PROJECT INITIATION DOCUMENT

Transcription

1 Project Name: Housing Futures Phase Two Project Sponsor: Steve Hampson Project Manager: Denise Lewis Date Issued: 15 February 2008 Version No: 1 Background: At Full Council on 31 January 2008 the following resolution was agreed: a) That the Council develops a housing transfer proposal in consultation with its tenants. Council recognises that housing transfer cannot proceed without the support of its tenants and wishes to involve them fully in developing its proposal. The Council further recognises that retention will be an option for consultation. (b) That an application be submitted to Communities and Local Government (CLG) for a place on the 2008 housing transfer programme by the deadline of 31 March 2008; and (c) That authority be delegated to the Leader and Cabinet to agree a new landlord selection process that involves tenants, elected members and staff, the result of the new landlord selection process being presented to Council for approval. The background to this decision is set out in the business case document. The next phase of the Housing Futures process is required in order to implement this decision. Project Objectives: 1) Ensuring the long term viability of the Council's affordable housing stock 2) Improving housing services to the Council's tenants 3) Selecting the most appropriate housing association model for transfer 4) Developing the best possible offer to tenants 5) Ensuring tenants, staff and members are well informed about transfer and the implications of retention 6) Creating new opportunities for tenant engagement and participation 7) Engaging and enthusing staff D:\mgscambs\data\published\Internet\C \M \AI \$zbszizoz.doc Page 1 of 8

2 IN SCOPE Consultation with tenants (and leaseholders, staff, Members and other key stakeholders on the housing transfer proposal. Developing an offer to tenants (and leaseholders). The implementation of a new HRA Business Plan for To understand the most important factors that tenants (and leaseholders) will take into account in evaluating any offer. To identify the level of support amongst key stakeholders, particularly tenants and Members, for the housing transfer proposal during the process through formal e.g. market research and informal mechanisms e.g. feedback from staff. OUT OF SCOPE Secondment and/or transfer of staff to a new Housing Association. Restructuring of the Council post-transfer. Full Stock condition survey. Finalisation of assets to be transferred. Post Ballot implementation of a housing transfer. Note: most, if not all, of the above would feature in a post ballot phase in the event that tenants support a housing transfer. The implementation and further development of the Tenant Participation Agreement to increase opportunities for tenants to be involved in the decision-making processes of the Council in respect of the housing service and ensure an open, transparent and accountable means of tenant representation that reflects the diverse tenant (and leaseholder) population of the district. Appointment of all external consultants as necessary (including Independent Tenant Advisor, Technical and Legal Consultant). The identification of a preferred model for the new housing association landlord (and partner selection as necessary). Setting up a Shadow Housing Association Board. Planning for the re-deployment and relocation of relevant housing management functions. Review of current status of stock condition warranties and legal property documentation. Applying for a place on the CLG 2008 Housing Transfer Programme. Preparation for and carrying out of a ballot to determine tenant support for transfer. D:\mgscambs\data\published\Internet\C \M \AI \$zbszizoz.doc Page 2 of 8

3 Products / Outcomes: 1) A best offer to tenants that reflects the aspirations of tenants for their homes and housing services. 2) Tenant (and leaseholder) support for a housing transfer proposal. 3) The support of Members, staff and other key stakeholders for the housing transfer proposal. 4) A deliverable housing transfer proposal that will provide a sustainable future for council housing and will meet corporate and wider objectives as well as the needs of current and future tenants. 5) Accountable, open and transparent tenant participation arrangements that enable wider involvement by tenants (and leaseholders) in the decisions that affect the delivery of housing and related services. 6) An understanding of the position with regard to legal issues and warranties. 7) A plan for the design and development of a new housing association landlord. 8) A preliminary assessment of the office accommodation needs for both the new housing association and the council in both the short and longer term in the event that tenants support a housing transfer. 9) Inclusion on the CLG Housing Transfer Programme for ) A communications strategy for managing consultation and communications with all key stakeholders including tenants, leaseholders, staff and elected members. 11) A better understanding amongst key stakeholders including tenants and members of the implications of a retention option. 12) A ballot of all tenants (and leaseholders). 13) An open, transparent and well resourced consultation programme with all stakeholders but particularly tenants and leaseholders. 14) A high turnout at the tenant (and leaseholder) ballot. 15) Successful implementation of a staff change management plan. 16) The corporate implications of a housing transfer have been identified and managed. 17) Decisions made in the pre ballot period both allow the Council to protect its interests in the post transfer period and the new landlord to have a viable future. 18) A new landlord organisation that can deliver the offer to tenants and offer opportunities for existing as well as new staff. 19) A preferred option for the future delivery of statutory housing functions has been agreed in full consultation with affected staff. 20) Arrangements agreed for how the strategic housing role will be delivered and strengthened following a housing transfer. 21) To disseminate accurate and accessible information to tenants (and leaseholders) to enable them to make an informed decision at a ballot. 22) Implementation of a new HRA Business Plan that will set out how a retention option could be delivered, what savings are required and what that means for homes and services. D:\mgscambs\data\published\Internet\C \M \AI \$zbszizoz.doc Page 3 of 8

4 Assumptions and Constraints: PROJECT INITIATION DOCUMENT D:\mgscambs\data\published\Internet\C \M \AI \$zbszizoz.doc Page 4 of 8

5 1) There are only two available options for the future management and ownership of the Council s housing stock - stock retention and stock transfer. 2) The majority (82%) of tenants who responded (23.5%) to the test of opinion in 2005 wished to remain with the Council. However, consultation carried out in 2007 suggests that tenants are now more willing to consider change. 3) The Full Council decision to look in more detail at a housing transfer option was supported by 42 to 7 votes. In July 2005 the decision to retain the housing stock was made based on 26 votes in favour to 22 against with one abstention. There is, therefore, more political consensus to look at a housing transfer before tenants are asked to decide on the future of council housing in South Cambridgeshire. 4) The financial position of the HRA has not improved since 2005 despite the required revenue savings of 400k+ being acheived. 5) The tenant profile includes a high percentage of older people. 6) The restructuring of the sheltered housing service since 2005 has affected residents of, and staff employed, within the Council s 43 sheltered housing schemes. 7) The housing investment and service priorities of the tenant population will vary according to needs groups eg families, older people, people with disabilities and any aspirational standard will need to be developed in an inclusive way to meet all these different needs. 8) The rural nature of the district will require that a range of consultation methods are offered and made available to ensure that all tenants (and leaseholders) are afforded the opportunity to engage with the options appraisal. 9) Frontline staff will be key in encouraging tenants to get involved and answering questions and need to be fully engaged themselves to be able to respond positively and effectively. 10) Adequate resources will be made available to deliver the project in order to meet objectives and within timeframe. Also appropriate priority will be afforded to the project by all affected staff, Managers, EMT and SMT in order to be able to complete project related tasks, etc in accordance with project deadlines. 11) An Independent Tenant Advisor (ITA) will need to be appointed to help support and advise tenants on the implications of each of the options and the housing futures project itself. 12) A lead consultant and other key consultancy support in key areas eg legal, funding and communications will need to be procured to support the project and these resources will need to be effectively co-ordinated and managed. 13) Initial tenant/leaseholder representation on the New Landlord Selection Panel (and later Shadow Board) will need to be identified through a mechanism that is considered to be democratic and fair and will result in all the respective interest groups eg sheltered, leaseholder and general needs being represented. 14) The housing futures process will need to be carried out in accordance with CLG guidelines published in the Housing Transfer Manual 2005 (and 2006 supplement). 15) The Council must apply for inclusion on the 2008 Housing Transfer Programme by 31st March 2008 but the outcome will not be known before at least July.. 16) The process will involve considering the options for the future of the statutory and strategic housing functions of the authority post transfer in consultation with the affected staff. 17) The identification of and means to address the corporate implications of a housing transfer, including on the senior management structure of the organisation, will need to be a core activity. 18) The housing transfer will deliver improved opportunities for tenants to get involved in the decisions that affect their homes and services. 19) A housing transfer will provide an opportunity to strengthen and/or enhance the strategic housing and enabling functions of the council. 20) More and/or improved affordable housing will be deliverable through a housing transfer option than could be achieved through retention. 21) A sustainable means of providing disabled adaptations for the homes will need to be built into any business plan for the new housing association landlord. 22) There are adequate staffing and financial resources available to deliver the project. 23) Performance levels may be affected by the Housing Futures process and staff and managers will need to work together to identify and manage consequences. 24) Any new housing association would need to meet Housing Corporation registration criteria. D:\mgscambs\data\published\Internet\C \M \AI \$zbszizoz.doc Page 5 of 8

6 Risks: 1) Project management arrangements are inadequate 2) Lack of or inadequate resources: - Staffing - Financial 3) Lack of effective tenant engagement and/or poor relationship management 4) Lack of effective Member engagement 5) Lack of effective staff engagement/or low morale 6) Lack of other stakeholder engagement and/or support for developing a housing transfer proposal 7) Opponents of transfer disseminate inaccurate information 8) Inaccurate or unbalanced media coverage 9) Failure to gain support from key stakeholders for the model of new landlord 10) Failure to secure a place on the CLG Housing Transfer Programme ) The offer does not meet the aspirations of tenants (and leaseholders) 12) Legal challenge 13) Failure to meet Housing Corporation registration requirements for a proposed new housing association landlord 14) Change in Government policy 15) Failure to secure funding for a new housing association landlord 16) Unable to sustain or improve levels of performance within affected service areas 17) Negative perceptions of housing associations by key stakeholders 18) Conflicts of interest 19) Loss of key staff and/or increased staff turnover 20) Lack of effective, open and transparent tenant participation arrangements Project Quality Plan: 1) A high level of engagement achieved with stakeholders, particularly tenants and Members as measured by numbers attending consultation events and providing feedback through various other means. 2) A significant level of support from tenants (and leaseholders) for the preferred option. 3) A clear majority, if not all, Members supporting the preferred option. 4) A sustainable and deliverable future for the management and ownership of the Council s housing service as evidenced by the level of support from all key stakeholders. 5) A high level of satisfaction with the services provided by the ITA. 6) A new Tenant Participation structure in place that affords tenants (and leaseholders) better opportunities to be involved in decisions that affect their homes with an inclusive, open and transparent means of selecting their nominated representatives. 7) Staff morale is sustained at a high level throughout the process. 8) Tenants (and leaseholders) have been provided with all the information they need to make an informed decision on the housing transfer proposal. 9) All the elements are in place to allow progress to be made to transfer as soon after a positive ballot result as appropriate. 10) There is appropriate liaison with external bodies such as GOEE, CLG and the Housing Corporation to allow a housing transfer to proceed smoothly to completion should this option be supported by tenants. Project Organisation Structure: Summary of proposed project management infrastructure and roles and responsibilities of groups and individuals within it are attached. D:\mgscambs\data\published\Internet\C \M \AI \$zbszizoz.doc Page 6 of 8

7 Communications Plan: A communications strategy will set out how communications with and between the key stakeholders will be managed and delivered. The key stakeholder groups are as follows: - tenants and leaseholders - elected members - staff The communications strategy will build on that developed for phase one of the Housing Futures process in terms of what has worked well and that that has worked less well and reviewed to ensure it reflects the project objectives for phase two. In addition to the meetings of the various groups within the project management framework the HFMT or the Project Manager will meet with the external consultants on a regular basis between meetings of the project team to ensure that resources and communications are effectively co-ordinated and managed. The consultancy support will include the following: - Lead Consultant - Communications Advisor - Independent Tenant Advisor - Legal Advisor - Funding Advisor The project management infrastructure diagram and the summary of the roles and responsibilities of groups and individuals within it illustrate the flow of communications and level of involvement of the respective stakeholders in the project. Project Controls: Stage 1 project initiation February 2008 Stage 2 new landlord selection March to June/July 2008 Stage 3 development of offer and informal consultation Summer to Autumn/Winter 2008 Stage 4 formal consultation Winter 2008/Spring 2009 Stage 5 ballot Winter 2008/Spring 2009 Stage 6 post project review Early 2009 or Spring 2009 The project will be reviewed upon completion of stages 2, 3, 4 and 5. The Project Manager will have significant delegated responsibilities to enable the project to be managed effectively and will take appropriate action and make decisions as necessary, in consultation with HFMT, the Project Sponsor and./or SMT as required to ensure that the project is kept on course to deliver where the responsibility has not otherwise been reserved by the New Landlord Selection Panel, Shadow Board, Housing Futures Portfolio Holder, Cabinet or Full Council. The corporate project team and Housing Futures Portfolio Holder and Shadow Board will receive monthly progress reports against the project plan and will agree any alterations to the project plan and associated milestones within their terms of reference. A Communications sub-group will meet at least monthly to ensure that the communications plan is delivered in accordance with the project objectives and agreed milestones and will report on progress to the Corporate Project Team. Timescale: Baseline Start Date: January 2008 Baseline Finish Date: Between Winter 2008 and Spring 2009 D:\mgscambs\data\published\Internet\C \M \AI \$zbszizoz.doc Page 7 of 8

8 Resources: Budget: HRA General Fund 2007/08 25,000 7, /09 590, ,000 Estimated Total Staff Work Days: 3,416 Note: this includes estimated central recharges of 225k of which 75k is allocated from the General Fund and 150k from the HRA. A detailed breakdown of the proposed budget for the pre ballot stage of a housing transfer proposal is attached. Authorised By: Signature Date Project Manager: Project Sponsor: D:\mgscambs\data\published\Internet\C \M \AI \$zbszizoz.doc Page 8 of 8