clearly links to each of the Objectives set out in the Corporate Plan.




7.1 Appendix 1 19-20 Corporate Plan Update Appendix 2 NCH Group Performance Report 2019-2020

Contact officers: Name: Phil Saunders Address Loxley House, Station Street, Nottingham Tel: E-mail: [email protected]

Date: 9 June 2020

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(B.T Ref)

2018‐2021 Corporate Plan ‐ Statement Wording or Summary

Printed Corporate Plan Page No.

OwnerIs this action complete now?

What have you done to deliver the action so far

If not complete will it be delivered by the end of the plan in March 2021?

What further action will take place between now and 2021 to support the action

5We will play an important part in tackling crime and anti social behaviour

7 ASB Ongoing

As well as our partnerships and relationships with NCC and CDP, TEM services reflect and influence the ward plans for each area of the city and TEM attend NAT meetings and Area Committee meetings. We take swift and effective enforcement action where there is crime or disorder associated with our properties or our tenants. Our terms and conditions of tenancy have recently been re-drafted to stremgthen ASB and crime clauses. We play a significant part in raising awareness through Hate Crime Awareness Week and by co-chairing the city Hate Crime Panel. We have provided additional knife crime awareness and training to our teams including working together with partners to tackle emerging issues such as County lines, drug dealing and Modern Slavery/Exploitation. Feedback on our ASB performance, remains slightly below our ambitious target, but for the last month was 92.3% (December 2019) and we have also reviewed how best to increase satisfaction, resulting in regular training being implemented at team briefings and further streamlining of processes, policies and internal documents. We are also progressing delivery of the ASB strategy.

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We will continue to have a strong working relationship with Nottingham Police and Community Protection Schemes to tackle crime, nuisance and ASB

29 ASB Ongoing

NCH work closely with partners in the City including NCC and the police, to make neighbourhoods safer. We have strong representation at all levels of the CDP board and Exec groups. Our Data sharing process has recently been reviewed and updated to ensure it is GDPR compliant. SLA agreements are being re-drafted to further formalise and increase the efficiency of our partnership with Community Protection (CP). We have regular Operational (fortnightly) with CP and we have monthly meetings with the police to ensure any issues are progressed in an way that maximises resources and minimises risk, including obtaining the best outcome for victims.

14We will maintain the quality of homes by maintaining the decent homes standard

22Asset Management

Yes We have invested over £92m since 2018. In addition to this we are still working to our Nottingham Plus standard which is over and above the Governments standard. N/A Continuation with the investment of £44m to ensure our Homes meet decency.

15We will deliver a programme of improvements in communal areas in blocks of flats

22Asset Management

Ongoing We have completed a pilot floor at Southchurch Court and we have started the full programme at Winchester and Woodthorpe.

No, this is a 3 year programme and is due for completion 2023.

The programme will be rolled out across the remaining blocks over the coming years. With BMK being the next blocks to move to. Architects are drawing up the scope of works and drawings to support delivery by CR&M.

17We will complete our programme of lift renewal including Pine View, Willow View and Victoria Centre

22Asset Management

Ongoing We have completed the lift renewals to Pine View and Willow View and work is ongoing at Victoria Centre. Yes. Works for the installation of the new 6no passenger lifts at Victoria centre will

be completed and commissioned by May 2020.

20

We will keep accurate and up to date housing stock condition records and use this to plan investment wisely, piloting the Eseebase system which will digitize records and look at the potential of Smart Home technology

22 & 26Asset Management

Ongoing We have continued with our Stock Condition surveys and update Keystone, which has allowed us to programme investment. We piloted the Eseebase system, but found that it does not fit our needs. We have fitted 21 Switchee smart thermostat into our homes.

YesWe will continue to keep accurate and up to date housing stock condition records and use this to plan investment wisely. We will continue to look at potential of Smart Home technology

25We will make sure that all our homes meet EPC D as a minimum

23Asset Management

No

Along with continuing to upgrade boilers, windows and doors, we have also delivered external wall insulation to c480 more homes, and deep retrofits to 121 homes with 138 more on site and external funding secured for 262 more. Our total spend on retrofitting since 2018 is £ XXX (not inc boilers)

No

We will continue to invest in energy efficiency and to explore the most cost effective way of achieving our longer term energy efficiency targets in line with the Council’s commitment to be Carbon Neutral by 2028. We have realised during this Corporate Plan that it is more cost effective to consider how to get to Carbon Neutral now, rather than invest to achieve EPC D and then find it more expensive to achieve higher standards. By March 20201 we will deliver the Destination Zero project which will allow us to test packages of different energy measures which can be applied incrementally, and will build this back into the capital programme.

63

We will offer hard standing and other car parking solutions as well as rolling out infrastructure to charge electric cars and remodel underused garage sites to provide other parking solutions.

28Asset Management

Ongoing

We have fitted electric charging point at Winwood, Strelley Court. We have installed parking solutions across the city, which has included Driveway. We have also assessed all of our garage sites and have stared a demolition programme to remove the unused garages and some of them are being used to build new houses.

Ongoing We will continue offer hard standing and other car parking solutions as well as rolling out infrastructure to charge electric cars and remodel underused garage sites to provide other parking solutions.

64Security at flats will be improved by better entry and cctv monitoring systems

28Asset Management

Yes We have installed new and upgraded CCTV and door entry systems at the woodlands complex 5no blocks Ongoing Continuation and completion of all the 13 no high rise intercoms across the

1508 apartments Completion by Dec 2020

66We will review the provision and funding of intruder alarms and the benfits they bring

29 CR&M Yes C,R&M remain committed to maintaining the intruder alarms that have been installed. However, due to economic constraints, there are currently no plans to roll this scheme to more tenants.

79We will seek to acquire Housing Association properties which may become available as a result of stock rationalisation

34 Development (MR)

On going

We have been purchasing properties from a Housing Assocation as properties come available. This is on a periodic basis in line with their disposal activities. Properties have been purchased for both Market rent and the NCH Dispursed Homeless scheme. The Dispursed Scheme for 2020/21 is proposed to be the last phase of aquistion programme

01/03/2021 Working closely with HA's to secure accomodation that meets the needs of the current scheme

80

We will offer our residential management service to other property owners and explore establishing a private sector leasing scheme and a social lettings agency

35 Development (MR)

Currently we have worked to create a private sector leasing scheme that supports the need for additional Temp accomodation for those in Housing Need. The team have also bid for the management of various private housing developments for PRS. Work continues with discussions ongoing with private developer for the management of their schemes.

on going This is a growth area and this area of work will continue in the aim to create further new business.

APPENDIX 1

73

9We will measure how well we are doing against our 5 goals

16 BT OngoingWe monitor performance on a quarterly basis and the reporting has been extended to each of the sub groups. We have undertaken an analysis of our progress against each of the 5 goals and this will be concluded at the end of the Corporate Plan

Ongoing Update for Board to support the development of the new Corporate Plan. Final report after April 2021.

53We will make sure our processes, systems and data continue to meet ISO9001 standards

26 BT Ongoing

We continue to review our processes in line with ISO9001. Internal Audit takes place regularly to determine compliance. Significant review undertaken as part of the migration of processes, procedures and forms to the new Corporate Filing System, ensuring that processes transferred are up to date. Further work required to improve the functionality of the Document Directory but this does not affect the QMS

Ongoing

Ong

57We will improve our top ten performance against all the KPI measures which are important to our customers

26 BT OngoingThere has been a decline in overall performance in a number of key areas. However when comparing with the wider sector, there are similar declines in performance. Indeed the key customer satisfaction measure has to date seen a bigger fall in satisfaction sector wide

OngoingChanges planned for 2020/21 in relation to performance reporting requiring responsible officers to provide clear Action Points to address performance which is below target and deteriorating.

111

We will be acclaimed for being innovative and forward thinking in the housing sector and have a structured programme of coninuous improvement

46 BT Ongoing

NCH has won a number of housing sector awards and accreditations since the start of the Corporate Plan, including Landlord of the Year. We have introduced new technology to deliver increased efficiency and have undertaken Reviews to support teams across the business including, damp and mould, doors and windows

Ongoing We shall continue to deliver Continuous improvement events to support teams and to undertake CEP reviews to assist in improving services for tenants

6We will use customer insight knowledge to improve what we do and deliver better value for money.

7 Customer Insight Ongoing Continue to use information from transactional surveys and feedback from these to service areas and you said we did updates. Ongoing

40We will use the 3C's process to improve service quality and improve our monitoring of it

24 Customer Insight Ongoing

Reviewed and refined Learning Outcomes log to ensure clear actions and learning are shared with teams and individuals and look at ways to improve service delivery.Learning Log updates rolled out across majority of complaints, with remaining minority being included as part of Covid-19 recovery plan. Manual recording of learnings necessary at this stage, with automation in progress. Learnings are recorded on all complaints either way. New Learning data integrated into quarterly complaints report as well as in the process of being included in monthly updates to key business areas. CR&M actively using learnings to identify and tackle key causes of complaints. Our intention is to use their process as a model for other areas to take business-wide.

Ongoing

16We will reduce fuel poverty and improve energy efficiency, targeting properties that will benefit the most

22 Energy Yes/Ongoing Continuation of the delivery of our Energiesprong role out and whole house retro fit is on going. OngoingContinuation of the delivery of our Energiesprong role out and whole house retro fit. Along side this we are looking at piloting air source heat pumps with additional top up measures to explore how these impact on fuel poor tenants.

26

We will pilot a range of energy solutions to deliver zero carbon '2050 homes' including renewable energy, battery storage and whole house retrofits.

23 Energy Ongoing

We have piloted the Energiesprong model on the West Walk properties and have also piloted a different approach on the Courts. Both have included a range of technologies, including batteries, solar panels and private wire, as well as communal heating from either ground source heat pumps or returns from the main network. On the Camden Close we are piloting ground source heat pumps on an individual property basis. The next phases will use air source heat pumps.

Ongoing

Another approach called Destination Zero is being trialled using funding from the UK Grovernent as part of the Whole House Retrofit project. This will enable us to implement measures incrementally. This will also pilot an energy module which includes heating, hot water, ventilation, energy storage and controls. Over the next 12 months we also need to carry out trials of heat pumps in different archetypes to help build our 2028 carbon neutral strategy. We are also rolling out the Energiesprong model to other properties to show how we can reduce cost by using a different technology package, whilst still doing all of the work at once.

27Where we can we will make our energy saving projects available across other tenures

23 Energy No

We have offered private landlords and tenants and owner occupiers the chance to have works done whilst we are delivering Energiesprong works. However the costs are currently prohibitive. We have been taking part in an initiative run by the Green Finance Initiative which is looking at financial instruments which will incentivise and enable private sector take up. We are working with Nottingham Energy partnership to develop options for local offers.

No

This is an on going challenge and it is unlikely we will completely solve this during this Corporate Plan. However we will continue to try and make offers available, as well as continuing to work with others to look at how these may be financed.

28We will seek with the city council to secure European Regional Development Funding to deliver the Energiesprong approach

23 Energy Yes

RDF funding has been secured for the Energiesprong roll out. BEIS funding has also been secured for a Whole House Retrofit Project. This includes Energiesprong solutions and 'Destination Zero' solution, this will deliver net Zero housing using knowledge gained from Energiesprong and fitting this into current asset renewal program within NCH properties.

29Our new housing will be built to high energy efficiency standards

23 Energy Ongoing The new build team are currently reviewing options for the energy standard which will be used in properties in the future to meet the new Government Future Homes standard. Ongoing

30

The Eastglade development will be an eco‐exemplar new community with the homes developed being low carbon, built using super efficient construction techniques

23 & 34 Energy NoThis has become an NCC site not an RP site and due to affordability the Eco-exemplar has been relooked at. The properties are now going to meet a lesser energy standard than the original plan than what an eco-exemplar project would.

No Properties will be delivered to the new agreed energy standard.

31We will reduce the energy and fuel we use as a business.

23 Energy Ongoing

New Solar PV installations on NCH site - Harvey Road installed Jan 2019.This Array has generated 113.69MWH of electricity resulting in avoided carbon emissions of 29.059 Tonnes of CO2 and the equivalent of planting 148 Trees, the cost of this electricity to purchase would have been £16,68Gas consumption at Harvey Road has decreased. Fuel consumption has decreased.

OngingFurther work is required to achieve carbon neutral standards. This could include further fabric measures, along with installing a new heating system for Harvey Road.

32We will secure the gold sustainability standard for the housing sector ‐ SHIFT

23 Energy Completed In 2018 NCH achieved the SHIFT Gold award.

74

60

We will provide excellent street and block cleaning, grounds and tree maintenance services along with our partners at NCC to ensure clean and litter/graffiti free estates

27Estate Caretaking

ongoing

House Mark app now fully launched across TES.Caretaking team managers are using the reports to focus caretakers on continuous improvements in blocks. HPMs are using the app to feed into local estate action plans for improvements on estates. SLAs for GM currently being developed by NCC. Escalation process reviewed to empower front line teams to discuss and resolve local issues.STAR survey results improving. Process introduced to record work completed at ILS by NCC and NCH. SLA for grounds maintenance being developed by NCC.

Stepped targets to achieve 5 star standards across our estates and blocks. High rise living capital works commenced which will improve the internal areas of the high rise blocks.

Improvements to pre inspection estate assessments and action plans will improve estate standards. Tenancy & Estate Management teams working with CR&M and Asset Management to identify ways to proactively identify capital work schemes on estates through a 3 year cyclical model. HPMs liaising with involved tenants including street and block champions to establish means to provide regular updates and capture local concerns.

NCH are working with NCC to develop a SLA covering grounds maintenance which will increase the control and management NCH has in the management of our estates. A 4th Caretaking team manager has recently been appointed which will allow for improved monitoring of work carried out on our estates and relationships with our partners.

10

We will have renewed our long term partnership agreement with NCC, defining with great clarity which housing revenue account assets we are responsible for managing

22 Governance on going a 30 year Partnership Agreement is currenlty being finalised between NCC and NCH. Once agreed and signed, it will be submitted to the Secretary of State for approval. yes meetings with NCC and submission to the Secretary of State for approval.

78

Our approach to procurement will seek to ensure value for money while helping to support local businesses, local employment and social enterprises

34 Finance Yes Formally established this approach in our new Sourcing Strategy. Approach is adopted though our service plan and procurement decisions and procedures. - -

55We will hold personal data securely and fully comply with GDPR requirements

26 Governance Yes All NCH staff have annual GDPR training to ensure continuing compliance.

113We will review our governance structure and our boards ensuring listening to residents is at the heart of what we do

46 Governance Yes Creation of an ALMO Board with a tenant being the Chair of the Board. Tenants make up 60% of Board Members

52

We will have a digital offer which works for our customers while reflecting their diverse needs, making sure as many of our customers as possible have the opportunity to be digitally active.

26 ICT Yes

We have launched Housing Online to allow customers to check their rent balance, update their contact details and apply for housing. In the coming year we will start to offer repair booking. A digital inclusion group has been set up that will meet every 6 - 12 weeks to look at additional activities to support our customers.

yes Continue current approach

107

We will continue to work in partnership with NCC's IT service to deliver ICT improvements and provide staff with the correct training and resources.

45 ICT yes

ongoing. All systems have been upgraded. All kit has been replaced to windows 10, and laptops provided to 99% of staff. All kit aligned to NCC strategy and bought using NCC commercial arrangements to drive VFM. All mobiles now on O2 (not split between vodaphone and O2). Mobile phones have been replaced and all mobile phones have email. The intranet has been replaced and made available on laptops and mobile devices. All staff now have IT equipment, whether it be a tablet or laptop / desktop. Office 365, Sharepoint, Skype all available on the Learning Zone.

yes Continue current approach

109We will deliver mobile working solutions across the business

45 ICT no to complete in next 2-4 months. Mobile Working project delivered new tablets to trade colleagues and caretakers. Currently completing gas and electrical certification via electronic means. yes continue with gas and electrical certification project

110

We will seek to learn from and adopt best ICT practice from elsewhere considering new technology e.g. A.I, drones or driverless vehicles

45 ICT ongoing Attend events with HQN, HouseMark, Housing Tech to understand current trends. Working with suppliers to understand their roadmaps. yes Continue current approach

18We will ensure all Independent Living Schemes benefit from Grander Design Improvements

22 ILS OngoingA programme of refurbishmenet of remaining schemes has been scheduled for each year of the Corporate Plan. We are currently in the 2nd year of this programme and it is likely that 4 of the 6 schemes scheduled will be completed by year end

YesCompletion of the programme of works is subject to CR&M resourcing delivery of the programme to enable both scheduled schemes to be completed in addition to the 2 schemes not likely to be completed in 19/20

49We would like to explore accomodation for older residents with specific needs and designate certain ILS 'Pet Friendly'

25 ILS Ongoing

NCH already has pet friendly schemes where these properties have access to their own gardens (336 homes). Pet friendly schemes are being piloted in 4 courtyard schemes in the City comprising a further 72 homes. The pilot will be evaluated in July and if impact is positive then it is likely that all non-corridor schemes will be designated pet-friendly (57% of ILS homes). Creation of a scheme for those with complex needs is more problematic as it will likely involve development of a new scheme. Early discussions are being held with Adult Social Care over use of the Willows for such a scheme

Yes Review of the pilot in July and decision as to full roll out. Progression of discussions re Willows site

50

We will make sure our ILS residents have stimulating and rewarding opportunities helping tackle isolation and improve mental and physical wellbeing

25 ILS Ongoing Increased the availability of activities from an average of 263 per month in 2017/18 to 437 per month year to date Yes Continue current approach

51

We will complete the refurbishment at Woodthorpe and Winchester Courts and open our first extra care housing as part of Winwood Heights retirement village

25 ILS Yes New build and refurbishments of towers complete. Only work outstanding is refurbishment of tower block foyers which is currently in motion

83

To help make Nottingham a SMART city we will make full use of NOC new assistive technology offer which will demonstrably provide cost effective solutions to the council and health authorities

38 ILS Ongoing

AT range expanded and new solutions contiuously sought. AT is now embedded into social care process - Activity Assessment forms part of process for determining appropriate care in high cost placements. Winter pressures initiative demonstrated actual savings to social care of £116k - a 3:1 return on investment. Safer Walking pilot introduced - currently being evaluated

Yes Continue engagement with social care and health partners. Continue evaluating new equipment solutions

75

84We will improve our marketing so that local people who can benefit from AT services are aware of what we offer

38 ILS OngoingExternal marketing support commissioned. Website completely redeveloped. Now prominent on search engines and 10 fold increase in hits on site. Social media adverts commenced. Public demonstration event planned

Yes Continue developemt of website and marketing approach targeting both 'users and choosers' of service

85

We will manage a hospital to home service across greater Nottingham and work with the council to create further extra care provision, including short stay beds

38 ILS & Lettings Ongoing

Assessment beds available at Winwood Heights. Discussions ongoing with social care around redevelopment of Willows site and conversion of Foxton Gardens to extra care.NCH manages a ‘Housing to Health’ Scheme which is part of the Housing Options team which is jointly funded by NCH and the CCG. The scheme has approved funding until April 2021 with a potential for a further 12 months extension. The scheme provides a handholding service supporting Nottingham City citizens of any tenure who meet the scheme criteria into alternate suitable housing who are unable to be discharged from Nottingham NHS beds or are at risk of readmission. The service operates across the Nottingham city and will support the ILS work which is ongoing with the council to create further extra care provision, including short stay beds. This partnership will assist in reducing costs to social care for high cost temporary residential/care home accommodation.

Yes Further discussions with Social Care

86We will explore the business case for NCH operating its own in house care service

38 ILS Yes Business case produced. Not a viable proposition for NCH

87We will manage an adaptions service on behalf of the City Council

38 ILS Ongoing Obstacles have been put in place to transfer, mainly around potential pension strain. Options appraisal undertaken by NCC Potentially The decision to transfer is likely to be based around the ability of CR&M

Commercial to deliver DFG adaptations at a competative rate

19We will ensure empty homes are refurbished and re‐let efficiently, with high levels of satisfaction from residents moving in

22 Lettings Ongoing

• ART YTD is 33.12 days

• Customer satisfaction YTD is 98.6% yes

• Robust performance management is in place with daily dialogue between allteam members to ensure homes are let as swiftly as possible• Close monitoring of budgets and escalation of issues• Work is underway to transfer management of gas recommissioning to theVoids team to address some delays in recommissions • Continued promotion of the customer satisfaction survey to increasecompletions. Identification of common trends to improve satisfaction where needed.

41

We will review the lettings and allocations policy with NCC to make sure the scheme is transparent, fair and meets the needs of the local people.

24 Lettings Ongoing

• The Allocations Policy has been reviewed and approved alongside NCC• Project plan in place with ICT to implement the policy by end 2020• We are acting lawfully in regards to how we operationally manage general and homelesshousehold joining the housing register.

yes

• The new policy is starting to be built in the test part of Northgate. In the newfinancial year it will be transferred to the live system. • Phase one, live in August 2020 brings in the new policy with the exception ofthe financial checks. • Phase two will commence immediately after with the policy fully implementedby end 2020

42We will improve the Homelink website and make it easier for applicants to self‐serve

24 Lettings Ongoing• Project group working with ICT.• New website in same format as new NCH website. Mock up reviewed. yes

• Agreeing key information for homepage and narrative for this, and other,pages.• Ensuring improved accessibility and customer journey. Eligibility calculator tobe incorporated. Increased promotion of Mutual Exchange.

43

We will support people on the housing register with advice and assistance, especially for people with additional needs to find suitable properties

24 Lettings Ongoing

• Monthly surgeries in the community with laptops for customers to use.• Step by step guides produced, training provided to Hostel support workers.• Home visits available where required.• Dedicated worker supports the Leaving Care team.• HomeLink Support Officers support those who may priority housing on medical and socialgrounds.

yes• Continue monthly community surgeries with consideration given to increasingfrequency of these to fortnightly when the new Allocations Policy and 'Housing Options' module are introduced in late 2020.

44We will explore more what we can do for people looking for one bedroom accomodation

24 Lettings Ongoing

• Mutual exchange surgeries to release properties• Matches for under and over occupiers• Proactive communications and information / invites to surgeries• Staff training to identify occupancy issues• Influencing the Development and Asset Management teams to build more one bedroomaccommodation• Signpost to NCH Market rent properties or private rented accommodation.

yes

• Continued proactive communications

• Should be on site to start new build at Southchurch, Oakdene, Chingford,Beckhampton and Tunstall before end 2020, all of which will include flats.

45We will encourage mutual exchange, help residents affected by bedroom tax downsize and free up larger size homes for other families

24 Lettings Ongoing

• Rightsize is a Nottingham initiative to help people move into the right size property for theirhousehold’s needs, specifically tackling under occupation and overcrowding.• The Allocations Policy awards a higher band to applicants giving up high demand family typehomes which are no longer needed and support is offered to move into one bedroom general needs or Independent Living flats.• Dedicated Mutual Exchange team supports tenants who are under or over occupying andreduces the need to apply for housing via HomeLink• Quarterly Mutual Exchange surgeries introduced in 2019 at locations across the city, withHomeswapper in attendance.

yes

• Surgeries to be continued• Further strengthen links with the Homeswapper team• Integrate Mutual Exchange process into in-house ICT systems• Improved promotion of Mutual Exchange on HomeLink website.

89We will explore the potential to create a charitable arm for the benefit of residents

39 Mark Lawson No

Various options and approaches have been explored; Registered Charity or Community Benefit Society being the main two. Whether the charity should be a subsidiary in the NCH Group of companies has also been considered. Current view is that the charitable vehicle is more likely to attract external donations by being a stand-alone, tenant-led charity with support from the NCH group. Draft Articles of Association have been written in the Charity Commission standard template form.

Yes

Complete the charity constitution and the detail behind it that drives the charity's purpose. Agree a name and recruit the initial Trustees. Consider the synergies with Community Asset Transfer legislation and whether this provides opportunities for the charity. Consider how the charity will operate on a practical level and what support it will need from the NCH group administratively and funding-wise. Submit the application to the Charity Commission and commence collating potential projects ready for approval.

76

75We will develop sites for market sale, low cost home ownership and market rent

34 Market Rent on going

Plans were in place for the build and sale of properties being planned for a site in the North of the City. However these plans have changed with the emphasis on developing some new build sites for the letting to the PRS market, rather than for sale. The Meadows Police station site is being built by NCH and will be let for PRS during 2021

Ongoing The Meadows Police Station development will be completed by Spring 2021.

88NCH Enterprises Ltd will grow the market rent business, including regenerating the Arboretum in partnership with NCC

39 Market Rent on going Close working with NCC to deleiver the scheme continues with completion of the lease for the 1st phase of properties planned for transfer at the end of March 2020 4 years

Once transfer takes place of the 1st Phaseof properties, Consulation with leaseholders and other stakeholders will take place along with the delivery of the work programme. Planning will also take place for the 2nd Phase of properties, with the completion of leases etc inline with the overall programme.

91We will continue to improve the way we keep staff informed

41 Marketing OngoingWe have increased the membership of the staff Facebook page, and have launched a new intranet. We are currently reviewing the content and delivery platform for 'Round the Houses, the staff magazine.

Actions will continue as the process is ongoing Ongoing development

98Our culture will make sure we value the efforts our collegues make and ensure success is recognised and compliments shared

42 Marketing OngoingWe have developed a culture of recognition and congratulation on the staff Facebook page, which is seeing staff across the business complimenting collagues and sharing success. We also continue to celebrate success in 'Round the Houses.

Actions will continue as the proccess is ongoing Ongoing development

2We will deliver a substantial building programme

7 New Builds On going We continue to deliver a significant number of new homes with 279 completed since April 2018 and a further 57 completing by March 2021. On going As well as completions, we also have a 430 properties due to start on site

before March 2021

58We will deliver attractive, safe and welcoming estates by working with our partners in the City Council and others.

27 New Builds On goingWe work with partners across the City Council including Regeneration, Urban Design, Planning, Public Realm etc to ensure that our proposed schemes deliver against the commitment to deliver good quality housing.

On going

70

We are committed to building new homes to a high quality with emphasis on good design, construction standards, energy efficiency and reasonable room sizes

32 New Builds On going

We continue to design homes which fit into the neighbourhood, are affordable and easy to run and have enough space for everyday life, including family meals, room for homework and plenty of storage. Our approach to good design has been recognised with a number of awards including the the Silver Award for 'Retirement Housing 37-43 Units' at the National Housing for Older People Awards 2019 for Strelley Court.

On going

71

We will explore potential sites that make use of underused or unused land and assets on housing estates, and we will review the arrangements for the storage of residents belongings from abandoned properties to free up sites we can build on.

33 New Builds On going We regularly review sites for potential development opportunities and will be developing 36 new flats at site of underused garages at Southchurch Court. On going

72We will consider innovative opportunities such as airspace developments that build on top of existing structures

33 New Builds On going Whilst we have not yet identified a site where this might be considered, we remain open to the potential of delivering more new homes this way. No

73

We will increase our capacity and capability to deliver the planned programme of new build developments and recruit additional experienced project and programme leaders

33 New Builds Yes We have undertaken successful recruitment to increase capacity and capability, including the recruitment of a new Assistant Director of Development.

74

NCH RP will develop a constructive relationship with Homes England and bid for resources to support our new build programme as well as bidding for delivering Section 106 affordable housing.

33 New Builds On going We are buiilding a stronger relationship with HE including having regular quarterly review. We have successfully secured grant funding to deliver 8 properties of move on accommodation. On going

76We will build using Building Information Modelling as standard

34 New Builds We are looking to standardise our house types to increase effiency and to provide greater cost certainty and life cycle costs. No

77We will make best use of off‐site manufacturing and / or modular build solutions

34 New Builds On going We remain open to the use of off-site construction and modular solutions however we are not actively seeking to introduce this on current sites. No

3We will help people into work through learning and skills programmes.

7OD (Employability)

Ongoing

New Employability Strategy implemented in 2018. School Employability Offer is due to launch in April following consultation with schools on how NCH can support their employability. Continued partnership work with Nottingham Jobs and utlising Nottingham Jobs Fund when appropiate.

Employability has increased tenant employment at NCH from 4 in 2017/18 to 21 in 2018/19 and 19 so far in 2019/20. Emloyability has also support recruitemnt for contractor Melius Homes and supported them to appoint their first ever two apprentices.

4We will support Health and Wellbeing programmes.

7 OD Ongoing

NCH now have a comprehensive H&B programme in place which to date has delivered a number of initiatives including:Health MOTs for EmployeesIncreased Physio sessionsFinancial 'health checks' run by HSBCTrained Mental Health ChampionsTeam specific health adviceHealth and Well-being Roadshows

Yes Additional initiatives including company wide fitness events, involvement in national events e.g. men's health week and focus on nutrition and healthy living

8We will target actions to make sure that underrepresented and disadvantaged groups benefit from services that meet their needs.

14 OD Ongoing This is now part of the new Equality and Diversity strategy and will be a key priority for the E&D Manager Yes There is an action plan as part of the E&D Strategy to address this priority

77

69

We will maximise opportunities to help residents into training and employment and work with partnership agencies like Nottingham Jobs, Future Advice Skills and Employment and local schools, colleges and universities as well as using our own training and apprenticeship programme

30OD (Employability)

Ongoing

New Employability Strategy implemented in 2018. School Employability Offer is due to launch in April following consultation with schools on how NCH can support their employability. Continued partnership work with Nottingham Jobs and utlising Nottingham Jobs Fund when appropiate.

Employability has increased tenant employment at NCH from 4 in 2017/18 to 21 in 2018/19 and 19 so far in 2019/20. Emloyability has also supported recruitment for contractor Melius Homes and supported them to appoint their first ever two apprentices.

Yes

90All new starters will receive a high quality NCH induction, annual appraisals and regular one to ones

40 OD CompleteNCH induction is in place for all new starters. Appraisals all run through the learning management system and non-completion is reported to EMT level. A new appraisal and 1:2:1 form has been rolled out and this is built into all management training and inductions.

92We will identify the future employment needs of NCH and make sure we have the right people with the right skills in place

41 OD OngoingWorkforce planning is being carried out to identify future skills gaps in order to support talent pipelines into these areas. A range of initiatives are in place to support talent coming into NCH including the apprenticeship scheme and use of the apprenticeship levy.

Yes Succession Planning to be completed in 2020

93

We will recruit, develop and retain talented individuals and create entry level jobs where possible, encouraging career development from within

41 OD Ongoing

A number of our employees are enrolled on courses through the apprenticeship levy supporting internal career development. In addition, NCH have rolled out a leadership and management programme and continue to support wider management programmes including Future Leaders. All employees receive an annual appraisal and 360 degree feedback was conducted with EMT and SMT

Yes

Succession Planning to be completed in 2020. We are also currently looking at an offer for aspiring managers and are revising the coaching and mentoring scheme. 360 degree feedback will be rolled out to tier 2 and tier 3 managers as part of the appraisal process

94We will provide a state of the art training facility at Harvey Road

41 OD Complete The training station provides 2 fully equipped classrooms and 1 breakout room for internal and external training.

95We will recruit record levels of apprentices and trainees, especially in construction

41 OD Complete NCH currently have 98 individuals enrolled on an apprenticeship including 38 in a construction related discipline

96

We will work with partners such as Nottingham Jobs, Futures, CITB, the DWP, schools and colleges to offer work experience and recruit more local people

41OD (Employability)

Complete

We have been working in partnership with Nottingham College, Futures, NCC and CITB to deliver a £1m Construction Skills Fund project. The project has engaged with over 700 people and has helped over 300 people to become 'site ready' via training and employability support. It aims to support 195 people into construction related jobs and has so far secured circa 70 jobs.

We are also a delivery partner of Way2Work, working in partnership with NCC, to help engage 675 unemployed city residents and support 160 into employment.

97We will be in the Top 100 National Apprentice Employers and demonstrate our ambition by competing in the Brathay Apprentice Challenge

41 OD Needs reviewing

Last year we did not reach the regional finals for the National Apprenticeship Awards so were not able to secure a Top 100 place.

Brathay unfortunately lost their funding so are not currently running so at present this part of the goal is not possible.Top 100 apprenticeships have changed the way they assess their top 100 employers this year. It is no longer linked to who gets an apprentice into the finals.We have entered as an employer, but have not entered an apprentice. The finals and the apprenticeships awards have been placed on hold due to Covid-19. However they have said an announcement of some sort will be made in June.

In PartWe have entered as an employer, but have not entered an apprentice, although finals are on hold due to Covid 19. An update is expected in June

102We will have record low sickness rates including initiatives that thelp staff back into work as early as possible

43 OD OngoingSickness rates had fallen to 10 days per individual, per year and further work is continuing under a revised sickness absence policy. NCH have also employed a Health and Well-Being Lead who as part of their role is assisting in supporting those off on long-term sickness back into work

Yes

103We will make sure that our workforce better reflects the diverse communities we serve and every employee is treated fairly

44 OD OngoingA new Equality and Diversity strategy is now in place to support this action. This will be monitored through various data sources including our gender pay gap and progressed through the Equality and Diversity steering group and staff forums.

Yes Regular statistics are now presented to the E&D steering group to target initiatives in Employabilty, Recruitment and Development,

104We will continue to be a Stonewall diversity champion

44 OD Complete We are a stonewall diversity champion and placed 44th in their top 100 employers in 2019

105We will work with the Disability Confident Framework and Future Leaders of Nottingham programme

44 OD Complete We have 4 individuals enrolled on Future Leaders and continue to work with the Disbaility Confident framework

106We will address our gender pay gap and report this on an annual basis

44 OD OngoingWe are continuing to report on our gender pay gap and have put in place several actions to continue to reduce this. This work is ongoing through our E&D Strategy and work with the Women's Network employee group.

Yes

46

For new residents we will explore the potential to obtain a payment of rent in advance, offer a range of payment channels for all our customers and help with early intervention if payments are missed

25 Rent YesWe now complete a pre-tenancy assessment for all applicants to measure their financial capability. As part of this process we establish their level of disposable income and set a level of rent in advance to be paid. We have collected over £78,000 in the first twelve months.

Yes

We will continue to take rent in advance payments from new NCH tenants. We will also offer support through our Tenancy Sustainment Team and Universal Credit Team to help residents manage their money and pay their rent when due. The Universal Credit Team gives specialist help to tenants to manage their Universal Credit claims.

47We will support residents through welfare reform particularly Universal Credit

25 Rent On-going

We have establsihed a specialist Universal Credit Team in order to support tenants. The team is made up of seven Rent Suppprt Officers (RSOs), with a Manager and Admin Officer. The RSOs are based in the Job Centres for part of their time and DWP staff refer NCH tenants directly to them for help.

Yes

See point above. We have reviewed all our processes in order to support tenants to claim Universal Credit and to ensure that our income stream is protected. The Welfare Reform Project Board continues to oversee the work of the team and we work in partnership with other agencies to provide the bset possible service to our customers.

48We will work with partner agencies such as Notingham Credit Union and Advice Nottingham to help people mange finances.

25 Rent On-going

We work closely with the Credit Union and Advice Nottingham to support tenants to manage their finances. We regularly refer people to Citizens Advice, Welfare Rights and St Anns Advice. We attend the Advice Forum and Advice Liaison Meeting, both of these groups are made up of local advice agencies and enable us to work in close partnership.

Yes

We will continue to work with all local partner agencies to ensure that our tenants are fully supported. We attend the local Financial Resilience Partnership and contribute to its action plan. We also work with the DWP to fully support our tenants in receipt of Universal Credit.

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21

We will implement modernised repairs and maintenance service standards attending emergencies 24/7, establish a new dedicated out of hours service and respond to all other priority repairs at the residents earliest convenience.

22 Repairs Partially

Service standards have been communicated to all colleagues and implemented.All repairs trade colleagues now receive their work electronically, enabling a more flexible and agile service.A new 'E-Team' is being piloted from March 2020, which will be responsible for responding to all emergency jobs.Work continues with key stakeholders (e.g. Business Transformation / CSC) to review processes and ensure customer journey is as stream-lined as possible.

Yes Full rollout of the 24/7 'E-Team' after pilot review

22We will cross train our tradespeople in order to deliver the maximum number of repairs right first time.


The expectation within C,R&M is to ensure the maximum number of repairs are completed right first time. To enable this expectation, phase 1&2 of cross-training was completed in 2019, which gave attendees further craft skills to reduce the number of jobs that require an additional appointment for a different trade.

Yes Final phase of training to commence and conclude in 2020

23We want residents to be able to report repairs online more easily and manage appointments at their convenience


NCH is committed to improving our self-service offer to tenants and encourage customers to use our online services as their preferred option. We are currently working on integrating our online repairs booking software in order to directly interface with our repairs process instead of sending an email to the contact centre to raise manually.

The upgraded ‘Inter-finder’ system will enable customers to raise and book non-emergency repairs appointments online (at their convenience) rather than having to go via the contact centre.

Upgrading Interfinder and integrating with our repairs process is dependent on successfully updating repairfinder and it is anticipated that the repairs module within ‘Inter-finder’ will be activated by the end of July 2020.

Yes Build, integration, test and launch to take place in July 2020

112We will renew our fleet and move towards electric and hybrid vehicles

46 Repairs Partially Following a fleet review, EMT have approved delaying the replacement of the fleet until 2022. Ten electric vehicles have been purchased in 2019/20 through a joint partnership with NCC No

A vehicle specification will be completed in 2021 to determine the number of vehicles required to support the requirements of the business, while embracing alternative fuel technologies.There is a commitment to procure a greener fleet, however, enhancements in technology is required to match the demand, including range and load capacity

1We will work with our residents to keep our homes safe and manage the Council's investment in additional fire safety measures

7Safety Asset Management

NoWe have undertook fire safety works across all of our highrise blocks including upgrading fire doors to flats and communal areas, fire stopping, We have also fitted video intercoms and PA systems to 12 blocks.

Yes We will complete all of the outstanding fire actions .

7We will engage with the regulator as well as residents to make sure we can drive up safety, quality and service

10 Safety OngoingRe fire safety, there is on-going contact with NFRS as required. A representative is invited to the monthly Fire Risk Management Group meetings.We have limited engagement with residents during the Fire Risk Assessment process only.

Yes This process is an on-going rolling programme of consultation and involvement of the NFRS.

11We will make sure our homes are safe and meet all legislative standards including annual gas servicing

22Asset Management

No NCH have created compliance dashboards that show how we are performing against compliance. We have also created a Building Safety Policy that was signed of by the board. Yes We will continue to make sure our homes are safe and meet all legislative

standards including annual gas servicing

12We will enhance fire safety by fitting all high‐rise tower blocks with sprinklers

22Asset Management

No To date we have fitted sprinklers into 12 of our Highrise Blocks Yes We are fitting sprinklers into the last block, which is Victoria Centre. This will be completed in 2020.

13We will risk assess other properties to identify where else sprinklers would be beneficial

22Asset Management

Yes We have risk assessed all of our low rise properties and identified where sprinklers may be required. Yes Continue to carry out yearly risk assessments to ensure our blocks are safe.

100We will achieve compliance with the new health and safety ISO45001 standard due in 2021

43 Safety No Due to Covid-19, the transition deadline has been moved back to September 2021. Theorganisation is working towards achieving the transition from BS OHSAS 18001 to ISO 45001.. Possibly In the event that the revision is not complete by the original date of 11th March

2021, it will be completed before the revised deadline date of September 2021.

101

We will ensure everyone is trained in Health & Safety and reduce the number of incidents under our control. We will see if our approach to asset safety checks can use smart technology and more efficient integrated cross‐organisation solutions

43 Safety No

Training provision is made available. There is currently difficulty with colleagues being scheduled to attend the training programmes. Regular training reports are provided to C,R&M where the majoirity of the bespoke training is targeted.

Asset safety checks are managed by Asset Management.

Yes

54Every resident will have at least one Regular Tenancy personal visit over the lifetime of this plan

26 TEM Ongoing

We are currently devising a meaningful tenancy visit procedure, led by HoTES. Once the procedure has been finalised, we will be in a position to complete delivery of this action.High rise tenants getting annual visit. Meaningful visits carried out by HPM,HMA,RAM,TSO,ILC and now Gas Servicing team. Numbers expected to rise quickly now Gas Service team included

Yes Ongoing visit management

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56We will have an effective partnership with Derby Homes supporting our and their Metropolitan Strategy

26 (TLI) Yes

TLI met with Derby Homes and shared strategies, involvement structures and projects. This work has helped to inform the development of the new TLI Strategy most specifically with regard to the NCH Involvement Structure, the use of community facilities and independent living communal facilities and how we work with local partners to take a collaborative approach to supporting and working with community groups and volunteers.

We are taking a task and finish style approach to service consultation, review and improvement – this works really well at Derby homes and is something that has already had an impact at NCH through the recruitment of Involvement Pool members who sign up to take part in a number of volunteer roles including supporting the complaints panel and service scrutiny.

TLI are working closely with NCC, NCVS and other local social housing providers to get a better understanding of the needs of our communities to ensure that funding available gets to the right people and delivers the best vfm for our residents in terms of positive impact on the community and the lives of our residents.

59We will work with residents to deliver resident led improvements in neighbourhoods

27 BT (TLI) YesACE inspectors have helped deliver the new 5 star estate assessments that have driven estate action plans. All issues from the ACE reports are entered onto a shared drive file that can be viewed by all department managers and revisits have shown some tremendous improvements.

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We will support and apply for accreditation with the Domestic Abuse Alliance and continue our work with Nottingham's Sanctuary Scheme and the Priority Families Programme

29 TEM Ongoing

Relationships with Nottingham Sanctuary and Priority families have been maintained by regular referrals and liaison. Understanding of Domestic Abuse within TEM is good and training has been given to HPM's and new staff. An e-learning module on Domestic Abuse has been devised and will now be available for all staff. DAHA accreditation is being investigated and SNHM is conducting a sel-assessment. Following this, a project team will be set up enable this to be implemented as a company-wide initiative. Initial assessment has shown that significant resource will need to be provided by a project team to achieve this action.

yes Complete corporate service review and action plan required

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We will support the city council with the Homeless Reduction act and ensure NCH evictions do not add to the council's homeless responsibilities and do all we can to avoid using bed and breakfast in all but exceptional circumstances

36 Lettings & Rents On going

We have a target to reduce the number of evictions carried out for rent arrrears year-on-year and we have achieved this over the period of the Corportae Plan. We have created the Eviction Prevention Policy in partnership with NCC and meet every fortnight to review cases at risk of eviction. Support packages are put in place to ensure that as many famalies as possible are able to sustain their tenancies. We are committed to supporting the council with minimising the use of B&B through a number of ways, including targeted lets to homeless families and increasing the supply of temporary accommodation. We helped the council to achieve the target of zero families in B&B for Christmas 2019.

We will continue with the actions already outlined.

24

We will make sure that residents have a good understanding of their own repair responsibilities and use online 'how to' videos and DIY training to equip them.

22 TLI Yes

We have delivered bespoke FREE training courses through our Tenant Academy which are open to all residents and community volunteers on how to do repairs, maintenance, DIY and decorating in their homes. NCH colleagues regularly attend and deliver interactive activities at events across the City to demonstrate how to repair and maintain homes. We have lots of information in NCH News to for those who dont want to attend a course or an event. This is included in the key outcomes within our TLI Strategy 2019 to 2022.

We will continue to deliver bespoke training for all residents and volunteers and make sure our repairs and maintenance team are creatively in attendance at events across the City whenever possible, particularly the NCH Fun Day.

33Residents will have a real say in how services are delivered and will have numerous ways of getting involved

24 TLI Yes

Residents are provided with a variety of ways to get involved in service review, scrutiny, development and improvement at all levels across the business. NCH have a new tenant led ALMO Board with space for up to 6 residents and an open dialogue maintenance with EMT and SMT. Residents are encouraged to get involved doing as much or as little as they want as often as they want. We are recruiting more residents to our Involvement Pool so we can stay in contact with those interested and offer many different ways - such Street and Block Champions, ACE Inspectors, Complaints Panel, Communications, Equality and Diversity, Service Scrutiny and many other service specific consultation and engagement activities and events. We also work with local community groups, Tenants and Residents and partners to support the delivery of activities and events for local neighbourhoods including green space projects.

We will continue to recruit more residents to get involved to help develop a more diverse involvement pool representative of the residents we serve and deliver creative opportunities for our residents to have a real say in how we deliver and improve our services.

34

We will support our street and block champions and provide them with the knowledge, sklills and tools to help improve their neighbourhoods

24 TLI Yes

We have worked with our Street and Block Champions to develop and deliver bespoke training courses for them to carry out their day to day role and develop new and relevant skills to help them continue to make a difference for their communities and local neighbourhoods. Some of our Street and Block Champions have gone on to do different voluntary or paid roles following the training and work experience they have received.

We will continue to review the quality, delivery and effectiveness of the training and support to ensure that our residents can maximise on their learning and get the support and guidance they need.

35

We will continue to support the development and maintenance of local Tenants andResidents Associations and focus on supporting groups to find and apply for wider funding streams, in addition refreshing our own grant funding for TRA's.

24 TLI Yes

We have worked with local Community Gardens such as Summerwood Community Garden (100 Trees Project and funding and Grow Cook and Play sessions), Bulwell Forest Garden (Grow Cook and Play and Yoga sessions), Windmill Community Garden (season events and activities for families and individuals including wood carving and grow cook and eat sessions). We have supported other local community groups and TRAs to continue to deliver activities that enhance the lives of our residents and make a difference for their community. Groups are supported by their Tenant and Community Involvement Manager.

We will continue to provide this level of support and seek new ways to access external funding and work more closely with local partners.

36We will continue to support our customers to learn through participation in the tenant academy.

24 TLI Yes We have increased attendance at needs led Tenant Academy Courses in the last few years from 440 per year to approximately 2000 per year in 2019/20.

We will continue to engage with our residents to identify need and work with partners to identify externally funded courses.

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37We will support the Benefit to Society campaign that proactively challenges misconceptions of social housing residents.

24 TLI YesWe have worked with our involved residents to constantly share positive life stories and contributions with regular updates in NCH news, on social media channels and by recognising the contribution of our volunteers at our Annual Tenant Awards cerermony.

Continue to fund annual tenant awards and further the develop the use of social media to promote our residents as a benefit to society.

38

NCH will support community events including the Fun Day, Garden Competition and Tenant Awards as well as wider public events such as Nottingham Carnival, Nottingham Pride and Black History Month.

24 TLI Yes All events have been delivered as promised with record breaking attendance particularly at the 2019 annual fun day which attracted a record crowd of 2500 residents.

Funding continues to be in place to deliver key events but further sponsorship and social value contributions will be sought by working with external partners and local contractors.

39

We will support customers to lead healthier lives as part of the Fit in the Community programme and work closely with local partners/stakeholders.

24 TLI YesWe have continued to work with local delivery partners to identify and promote a more active and healthier lifestyle and opportunities available through a variety of sporting and non-sporting activities such as gardening being regularly signposted to residents.

We will continue to support the delivery of activities to get our residents more active and leading happier and healthier lifestyles working in partnership with community groups and volunteers.

61

We will work with the council to deliver the valued Garden Assistance Service and support NCC to deliver Green Flag Awards on our estates

27 TLI YesWe have been working in partnership with Parks and Open Spaces to identify and deliver green flag spaces on NCH Managed land. Our role has been to ensure that there is full community involvement in the delivery and maintenance of the sites.

Continue to support Parks and Open Spaces with the delivery of green flag spaces and estates.

62We will support residents who wish to create community gardens and local food growing initiatives

28 TLI Yes

We have supported many green initiatives across the City including the Just Grow project which has worked in partnership with 3 key community gardens to deliver projects that improve local green spaces and teach our residents to grow cook and eat more heathily. These sessions have proved to reduce loneliness and isolation of our more vulnerable residents and life long friendships and support have been developed. We recently launch a new community garden - Fircroft, which is now in its development phase in terms of recruiting more volunteers - the first event has been delivered in February 2019 and was well attended by local residents and families. This was delivered in partnership with the local school and FOSA.

We will continue to work with community gardens to deliver grow cook and play sessions and other bespoke activities through the Tenant Academy Prospectus. We will also be working closely with Independent Living residents to encourage their attendance and involvement - getting more of our older and more vulnerable and isolated residents involved.

68

We will have a focus on engaging young people, supporting them to become more involved with organisations like the National Citizen Service, Police Cadets, Scouts, Girl Guides and St John Ambulance

30 TLI Yes

Through the delivery of the Engaging Young People Action Plan we have developed positive working relationships with the National Citizen Service, Police Cadets and the Scouts. Promoting opportunities across the City to get more of our younger residents involved. These key partners were invited to the annual fun day to promote opportunities and attend many other local events across the City to engage positively with our residents.

We will be reviewing the delivery of the next phase of the action plan through consultation with all key local partners including NCS, Police Cadets, the Scouts and local community groups.

99We will continue to run the STAR awards and nominate deserving colleagues for accolades such as TPAS or UK Housing Awards

42 TLI Yes

Our Tenant Academy and Events Manager has taken a lead role in Your Forum and the delivery of the STAR awards with the support of the Communications and Marketing Team. There was a record number of nominations received in 2019 due to the creative internal communication and promotion of the importance of valuing our workforce in line with Best Companies priorities. The event was a huge success in 2019 and nominations are already being received for 2020 with the opportunity to nominate never closing.

An action plan has been developed to deliver Your Forum activities in line with Best Companies priorities and the STAR awards will form very much part of this. The Tenant Academy and Events manager as Chair of Your Forum will be taking an active lead in getting more colleagues involved in the support and delivery of the STAR Awards to ensure we are able to recognise colleagues who go above and beyond across all sections of the business.

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NCH Group Performance report Annual Report 2019-2020

APPENDIX 2

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1

Introduction Our Corporate Plan 2018-21 sets out our future direction as a company, our plans and our priorities. Our vision is to create homes and places where people want to live and this is underpinned by five goals, to support these goals we have developed a range of ambitious targets, which are included within this performance report. This report details our performance as at the end of year 2 against our current 3 year Corporate Plan. Current performance overview This report shows performance for the 12 months, from April 2019 to March 2020. This year we have included quartile data where it exists using the national HouseMark benchmarking data. When we undertake the benchmarking exercise we compare our performance against the more challenging standard of every housing organisation in the country and not just those of a similar size. Of the 12 measures for which there is benchmarked data NCH compares as follows: Quartile 1 (best performing) 2 Measures Quartile 2 8 Measures Quartile 3 2 Measures Quartile 4 (worst performing) 0 Measures

Our year end performance will have been impacted in some areas, such as rents and lettings for example, due to the impact of Covid19 and Board should be aware that this will be a continuing theme for the foreseeable future. To mitigate the effects of Covid 19 NCH has developed an action plan and is in the process of rolling out its Recovery and Re-Invention plan designed to plan our way out of the lockdown and to return services to some level of normality going forward. The summary shows that 18 areas of the 38 have exceeded the target with 7 recording the best ever performance. 25 of the measures have either met the target or improved since last year. Some tenant satisfaction measures have however dipped slightly this year compared to last, although still remains in the 2nd quartile for most satisfaction indicators when compared with others. We know from the comparative data that satisfaction across the sector saw a drop in scores nationwide and we will continue to monitor what the direction of travel is across the

NCH Group Performance

Annual Report 2019-2020

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sector. Of course going forward it is difficult to predict how satisfaction may be affected by Covid 19. The impact on service delivery and other factors such as deprivation may impact adversely on customers “feel good factor” and we will have to see whether there is any impact, negative or positive over the coming months. The percentage of repairs completed right first time has shown a consistent improvement over the last few quarters. Performance outturn for the year was 95.65% against a target of 96%.Although slightly under the performance target this is the highest outturn over the last 8 years. The number of properties with an EPC rating of E or below has almost halved this year. There are currently just 490 properties that are Band E or below. Gas servicing remains at 100% at year end. This compares with a sector average of 96.6% in March using data supplied by HouseMark as part of their Covid 19 analysis. We are aware that maintaining this is challenging with people self isolating, but this is a sector wide problem. We have achieved the target of 100% rent collection for the year despite the challenges imposed by the continued roll out of Universal Credit and the other welfare reform measures brought in by the Government. Performance was also impacted at the very end of the financial year by the coronavirus and the associated job losses. Re-let times has improved this year from 33.8 to 32.5 calendar days. We were on track to meet the target of 150 voids for year end , however a number of factors impacted on achieving this due to Covid-19. There was a temporary halt on letting homes in the last week and a half of March whilst we reviewed priority services and established processes for safely carrying out sign ups. However during the same period there was no reduction in the number of tenancy terminations, leading to an increase in voids. In Q4 we achieved our first 5 star rated area that covered Abbey Bridge, Lenton Sands, Willoughby St and Penn Avenue. It achieved an overall score of 90.9% with none of the individual physical measures scoring less than 4 stars.

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Summary – Corporate Plan Performance Annual Report 2019-2020

To listen to our tenants & deliver an excellent housing service

19/20

Result

19/20

Target Status Trend 18/19

Result

Overall satisfaction with services provided by NCH (STAR survey) 88.6% 91.3% 90%

Tenant satisfaction that NCH takes their views into account (STAR survey) 75% 80% 78.7%

Tenant satisfaction with the repairs and maintenance service (STAR survey) 81.1% 89%

85.7%

% of repairs completed right first time 95.65% 96% 94.36%

Tenant satisfaction with the overall quality of their home (STAR survey) 86.9% 89% 87.8%

%. of properties with an EPC rating of E or below (to be improved to D or above) 1.94% 2.0%

3.67%

Gas and solid fuel annual servicing 100% 100% 100%

% of rent collected 100.19% 100% 100.42%

Rent arrears as a % of rent due 2.91% 2.01 % 2.26%

Tenant satisfaction with value for money of rent (STAR survey) 91.3% 93% 91.9%

Full average re-let time (Calendar Days) - no exclusions 32.5 25 33.8

Number of lettable voids 179 150 146

Number of ILS Grander Design Schemes completed by 2021 3 7 5

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4

To make all our estates great places to live

19/20

Result

19/20


Result

Tenant satisfaction with neighbourhood as a place to live (STAR survey) 86.3% 88.5%

85.1%

Overall Tenant satisfaction with the ASB service (up to end of Q3) 83.85% 88.5% 82.69%

% of neighbourhood assessments meeting 5 star ACE Inspector rating 6.67% 25% 0%

Tenant satisfaction with the opportunities to participate (STAR survey) 68.12% 72.5% 71.17%

Number of tenants / residents actively engaged with NCH employability support 747 285

635

% of tenants / residents engaged in employability support obtaining employment or accredited training

32.13% 30% 23.78%

Tenant Satisfaction with the grounds maintenance in their area (STAR Survey) 76.73% 81% 75.18%

Tenant Satisfaction with the Garden Assistance scheme (Annual STAR Survey in Q3) 65.09% 88% 74%

Number of Green Flag awards achieved on NCH managed land 8 12 0

To build high quality, affordable new homes for local people

19/20

Result

19/20


Result

LiviNG market rent homes (build & acquire) between 2018 and 2021 16 16 10

Satisfaction with the overall condition of your home at time of letting (Up to end of Q3) 92.57% 91.0% 94.16%

Temporary accommodation for homeless households acquired between 2018 & 2021 50 50 56

Other NCHRP properties completed between 2018 & 2021 8 14 0

Number of new homes built by in house construction team between 2018 & 2021 0 17 9

Number of new homes delivered by the NCH group (built & acquired) between 2018 & 2021 68 74 79

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5

To diversify our services, reinvesting in our communities

19/20

Result

19/20


Result

Total number of private customers using Community Alarm 2,706 2,300 2676

Increase the number of new Assistive Technology users 1,004 820 1066

Housemark annual value for money assessment completed Yes Yes Yes

Additional income above management fee over the lifetime of the plan £19.52m £22.3m £16.16m

Surplus re-invested in Nottingham over lifetime of the plan £4.68m £6.0m £5.83m

Deliver Additional Supported Living Dwellings by 2021 44 44 69

To be a great place to work

19/20

Result

19/20


Result

% of employees who would recommend NCH as a good employer to work for 82% 80% - -

New intake of apprentices 29 12 7

Staff sickness – average number of days 11.4 10.3 11.1

Healthy Level of Staff Turnover 9.1% 9-12% 10.55%

% of employees living in NG postcode 89.5% 90% 90.56%

Mean Gender Pay Gap assessment (April 2019) 16.2% 11.5% 16.4%

(Satisfaction Scores using the STAR survey method are reported on a rolling 12 month basis)

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Corporate Plan Performance Report

Annual Report 2019-2020

Corporate Goal: To listen to our tenants & deliver an excellent housing service Overall satisfaction with services provided by NCH (STAR survey) (Ref STAR005) 19/20 Target Status Trend Number

Satisfied Total

Replies 2018/19

Result 2017/18 Result

2019/20

88.6%

91.3%

1,303

1,471

90.0%

89.8%

This is an overarching question in the STAR survey and the result is impacted by a variety of factors, including national and local ‘feel good’ factors. Nationally most housing organisations have seen a dip, with NCH’s less pronounced than others. We remain second quartile. Customers’ perception of other core questions in the survey will also impact this overall score. A key driver for overall satisfaction is satisfaction with repair and maintence service. A significant amount of effort is being placed on improving our service to customers, in particular around property satisfaction. A group of senior managers from across the business attend a quarterly task group to focus on this area and have developed an action plan to address the tenant satisfaction. . Alongside this there is a specific responsive repairs action plan and through the ALMO Board there will be an increased focus on root cause analysis to improve the assessment of dissatisfaction, with the aim of leading to improved resolution.

Key to icons used in this report:

Status (versus in year target) Trend

Performance is meeting or exceeding the target Performance is better than 2018-19 outturn

Performance is not meeting the target Performance is worse than 2018-19 outturn

Performance is best yearly ever recorded

Performance is the same as 2018-19 outturn

Quartile Performance for Housemark Peer Group versus 18/19 data

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Tenant satisfaction that NCH takes their views into account (STAR survey) (Ref STAR018)

19/20 Target Status Trend Number Satisfied

Total Replies

2018/19 Result

2017/18 Result

2019/20

75%

80%

1,077

1,436

78.7%

77.8%

We have continued to support our local TRAs and Community Groups to deliver projects that Make a Difference for NCH Residents – this has helped develop many new effective working relationships and key local partnerships to deleiver local projects helping make neighbourhoods even better places to live. We have made sure our residents have a voice nationally and regionally through providing the necessary support for our residents to get involved with National and Regional bodies such as the NFA, TPAS (Tenant Participatory Advisory Service) and EMTPF (East Midlands Tenant Participation Forum) – 2 of our residents are committee members of this forum. Overall tenant satisfaction for this attribute remains second quartile nationally. Tenant satisfaction with the repairs and maintenance service (STAR survey) (Ref STAR003)


Total Replies

2018/19 Result

2017/18 Result

2019/20

81.1%

89%

1,217

1,500

85.7%

87.5%

Satisfaction with the service is 81.1 % (year end) against a target of 89%. This perception data is taken from the randomised sample STAR survey. Like other housing organisations it is in the region of 7% lower than our transactional survey data – ie when we ask tenants are they happy immediately after each repair, we score 88.4%. This suggests either a mismatch between perception and reality, or that tenants are scoring this question based on property matters wider than repairs per se (eg waiting for a new kitchen or bathroom). Never the less, work is underway to improve our responsive repairs service. A comprehensive review is being undertaken to analyse the key themes within the STAR survey compared to complaints and transactional data. It is envisaged that a suite of recommendations will be developed from the review, followed by the implementation of an action plan to improve service delivery. Initial analysis suggests that there are three common themes linked to customer dissatisfaction: •The length of time to commence and complete a repair •The number of appointments being missed •Issues with communication between the tenant and organisation The review will focus on identifying the root-cause of the above themes, with recommendations concentrating on ensuring; An increased number of jobs are allocated and completed right-first-time, poor performance is managed, there is more emphasis on reviewing complaints to improve process, technology is fit-for-purpose, there is more robust communication to tenants, especially regarding appointment times and dates, planning of jobs is smarter (e.g. clustering / zoning) and all colleagues are more accountable regarding performance. The Performance Management Framework, has been launched and is designed to support the identification, assessment and improvement of performance / productivity across all aspects of our repairs and maintenance services. The impact of the initial launch is to be reviewed to ensure performance expectations are being met. A new day-time Emergency Team has been established to ensure more repairs are completed within target. Initial indication suggests that the implementation has been successful, within a significant reduction in jobs being passed to stand-by. However, the caveat is that the COVID-19 outbreak has reduced the number of jobs currently being managed. Proposals are being developed to extend this team to a 24/7 service.

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A review of how Planned Works and Asset Management can work closer together is currently underway. The purpose is to develop a holistic approach by working in zonal areas / street by street. We aim to work together to drive change in customer service linked to commitments made in the Repairs Service Standards to deliver a first class experience every time.

% of repairs completed right first time (Ref R4i)

19/20 Target Status Trend Completed First Time

Repairs Completed

2018/19 Result

2017/18 Result

2019/20 95.65% 96% 71,786 75,054 94.36% 94.2%

Performance on this KPI has shown a consistent improvement over the last few quarters. Performance outturn for the year was 95.65% against a target of 96%.Although slightly under the performance target this is the highest outturn over the last 8 years.

Repairs continues to drive a Right First Time ethos to meet the KPI target. Most Responsive Repairs trade colleagues have now received core skill training to enable them to complete more repairs on first visit. In 2021 we aim to achieve our best ever outturn through reviewing data of failures and implementing improvements.

Tenant Satisfaction with the overall quality of their home (STAR survey) (Ref STAR001)


Total Replies

2018/19 Result

2017/18 Result

2019/20 86.9% 89% 1,279 1,472 87.8% 88%

Tenant satisfaction with the overall quality of their home for the fourth quarter was 88.6%, which is an improvement from the third quarter, giving an overall score of 86.9% against a target of 89%. This remains second quartile nationally.

The survey information across the year has showed that out of 101 comments received the main areas of concern relating to tenant disaffection are Kitchens & Bathrooms (27 comments), Damp/Mould (8), Heating, Energy & Thermal comfort (12), Windows (3), Neighbourhood (10), Roof (1), Fencing (1) and Other (39).

Asset Management will continue to contact all of the respondents who have given their permission for us to do so and ascertain the true nature of their dissatisfaction with a view to resolving their concerns and using them for planning investment in the future.

NCH are currently achieving 100% decency and invested £27.7m in to our tenant’s homes in 19/20. Over the coming year 20/21, NCH have a planned investment programme of £32m. We are also targeting pre-emptive works to try and prevent future damp issues occurring. In addition to this we are pulling our planned work streams together so they can be delivered as major investment programmes, which will have a greater impact within our Neighbourhoods.

90

9

% of properties with an EPC rating of E or below (Ref ENERGY3) 19/20 Target Status Trend E or

Below EPC

Properties 2018/19


2019/20

1.94%

2%

490

25,240

3.67%

-

Currently 25,240 properties have an EPC, with 490 that are Band E or below. The rolling programme of surveys continues to collect data on the remaining properties, and those properties that have below D rated records. Q4 has seen an improvement from Q3 of 2.15% to 1.94% which has achieved this years target and is our best ever result. Adopting a higher standard for Decent Homes work including replacing all windows and doors and heating systems has helped to continue improving the energy performance and affordability of all of our homes. In addition we have completed deep retrofit projects on a some of our worst performing homes, including solid wall properties, non-traditional homes, and high rise flats. Some of these projects are national exemplars showing how we take our homes from worst performing, cold, damp and expensive, to affordable, warm, desirable net zero homes which are fit for Nottingham’s carbon neutral 2028 commitment. Gas and solid fuel annual servicing (Ref G1)

19/20 Target Status Trend Valid Certificates

Properties with gas

2018/19 Result

2017/18 Result

2019/20

100%

100%

24,112

24,112

100%

100%

Gas servicing remains at 100% at year end. Going forward there will be a challenge due to self isolation of tenants but should the regulator challenge NCH on any of our non access, we have a full audit trail of actions and can meet the requirements of regulation 39 to show we have and are continuing to take all reasonable steps to gain access. % of rent collected (Ref HIM6)

19/20 Target Status Trend Collected Inc arrears

Rent Due 2018/19 Result

2017/18 Result

2019/20

100.19%

100%

£104,961,171

£105,164,367

100.42%

100.56%

Rent arrears as a % of rent due (Ref HIM11)

19/20 Target Status Trend Current arrears

Annual Rent Due

2018/19 Result

2017/18 Result

2019/20

2.91%

2.01%

£3,085,185

£106,165,883

2.26%

2.18%

We have achieved the target of 100% rent collection for the year despite the challenges imposed by the continued roll out of Universal Credit and the other welfare reform measures brought in by the Government. Performance was also impacted at the very end of the financial year by the coronavirus and the associated job losses.

91

10

At the end of the financial year we had 4,596 Universal Credit cases and the fact that these claimants all receive their housing costs monthly in arrears is continually impacting our performance. We are still in the phase of new claimants coming onto UC each month, all organisations have experienced an increase in arrears during this phase of the UC roll out, until the majority of cases are established and then the debt begins to plateau.

Although there has been a spike in arrears at the end of the financial year, there are a number of factors affecting this. We saw an increase in the number of tenants claiming UC. The team was not able to carry out the usual end of year activities aimed at increasing collection because of the change to our working practices brought about by the Government's "lockdown" measures. We have now adapted our ways of working and continue to support tenants to maintain their rent payments.

We have received the specialist rent benchmarking data from HQN for the third quarter, this shows, as in previous quarters that NCH was actually performing better than other ALMOs in the sector. Our final figure for arrears as a % of debit is actually better than the Q3 performance for all ALMOs, which was 2.97%.

We have an action plan in place to mitigate against the impact of coronavirus and the restrictions imposed on taking enforcement action in respect of rent arrears. The team is continuing to contact all affected tenants to offer support and advice in respect of claiming the appropriate benefits. There has been a huge increase in the number of Universal Credit claims being notified through the Landlord Portal, an increase of three to four times the usual number. This may initially affect the collection rate and arrears level for April and May, however we have brought forward the two rent free weeks to the first two weeks in the year to help to alleviate this situation. Our focus remain on tenancy sustainment and keeping a roof over people’s heads.

Tenant satisfaction with value for money of rent (STAR survey) (Ref STAR002)


Total Replies

2018/19 Result

2017/18 Result

2019/20 91.3% 93% 1,353 1,482 91.9% 92.5%

Tenant satisfaction with value for money of rent was 89.3% in quarter four. This was down slightly from quarter three, giving a total 2019/2020 figure of 91.3% against a year end target of 93%. This is top quartile nationally.

The January edition of NCH News provided tenants with a round-up of our 100 years of council housing centenary celebrations and news of a planning application to build more than 100 new council homes in Bestwood. We also informed tenants of our plans over the next five years to spend £1/4 billion improving exisitng homes.

We provided information on free courses and qualifications available through our Tenant Academy to help build the skills and confidence of our residents.

We congratulated more than 20,000 tenants on receiving their £100 Responsible Tenant Reward for managing their tenacies responsibly. And we provided advice and support to tenants affected by the spare room subsidy.

At the end of March, the UK moved into lockdown as a response to the Coronavirus epidemic and NCH's working arrangements shifted dramatically in response to this. Our priorities shifted to focussing on emergency repairs only and supporting our most vulnerable residents. At the end of March we wrote to all of our residents to inform them of our response to the pandemic - including our intention to bring forward our two rent free weeks to April, to help tenants in financial difficulties as a result of the lockdown. We made a commitment to residents that nobody would lose their homes as result of the coronavirus epidemic.

Full average re-let time (Calendar Days) - no exclusions (Ref ALL ART)

19/20 Target Status Trend Total Days Re – Lets

2018/19 Result

2017/18 Result

2019/20 32.5 25 38,095 1,172 33.8 37.6

92

11

The three year corporate plan target was to achieve an average relet time (ART) of 25 days. Robust performance management is in place with daily dialogue between all team members to ensure homes are let as swiftly as possible. The team are always looking for good practice and regularly attend seminars as well as learning from other housing providers to look at ways to enhance service provision and benchmark. Unlike some comparator housing organisations, we count all empty properties as voids (eg there are no exclusions for major works). Similarly, the calculation for the performance indicator for the average relet time is calendar days as opposed to working days, meaning that weekends, bank holidays and the Christmas/Easter periods are all included. During year two of the corporate plan the overall ART was 32.5 days compared to 33.8 the previous year and 37.5 in 2017/18 demonstrating improved performance year on year. The demand for general needs accommodation is significantly higher than that of some Independent Living schemes and this does impact on the performance. So for general needs housing, the ART was down to 29.2 days compared to 32.7 in 2019/19 and 34.7 in 2018/19. Number of lettable voids (Ref Lettable Voids)

19/20 Target Status Trend 2018/19 Result

2017/18 Result

2019/20

179

150

146

172

The three year corporate plan target is for there to be 150 lettable voids. The number of lettable voids at year end stood at 179, an increase from 146 last year and 172 in 2017/18. We were on track to meet the target of 150 for year end from a good starting point of 169 at the end of quarter three, however a number of factors impacted on achieving this due to Covid-19. There was a temporary halt on letting homes in the last week and a half of March whilst we reviewed priority services and established processes for safely carrying out sign ups. However during the same period there was no reduction in the number of tenancy terminations, leading to an increase in voids. Our furniture supplier temporarily suspended delivery and we saw delays with utility companies clearing meter debts which in turn impacting on gas recommissions and tenancy start dates. We are continuing to carry out sign-ups for those who have a priority need to move, although some of these are on hold where people are self-isolating or shielding. The team are preparing digital sign up packs ready for when full service delivery can resume so that homes can be let as quickly as possible. Number of ILS Grander Design Schemes completed by 2021 (ref ILS001)

19/20 19/20 Target

Status Total 2018-21

2018/19 Result

2017/18 Result

2019/20

3

7

8

5

-

Grander designs renovations were completed at Belle View Court, Cadlan Court and Duchess Gardens. Residents were delighted with the enhancements made: "Lovely, a lot better, definitely will come in more now work is complete. Its gorgeous" "couldn't believe my eyes, a real transformation". Works to Mariner Court were halted mid-March due to the covid-19 outbreak. Planned works to Pear-tree Orchard and Foxton Gardens had already been deferred to 20/21 due to CR&M resourcing issues. A revised programme for completion of Grander Designs has now been received with an anticipated completion date of July 2022.

93

12

Corporate Goal: To make all our estates great places to live Tenant satisfaction with neighbourhood as a place to live (STAR survey) (Ref STAR039)

19/20 Target Status Trend Number

Satisfied Total

Replies 2018/19


2019/20

86.3%

88.5%

1,227

1,421

85.1%

85.7%

We have seen improvement in quarter 4 to target level but the accumulative figure is below the 19/20 overall target. However the end of year result of 86.3% is the best yet in the last 7 years of results, and are second quartile nationally. The highest reason for dissatisfaction with the neighbourhood that residents have is problems with maintenance of communal grass and surrounding trees on our estates and parking. A new Neighbourhood Management Policy sets out how NCH is using a company wide approach using estate assessments within the five star estate process to drive up standards across the city. Service standards are continually monitored to ensure quality of work on our estates. Tenancy and Estate Management staff are working closely with our Asset Management team to target area improvements. We are tackling individual concerns with residents where these are identifiable. We liaise with NCC teams to identify weeks of action to address specific area concerns. Tenant inspectors have changed the criteria for their estate inspections to drive the new 5 star standard and ensure all issues are identified in an area whether the responsibility of NCH or not. NCH staff take enforcement action against NCH tenants where untidy gardens are identified and report to NCC Community Protection all offending properties that are outside NCH responsibility. Tenants have been evicted from their property in the last year for failing to comply with requests to keep their gardens maintained as we continue to use new tools and powers from the ASB Crime and Policing Act 2014 and remind tenants they may not receive the Responsible Tenant Reward as a behavioural change tool. We continue to pilot a scheme to create more off street parking for our tenants either within the curtilage of a property or by developing old garage sites. We have created a new role responsible for management and development of garage sites. Overall tenant satisfaction with the ASB service (Ref ARENA ASB Q1) 19/20 Target Status Trend Number

Satisfied Total

Replies 2018/19


2019/20

83.85%

88.5%

109

130

82.69%

87.25%

Despite missing target ASB satisfaction has remained positive, ending at 83.85% for the year and beating last years out turn. In December we had the highest monthly score at 92.3%. A number of recent steps had been taken prior to COVID-19 to improve satisfaction further, including bespoke training on ASB being provided to staff, focusing particularly on contact with complainants and keeping them informed. Satisfaction surveys and completion of the analysis in Q4 has been seriously affected by the impact of COVID-19 with no wholly indicative results available but since April survey calls are back on track and going forward the results should be analysed as usual. The ability to undertake ASB work has been restricted and affected by COVID-19 and therefore the service has had to adapt considerably. Domestic Abuse work has also increased and this work has been absorbed by HPMs, including regular contact with all tenants that are at low, medium or high risk of Domestic Abuse.

94

13

COVID-19 has affected the availability of staff to make calls, but also the general tolerance levels for example of noise or similar nuisance given the lockdown. The service has also had to adapt as face-to-face contact with complainant and perpetrators has not been possible, thus making some contact more difficult. It is not possible for example to visit a perpetrator if they do not answer the phone or a letter. Despite this, ASB cases have been managed well and effectively by colleagues and feedback to staff and management has been positive. % of neighbourhood assessments meeting 5 star ACE Inspector rating (Ref TEM52.1a)) 19/20 Target Status Trend 5 star

Neighbourhoods Neighbourhoods

Assessed 2018/19


2019/20

6.67%

25%

1

15

0%

n/a

In Q4 we achieved our first 5 star rated area that covered Abbey Bridge, Lenton Sands, Willoughby St and Penn Avenue. It achieved an overall score of 90.9% with none of the individual physical measures scoring less than 4 stars. Also in Q4 the ACE inspectors assessed the areas of Lenton Abbey and St Anns Well Road/Stonebridge. Both of these areas achieved 4 stars with the main issues being untidy gardens, street litter and signage. The completion of the rest of the assessments within the current 3 yr plan will be conditional on coronavirus lockdown restrictions. Tenant satisfaction with the opportunities to participate (STAR survey) (Ref STAR020b) 19/20 Target Status Trend Number

Satisfied Total

Replies 2018/19


2019/20

68.12%

72.5%

876

1,286

71.17%

67.58%

We have included some additional information within the STAR Survey questionnaire to help residents better understand what opportunities to participate might be but so far this hasn't changed the outcome figures much. When interrogating the data the dissatisfaction rate is extremely low but the number of respondents selecting the option "neither" is relatively high. It has been proposed to remove this option for the performance year 2020/21 so we can get a clearer idea if residents are satisfied or dissatisfied and why that might be. When surveying satisfaction with opportunities through other satisfaction surveys the rate remains very high usually between 94-99%. Satisfaction with Tenant Academy training courses remains at 99% - We currently deliver two Tenant Academy prospectus per year packed with a wide variety of needs led free training courses and we have had 1600 attendees, 3 times more than in 2017-18. Some of the courses within the prospectus help our residents to look after their homes, their neighbourhoods, their gardens or help us to deliver Five Star Estate assessments through training provided to our ACE Inspectors and Street and Block Champions. We have worked in partnership with the Employability Team to support residents with their training and development pathway to work or better paid work or simply to build their confidence. The Tenant Fun Day involved a record 2,500 attendees and the event delivered a fantastic array of engaging activities which were informative and covered all areas of the business, local partner delivery and local community groups. Tenant Awards was postponed in due to Covid 19 one week before the celebration event - all work completed with 110 entries and some fantastic work by groups and individuals would have been recognised. Garden Competition received 90 entries and was a great success with excellent feedback about the event from attendees. We have involved residents in the design and delivery of a Celebrating 100 Years of Council Housing action plan, which included a variety of initiatives such as planting a 100 trees across 10 estates in Nottingham City – we were successful in seeking funding from Trees for Cities in partnership with Summerwood Community Garden and the planting events were a

95

14

huge success inspiring residents to enjoy and look after where they live and recruit more members to our Involvement Pool and the Street and Block Champion role. We also delivered in partnership with our community groups and residents the burying of time capsules on our estates – the contents of which were provided by residents, partners, contractors and Nottingham City Homes. #seetheperson - Nottingham Post recognised the great work of an involved resident Gill Bainbridge following them receiving the Tenant and Leaseholder of the Year Award at our Tenant Awards Evening in 2019. Following a further nomination by us, she was named in the Queen's Birthday Honours for her work in her community, and has received a British Empire Medal. In June 2019 we actively involved our residents, local community groups and colleagues in the National Volunteering Week to help raise the profile of the value of volunteering, the great work our volunteers are doing and the many opportunities available to our residents. Plans are well underway for 2020 following the success of last year and the increased profile we can attract for our volunteers. We submitted nominations to the National TPAS awards and 2 of our resident volunteers have been shortlisted for the Tenant of the Year and Lifetime Achievement categories. In line with the Governance Review and the development of a new tenant led ALMO Board, we have refreshed the NCH Involvement Structure improving access to involvement and talent ID for future Board members. To support recruitment to the NCH Involvement Pool we have recently taken part in the TPAS Behavioural Insights pilot project which provides research into the ways our residents respond to different types of communication. Through involvement in this project we have recruited 261 residents who have opted in to be regularly contacted about involvement opportunities and become part of our new Involvement Pool. We project managed the delivery of two events for our families living in temporary accommodation in Summer and at Christmas – both were a huge success and attended by over 300 people. We support regular interactive engagement through the delivery of high-rise living events. This has provided us with the opportunity to identify Street and Block Champions or residents who simply want to opt in to the Pool. Through the development and delivery of the NCH Engaging Young People Action Plan we are working with local community groups, services across the business and partners to deliver activities that involve and engage young people living on our estates. We have continued to support four key local Community Gardens to deliver Grow, Cook and Eat initiatives and attendance has been much higher than expected. We have recently launched a newly developed community garden at Fircroft in partnership with the local school and continue to support smaller garden groups such as the residents at Victoria Centre Roof Garden and the Pocket Park in Broxtowe. Number of tenants/residents actively engaged with NCH employability support (Ref ES001)


2017/18 Result

2019/20

747

285

635

-

% of tenants / residents engaged in employability support obtaining employment or accredited training (Ref ES002)

19/20 Target Status Trend Number Employed/Accredited

Number Engaged

19/20

2018/19 Result

2017/18 Result

2019/20

32.13%

30%

240

747

23.78%

-

96

15

Really consistent referrals coming through in Q4 - mostly internal referrals from TSOs and RAMs. 166 in total. March was quieter due to COVID19 - however, the team is preparing for significant increase in referrals and support. We are currently supporting NCCs care worker recruitment and have had some successful outcomes already for Q1 2020/21. Employability has drawn in circa £145k income in 2019/20 through its various contracts with CITB/Department for Education and Clarion Futures by working in partnership with NCC, Nottingham Jobs and Futures. The Construction Skills Hub was launched on the Nottingham College site in 2019 - creating a one stop shop for local residents to enter the construction industry. The project successfully engaged with over 700 local residents, supported over 500 to become site ready and helped 190 people into construction related roles including recruitment for NCH vacanices and our contractor Melius Homes. A parntership project board was created to bring consistancy together across Nottingham for construction recruitment and training. This will continue as part of the legacy of the project. Women in Consruciton teamed up with contractor Robert Woodheads in March 2020 and NCH also became a delivery partner of NCC's Way2Work project, helping to bring in £16m worth of funding into D2N2. Circa £90k per year for the next 3 years will be invested into NCH employability team to support those most vulnerable into employment. The NCH Employability Team has grown from 2 FTE to 4FTE due to sucessful external funding. The team have engaged with over 600 residents via various projects and supported 240 of those into employment and/or accredited training. Tenant Satisfaction with the grounds maintenance in their area (STAR Survey) (Ref Star038) 19/20 Target Status Trend Number

Satisfied Total

Replies 2018/19


2019/20

76.73%

81%

1,131

1,474

75.18%

77.63%

Ground maintenance services are provided by NCC and paid for by the retained HRA. Work is ongoing with NCC to develop a SLA which will allow NCH to have an increased oversight of the services being delivered and the provision of more detailed performance management information. Overall satisfaction with grounds miantenance is 76.73% over the rolling year, although satisfaction over the final two quarters was at 78.07% and 79.2% which is an improving trend. Satisfaction in our Independent Living Schemes is at 85% and general needs is 74%, although both have seen a decrease in satsfaction over the rolling year. (contradicts line above) The service is currently suspended due to the impact of COVID 19 and the numbers available to deliver this service , which may have an adverse impact on satisfaction for quarter 1 in 2020. NCC are in the process of creating a recovery plan for the reintroduction of the service. Tenant Satisfaction with the Garden Assistance Scheme (STAR Survey) (Ref Star041)


Total Replies

2018/19 Result

2017/18 Result

2019/20

65.09%

88%

69

106

74%

62%

Final reveiw meeting in Feb 2020 and NCC provided performance data for end quarter 3 suggesting targets for completion of work have been achieved. However tenant satisfaction remains below target. Grass cutting for 2020/21 was due to start late Feb.

97

16

Covid 19- Agreement with NCC in March 2020 that due to resources being directed to support other NCC services Garden Assistance will be suspended until further notice. Tenants have been made aware. The service has not yet recommenced and NCC currently working on a plan for some service to be launched later in June. Once this has been confirmed we will notify service users accordingly. Number of Green Flag Awards achieved on NCH managed land (Ref TLIT001)


2017/18 Result

2019/20

8

12

0

-

Current green flag awards are; Frinton Pocket Park, SALTAR Garden, Stonebridge city farm, STOP @ King Edwards Park, Summerwood Allotments, Arkwright Meadows, Bulwell Forest Community Garden and Bulwell Hall Park. The following sites have made applications for the next round of awards: Farndon Green, Victoria Centre Roof Garden, Hazelhurst Gardens and Edingley Square Garden. Corporate Goal: To build high quality, affordable new homes for local people LiviNG market rent homes (build and acquire) between 2018 and 2021 (Ref MRENT1) 19/20 19/20

Target Status Total

2018-21 2018/19


2019/20

16

16

26

10

100

16 achieved in 19/20 through the successful acquisition of the first new build block at Arkwright Walk, Masson House – all let, with positive feedback from the new residents.. Total Market Rent Properties in NCH ownership currently stands at 126. Satisfaction with the overall condition of your home at time of letting (Ref ARENA-NTEN-Q5) 19/20 Target Status Trend Number

Satisfied Total

Replies 2018/19


2019/20

92.57%

91%

350

324

94.16%

94.25%

Customer satisfaction with the condition of our empty properties has over the last year averaged 92.57%. This is above the target of 91% for this performance indicator. We have received 350 completed survey’s in the year which is approximately 30% of the properties let. This allows us to have a representative view of our customers views, and both respond to comments from the results, and draw trends and concerns from the replies. These have been reviewed by managers to ascertain where we can improve our weakness’s and enable corrective actions to be put in place.

98

17

These actions have seen improvements in the performance of the perception of cleanliness of homes, which were lower in the first quarter, and improved each quarter thereafter, how we deal with gardens during the peak growing season, and the decision that we needed to alter the service offered to new customers regarding gas recommissions. The Coronavirus has impacted on the completion of surveys for Q4. Any concerns raised by the new customers at sign up are being acknowledged and advice given on how and when we can resolve these given the current restrictions. Temporary accommodation for homeless households acquired between 2018-21 (Ref MRENT006)

19/20 19/20 Target

Status Total 2018-21

2018/19 Result

2017/18 Result

2019/20

50

50

106

56

-

All 50 of the 19/20 the properties were secured by the end of March 2020. The target for 20/21 is 60 Properties 10 Housing First Flats and 50 Temp Accommodation Houses. To date bearing in mind the Covid 19 crisis 8 properties have been approved and are now in conveyancing. Other NCHRP properties completed between 2018 and 2021 (Ref MRENT007)

19/20 19/20

Target Status Total

2018-21 2018/19


2019/20

8

14

8

0

-

Handover at Martin's Reach for remainder of the properties has been delayed. Site is now shutdown. Number of new homes built by in house construction team between 2018 and 2021 (Ref NB001) 19/20 19/20

Target Status Total

2018-21 2018/19


2019/20

0

17

9

9

None completed in year but work on site commenced on 25th February 2020 at Tunstall Drive. Number of New homes delivered by the NCH group (built and acquired) between 2018 and 2021 (Ref NB002)

19/20 19/20

Target Status Total

2018-21 2018/19


2019/20

68

74

147

79

-

99

18

This measure is the total of homes delivered under Living Market Rent, Other NCH RP and Additional Supported Living. Corporate Goal: To diversify our services, reinvesting in our communities Total number of private customers using Community Alarm (Ref NOC009)

19/20 Target Status Trend 2018/19


2019/20

2,706

2,300

2,676

1,594

The number of NoC private customers continued to grow in 2019/20. Innovations in product range included the launch of mobile care range and delivery of the 'Safer Walking' pathway in partnership with Adult Social Care. In addition the service worked with Social Care to develop the Winter Pressures initiative where funding is provided for citizens who are being 'reabled' to receive free AT support for 13 weeks. The pilot initiative was evaluated and found to have delivered actual cost savings of £116,000. The onset of covid 19 has led to further innovation with remote call handling and self-installation of alarms now enabled. Increase the number of New Assistive Technology Users (RefNOC010)


2017/18 Result

2019/20

1,004

820

1,066

-

Quarter 4 saw a further growth in the number of new Assistive Technology customers with 238 new customers taking up the service. The service continues to work with social care professionals to increase the number of citizens supported through AT. Considerable enhancements have been made to the service website to enhance it's prominence on Google. New videos have been produced including service user testimony regarding the service. Facebook and Google adverts have contributed to a growth in self-referrals for the service. Hardly any installs were undertaken for the last 2 weeks of the quarter due to the impact of the Covid 19 crisis. Housemark annual value for money assessment completed (Ref BT008)


2017/18 Result

2019/20

YES

YES

Yes

Yes

Return completed and submitted to Housemark. When we undertake the benchmarking exercise we compare our performance against the more challenging standard of every housing organisation in the country and not just those of a similar size. Of the 12 measures for which there is benchmarked data NCH is top quartile for 2 of the measures, is in the second quatile for 8 measures and in the 3rd quartile for the remaining 2 measures: NCH is managing and maintaining homes for £6.7m a year less than the average costs within the sector.

100

19

Additional Income above management fee over the lifetime of the plan (Ref FIN005)


2017/18 Result

2019/20

£19.52m

£22.3m

£16.16m

-

Turnover is below the target as a limited amount of growth planned in CR&M commenced in 2019/20 and capital works significantly currently under-recovered. The final years Turnover figures were though above the QR3 projection. Surplus re-invested in Nottingham over lifetime of the plan (Ref FIN006)



2019/20

£4.692m

£5.0 m

£5.83m

-

The surplus for the full year is £4.692 million. This includes £2.950m NCC refund, £1.5m contribution to new build reserves and £0.242m as per the final outturn. The balance of £2.950m was originally budgeted to be returned to NCC. During the year £1.341m was returned and £1.609m retained within NCH for acquisitions in March 2020. Deliver Additional Supported Living Dwellings by 2021 (Ref ILS020)

19/20 19/20

Target Status Total

2018-21 2018/19


2019/20

44

44

113

69

-

44 homes completed at the award winning Winwood Heights , target hit for 19/20. Corporate Goal: To be a great place to work % of employees who would recommend NCH as a good employer to work for (Ref HR001)



2019/20

82% 80%

- - -

NCH is using the Best Companies framework to support its ambition to be a Great Place to work. The survey measures staff satisfaction in a number of key areas including leadership, management, personal growth and wellbeing. The second survey was completed by employees’ in October 2019. The overall score was 599.7 out of a maximum 900 points. This is an improvement on last year’s score of 584 and fell 0.3 points short of the “One to Watch” category. Compared with last year we scored higher with My Company, My Manager, Personal Growth and Giving Something Back. Wellbeing remained static and there were drops in the scores for Leadership and Fair Deal. NCH continues to deliver actions based on staff feedback. The following actions are currently in place

101

20

• Best Companies Feedback sessions to all staff from their line managers• Launch of new 1-2-1 and appraisal processes guaranteeing everyone in the Company a monthly 1-2-1• New Companywide Core and Local briefs to ensure corporate and team messages get to staff monthly• Rolled out a leadership programme supporting managers to “Manage the NCH way”.• Introduced a new method of e-mail usage across the organisation to reduce the traffic and improve content• Board Member articles in RTH• Local plans drawn up to deal with specific actions peculiar to different work areas• 360 degree feedback conducted for the Management Team

- Recruitment of a new Senior Leadership Team underway • Extended flexible and homeworking for staff in NOC and the Call Centre to work from home

In June’s staff survey 82% said they would recommend NCH as a great place to work. Covid-19 presents NCH with new opportunities to look at enhancing staff experience in the workplace. NCH has received positive feedback from staff on how it has managed their employment throughout the Covid-19 pandemic.

New intake of apprentices (Ref Rma-19a)


2017/18 Result

2019/20 29 12 7 -

6 Apprentices started during Q4 , taking the total 19/20 figure up to 29.

Staff Sickness – average number of days (Ref SICK)


2017/18 Result

2019/20 11.4 10.3 11.1 14.9

It is disappointing to see a slight upturn on staff absence over the past few months. This has not been helped by the turnover of people in the posts over the past 12 months (4).

Absence has started to drop significantly over the past three months as you would expect in the current climate. We continue to focus on managing long term absence, supporting line managers and building resilience across the organisation. We have recently launched our Mental Health First Aider and other initiatives in this area.

Healthy Level of Staff Turnover (Ref HR005


2017/18 Result

2019/20 9.1% 9-12% 10.55% -

Staff turnover remains relatively healthy.

102

21

% of employees living in NG postcode (Ref OD002)


2017/18 Result

2019/20 89.5% 90% 90.56% -

There is a continued focus on appointing city tenants into employment.

Mean Gender Pay Gap Assessment (Ref OD004)


2017/18 Result

2019/20 16.2% 11.5% 16.4% 15.4%

The mean gender pay gap analysis as of 5th April 2019 showed a slight improvement.

NCH continues to make equality part of our everyday decision making, using Equality Impact Assessments to assess the impact on deliverables. We work to ensure our strategic equality objectives are aligned to our corporate vision and goals in order to embed equality and diversity into all aspects our work and services.

Two of the three key objectives to the 2019-2021 EDI strategy support actions narrowing the gender pay gap

1. Offer employment opportunities fairly to all of Nottingham’s diverse communities, with additional support fordisadvantaged groups; offering development and support to staff, ensuring that all promotions are based on merit:

• take positive action to increase the underrepresented groups across the organisation• continue to use Future Leaders programme to positively recruit participants• continue to champion Stonewall, Disability Confidence, Women in Construction and the Social Housing Equality

Framework using these to benchmark our services• review our recruitment policies, and analyse recruitment data to seek trends, taking action against any negative

patterns.• narrow the gender pay gap focusing on attracting more women into construction and supporting women to progress

to management and senior management positions

2. Provide visible leadership in the City, promoting the value of diversity

Ensure we have a diverse Board representative of the City and residents we serve.

Three equality employee staff groups (a Disability and Carers forum, an Ethnically Diverse Forum and a Lesbian, Gay, Bi and Trans forum) currently exist to promote equality and diversity among NCH employees. An Equality, Diversity and Inclusion Steering Group has also been set up to champion diversity and lead and monitor initiatives across the organisation.

Equality, Diversity and Inclusion is embedded throughout our reviewed recruitment policy, ensuring that the best candidate is recruited regardless of any protected characteristic.

NCH have funded and supported the Nottingham Citywide Future Leaders programme aimed at reducing the gap of protected characteristics at management level. 60% of the 2018-19 cohort of Future Leaders from Nottingham City Homes were female, with a number that have gone onto higher manager positions in NCH.

All of these initiatives have contributed to the success of NCH in celebrating some excellent achievements including UKHA Landlord of the Year 2018. Nottingham City Homes have been placed in the top 100 Stonewall Workplace Equality Index 2019. We were also awarded an “Excellent” accreditation in the Social Housing Equality Framework in 2016

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ITEM: 3.3


THE GROUP BOARD REPORT OF HEAD OF HOUSING OPTIONS 18 JUNE 2020

ANNUAL REVIEW OF THE HOUSING REGISTER AND SUPPLY/DEMAND 2019

1 EXECUTIVE SUMMARY

1.1 The purpose of this report is to give Board an overview of the supply and demand of Nottingham City Council (NCC) and Nottingham City Homes’ (NCH) social housing in the City and the impact this has on our customers. The value of suitable and secure accommodation is highlighted through case studies contained in Appendix 1 at the end of this report. The report will focus upon the current position and look back over the last calendar year. The report will be refreshed on an annual basis and all data relates to 2019. The report provides data on the trends and outlines the key actions for 2020.

1.2 Demand for affordable housing continues to grow. There are an additional 937 applicants on the housing register (increasing from 7940 to 8877 households over the year). This has increased by a further 418 during the first five months of 2020 with 9295 households on the housing register at 1 June 2020.

1.3 There is increasingly a high demand for one bedroom homes with 5230 singles and couples seeking housing, up by 717 from the previous year and making up 59% of households on the housing register.

1.4 The housing stock contains double the number of three bedroom homes than two bedroom homes but families with three or four children only make up 9% of households on the housing register compared to 26% of families with one or two children.

1.5 During 2019 a total of 1,171 NCC/NCH properties were let.

1.6 Homeless households were prioritised for accommodation with 260 lettings taking place, of which 153 were targeted direct offers

1.7 A total of 47 new build homes were let, having a positive impact on supply, although less that the 154 delivered in 2018. A further 20 former council owned homes were let following their purchase from their owners as part of an acquisitions programme.

1.8 Around 80% of applicants are not current tenants and 20% are existing NCC/NCH/RP tenants wishing to move from their current accommodation.

1.9 Last summer we consulted with residents and partners about proposed changes to NCC’s Housing Allocations Policy. The new policy has now been approved and published and we’re working on the changes we need to make to our IT

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systems to be able to fully implement this. 1.10 In response to increasing levels of single homelessness/rough sleeping and the

prevalence of multiple and complex needs amongst the population, we launched our Housing First project in 2019 to provide settled accommodation and support to people with long histories of homelessness and rough sleeping.

2 RECOMMENDATIONS It is recommended that the Board : 2.1 Notes the contents of the report. 2.2 Provides feedback on the key actions suggested. 2.3 Provides suggestions for future annual reports. 2.4 Utilises the data to influence size and type of future new build homes. 3 REPORT 3.1 KEY TRENDS DURING 2019 3.1.1 There are almost 1,000 additional households on the housing register compared

to a year ago. There has continued to be a focus to flex social lettings policy and prioritise homeless applicants as NCC have faced ongoing challenges with the numbers of households presenting as homeless and requiring temporary accommodation. Whilst reliance on bed and breakfast accommodation has significantly reduced on previous years, some placements have still been required but the move-on of households from temporary accommodation into settled accommodation has prevented greater use of bed and breakfast. Whilst this has been a positive step, it does have a negative impact on the homes available for other households seeking housing.

3.1.2 Table1 - Changes in the housing register by priority band

Banding Housing

register end 2017

Housing register

end 2018

Housing register

end 2019 Band 1 – homeless 241 48* 0 Band 2 – urgent need 735 1,050 1,107 Band 3 - moderate need 1,150 1,758 2,221 Band 4 – singles/couples who want to live independently

2,444 2,861

3,499

Band 5 – older persons 1,280 1,516 1,522 Homelink Plus – registered providers low demand properties

751 707

528

Total applicants: 6,601 7,940 8,877

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* From April 2018, Band 1 ceased to exist as the Homelessness Reduction Actwas introduced. Homeless applicants formally awarded this are now awarded Band 3 status as the homeless duty can now be discharged with a private sector tenancy.

3.1.3 The data shows increases across the bands but the highest increases are within Band 3, demonstrating the ongoing homeless challenges, and Band 4 which demonstrates the increasing demand for smaller accommodation.

3.1.4 Table 2 - Changes in housing register by household composition

Household type Housing register

end 2017

Housing register

end 2018

Housing register end

2019 Single 3,018 3720 4368 Couple 635 793 862 Family with 1 Child 945 1,121 1292 Family with 2 Children 604 709 802 Family with 3 Children 359 461 538 Family with 4 Children 165 201 231 Family with 5 Children 83 107 113 Family with 6 Children 25 34 37 Family with over 6 Children 16 14 15

Unclassified(Pending or later withdrawn) 0 73 98

Homelink Plus 751 707 521 Total applicants: 6,601 7,940 8,877

3.1.5 The data shows the family composition of people on the housing register with almost 60% of the applicants being singles and couples.

3.2 HOUSING STOCK

3.2.1 The table below provides details of the current NCC/NCH Housing Stock as at 3 June 2020 compared to 25 April 2019.

Property Type Total 2019 Total 2020

Bungalow with 1 Bedroom 1,046 1,039 Bungalow with 2 Bedrooms 1,233 1,230 Bungalow with 3 Bedrooms 84 83 Flat with 1 Bedroom 7,562 7,525 Flat with 2 Bedrooms 802 766 Flat with 3 Bedrooms 40 37 Flat with 4 Bedrooms 3 2 House with 1 Bedroom 8 8 House with 2 Bedrooms 4,580 4,513 House with 3 Bedrooms 9,428 9,234

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House with 4 Bedrooms 481 466 House with 5 Bedrooms 15 15 House with 6 Bedrooms 1 1 House with 8 Bedrooms 1 1 Maisonette with 1 Bedroom 18 18 Maisonette with 2 Bedrooms 373 368 Maisonette with 3 Bedrooms 82 76 Maisonette with 4 Bedrooms 3 3 Total 25,760 25,385

3.2.2 The Housing stock reduced by 229 during 2019 as a result of the Right to Buy (RTB) with four maisonettes, three bungalows, 34 flats and 188 houses all sold. This is substantially less than in 2018 where 424 homes were sold.

3.3 DEMAND

3.3.1 Available properties are advertised weekly through the HomeLink choice based lettings scheme. A snapshot of general needs properties advertised in the last year shows the following high demand across homes in all areas :

Property Type Area (Ward) Bids Per Property

House 2 Bedrooms Basford 293 House 2 Bedrooms Bilborough 256

House 2 Bedrooms Lenton & Wollaton East 246

House 2 Bedrooms Sherwood 245 House 2 Bedrooms Wollaton West 212 House 2 Bedrooms Aspley 205 Flat 1 Bedroom Aspley 201 Flat 1 Bedroom Castle 198 House 3 Bedrooms Sherwood 196 House 3 Bedrooms Radford 194 House 2 Bedrooms Bulwell Forest 188 House 2 Bedrooms Bulwell 183 House 2 Bedrooms Meadows 168 Flat 1 Bedroom Bulwell Forest 167

Flat 1 Bedroom Hyson & Arboretum 165

Flat 1 Bedroom Leen Valley 162 Flat 1 Bedroom Meadows 161 House 2 Bedrooms Mapperley 156

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Flat 1 Bedroom Bestwood 153 Flat 1 Bedroom Bilborough 152 House 3 Bedrooms Basford 151

Flat 1 Bedroom Lenton & Wollaton East 151

House 3 Bedrooms Aspley 150 House 2 Bedrooms St Anns 150

3.3.2 There are currently 495 of our own tenants registered for re-housing looking to

downsize, up from 221 a year ago, and 514 that are living in overcrowded conditions. Looking at all of our tenants, as of 1 June 2020 there are 1920 that are impacted by the bedroom tax. This is a reduction from 2345 a year ago but only accounts for those who are in receipt of Housing Benefit as Universal Credit does not provide us with this information.

3.4 WAITING TIMES 3.4.1 The tables below provide details of the average waiting times in months between

being placed in a band and a tenancy starting. As the waiting times for homeless households and urgent management moves tend to be shorter this impacts on the averages. This also doesn’t account for those who have been waiting for a significant length of time but have yet to receive an offer. Property Type Name 2017 2018 2019 Bungalow 7 11 12 Flat 5 6 8 House 5 7 8 Maisonette 7 9 4

Band 2017 2018 2019 Band 1 1 1 Band 2 6 9 11 Band 3 12 9 4 Band 4 6 8 12 Band 5 4 7 9 Homelink Plus 11 Victoria Centre Applicants – separate ‘waiting list’

4 8 18

3.4.2 The data below provides information about when those currently on the housing

register were placed in their current band. Application Date % of all applicants

2009 and older 0.60%

2010 1.09%

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2011 1.09%

2012 0.39% 2013 4.09%

2014 3.87%

2015 1.58% 2016 3.34%

2017 13.46%

2018 19.03% 2019 50.42%

3.4.3 The new allocations policy will implement annual reviews and for those not bidding some applications are likely to be closed.

3.5 NEW APPLICATIONS

3.5.1 In total 5,700 new applicants were created during 2019, an increase of 200 from the previous year.

3.5.2 The new applications were:-

Applicant Type Number Percentage Homeless List 497 8.72% General Rehousing List 4295 75.35% Transfer Rehousing List 905 15.88% Homelink Plus 3 0.05% Total 5700

3.5.3 The increase in applications were all from homeless, going from 262 in 2018 to 497 in 2019.

3.6 LETTINGS

3.6.1 During 2019 a total of 1171 NCC/NCH properties were let of which 924 were general needs and 247 were Independent Living. This is a reduction of 22% in lettings compared to 2018 where 1505 properties were let. This was partly due to a reduction in tenancy terminations and partly due to less new build coming on board.

3.6.2 Our Housing First project was launched and we let the first 19 flats to former rough sleepers in the final quarter of 2019, of which six flats were specifically purchased by Nottingham Homes Registered Provider (NCH RP) for this purpose. The new post of Housing First Project Lead has been instrumental in making this project a success and the benefits of having a dedicated and proactive single point of contact within housing, to provide intensive housing management, has been recognised by the tenants, support providers, and NCC.

3.6.3 The letting of Independent Living accommodation is seen as a priority. The

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number of voids as at 31 December 2019 was 49, an increase of five from the previous year. At times there is limited demand for some properties and the actions taken to increase demand are included later within the report at 3.8.10.

3.6.4

The types of properties let were:- Lettings General

Needs 2018

General Needs 2019

IL

2018

IL

2019

Total

2018

Total

2019 Bungalow with 1 Bedroom 52 42 51 20 103 62

Bungalow with 2 Bedrooms 59 57 22 1 81 58

Bungalow with 3 Bedrooms 5 2 5 0

10 2

Flat with 1 Bedroom 449 363 260 226 709 589

Flat with 2 Bedrooms 52 28 4 0

56 28

Flat with 3 Bedrooms 0 1

0 1

House with 2 Bedrooms 243 193

243 193


261 212


12 8

Maisonette with 1 Bedroom 1 0

1 0

Maisonette with 2 Bedrooms 26 16

26 16

Maisonette with 3 Bedrooms 3 2

3 2

Total lettings: 1163 924 342 247 1505 1171

3.6.5

The type of household properties were let to : Household type Number Percentage Single 627 53.54% Couple 92 7.86% Family with 1 Child 172 14.69% Family with 2 Children 144 12.30% Family with 3 Children 93 7.94% Family with 4 Children 27 2.31% Family with 5 Children 12 1.02% Family with 6 Children 3 0.26% Family with over 6 Children 1 0.09%

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3.6.6 The type of applicant properties were let to Applicant type Number Percentage Homeless List 265 22.63% General Rehousing List 662 56.53% Transfer Rehousing List 244 20.84%

3.7 EQUALITY DATA

3.7.1 The Allocations Policy is shaped to ensure that it does not discriminate against both individuals and groups and monitoring takes place to ensure that this is the case. The HomeLink team supports vulnerable applicants to access housing advice and link in with individuals and agencies to achieve this. The following charts give examples of current patterns with regard to the number of applicants, new applications and lettings taking place.

3.7.2 Age

Age Housing Register %

New Applicants % New Lettings %

18-24 13.7% 20.86% 15.37%

25-34 31.0% 30.77% 24.59%

35-59 37.3% 35.23% 38.26%

60-74 12.2% 8.89% 15.88%

75+ 5.8% 4.25% 5.89%

3.7.3 Gender

Gender Housing Register %


Female 57.2% 53.44% 56.87%

Male 42.8% 46.56% 43.13%

3.7.4 Disability

Disability Housing Register %


No 90.8% 94.54% 87.53%

Yes 9.2% 5.46% 12.47%

3.7.5 Ethnicity

Ethnicity Census 2011 %

Housing Register

%

New Applicants

%

New Lettings

% A1 Indian 3.2% 0.7% 0.67% 0.77%

A2 Pakistani 5.5% 3.6% 3.58% 3.07%

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A3 Bangladeshi 0.3% 0.3% 0.25% 0.17%

A4 Other Asian - RECORD OTHER DETAILS 2.1% 2.6% 2.44% 2.82%

B1 Black Caribbean 3.1% 6.4% 5.77% 4.95%

B2 Black African 3.2% 8.4% 8.60% 9.74%

B3 Other Black - RECORD OTHER DETAILS 1.0% 1.8% 1.23% 2.39%

C1 Chinese 2.0% 0.2% 0.12% 0.34%

C2 Other Ethnic Group - RECORD OTHER 0.7% 1.0% 1.02% 1.62%

M1 Mixed White and Black Caribbean 4.0% 5.6% 5.91% 7.09%

M2 Mixed White and Black African 0.7% 0.4% 0.46% 0.34%

M3 Mixed White and Asian 1.1% 0.6% 0.81% 0.60%

M4 Other Mixed - RECORD OTHER DETAILS 0.9% 0.6% 0.72% 0.51%

Other Ethnic Group - ARAB 0.8% 0.5% 1.19% 1.45%

Question Refused 2.2% 3.07% 2.22%

Unknown 1.3% 0.68% 0.85%

W2 White Irish 0.9% 0.7% 0.89% 0.68%

W3 Other White - RECORD OTHER DETAILS 5.1% 7.1% 5.74% 3.59%

White Eng, Scott, Welsh, N Irish, Britis 65.4% 56.0% 56.47% 56.70%

White - Gypsy / Irish Traveller 0.1% 0.1% 0.39% 0.09%

3.8 ISSUES AND ACTIVITY PLANNED FOR 2020

3.8.1 It is anticipated that the Covid-19 pandemic will lead to an increase in homelessness and a subsequent increased in demand for social housing. We are continuing to work closely with NCC and the Integrated Care Partnership (ICP) to support with homeless pressures and with new initiatives to increase the supply of both temporary and permanent housing.

3.8.2 Last summer we consulted with residents and partners about proposed changes to NCC’s Housing Allocations Policy. The new policy has now been approved and published and we’re working on the changes we need to make to our IT systems to be able to fully implement this.

3.8.3 A Housing Options module for Northgate is being progressed alongside the implementation of the allocations policy. This will involve applicants self-assessing whether they may qualify for housing before completing a full application. For those unable to access the housing register other advice will be provided including private rent and mutual exchanges.

The HomeLink web site is due for an upgrade and colleagues within Business Improvement and ICT are exploring options.

3.8.4 The new HomeLink website was launched in April 2020 and has received very positive feedback. This include a ‘find out if you qualify’ calculator which has been one of the most visited of the pages, and gives realistic advice on all

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housing options. 3.8.5 The Housing First model has been identified as the successful solution for ending

rough sleeping and the benefits of secure accommodation have been highlighted further through ‘Everyone In’ during Covid-19. We have provided secure homes to 24 tenants up to June 2020 and we will continue to expand our Housing First provision throughout this year. We are committed to purchasing a further ten flats through NCH RP for Housing First in 2020/21 and will also be supporting with around 20 flats from the Housing Revenue Account (HRA). We will be recruiting to a further post of Housing First Project Lead to enable us to continue to provide intensive housing management which has been instrumental in the success of this project to date.

3.8.6 The Hospital to Home project continues to be a success and has rehoused a

further 106 applicants over the last year with 44 of these bed blocking and 62 of these being early intervention cases. The team received an additional 2 years funding support from the Clinical Commissioning Group (CCG) with effect 1 April 2019 to assist NCH in providing the service.

3.8.7 Mutual Exchange continues to be an important and realistic option for tenants.

We started to hold promotional ‘speed dating’ events and these will continue. During the year a total of 402 exchanges took place.

3.8.8 The HomeLink partnership remains in place to ensure one point of access for

social housing in the City and regular meetings take place with the partners to ensure a joined up approach to housing provision. Unfortunately our popular annual inclusion event in April had to be postponed due to Covid-19 but we will shortly be sharing an update newsletter with partners and will rearrange the event when it is safe to do so.

3.8.9 We carried out monthly surgeries at Loxley House during 2019 to assist

applicants with their rehousing and changed these to community based locations from January 2020. The surgeries are currently suspended but the team are providing telephone support to those who need it.

3.8.10 Work will continue to analyse the demand for housing and ensure this is factored

into new build developments when property ratios are being agreed. Work will also continue to take place to consult local Councillors on their priorities for the lettings policy for individual sites to address local issues. The provision of new build homes has a positive impact on the supply of housing in the City, however as our own tenants move to some of the dwellings, this in turn creates new voids and this can increase any void budget pressures. There are robust processes in place to ensure that our own tenants are only able to move if they are looking after their current property as per the terms of their tenancy agreement.

3.8.11 Furnished tenancies were relaunched in October 2018 with a new supplier and

218 homes were furnished during 2019. The Lettings Officers promote the option

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with all prospective tenants and discuss wider furniture options such as charitable organisation where appropriate.

3.8.12 Pre tenancy work has been in place for some time but we are soon to enhance

this with an online training package before housing applications can be made, and prior to an offer of accommodation is confirmed.

3.8.13 We will continue to promote our Independent Living accommodation. A pilot ‘pet’s

policy’ was introduced in July 2019 and data is now being analysed before further role out. Individual contact is made with new applicants to discuss their rehousing requirements. A promotional stall at Victoria Centre market was trialled as a joint initiative with Nottingham on Call to provide an opportunity for new business and we are keen to repeat this. Other initiatives including show homes, to rent boards, home of the week and open days are continuing. The ongoing Grander Designs programme will also assist with increasing demand. We are starting to look at virtual viewings and other ways to enhance our marketing.

4 FINANCIAL, LEGAL AND RISK IMPLICATIONS 4.1 Financial Implications 4.1.1 There are project costs associated with the changes to our IT systems to fully

implement the Allocations Policy. Reserves are in place to cover the requested contributions from the Housing Options budget.

4.2 Legal Implications 4.2.1 The revised NCC’s Allocations Policy has not yet been fully implemented on our

IT systems however we are acting lawfully in regards to how we operationally manage. To provide transparency, we have published the new Allocations Policy on both NCC and HomeLink websites, with an explanation as to where people will see differences in practice, essentially around the Bands of 2-5 instead of A-D.

4.3 Risk Implications 4.3.1 The continued shortage of affordable housing leads to increased numbers of

people living in inadequate accommodation, with detrimental impacts on individuals, families and society.

4.3.2 The lack of one bedroom accommodation could result in NCH being unable to

meet the needs of a significant proportion of the housing register. 4.3.3 The increasing demand for social housing, coupled with the homeless agenda will

need to be kept under regular review to ensure a fair distribution of what is a scarce resource.

4.3.4 The lack of available social housing can create a negative image of NCH from

those seeking housing and potentially wider. This could include individual concerns, media stories as well as allegations that certain parts of the community receive preferential treatment, e.g. persons from abroad.

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4.3.5 The risks are managed by ensuring key messages about the supply of properties and the demand for homes is well publicised within NCH publications and the media. The allocations policy review has ensured that all competing pressures on the housing register are considered and a balanced approach taken.


5.1 To listen to our tenants and deliver an excellent housing service – to ensure that we provide excellent services to our tenants and future tenants

5.2 To build high quality, affordable new homes for local people – to ensure that the properties built meet the needs of the housing register.

6 EQUALITY AND DIVERSITY IMPLICATIONS The report outlines equality data and provides commentary.



7.1 Appendix 1- Housing Allocation Case Studies

Contact officers: Name: Cath Stocks Address Harvey Road Tel: 07939 284002 E-mail:[email protected]

Date: 1 June 2019

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Appendix 1

Case Studies (names have been changed throughout to protect identify)

1. Mr and Mrs N were living in a three bedroom Council house. Theirchildren had long since left home and they were struggling with theupkeep of the house, and also the high bills. Mr N had mobility issuesand was no longer able to use the bath so had only been able to stripwash for over a year. Our Housing Options team supported Mr andMrs N with moving to a bungalow with level access, so that they arenow able to live full and independent lives. The move also released ahigh demand house.

2. The A family had been living in a one bedroom flat with their threechildren. A lower ground floor flat caused difficulties every time theywent out with the pushchair. Their older daughter was struggling atschool as she couldn’t sleep as they were all sharing one bedroom andthe baby was crying. They have now moved to a three bedroomhouse. The older daughter has her own bedroom and a garden to playin and is doing much better at school. Having appropriate housing hasmade a huge difference to the family during lockdown.

3. Mr and Mrs L are foster carers and foster two children with additionalneeds. They live in a three bedroom house and their adult daughterwas also living with them. Child A was sleeping in Mr and Mrs L’sbedroom but regulations required her to have her own bedroom onceshe turned three. Their adult daughter was ready to live independentlybut also provided invaluable support in relation to their fosteringresponsibilities. She has now been able to move to her own twobedroom flat, close to her parents, so that she can continue to providerespite care and also deliver subsequent huge savings to Children’sServices.

4. A has had a long history of entrenched rough sleeping. She wassleeping in a tent but after a short stay in hospital, her tent was stolen.She moved into a flat through the Housing First project and reportshow this has been life changing. She has taken up baking and is proudof her home, keeping it immaculate and her bathroom is reported tolook like a spa.

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