Compass Housing Stock Transfer Case Study. Presented by: Rebecca Barnes Chelsea Morris

Transcription

1 Compass Housing Stock Transfer Case Study Presented by: Rebecca Barnes Chelsea Morris

2 Who, What, When, Where and Why? Today we will discuss three major stock transfer studies: 1. Wilcannia/Broken Hill, NSW April KBT (Central Coast), NSW January Upper Hunter, NSW May 2011 Including: The instigation and operation of each stock transfer; The management of each stock transfer; The learning's from each stock transfer

3 Objectives of Stock Transfer Enhance financial viability of community housing providers by increasing capital property numbers Contribute to community renewal Rationalise management arrangements between Housing Services & Community Housing in rural and remote locations Improve accountability by consolidating management arrangements Consolidate geographically scattered stock Provide additional supported housing opportunities

4 Wilcannia / Broken Hill, NSW

5 Wilcannia/Broken Hill Stock Transfer Tender process for the whole of location Stock Transfer from HNSW management to Compass Housing Services management Total of 110 capital, 40 leaseholds and 35 AHO properties ALL tenants to transfer across due to closure of Housing NSW office Community forum & consultation held Properties scoped by HNSW, lease signed by Compass Housing Services, maintenance completed by HNSW.

6 Issues: Hard to develop relationship with tenants due to being liaison between tenant and Housing NSW Maintenance works viewed differently ie: variation to scope of works non existent. Increase in staff requirements increase in portfolio size. Introduction of CRA from scratch learnings for the tenants. Difficultly finding tradesman in remote areas.

7 Killarney Vale; Bateau Bay; Tumbi Umbi

8 KBT Stock Transfer properties transferred over Providers chosen to take on stock transfers within Estates under the Community Regeneration proposal Locations chosen where more than one social housing provider operated within the estate Locations chosen on: Level of social and economic disadvantage Extent of housing problems in the area Assessment of community potential to meet the requirements of Community Regeneration

9 KBT How? Grant funding to providers in recognition of the additional costs providers incur HNSW paid $3,000 upfront partial payment per property Providers to schedule repairs Management of budget flows for transferred properties Evidence to be provided to HNSW of transferred properties meeting asset standards within 3 years of transfer Further funding provided at intervals determined by proportion of properties transferred.

10 KBT - Issues Mixed management Estate regeneration not embraced by all providers. Management of information extensive Tenants had the option NOT to transfer resulting in some mixed tenure sites. Tenants unsettled with management issues. Provided a shared HUB issues with staffing from all providers and responsibilities. Maintenance expectation not always paid by HNSW.

11 Muswellbrook Stock Transfer A four stage whole of location transfer process: Stage 1 = 93% Stage 2 = 90% Stage 3 = 90% Stage 4 = 88% Community Forum advised clients of the benefits Tenants retain similar rights Consultation and participation Maintenance undertaken after transfer Fixed term leases change to continuous leases Regular social activities

12 Community Forum Muswellbrook How? Packs of information provided containing: General Disclosure Forms Property Transfer Fact Sheet Community Housing Fact Sheet Compass Housing information booklet Agreement to Transfer Form Centrelink CRA application form Appointment made with Compass Housing to attended premises and to sign lease. Maintenance survey completed within 3 months of lease signing Allocation of $12K cottage; $6K townhouse per scope

13 Issues: Explanations around CRA Mixed tenure sites/locations Tenants had the ability to DECLINE the transfer leaving properties still managed by HNSW in an area where they no longer serviced. HNSW sought to pay Compass to manage the properties on their behalf. Resource intensive in areas with little to no experienced staff

14 Timing is paramount Learning s Consultation and information sharing constantly along the way Be open and honest with the clients Suitable resources ready to go Seamless process with other organisations ie: Centrelink Ensure staff are well versed on what to say and how to advise clients correctly of information. Start the process with clients at the consultation process