1. The changing role of the regulator April 2012 Yvonne Davies yvonne@tenantadvisor.net 07867 974659 Scrutiny and Empowerment Partners

2. Background to changing expectations New Government Review – May 2010 Review of Housing Regulation - October 2010 CLG consultation on draft directions to Tenant Services Authority (TSA) - July 2011 Localism Bill - November 2011 New Housing Strategy - November 2011 Consultation on new standards – November 2011 New regulatory standards - March 2012 TSA closes to become part of the Homes & Communities Agency (HCA) - 1 st April 2012

3. What the Government wanted to change when it came into power “Landlords are accountable to their tenants, not to the regulator.” “The review’s recommendations will result in the system becoming more co-regulatory – with a clearer role for tenants in scrutinising performance… while the regulator’s attention will be focussed on serious failures” Review of Social Housing Regulation October 2012

4. The government view on localism “Today is the start of a deep and serious reform agenda to take power away from politicians and give it to people.“ David Cameron “We need to give people the platform to get things done ….. a system which properly puts tenants and their representatives firmly in the driving seat.” Grant Shapps

5. What we are covering today Economic Standards Governance and financial viability Value for money Rent Consumer Standards Tenant Involvement and Empowerment Home Tenancy Neighbourhood and Community

6. Strong messages Tenant Panels (inc Scrutiny Groups), MPs and Councillors have a role to scrutinise landlords Boards are responsible for governing whether standards are met Consumer standards – the regulators powers are restricted to circumstances where the serious detriment test is met Economic standards are to enable access to private finance and to protect previous govt funding Regulator can intervene for poor performance in a proportionate, transparent and consistent way Leaseholders are excluded from regulation as are home owners who have purchased outright

7. Tenant involvement and empowerment standard Customer care – not many changes Choice – more of the same Scrutiny and co-regulation – more important Cashback – new Equality – collecting all 9 diversity strands Complaints – coming soon This is a cross cutting standard

8. Tenant Involvement & Empowerment Standard (TIES) – cross cutting standard Customer service Choice Complaints – later changes in 2013 not mentioned Equality and additional support for vulnerable people Consult at least once every 3 years on best way to involve tenants in governance and scrutiny Involvement in: formulation of policies; setting and monitoring standards; recommendations on how performance can be improved; agreeing local offers Scrutiny Cashback

9. Co-regulation – key messages Transparency and accountability are key A role for Boards to ensure co-regulation Honest and robust self assessment and challenge Regular reporting to tenants and consultation Value for Money (VFM)– new annual assessment and involvement of stakeholders (including tenants) on how the landlord will optimise VFM Annual published judgements by regulator Will complaints be heard by the HoS?

10. Complaints (TIES & Localism Act) Housing Association Ombudsman will deal with all complaints, including those which used to go to the Local Govt Ombudsman from April 2013 Tenants panels to be recognised by the Housing Ombudsman Service (HoS) as a designated person -if they wish to register as referral body for complaints Choices – tenants part of internal procedure Independent Tenant Panel – as advocates OR as a panel which can consider and mediate and refer on to the HoS, OR scrutinise the service

11. Right to Manage – RTM (TIES) Landlords to support their tenants to exercise the Right to Manage Tenants to have further opportunities to take responsibility for the management of their homes Landlords should support tenants in that right

12. Tenant scrutiny Panels (TIES) Landlords to capacity build tenants to ensure they can be effectively involved Landlords to support the formation and activities of tenant panels. Landlords are to welcome this challenge via a tenant panel (or equivalent group) Clear regulatory obligation on landlords to provide timely, useful performance information to tenants in order to support effective scrutiny and provide training Annual report to tenants continue to be regulatory obligation, as do local offers Landlords to provide accurate and timely information to enable scrutiny

13. Customer Inspection and Improvement Panel

14. Established in October 2010 Aims: Independence Accountability & transparency Tenant led Informed choices Continuous improvement Considerations: Access to information Formal safeguards Formal powers Initial set up

15. CIIP East Durham Homes Board Board panels Customer service Equality and diversity Finance and human resources Audit and risk Executive Management Team The Housing PartnershipMystery shopping Tenant and Resident Associations Service review panels and focus groups Editing panel, estate inspections, surveys, feedback panels Accountability and Authority

16. Decides how to take decisions forward Implements the recommendations it makes Makes demands Looks into key services in great detail Makes recommendations for improvements Makes reasonable requests Supports the continual development of the organisation The role of the CIIP

17. Company overview Performance Management/ VFM TPAS Scrutiny Training Joint working event with EDH Board and CIIP VFM training E&D training Planning scrutiny Report writing and presentations Training

18. Role-specific: Chairing a meeting How to challenge Individual appraisals Feedback from inspections ALfR Level 3 Award in Resident Scrutiny Continual development Additional training

19. 1 st service area to inspect Estate Management Based on lower than desirable customer satisfaction scores

21. Desktop review Estate walkabout Mystery Shopping Interview with members of staff Shadowed a member of staff Customer Focus Group Consulted resident associations First inspection

22. Add timescales and clearer wording to the new Ground Maintenance SLA with Durham County Council. Investigate supplying estate officers with heavy duty tools kits (one per van) to reduce the fuel costs, labour costs, wear and tear on vehicles and improve time management Improve layout of estate management page by grouping the headshots of estate officers by the areas they work in. A few of the recommendations

25. Investigate the possibility of creating an estate walkabout ‘card in window' scheme for disabled/elderly/vulnerable tenants to indicate to estate officers/assistants that the tenant has a comment to make Further promote the role of the handyman service so that it is clearly understood Recommendations continued

27. Reasoning New approaches:  Working as one large group  Team co-ordinators  Approach to interviewing  Improved communication between interviews  Telephone interviews Taken to the Board for approval in November 11 ASB inspection

29. Consider rewording the VMS surveys at the start of each question (‘how do you rate’) is very repetitive and off putting to tenants. Take a survey along to a visit in the final stages of a case and ask tenants to fill them in and post them back Consider offering letter box locks to victims of ASB Advertise the use of twitter/Facebook/smartphones to report ASB ASB recommendations

30. Peer review completed in January 2011 Suggested by Board of Directors as an area to look at Reality check Communication around repairs

31. (Report not yet been presented to Board) Ideas for recommendations… Courtesy calls Automatic trigger Emergency call outs Changes to scripting and letters Changes to PDAs

32. Membership of other groups/ panels Clearer explanation of what’s involved Flexibility in the level of involvement More support with desktop review If we could start again, what would we do differently?

33. Communication with wider tenant body Monitoring implementation of action plan Involving more tenants in the recruitment process Conflict resolution with Board Further considerations

34. 23 recommendations for Estate Management approved in May 11 - all have now been actioned 15 recommendations for ASB service approved in November 11 - 12 now in place Provisionally 22 recommendations for Communication around Repairs Company buy in Better understanding of the process from staff Outcomes

35. Panel member’s experience

37. Tenant Cashback (TIES) Give tenants opportunities to be involved in the undertake or commission routine repairs themselves, as agreed with the landlord Tenants to be given a chance to share in the financial savings Publication of information on repairs budgets will help tenants judge whether the schemes are sufficiently ambitious Local circumstances of stock age and condition and type is to be recognised Tenants may gain practical and transferrable skills Outcomes to be published in annual reports

38. Darrin Gamble Head of Neighbourhood Northern Housing Consortium 16 April 2012

39. BONKERS!!!!!!

41. Why get involved? We like to innovate Ability to influence tenancy standard Learning Know the opportunities Know the risks Ethos

42. Something for Something Increasing self reliance Reducing dependency Training & employment Bromford Deal Tenant Cashback

43. Home Rewards Club Pilot Cashback for Repairs Housing Management

44. Home Rewards Club Repairs Clear split of responsibilities Customer Bromford Excluded repairs Repairs Diary Annual Property Service (APS) DVD £150 / £150

45. Home Rewards Club Housing Management Clear split of responsibilities Customer Bromford £200 after 12 mths

46. Home Reward Club Pilot Areas Sandwell and Dudley Inner city and flats Lichfield Large stock concentration Central Cotswolds Semi rural Stratford Upon Avon 2500 customers

47. Home Reward Club Members 5% Sign Up Rate 130 Customers Feedback What customers liked What customer didn’t like

48. Home Rewards Club Who can join? Minimal exclusions Damage to property Possession Find out where the risks are

49. Cost/Resources Full Time Project Manager £500 x 130 = £65k Additional APS Colleague time Savings - are they real?

50. What do we want to test? Reduction in repair costs Reduction in housing management activity Insurance/compensation risks Quality What are the costs of administration Change in customer behaviour Who does it work for? Who doesn’t it work for? Potential to extend

51. Experience to Date Colleagues Customers Hurdles Insurers Health & Safety Asbestos Financial Link Agreement Marketing – How do we get through Welfare Benefits Bureaucracy

52. Customer Feedback Pete Docherty Lisa Norris

53. Analysis Repair costs/numbers Use of the contact centre Any access issues Training & employment Repairs activity – customer / Bromford Housing management activity – customer / Bromford Last 12 mths After HRC

54. What next? Share learning Roll out Phase 2

55. Questions

56. Contact Darrin Gamble Head of Neighbourhood – West Midlands 1 Venture Court Broadlands Wolverhampton WV10 6TB Darrin.Gamble@Bromford.co.uk @Darrin_Bromford 01902 378646

57. Tenancy Standard Allocations – co-operate with Local Authority Mutual exchanges – access to a new data base Manage under-occupation and overcrowding Publish the policy – common register; common allocations and local lettings policies Clear tenure policy – type of tenancy – including new fixed term tenancy; when you will grant the tenancy and what the grounds of appeal will be When probationary tenancies will be used Continue the tenure when tenants transfer

58. The Revised Regulatory Framework for Social Housing April 2012 A Perspective on Tenancy Policies Garry Croll Assistant-Director Housing Services Liverpool Mutual Homes Northern Housing Consortium Seminar Monday 16 th April 2012, Helena Housing

59. Introducing the Revised Tenancy Standard Two elements (Rents now part of Value for Money Standard) Allocations Tenure

60. Allocations & Mutual Exchanges- Required Outcomes RP’s to let their homes in a fair, transparent & efficient way Take into account housing needs & aspirations of tenants & potential tenants Lettings must demonstrate:- –Best use of available housing –Compatible with the purpose of housing –Contribute to LA’s strategic housing function & sustainable communities Clear application, decision making & appeal’s processes Enable access to opportunities to exchange via internet based mutual exchange service

61. Some Specific Expectations- Mutual Exchanges & Homelessness RP’s to co-operate with LA’s strategic housing function & assistance with delivery of homeless duties & meeting obligations in nominations agreements. RP’s must subscribe to an internet based mutual exchange service Internet based exchange service must be a signatory to an agreement such as Homeswap direct RP’s must take reasonable steps to publicise availability of the service to tenants RP’s must provide reasonable support in using the service to tenants who do not have internet access.

62. Questions for Discussion? How does your authority enable RP support \ input into delivery of the strategic housing function? What contribution are you making to assist the LA meet its homeless duty Are your nomination agreements robust? Which provider to go for? Sub-regional CBL – Abritas system will provide a link to national exchange scheme provider What publicity is regarded as reasonable? Will you introduce Internet cafés & Kiosks, other?

63. Other Allocations Policy Issues Affordable Homes Under-occupation – welfare reforms Overcrowded

64. Tenure – Required Outcomes & Specifics RP’s to offer tenancies or terms of occupation compatible with the purpose of the accommodation, needs of individual households, sustainability of the community and efficient use of the stock. They shall meet all applicable statutory & legal requirements in relation to the form & use of TC agreements or terms of occupation. RP’s to publish clear & accessible polices that outline their approach to tenancy management including interventions to sustain tenancies & prevent unnecessary evictions & tackling tenancy fraud.

65. Questions Are we going to be able to provide tenancies that satisfy all the above criteria? Have you reviewed your tenancy agreements? Are they compliant with legislation? How does your tenancy policy fit with LA’s strategic tenancy policy? What tenancies are you going to use? What will be the tenancy length? How will you differentiate? What appeal arrangements will you put in place?

66. Conclusions – Questions? Early days! Still assessing the way forward. Welcome the opportunity to share thinking. Particularly on tenure strategies & affordable homes. Concerns about challenge - inevitable?

67. LUNCH

68. Governance and Financial Viability Test the effectiveness of governance once a year Let the regulator know of any non compliance Annual returns Effective controls and procedures Risk management – ever important Financial checks – let HCA know if you have a problem

69. Home Standard Meet decent homes standard Continue to meet this standard Provide cost effective Repairs service to homes and communal areas Right first time repairs Ensure a prudent, planned approach to repairs Right balance of planned and responsive repairs Meet health and safety arrangements Approach which includes cyclical, responsive, planned, capital works, work on adaptations and empty homes

70. Neighbourhood and Community Standard Keep neighbourhoods and communal areas clean and safe Work in partnership with tenants and public bodies Co-operate with partners and local partnership arrangements to help promote the social, environmental and economic wellbeing of areas Identify and publish the roles that landlords can play in areas where they have homes Prevent and tackle ASB – using full legal powers available Take decisive action on ASB and make it easy to report Support witnesses and victims of ASB

71. HOME, NEIGHBOURHOOD & COMMUNITY STANDARD Chris Smith Managing Director Erimus Housing

72. TO COVER Home Neighbourhood & Community Local Partnerships

73. HOME Quality of Accommodation - ensuring Decent Homes Guidance is maintained Repairs & Maintenance - planned approach to R & M of homes and communal areas - co-operated with relevant organisations to provide an adaptations service

74. NEIGHBOURHOOD & COMMUNITY STANDARD Neighbourhood Management - published policy for maintaining and improving neighbourhoods EXPECTATIONS

75. NEIGHBOURHOOD & COMMUNITY STANDARD EXPECTATIONS Local Area Co-operation - identify and publish the roles you are able to play in areas - co-operate with local partners and strategic housing functions

76. NEIGHBOURHOOD & COMMUNITY STANDARD

77. Anti-Social Behaviour - publish how you work with relevant partners to prevent and tackle ASB - early intervention - prevention - support

78. IN GENERAL No real change Not prescriptive No interference – except if serious detriment

79. LOCAL AREA CO-OPERATION Why now more than ever? The new challenges How we can respond

80. WHY NOW MORE THAN EVER? RPs have a strong partnership ethos but poor reputation in Parliament Impact of continuing austerity measures

81. WHY NOW MORE THAN EVER? New structures emerging We are a neighbourhood based service It can offer new opportunities & service development

82. THE NEW CHALLENGES Welfare Reform - bedroom tax - Universal Credit - Financial Inclusion Local Authority Tenancy Strategies - best use of stock?

83. THE NEW CHALLENGES Health & Social Care Act - Health & Wellbeing Boards - New commissioning framework Anti-Social Behaviour - impact of Pilkinton case - Renewed ‘Respect’ agenda Troubled Families - how defined? - who intervenes?

84. THE NEW CHALLENGES Building New Homes - reduced grant rate - Affordable Rents - reinvigorated RTB Asset Management - best use of stock & buildings

85. HOW CAN WE RESPOND Depends on your business model: “…having taken account of their presence and impact within the areas they own properties” Where is best impact to deliver directly or to outsource? e.g. Erimus Housing - 10,500 properties - 1 Local Authority area Tees Valley Housing - 4,500 properties - 16 Local Authority areas

86. PARTNERSHIP WITH MIDDLESBROUGH COUNCIL Chair of the LSP Strategic Housing Forum Deliver Homelessness & Advice Service Strategic review of community assets Development of Neighbourhood ‘Hubs’ and shared services Troubled Families Pilot Financial Inclusion – Lead on Big Lottery Bid One Planet Living / Green Agenda

87. JOINT VENTURE Innovative approach to regeneration Capitalising stock transfer commitments Match funding through Erimus VAT Shelter Regeneration ‘pot’ of £5 – 6 million Asset transfer vehicle Use of MBC / Erimus land to deliver housing priorities

88. HEALTH & HOUSING The Gateway Project

89. ANTI-SOCIAL BEHAVIOUR PIER approach Strong links with Police, Fire Brigade, Local Authority

90. ANTI-SOCIAL BEHAVIOUR Investing in Young People Neighbourhood Approach

91. GROUNDWORKS PARTNERSHIP Strategic alliance Consultancy and project delivery Environmental works Developing skills and training opportunities Volunteering

92. TO CONCLUDE Partnerships here to stay Influence and impact Common vision important, who delivers is not Outcomes are the priority

93. Thank you & Questions

94. Rent standard Separate guidance on this Rent formula 5% tolerance in individual rents 10% tolerance on supported housing rents Annual RPI + 1% increase (capped) Annual target rents RPI + 0.5% increase Rent is no more than 80% of market rent

95. Value for Money standard Robust assessment of all its assets and resources – financial, social and environmental Take account of stakeholders interests On going improvements in value for money Annual assessment: – Set out absolute and comparative costs – Evidence the gains in VFM

96. Practical applications of VFM.. Sue Smith – Director of Finance and Performance

97.  Strategies  Cost data  Performance data  Benchmarking clubs Value For Money Do you know what it is telling you?

98.  Reducing costs  Improving outputs  Improving performance  Mixture of all? Value For Money Are you clear about what you are trying to achieve?

99. Value For Money

101. Transactional, transitional and transformational change

102.  Customer Services  Flexible working  Office working  ICT systems Value For Money

103.  Preferred method of Communication – telephone  Reconfigured offices  Electronic Document Management  Hot Desks, drop down zones, pods  More time out with customers  Invest in customers preferred contact methods  Culture change Value For Money Office Refurbishment

104.  Work is something you do…not somewhere you go  Smarter about how you work  Changes to T’s and C’s  Core hours removed  Technology –sun rays  Staff benefits  Staff retention Value For Money Flexible working

105.  Resolution of queries at first point of contact  Brought a number of teams together  Cover hours from 8am to 7pm  Cost neutral – doing more for the same Value For Money Customer Services

106.  Sun Ray technology  Savings on lap tops  New ICT systems being implemented- right information at the right time  Dedicated team  Work flows Value For Money ICT Systems

107.  What is important to you?  Who do you admire  Visit them!  Meet for a coffee  Learn from them  Its not easy! Value For Money Benchmarking results

108.  Look at costs year on year…  Budget for 10/11  Actual for 11/12  Budget for 12/13 Value For Money Budget Setting

109. Value For Money Project Appraisal

110. Improved processes Motivated/educated employees Enhanced information systems Monitored progress Greater customer satisfaction Strong financial base Value For Money Balanced Scorecard

111.  Joint Procurement  Shared services  Procurement clubs  Framework agreements  Services in house or not? Value For Money Procurement activities

112. Value For Money Are you Lean?

113.  Profiling data  Impact assessments  Focus groups  Scrutiny Panel  Annual Report  STAR survey results  Learn from complaints Value For Money Customer Involvement

114.  Neighbourhood Investment Framework  Halton Standard  Void Standard  Social Value – Beyond the Garden Gate  Sustainability assessments  Invest or divest? Value For Money Asset Management

115. Name: Sue Smith Tel:0151 510 5123 Mob: 07947 614289 Email:sue.smith@haltonhousing.org Value For Money Questions ?

116. Serious Detriment (SD) Test Regulator may not apply this if the landlord fails to meet one or more standard Regulatory intervention is at a much higher level than with economic standards Defined as risk of, or actual, serious harm to tenants No further definition will be given, but likely to be H&S; loss of home; unlawful discrimination; loss of legal rights; financial loss Assessment is based on the degree of harm for failure to meet consumer standards If it is not to be taken up by the regulator, then it is a matter for the Complaints Procedure

117. Intervention and enforcement The same powers remain as before Regulator has a new duty to minimise interference Investigation and terms when significant risk is identified Is there a role for the Housing Ombudsman service on a failure of co-regulation? What KPIs are you going to collect on complaints?

118. Thanks for listening and taking part Any Final Questions? yvonne@tenantadvisor.net Tel: 07867 974659 www.tenantadvisor.net/blogs Check out the free news pages to keep up to date with housing policy