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TMO Board
Meeting held on 7th January 2014
Present:
Ms Fay Edwards, Resident Board Member (Chair)
Mr Tony Annis, Resident Board Member
Ms Anne Duru, Resident Board Member
Ms Deborah Price, Resident Board Member
Mr Iain Smith, Resident Board Member
Mr Brendan Tracey, Resident Board Member
Councillor Judith Blakeman, Council appointed Board Member
Mr Peter Molyneux, Council appointed Board Member
Mr Jeff Zitron, Council appointed Board Member
Mr Simon Brissenden, Appointed Board Member
Mr Peter Chapman, Appointed Board Member
Mr Anthony Preiskel, Appointed Board Member
Ms Mary Benjamin, Resident Board Member
In attendance:
Apologies:
Mr Kush Kanodia, Resident Board Member
Councillor Maighread Condon-Simmonds, Council appointed
Board Member
Action
by
1. Introduction
Declarations of Interest
Matters Arising
Test of Opinion
The Chief Executive had met with the Leader twice and the
Leader may be attending the Board meeting in March.
4. Rent Report
The Board had a discussion about historic rent levels. The Chief
Executive confirmed that RBKC has charged rents consistently
below target rent and this has resulted in insufficient rent being
brought in to pay for investment. It was explained that the
increase in rent allows for increase in capital investment.
The Board also had a discussion about the impact of the target
rent system for housing associations. Although this matter has
not progressed it was asked whether in a situation where if
housing associations stop rising under the proposals but council
rents continue rising would it ultimately pose a problem that
council properties cannot be let because the rents are higher
than housing associations rents. Steve Mellor responded that this
is not likely to happen under the current regime.
The Board noted the report and the Chair expressed support
for the proposed rent change as it would mean that more
money could be invested into residents homes.
5. Tenancy Policy
The Board queried the resourcing implications for the TMO and
whether these have been considered. It was explained that the
TMO is aware of the risks and has been preparing for 6 months
with a workflow being developed to identify tenancy review
periods. Initially the changes will only affect new tenants so
resources will be considered further over the next 18 months.
The Board requested that a report on resources be brought to the
Board in a years time. SJ
6. Budget 2014/15
Anthony Parkes introduced the report. The report was sent to the
Finance, Audit and Risk Committee meeting on 11th December
2013, where Members recommended the budgets to the Board
for approval subject to changes in the background information so
it would tie in with the schedules.
The Board enquired about the cash position and whether it would
change significantly. It was explained that there shouldnt be any
significant changes and it should remain positive whilst RBKC
continue to pay on account.
The Board agreed that the strategy was fine but the detail of the
strategy will still need to be worked out. Officers explained that
the strategy is building on the work done during the last two
years and also is using the opportunity that has come along with
the change of the housing revenue financing regime. The TMO is
a key part in working jointly with the council to invest in and
regenerate the homes, making intelligent asset decisions instead
of doing reactive work.
The Board was informed that the productivity is fairly low for the
first quarter but it is reasonable and we are looking for ways to
improve productivity.
10. AOB
3 07/01/2014 5 The Board requested that a report on SJ A report will be sent to the
resource implications of the new Board in 2015.
tenancy policy be brought to the
Board in a years time.
Agenda Item 3
THE ROYAL BOROUGH OF KENSINGTON AND CHELSEA
TENANT MANAGEMENT ORGANISATION LIMITED
Open
For Information
Appendices: 1
The TMO continues to work closely with t he Credit Union with their office based in
our offices on the second floor of 346 Kensington High Street, and Anthony Parkes
is treasurer on their board.
Membership
Currently membership of the Credit Union stands at 318 active members, which
compares favourably with 149 members last September. Therefore, membership is
growing at around 30 new members per month, and membership recruitment is
continuing.
Loans
The number of loans has also increased to 75 with a total value of 174k compared
with a value of 23k last September. Since November 2013, we have added an
average of 30k in new loans each month, and hope to increase lending to 50k
per month. The average loan is over 2k with an average term of between 2 4
years. Marketing has increased demand for loans, and requests for loans from
TMO tenants has increased after recent publicity in the Link magazine.
Approximately 40% of applications are turned down for various reasons, and failure
to maintain repayments is around 5% of loans.
Marketing activities
Activity in this area has resulted in both membership and loan growth. Three
weekly pop up sessions are held at Beethoven, Dalgarno and Worlds End) as well
as ad hoc speaking engagements, political sign ups (councillors, MPs, MEPs etc).
A Members Stories newsletter was produced recently which has gone down very
well with members and potential members, and shows how people can use the
Credit Union in different ways (small and large loans, payroll and lump sum
savings).
AGM
The Credit Unions AGM was held on 11th March. Members at the AGM approved
the boards dividend recommendation of 1.60%. All savers with the credit union
who had savings balances as at 30 September 2013 will get a 1.60% dividend on
those savings for the preceding 12 months or pro rata deposit period. The
members also approved an Increase to the Credit Unions common bond area
taking in the City of London and adjoining boroughs.
The Office of Fair Trading (OFT) has launched a market study into the provision of
residential property management services to leaseholders in England and Wales.
Having sought views on the scope of the study, the OFT has decided to widen its
investigation to include resident property management services for properties where
local authorities and housing associations are the freeholders, as well as those with
private sector freeholders. These have been brought within the scope because of
similarities in the concerns expressed by respondents in relation to the provision of
property management services to former local authority properties.
Estimates vary but there may be as many as five million leaseholders in England
and Wales.
The OFT will look at whether the residential property management services market
is working well for leaseholders and freeholders, including:
In April 2014, the Competition and Markets Authority (CMA) takes on the existing
competition and some of the consumer protection functions of the OFT . The CMA
will publish the final report before the end of the year.
Service charges for the maintenance of a building can be substantial and we want
to make sure that leaseholders are getting a fair deal.
We will look at whether there is sufficient competition in the market generally as well
as taking a close look at specific areas which have been brought to our attention,
including services provided to retirement properties.
Since the issue of the above press release, the TMO has been contacted by the
National Federation of ALMOs (NFA), who have been contacted by the OFT to
discuss any ALMO issues in connection with this review, and the NFA are now
inviting individual ALMOs to contribute towards this study.
3. Resident Engagement
Three out of the four events were joint events, and were held in partnership with
Catalyst Gateway in July, Viridian Housing in October, and Network Stadium
Housing Association in February. Invitations for each event were sent to all
residents in receipt of welfare benefits. The events were very successful, and in
total 10% of invited TMO residents attended the roadshows.
A total of 23 local agencies and businesses supported the TMO at the roadshows
including the Volunteer Centre for Kensington and Chelsea (VCKC), Portobello
Business Centre (PBC), Kensington and Chelsea College (KCC), Clement James
Centre, Nova New Opportunities, Open Age, the Nucleus Legal Advice Centre,
Campden Charities, Your Credit Union and MACE. The Mayor of the Royal
Borough of Kensington and Chelsea also attended to support this initiative.
Feedback from residents has been very positive, with approximately 99% of
residents saying that they found the event useful. In addition all residents
requesting assistance are currently being supported along their requested
employment and training pathway.
The roadshows have also contributed to successful outcomes for a few TMO
residents. Four TMO residents have secured permanent work, one resident is on a
training course, and one resident is on a work placement.
The 2014/15 series of MOYF roadshows are currently being planned, and the first
event is scheduled to be held in June 2014.
A series of staff lunches are being held this year, hosted by individual sections,
which will give staff an opportunity to meet their colleagues in other sections, and
find out more about what the section does, and individual responsibilities. The first
lunch was held on 27th February, and was hosted by Assets & Regeneration. There
was a quiz with prizes, and handouts on the capital programme and the set up for
technical information, and the event was well attended, and a great success.
Another lunch is planned at the Blantyre office which will be hosted by
Neighbourhood Management (North and South), on 20th March. Transport is being
arranged for staff in the Network Hub office.
Both Whitchurch House and Silchester Resident Associations in Notting Barns won
the coveted Gold Standard in this years Royal Boroughs Gold Standards awards.
They were both recognised by judges as having robust management, a
commitment to seeking out a wide range of residents needs and views, and
procedures in place to ensure those views are heard. Janet Edwards, Resident
Engagement Manager, said this is fantastic recognition for our associations and
shows that our residents lead the way when it comes to building community spirit.
They received their awards at a reception in the Mayors Parlour on Wednesday,
19th February.
Recently, anti-social behaviour has become a key priority for the Community Safety
Programme Board, and the Chief Executive has been asked to work with RBKCs
Chief Safety Officer to develop a key action plan. Further legislation is also going
through Parliament which will result in new responsibilities for landlords. It is
expected that the Parliamentary Bill will receive Royal Assent in April, and following
this, the TMO will work with the Police and the Council in ensuring that we have the
right policies and procedures in place. Residents will be kept informed and updated
on developments in this area.
The Royal Borough of Kensington and Chelsea has written to all residents on
Lancaster West Estate, and to the Lancaster West Estate Management Board
(EMB) that following the breach notice served on the EMB in November 2013, the
Management Agreement between the Council and the EMB will come to an end on
31st May 2014.
The housing management services will continue to be delivered by the TMO, and
there will no change in the day to day service that the residents receive. We are
fully committed to delivering a good service to the residents of Lancaster West
Estate, and involving them fully in the resident engagement and governance
processes of the TMO.
8. Repairs Direct
Repairs Direct has now completed its first six months of operation. The level of sub
contract work was initially higher than anticipated due to unexpected increases in
volumes at the start of the contract. This has now been reduced to 20% and the
focus remains on driving up the productivity of our direct workforce. Further
development work on the operatives hand held devices has been undertaken which
will improve the communication of information back to the Customer Contact
Centre. The team continue to work on monitoring and improving the quality of work,
and refining processes to increase efficiency.
9. Test of Opinion
The results of the Test of Opinion carried out last year were reported to the Housing
and Property Scrutiny Committee on 13th March. The report was warmly received
by the Scrutiny Committee, and is attached for information as an appendix to this
report.
Agenda Item 4
THE ROYAL BOROUGH OF KENSINGTON AND CHELSEA
TENANT MANAGEMENT ORGANISATION
TMO BOARD
27TH March 2014
1. Purpose
1.1 To agree a new parking policy which will enable a Traffic Management Order to
be created by RBKC in order to enforce estate parking restrictions which will
protect our income
FOR DECISION
2 Background
2.1 Enforcement of estate parking restrictions via our current contractor, Wing
Parking, is not proving effective. Payment has only been received on 39% of the
1,649 tickets issued in 2012/13 and Wing are not pursuing unpaid debts through
the courts because they will only succeed if they can demonstrate who was
driving the vehicle at the point it was parked.
2.2 This issue arises from the Protection of Freedoms Act 2012, which banned
clamping on private land. Whilst the act established statutory procedures
allowing landowners to enforce Parking Charge Notices against the registered
keepers of vehicles parked on their land, it also specifically excluded these from
applying to local-authority owned land. Whilst the exclusion is presumed to be an
inadvertent effect of the wording of the legislation, rather than the intent of policy
makers, the Department of Transport has nevertheless issued guidance of all
local authorities confirmed it is the legal position.
2.3 A Traffic Management Order enabling the local authority to adopt statutory
controls is therefore the only robust mechanism for enforcing parking restrictions
on private land owned by local authorities. This approach is recommended by
London Councils and most London Boroughs are either now preparing to
introduce such orders on their housing estates or have already enacted them.
2.4 Without such an order, KCTMO will be unable to restrict estate parking to
residents, their visitors and contractors, resulting in our estates effectively
becoming areas of free parking available to the general public. This would likely
generate considerable resident dissatisfaction and presents a significant threat to
the current HRA income of c.700k pa from sale of parking permits, given that
holders would be likely to cancel their permits in the event of increasing
enforcement problems.
3 Policy Implications
3.1 In order to be able to enforce Transport and Highways required some changes in
the current parking practice and the main changes are:
4 Resident Consultation
4.1 We provided all residents (and non residents who have parking permits), with
multiple opportunities to review the proposals and give us their comments.
Details were provided via written mailings to all residents, online information, five
public meetings arranged by officers, attendance at Resident Association
meetings and individual telephone/email discussions with a further 79 residents.
4.2 In total, 818 responded to the survey and the majority of these were already
permit holders. The key aspects of the consultation findings were:-
5 Next steps
5.1 If the policy is agreed by the Board the next steps will be for RBKC Transport
officers to carry out the statutory public consultation on the Traffic Management
Order, which we anticipate will begin in May 2014. The actual order will only be
enacted via key decision of the Cabinet Member for Planning, Transport and Arts,
on conclusion of the 4 week statutory consultation period
5.2 Our officers have already worked with Transport officers to map estates, draft
traffic orders, specify signage and line-marking works, specify IT systems
integration requirements and agree variations to the NSL enforcement contract.
5.3 The Director of Housing has agreed an additional project budget of 205,000
outside of the MMA to cover project costs and we are currently forecasting to
complete all project spend well within this budget. The majority of this
expenditure is associated with signage and line-marking works, which will only be
instructed if the policy is approved by Board.
5.4 The Traffic Management Order cannot extend to estates managed by KCTMO
but located outside the Royal Borough and the new parking policy will not apply
until such time as traffic orders can be introduced in these areas.
6 Recommendation
October 2013
1. Purpose of Document
2. Introduction
2.2. All vehicle owners parking on KCTMO estates must ensure that they comply
with this policy and all vehicles must display a valid KCTMO parking permit.
2.5. Our Customer Service Centre manages the allocation of permits and aims to
maximise usage of the available parking facilities.
3.1. KCTMO permits are not valid outside KCTMO estates and the parking
permits issued by the Royal Borough of Kensington and Chelsea are not
valid on the estates managed by KCTMO.
3.2. KCTMO does not exercise any control over the street parking which is
managed by the Royal Borough of Kensington and Chelsea. KCTMO permits
are not valid outside KCTMO estates and the parking permits issued by the
Royal Borough of Kensington and Chelsea are not valid on the estates
managed by KCTMO.
4. Permitted Parking Areas
4.1. The areas in which parking is permitted on each estate will be clearly
indicated via signs and line-markings. Parking is only permitted within marked
bays, for vehicles displaying a valid permit or badge entitling them to park
within that bay type, and not in any other area.
4.2. Annual permits are issued on an estate-wide basis for parking on external
hard standing or in enclosed car parks. Annual permit holders are entitled to
park in any available bay within the estate that their permit is valid for except:
4.3. Permits for parking in a lock-up garage entitle the permit holder to park within
that individual garage only and not in any other area.
4.4. Permits only entitle the permit holder to park on the individual estate
specified. They do not allow for parking on any other estate, except with
written permission from KCTMO for a limited period (for example, if a parking
area is withdrawn for works, we may grant permission for temporary use of
parking areas on another estate).
4.7. Blue disability badges are not valid in any parking bay on KCTMO estates.
If there are no designated motorcycle bays, the standard vehicle bays must
be used for motorcycle, mopeds and scooters and a valid permit must be
displayed.
4.9. Visitor parking spaces are only to be used with a valid KCTMO visitor permit.
5. Annual Permits
5.1.3 Application forms will only be processed if the applicant does not have
arrears on their rent, service charge or other account managed by
KCTMO.
5.1.3 Residents who have a payment arrangement plan in place with their
KCTMO Income Officer may still be able to apply for a permit, subject
to the Income Officers approval. Please contact the Customer Service
Centre for advice.
5.1.4 Vehicle registration and insurance documents are required showing the
applicants name and address in the borough are required before any
application can be made.
5.2. Allocation
5.2.1 Parking permits are offered in order of priority from date of receipt of an
application form and are allocated in accordance to the priorities listed
above.
5.2.3 KCTMO will make a maximum of two offers per application form. If the
applicant refuses both offers, then their application is cancelled and the
applicant must wait a period of 6 months from the date of the last offer
letter before making a new application.
5.3.1 KCTMO residents who hold a purple disabled badge issued by the
Royal Borough of Kensington and Chelsea can be allocated one
hardstand permit only free of charge. This concession does not apply
to garages or bays in enclosed car parks due to accessibility issues.
5.3.2 Purple badges are only valid from the date of receipt and any charges
applied before the TMO receives a copy of the badge will still apply. It
is the responsibility of the purple badge holder to ensure that the TMO
has a valid and up-to-date copy of the permit at all times in order to
prevent charges from being applied.
Note: The blue disabled badge does not provide any entitlement
to free parking on KCTMO estates
5.4. Charges
5.4.1 There is a weekly charge for the annual parking permits. All charges
must be paid three months in advance. This also applies to parking
spaces that were let before 2005, should the parking agreement advise
of weekly or monthly payment.
5.4.2 Charges are set by the Royal Borough of Kensington and Chelsea
Tenants Management Organisation and increase annually in line with
the rents on residential properties managed by KCTMO. A full list of
charges is available on request from the Customer Service Centre.
5.4.3 Private tenants (as defined in above section 5.1.5, Annual Permits
Eligibility and Application) are charged at a different rate from KCTMO
tenants and leaseholders. This higher rate will also apply to former
KCTMO residents who vacate their property but continue to rent a
parking space.
5.4.4 VAT applies to all parking permits rented by non-KCTMO residents and
to KCTMO residents who rent more than two parking permits. The
maximum number of car parking spaces that can be rented per
household is three.
5.4.6 A 7 deposit must be paid for any keys to entry gates and garage
doors issued before the parking permit is used. KCTMO reserves the
right to recharge for any keys or permits not returned following the
cancellation of a parking agreement.
5.5.1 In most cases, the annual parking permit will be issued to a single
vehicle. The permit will state the vehicle registration number, proof of
which must be supplied with the parking application form and on
annual renewal thereafter.
5.5.3 Only one vehicle will be allowed to use the MULTI-REG permit at any
one point in time. We will maintain an electronic record of registration
numbers for all vehicles that are allowed to use the permit and
enforcement action will be taken against any vehicles displaying the
permit that are not on the electronic record.
5.6.5 Individual lock-up garages are rented for the sole purpose of storing
vehicles. Dangerous items such as petrol, bottled gas or other
flammable items must not be stored in the garage, nor can the garage
be used for general storage or in connection with a business. This will
result in the parking permit account being terminated.
5.7.1 Visitor permits can only be used in a specific parking space that are
marked or signed visitor parking only. Vehicles displaying annual
estate permits are not permitted to park in these designated visitor
spaces and doing so may result in enforcement action.
5.7.2 Visitor permits will be issued for a maximum of three days, subject to
availability, and are only available to KCTMO tenants and
leaseholders.
5.7.3 Each household is eligible for a maximum of two visitor permits within
any 30 day period. If there is a demonstrable need for regular and on-
going visitor parking (for example, if used for the vehicles of carers
visiting the resident to provide personal support), an application for an
annual MULTI-REG permit should be submitted. Please refer to
section 5.5.2 for further details.
5.7.3 To request a visitor permit, a full working days notice must be given
and a vehicle registration number must be supplied. This can be
requested through the KCTMO Customer Service team on 0800 137
111 or 0203 617 7080, or from any KCTMO reception.
6. Parking Enforcement
6.1. Parking controls are necessary to ensure parking areas are reserved for use
by residents and legitimate visitors to the estate, to ensure access for
emergency and service vehicles and keep estate roads safe for pedestrians
and cyclists.
6.2. From 2014 onwards, parking controls will be administered in accordance with
traffic management orders as defined by the Road Traffic Regulation Act
1984.
6.4. A valid KCTMO permit must be clearly displayed in the front windscreen of
the relevant vehicle at all times. Photocopied, damaged or tampered permits
are considered invalid and a penalty charge notice will be issued.
6.5. As defined in section 4 above, signs and markings will indicate where
vehicles can be legally parked, including motorcycles, mopeds and scooters.
Vehicles must be parked within a demarcated bay. Any vehicle parked
outside of a defined area will be issued with a penalty charge notice,
regardless of whether they have a valid permit.
6.6. KCTMO parking permits do not provide an entitlement for parking any
untaxed or un-roadworthy motor vehicle, or commercial vehicle, caravan,
boat, trailer etc. Such vehicles may be issued with a penalty charge notice.
6.7. Vehicle owners have a right to appeal against any penalty charge notice
issued by the Royal Borough of Kensington and Chelseas contractor. Details
of how to do so are available on-line at
http://www.rbkc.gov.uk/environmentandtransport/parking/parkingtickets/howt
ochallengeafine.aspx. Challenges can be made in writing to Royal Borough
of Kensington and Chelsea, PO Box 4294, Worthing, BN13 1WW.
6.8. Vehicles with multiple unpaid penalty charge notices may be removed and
relocated to The Royal Borough of Kensington and Chelseas vehicle pound.
Once the owner has provided proof that they own the vehicle, paid the
release fee and the applicable penalty charge notice fees, the vehicle will be
returned to the owner.
6.9. Vehicles which appear to have been abandoned, in obvious disrepair and
without valid road tax disk, will be served a 15 day warning notice. If no
contact is received within the 15 day period, the vehicle may be removed by
the Royal Borough of Kensington & Chelsea Environmental Services team
and destroyed.
7. Data Protection
7.1 Under the Data Protection Act 1998 residents have the right to access their
personal data held by KCTMO. We will respond to a subject access request
within 40 calendar days. We may charge a fee of up to 10 for the
information. There are some exemptions within the Act which might limit the
extent to which we will comply with your subject access request in certain
circumstances. These will be explained to you when we respond to your
enquiry.
7.2 Under the Freedom of Information Act 2000 residents have the right to
request information about KCTMO. We will respond to a freedom of
information request within 20 working days. There are certain exemptions
within the Act which could allow us to refuse to comply with your freedom of
information request in certain circumstances. These will be explained to you
when we respond to your enquiry.
8.1 KCTMO will make every effort to make information available on request in any
language and in accessible formats. Please contact the Customer Service
Centre to make a request.
9. Formal complaints
9.1 If a motorist is dissatisfied with the service they have received from the
KCTMO or contractors carrying out work or services on behalf of KCTMO,
they need to refer to the KCTMO complaints procedure which can be found
on our website www.kctmo.org.uk
10 Monitoring, reviewing and evaluation are ways in which we will measure our
performance against our objectives and make changes and improvements
where there is a need. The Customer Services Centre will monitor this policy
and make revisions as appropriate.
Version Control
BOARD
27 MARCH 2014
1 PURPOSE
The purpose of this report is to inform the Board on changes needed to the
TMO Constitution, due to the legislative changes and local circumstance.
The Board is asked to agree in principle to the changes to the Constitution
as proposed in this report and to agree the text of the revised and changes
articles at its meeting in May.
FOR DECISION
The introduction of fixed term tenancies from the start of 2014 necessitates
the updating of the constitutional provision prescribing eligibility for
membership.
Under the envisaged changes to the constitution fixed term tenants would be
eligible to become members of the TMO on the same principles as secure
tenants and leaseholders. Fixed term tenants will gain same membership
rights as the existing categories of residents (voting rights, rights to stand for
elections).
In addition, the TMO manages a site where residents are granted licenses
from the Council. It is proposed that the revised article on membership
incorporates membership rights for these residents as well.
Updating the constitution will keep us in line with the recent legal
developments and protect the company from any possible challenges under
the equalities legislation that might arise from the introduction of fixed term
tenancies.
4. Next steps
We are currently working on identifying the clauses that will require revision.
Provided that the Board agreed to the proposal to change the relevant
sections of the Constitution, work will commence on the drafting of the new
clauses. The drafts will be sent to our company solicitors before they are
presented in full to the May Board meeting. Provided that the Board agrees
the text of the revised clauses, we will be carrying out a consultation with the
members on the proposed changes and liaising with RBKC with the view of
obtaining their agreement. The members will then be asked to vote on the
proposed changes at the September Annual General Meeting.
5. Recommendation
REPORT PREPARED BY
Angela Bosnjak-Szekeres
Head of Governance & Company Secretary
Agenda Item 6
THE ROYAL BOROUGH OF KENSINGTON AND CHELSEA
TENANT MANAGEMENT ORGANISATION LIMITED
Open
For information
Board
Recommendations:
Appendices: 2
1. PURPOSE
1.1 The purpose of this report is to advise the TMO Board of the TMOs
performance for the period April December 2013, and to update on the
progress of the Business Plan Strategic Priorities.
FOR INFORMATION
2.1. This report and the attachments give an overview of the performance
of the TMO in key business areas during the reporting period,
together with an update on the progress of the Business Plan
Strategic Priorities.
3. PERFORMANCE INDICATORS
3.1. The traffic light indicator uses the usual colours to indicate the
status of the annual target.
4.1. Detailed below are summaries from managers of the progress in their
area up to the end of the third quarter of 2013-14.
5.4. Performance for void completions within target, recall levels and
customer satisfaction achieved the set targets for December.
5.7. The TMO continues to work closely with Repairs Direct on improving
work processes, identifying trends in operational performance, and
improving data quality.
6.2. The new consultant, GCS who were appointed in September, have been
fully embedded in their role and are now effectively assisting in the
administration of the gas safety contract and further improvements in
performance are anticipated. At the end of January there were just 2
properties without a valid LGSR.
6.3. With regard to the capital programme, the programme value for 2013/14
is 7.34 million. It is confirmed that the current anticipated outturn will
fully utilise the capital allocation.
7. CUSTOMER SERVICES
7.1. December saw a downturn in our performance, both for the percentage
of calls answered and the average call waiting time.
7.2. This was partly due to the seasonal weather conditions, but also due to
having exhausted our bank of casual staff owing to their individual
circumstances. This impacted on our ability to respond to both increases
in call volumes and staff absences due to leave and sickness.
8.1. All targets for arrears and current tenant rent collection were exceeded
at the end of December. Arrears stood at 1.066 million, compared to
1.203 million for the same period in 2012-13.
Welfare Reform
8.5. Since September there has been a further drop in the number of
households impacted by the social sector size criteria, down to 355 from
361.
8.6. Rent collection rates for the group remain above average at 101.59%,
with the groups total combined arrears having decreased since April;
however, 75 households have seen their arrears increase in the year, at
an average of 285.00.
DWP Update
8.7. The Department of Work & Pensions (DWP) issued a circular late in
2013 advising that in cases where tenants had had a continuous claim
for Housing Benefit since 1996 the size criteria riles should not have
been applied.
8.8. This meant that affected tenants were able to receive their deducted
payments backdated to April 2013. The DWP has said that it will amend
the regulations so that any award will only last up to the point that new
regulations come into effect, anticipated to be no later than April 2014.
8.9. In early 2014 RBKC confirmed that this loophole affected 86 TMO
households who have since received backdated payments to their rent
accounts.
8.10. Those households who had applied for and received discretionary
housing payments (DHP) in the year did not have to pay these funds
back, therefore resulting in arrears reductions/credits on these rent
accounts.
Benefit Cap
8.12. The TMOs Welfare Reform Officers have made contact with all
households affected by the cap, and at the end of December sixteen of
the 20 households were in receipt of DHP.
8.13. Discretionary Housing Payments are paid for a fixed period of time,
therefore our Welfare Reform Officers will continue to work with these
households, including referring residents to the Pathways to Work
programme.
9. LEASEHOLD COLLECTION
9.1. All collection targets up to the end of Quarter 3 have been exceeded.
10.2. A total of 173 new ASB cases have been reported for the year to date.
This figure is almost identical to the same period last year.
10.3. The types of ASB being reported remain steady, with noise nuisance the
predominant issue (45.1% of all new cases).
10.4. The number of live cases at the end of December was 69, compared
with 135 in 2012.
10.5. Return rates for ASB satisfaction questionnaires remain low and cannot,
at the present return rate, be guaranteed to be an accurate reflection of
resident opinion on the service.
11.3. In October the TMO held the third Employment & Training road-show at
the Chelsea Theatre. The event was jointly run with Viridian Housing and
was supported by a number of local agencies and businesses offering
training advice, job support and CV writing tips to assist residents in
securing employment. A total of 140 residents attended the event.
11.4. The last road-show of the financial year was held on the 22nd February at
the Harrow Club on Freston Road. A total of 91 residents attended.
12. COMPLAINTS
12.3. The Repairs Direct service commenced in September following the wind
down of the Willmott Dixon Partnership (WDP) interim contract, during
which time non-urgent work orders were put on hold. This resulted in
some customers having to wait longer for repairs. A number of pre-
inspections also had to be repeated where information was unavailable
from WDP.
12.4. During the same period there was a restructure within the TMOs
Repairs Team which resulted in a temporary lack of resources to
investigate customer complaints, subsequently creating a backlog of
outstanding complaints. A new interim Repairs Manager was appointed
on the 6th January and a short term action plan established to process
the remaining backlog complaints swiftly.
12.5. The TMOs Complaints Manager has met with Repairs Direct staff to
review the lessons learnt so far from complaints made by residents. This
has resulted in discussions and a number of agreed actions regarding
the booking of customer appointments and adherence to the No Access
procedure.
13. GOVERNANCE
13.1. A total of 361 new members have been signed up since April 2013,
exceeding the year to date target of 342.
13.2. We are confident that we can achieve the annual target of 460 new
Members by the end of March 2014.
14.1. The KPIs and targets for 2014-15 have recently been reviewed to ensure
continuous improvement and development. Proposed changes for the
Board Level KPIs are detailed on the KPI Quarter 3 report (Appendix A).
15.1. The progress against targets for the Corporate Business Plan at the end
of Quarter 3 is as follows:-
Status No.
Items on target for completion 15
Completed items 9
Target for completion of item 2
scheduled for later in the year
Total 26
17. CONCLUSION
APPENDICES
DASHBOARD LEGEND
Upper quartile benchmark. In most cases this is obtained from the HouseMark report for London ALMOs and
UQB Local Authorities 2011/12. Where that is not available, it is obtained from the HouseMark National or ASB
report.
Status
PI within target range
PI outside target range
PI significantly at variance from target
21/03/2014 14:21
BOARD KPI REPORT - QUARTER 3: 2013-14
Repairs & Customer Service Centre
Target
Q4 2012-13 Q1 Q2 Q3 YTD Status Target 14/15 UQB
Responsive repairs
Emergency repairs completed in target 98.6% 96.0% 97.5% - 96.2% 96.2% 99.0% 99.0%
Non-emergency repairs completed in target - - - - 95.8% 95.8% 98% 98%
Void repairs completed in target - - - - 96.4% 96.4% 90% 90%
Satisfaction with completed repairs 86.8% 86.8% 87.1% - 95.2% 95.2% 95% 95%
Post inspection pass rate 23.6% 25.2% 19.3% - - - 90% 90%
Recalls as a % of completed orders 4.8% 3.6% 5.6% - 2.8% 2.8% 5% 5%
Gas servicing
Properties with valid LGSC 99.9% 99.9% 99.8% 99.95% 99.86% 99.86% 100% 100% 100%
Properties without LGSC 7 7 15 3 9 9 0 0
Without LGSC > 3 months 0 0 0 0 0 0 0 0
Void performance
Number of re-lets 33 168 44 43 44 131
Re-let time (calendar days) 20.7 22.65 20.90 19.30 23.20 21.20 <=24.0 <=23 22.8
% rental loss 0.59% 0.62% 0.73% 0.77% 0.93% 0.80% <=0.75% <=0.75% 0.84%
Voids being prepared for letting 28 28 43 38 44 44 <=40 <=40
Voids unavailable for letting 20 20 13 15 17 17
21/03/2014 14:21 Page 1
Responsive repairs: Targets remain the same as per the Contract Framework.
Gas Servicing: Targets remain the same as per compliance requirements
Customer Service Centre: More challenging targets set for 2014/15 to reduce the average waiting time to no more than 25 seconds, and to increase the percentage of calls answered to
95%.
Void Performance: More challenging target set for average re-let. Performance for the period to December is lower than the proposed target of 23 days, this is to allow for recent changes
in Quarter 4 regarding the lettings process to be fully embedded and any issues addressed and resolved.
BOARD KPI REPORT - QUARTER 3: 2013-14
Rent collected as a % rent due (inc arrears b/f) 97.71% 97.71% 97.57% 98.09% 98.18% 98.18% >=97.69% 97.6%
Rent collected as a % rent due (excl arrears
b/f) 100.25% 100.25% 99.71% 100.24% 100.34% 100.34% >=99.57% 99.7%
Current arrears (million) 1.056 1.056 1.105 1.050 1.066 1.066 <=1.258 <=1.209 less 50k
Arrears as % rent roll 2.35% 2.35% 2.33% 2.20% 2.23% 2.23% <=2.67%
% of arrears over 7 weeks 5.23% 5.23% 5.31% 5.14% 5.20% 5.20% <=6%
Service Charges collection rate 26.6% 107.5% 25.4% 27.7% 25.5% 80.4% 97.46% 72.31% TBC
Asset Management
% Non-Decent Homes 9.0% 9.0% 8.0% 8.0% 8.0% 8.0% <=10% -
Average SAP rating 66.5 66.5 66.5 66.5 66.5 66.5 >=65 -
% Capital Programme Delivery Spent of Annual
Budget 98.1% 98.1% 1.8% 11.6% 45.4% 45.4% >=99% 41.4% >=99%
Rent collection: Proposed arrears reduction of 50,000. Collection targets will be calculated at year end following confirmation of the week 52 position
Former Tenant arrears: Proposed target will be to increase cash collection by 5%. Actual target to be confirmed at year end following confirmation of the week 52 position.
Home Ownership: Targets to be confirmed in late March following receipt of legal advice.
Asset Management: Decency KPI will be replaced with information on the number of homes achieving the Investment Standard (targets to be confirmed). SAP will be replaced with KPI for % of Homes
with an Energy Performance Certificate, and the percentage of these with a rating of E and below (targets to be confirmed).
BOARD KPI REPORT - QUARTER 3: 2013-14
Neighbourhood Management
Target
for Target
Q4 2012-13 Q1 Q2 Q3 YTD Status Target period 2014/15
Grounds maintenance
% Inspections achieving required standards 97.4% 96.9% 96.9% 96.4% 97.9% 97.1% >=95% >=95%
Cleaning
Callbacks 48 136 43 47 31 121 <20p/m <20p/m
QA failures 0 2 0 0 1 1
ASB
New cases 61 233 69 57 47 173
Live cases 132 132 88 73 69 69
Satisfaction with handling 80.0% 85.0% 42.9% 63.6% - 55.6% >=76% >=76%
Satisfaction with outcome 80.0% 90.9% 42.9% 78.6% - 66.7% >=81% >=81%
Resident involvement
No. residents engaging in all TMO events,
activities and involvement opportunities 753 2049 740 1644 952 3336 1440 920 -
Target
Q4 2012-13 Q1 Q2 Q3 YTD Status Target 2014/15 UQB
Complaints
Stage 1 complaints answered 49 226 39 29 48 116
% answered in target 100.0% 83.6% 100.0% 96.6% 85.4% 93.1% 90% 90%
Stage 2 complaints answered 2 9 0 0 0 0
% answered in target 50% 56% - - - - 90% 90%
Appeals answered 0 0 0 0 0 0
% answered in target - - - - - - 90% 90%
Correspondence
W2 correspondence actioned 2486 8084 2408 1936 2342 6686
% answered in target 97.6% 96.8% 98.1% 96.6% 96.3% 97.0% 90% 90%
Complaints: Existing targets will be retained. Additional information on the number of new complaints received will be provided.
Target
for Target
YTD Q1 Q2 Q3 YTD Status Target period 2014/15 UQB
Human resources (quarterly)
Total establishment 192 198 192 193 193 - -
Sickness days absence per employee 5.2 5.5 4.95 5.34 5.34 6.6 5.5 8.2
Governance (quarterly)
Human Resources: Target for the average number of sickness absenses per employee will be reduced to 5.5 days.
Governance: The target for the number of new Members for 2014/15 will be to increase year end membership by >=10%.
Corporate Business Plan 2013/14
November 2013
Priority Service Plan Objective Task Lead Service Plan Target date Dependancies Status Comments
Increase resident satisfaction and put Repairs Direct (also included in Managing
Ensure that Repairs Direct is rolled-out on time and fit-
1 customers at the centre of everything Grow our business and protect Director - Q2 Completed item Repairs Direct went live 2nd September.
for-purpose.
we do our assets) Repairs Direct
361 members signed-up this year (55 at
Maintain a 10% increase on final 2012/13 membership ADNM Item on target for
2 Customer Loyalty Co Sec Co Sec Q1-4 end of Q3) against an annual target of
figure REM completion
460.
The fourth and final Map Out Your
Future Road Show for 13/14 was held on
22nd February. February = 90 residents
attended/ October = 140 residents
RBKC attended/132 residents attended the
3 Worklessness Implement Worklessness Project DDP&P REM Q1-4 Completed item first two shows). The Welfare Reform
SMT
Officers have made contact with all
those affected by a 25% reduction in
their Housng Benefit entitlement and all
those affected by the Benefit Cap.
Residents Conference held on 21st
September.
4 Residents' Conference Hold Residents' Conference REM REM Q1 All Completed item
Corporate Social Build-up Corporate Social Responsibility strategy to be SMT Item on target for Managers' Forum is developing an
23 MF Q4
Responsibility agreed by SMT, ET and the Board ET completion action plan.
Priority Service Plan Objective Task Lead Service Plan Target date Dependancies Status Comments
5 x Board champions appointed.
Meetings held in November and
Item on target for
24 Business Plan 14-18 Develop a new Business Plan PIM PIM Q4/Q1 14/15 All January to dicuss Business Plan further.
completion
2013/14 Service Plans will be extended
until new Busienss Plan agreed.
Induction package rolled out on 18th
July. Training & Development
Programme completed. A set of core
Ensure that all staff have competencies to deliver their
workshops to deliver the training needs
Organisational Training & role. Renew and implement organisational training Item on target for
25 ADHR ADHR Q1-4 SMT identified within the PDR process and to
Development and development to include corporate induction completion
support the TMOs focus on customer
process
service. Have been set-up.
Service
Plan Staff
key
Assistant
Director of Organisational
ADCC&A Customer ODM Development
Contact & Manager
Access
Assistant
Director of Principal
ADHO PA
Home Accountant
Ownership
Assistant
Director of
Performance
ADNM Neighbourho PeM
Manager
od
Management
Assistant Policy &
ADP Director PIM Improvement
Partnering Manager
Chief Principal Project
CE PPA
Executive Accountant
Company
Co Sec PrM Project Manager
Secretary
Resident
Communicati
CoM REM Engagement
ons Manager
Manager
Director of
Other
DA&R Assets &
Abbreviations
Regeneration
Director of
DFS Financial ET Executive Team
Services
Director of Managers'
DO MF
Operations Forum
Director of Royal Borough
DP&P People & RBKC of Kensington &
Performance Chelsea
Head of
Information Senior
HICT Communicati SMT Management
ons Team
Technology
Head of
HSH Supported
Housing
Service Plan Staff key Progress key Description
ADCC&A Assistant Director of Customer Contact & Access Completed item
ADHO Assistant Director of Home Ownership Item on target for completion
ADNM Assistant Director of Neighbourhood Management Item delayed but there is a robust plan for completion
ADP Assistant Director Partnering Item delayed and there are serious concerns regarding its completion
CE Chief Executive Target for completion of item scheduled for later in the year
Co Sec Company Secretary Risks to the organisation reviewed by the Finance & Audit Committee quarterly.
CoM Communications Manager
DA&R Director of Assets & Regeneration
DFS Director of Financial Services
DO Director of Operations
DP&P Director of People & Performance
HICT Head of Information Communications Technology
HSH Head of Supported Housing
ODM Organisational Development Manager
PA Principal Accountant
PeM Performance Manager
PIM Policy & Improvement Manager
PPA Principal Project Accountant
PrM Project Manager
REM Resident Engagement Manager
Other Abbreviations
ET Executive Team
MF Managers' Forum
RBKC Royal Borough of Kensington & Chelsea
SMT Senior Management Team
Agenda Item 7
Open
For information
Risk:
Appendices: 1
1.1 The purpose of this report is to advise the TMO Board of the financial position
of the TMO Company Budgets, TMO Repairs Direct and the HRA Managed
Budgets for 2013/14 Financial year based on the budget monitoring for
February 2014.
FOR INFORMATION
2. Introduction
The TMO Company budgets reported in this paper are based on the
2013/14 company budgets. This report includes the financial position of the
Lancaster West Estate.
Legal costs recovery is 140k ahead of budget based on the higher costs
to ensure collection targets are being met in light of recent legislation
changes. The costs are being monitored closely to ensure that wherever
possible they are recovered and based on the actual costs incurred to
date, a significant proportion has already been recovered via a recharge to
RBKC.
Consultants costs are (50k) higher than budgeted in the division. This
reflects the expertise brought in to manage and process map for the
Customer Contact and Access centre with a view to streamline the
processes between the client side and Repairs Direct.
Legal costs are (90k) adverse variance to budget. This reflects the current
spend but the extra costs are offset by increased recovery.
Legal Costs within the division are forecast to be 75k below budget
reflected the lower number of cases having to be passed for legal advice or
intervention.
4.2 Cash at bank and in hand Increase of 307k. The increase reflects that
timing of the final payment run for the month of February 2014. As
reflected by the current balance of Trade Creditors.
4.4 Defined benefit pension scheme liability The value is based on the
FRS17 report dated 31st March 2013.
5.1 The current position for the investment from KCTMO in Repairs Direct is at
606k against a budget of 713k. This amount is split between capital of
515k and revenue of 91k. Some further costs are expected to go
through by the end of this calendar year.
5.2.2 The current forecast stands at 61k surplus against a revised budgeted
surplus of 67k, an adverse variance of (6k) excluding Capital Works.
5.2.3 There is a 300k positive variance to budget for overall income excluding
Capital Works. Responsive repairs has a positive variance of 123k due to
a small increase in the number of jobs received since the launch of
Repairs Direct. In addition to this, Voids has addition income of 200k
reflecting both the increased number of jobs and some significantly high
value voids which included works for replacing kitchens, bathrooms and
rewiring.
There has been no undertaking of Capital works. In the financial plan, the
impact on the net surplus is of (11k) if no Capital works are undertaken at
all in this financial year up till 31 March 2014.
The current income reflects actual income from 8,651 jobs (1,775k) and
accrued income of 596k for outstanding jobs relating to the months
September February.
A new sub-contractor portal is also being procured for the start of the new
financial year. This portal is expected to reduce the administrative time for
the processing of the jobs to completion and include all variations. This will
eliminate high proportion of work currently being undertaken by the back
office staff to enable accurate invoicing of the completed jobs.
5.2.5 Other costs are currently forecast at (419k) adverse variance to budget.
Subcontractor costs are (880k) ahead of budget. In the initial months the
number of jobs subcontracted has been higher than anticipated. This
percentage is now dropping more towards the 20% target. The increase
has been to support Repairs Direct settle its new staff and cover for any
staff changes that has been experienced in the period so far. There has
also been higher demand for certain trades due to the extreme wet
weather, and this demand could only be managed with the help of the
subcontractors.
5.2.6 The actual spend to date for Materials are lower than expected. The
budget has also been revised downwards to reflect the reduced costs. This
is a direct impact from the number of jobs sub-contracted which include
materials used by sub-contractors for the respective jobs.
Introduction
The revised forecast for the year is projecting a net income of 34million
income against a revised budget 34.23million, this is an adverse variance
of (285k).
The income budgets are forecast to remain as per the Revised Budgets for
2013-14.
This is due to a higher than normal demand for responsive repairs, mainly
due to the wet winter which increased the demand for emergency
drainage, roofing and leakage works. The increase in responsive repairs is
indicative of the investment required in the stock to maintain it to a high
standard.
6.2.3 Aids and Adaptation - Revised Budget has been reduced by 100K
This has resulted in lower than expected increase in the debt levels as a
direct result of the welfare changes - (see 8.1 below for further details).
The approved budget for 2013/14 is 7.339 million, with the current
forecast for the year standing at 7.539million.
RBKC have agreed that the 2014/15 budget will be reduced by the actual
level of any overspend from the current year.
8. HRA Debt
8.1 Tenant Debt There is an increase in the tenant debt balance by (40k)
during this financial year. An increase was expected in light of the uplift in
the rent charges from the 1st of April 2013 and the introduction of The
Under-Occupancy Housing Benefit reduction commonly known as The
Bedroom Tax.
The Rent Income team are now able to take payments from tenants via
telephone this is anticipated to help to further reduce the debt level in the
future. In addition to this two welfare officers have been employed to
mitigate the potential risk of any adverse impact of the benefit reforms by
working with tenants affected by the changes to educate them on the
range of options available to find longer term solutions.
The minimum increase in the tenants debt to date indicates the joined up
work being done by the rent income team and the welfare officers to
support tenants and inform them of the resources available to assist them
with money management.
The Rent Income team continue to offer support where necessary to the
tenants whilst at the same time pursuing legal action where required.
8.2 Leaseholder Service Charges and Major Works The overall debt has
decreased by 986k (Service Charges a decrease of 660k, Major Works
a decrease of 326k). It is expected that both the service charge and major
work debt will continue to fall in the foreseeable future as more payment
plans are agreed and set up.
9. Conclusion
9.1 The TMO Board is asked to note the contents of the above report.
Rupa Bhola
Assistant Director of Financial Services
TENANT MANAGEMENT ORGANISATION DIVISIONAL REPORTING
BALANCE SHEET
MANAGEMENT REPORTING FOR PERIOD ENDED 28th February 2014
All figures in '000
NOTE POSITION AS AT
NET ASSETS BEFORE DEFINED BENEFIT PENSION SCHEME LIABILITY 2,255 2,208
TOTAL NET LIABILITIES, INCLUDING DEFINED BENEFIT PENSION SCHEME DEFICIT (4,158) (4,205)
Staff Salaries (8,096) (7,094) 1,002 12% (7,421) (6,529) 893 12%
Agency costs 0 (1,086) (1,086) -100% 0 (999) (999) -100%
Staff Related Costs (222) (250) (27) -12% (204) (221) (17) -8%
TOTAL PEOPLE COSTS (8,318) (8,429) (111) -1% (7,625) (7,748) (123) -2%
Staff Salaries (791) (797) (6) -1% (725) (751) (26) -4%
Agency costs 0 0 0 0% 0 0 0 0%
Staff Related Costs (17) (33) (15) -91% (16) (30) (14) -91%
TOTAL PEOPLE COSTS (808) (829) (21) -3% (740) (781) (40) -5%
Surplus/(Deficit) before Tax 8,971 8,938 (33) -0% 8,224 8,212 (11) -0%
TENANT MANAGEMENT ORGANISATION DIVISIONAL REPORTING
OPERATIONS DIVISION
MANAGEMENT REPORTING FOR PERIOD ENDED 28th February 2014
All figures in '000
ANNUAL FORECAST POSITION TO DATE
Staff Salaries (4,925) (4,067) 858 17% (4,515) (3,751) 764 17%
Agency costs 0 (840) (840) -100% 0 (767) (767) -100%
Staff Related Costs (6) (5) 1 13% (6) (3) 3 57%
TOTAL PEOPLE COSTS (4,931) (4,912) 19 0% (4,520) (4,520) 1 0%
Staff Salaries (1,049) (937) 112 11% (961) (851) 110 11%
Agency costs 0 (100) (100) -100% 0 (96) (96) -100%
Staff Related Costs (187) (198) (11) -6% (171) (178) (7) -4%
TOTAL PEOPLE COSTS (1,235) (1,235) 0 0% (1,132) (1,125) 7 1%
Legal Costs Recovered 215 105 (110) -51% 197 84 (113) -57%
29 Other Income 261 429 167 64% 239 207 (32) -13%
Digital TV Income 480 480 0 0% 440 462 22 5%
TOTAL INCOME 956 1,014 57 6% 877 754 (123) -14%
Income 3,400 2,490 2,790 300 12% 2,134 2,371 237 11%
Other Income 0 0 0 0 0% 0 0 0 0%
TOTAL INCOME 5.2.3 3,400 2,490 2,790 300 12% 2,134 2,371 237 11%
Rents, Rates, Taxes and Other Charges (163) (163) 0 0% (150) (223) (73)
Planned Maintenance (6,078) (6,295) (217) -4% (5,571) (4,330) 1,241
Responsive Maintenance (5,492) (5,725) (233) -4% (5,034) (4,869) 165
Planned Response Repairs (200) (100) 100 50% (183) (77) 106
Electricity, Heating & Hot Water (3,438) (3,438) 0 0% (3,152) (1,280) 1,872
Provision for Bad and Doubtful Debts (523) (473) 50 10% (479) 0 479
Legal Costs (204) (204) 0 0% (187) (177) 10
Contract Cleaning (2,211) (2,211) 0 0% (2,027) (1,885) 142
Pest Control (225) (225) 0 0% (206) (205) 2
Refuse Collection (144) (144) 0 0% (132) (135) (3)
General Management (607) (607) 0 0% (556) (468) 89
Supporting People expenditure (220) (220) 0 0% (202) (264) (62)
Digital TV Costs (480) (465) 15 3% (440) (364) 76
Area Revenue Works (200) (200) 0 0% (183) (120) 63
Total Expenditure (20,184) (20,469) (285) -1% (18,502) (14,396) 4,106
Description End March End March End March End April End Aug End Dec End Feb
2011 2012 2013 2013 2013 2013 2014
Leasehold - Service Charges 1,350,147 1,193,813 1,279,928 820,480 588,017 625,908 619,644
Leasehold - Major Works 3,126,213 2,236,309 1,599,319 1,518,581 1,804,545 1,398,733 1,273,829
Reserves /
Allocation 2013/14 Annual 2013/14 Total
Brought Budget Funds Actual Spend Carry Forward to
Forward (Original) Available Year to Date 2014/15
DESCRIPTION A B C (A+B) D
1. Purpose
1.1.1 Note the matters discussed and agreed by the Operations Committee at its
meetings on 30th January 2014 and 6th March 2014.
FOR INFORMATION
2. Operations Committee
The Committee considered the project bids submitted for the Housing
Regeneration Programme. Fifteen projects were reviewed and voted on and a
shortlist of bids has been recommended to the council for final approval.
Angela Bosnjak-Szekeres
Company Secretary
Clare Lees
Governance Officer