Tenancy Services Section Service Plan Housing Services Directorate 2017-18 - Version
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Tenancy Services Section
Service Plan
Housing Services Directorate
2017-18
Version 11. PURPOSE AND FUNCTIONS
1.1 What is the purpose of the service?
The Tenancy Services Section is a diverse department that sits within the Ashfield Homes
Service Directorate. It is responsible for the management of the Council’s housing stock and
provides a broad range of housing advice and support services to tenants.
The ‘Housing Landlord’ staff manage the functions of the Housing Revenue Account (HRA)
through the management of circa 6700 Council owned properties and a further 172 Leasehold
homes. This includes the provision of tenancy and estate management services for tenants
and leaseholders, ensuring that residents have access to high quality housing services and
can become involved in decision making and improving the services we provide at whatever
level they choose.
The Section delivers services in line with legislative requirements and operates a number of
policies and procedures to support its statutory and operational functions.
The Section supports vulnerable tenants through its Tenancy Sustainment and Money
Management Advice Services.
There are clear links and involvement with other services, external and internal as follows:-
• Technical Services Section
• Asset Management
• Housing Options and Advice Section
• Lettings and Property Shop Section
• Strategic Housing
• Revenues Section
• Legal Section
• Supported Housing
• Environmental Health Section
• Community Protection Team
• Nottinghamshire Police
• Nottinghamshire Fire and Rescue
• Social Services
• Support Providers
• Registered Social Landlords
The Section recognises that no single agency can tackle anti-social behaviour, debt-related,
vulnerability or other problems alone and the Section embraces it partnership role, ensuring
value for money and efficient targeting of joint agency resources to contribute to the
sustainability of communities throughout the Ashfield District.
Resident involvement lies at the heart of Ashfield District Council. Working with tenants and
leaseholders to review and develop services is embedded into our day to day practices.
1.2 Service Functions
The Section delivers a wider range of housing and support related services including:-
• Tenancy and Estate Management (including enforcement of Tenancy Conditions)
• Income Management (Rent arrears collection and recovery)
2• Tenant Participation, Information and Consultation
• Tenancy Sustainment Service
• Money Management Advice Service
• Leasehold Management
Tenancy and Estate Management
The Team consists of six Housing Management Advisors who manage a designated ‘patch’
area to provide a pro-active specialist housing management service.
Housing Management Advisors fulfil their responsibilities by dealing with the following:-
o Carrying out visits to all new tenants to identify any tenancy breaches or support
required
o Dealing with requests for variation to tenancies (Assignments, Successions, Joint
Tenancy request etc.)
o Dealing with mutual exchange requests and carrying out pre-termination property
inspections
o Dealing with requests for permissions (Pets, Lodgers, Sublet, Alterations/
Improvements)
o Tenancy enforcement (Gardens, Cleaning, Property Condition, Behaviour, Occupancy
etc.).
o Managing the general condition of housing estates, reporting repairs and maintenance
issues to the appropriate section
o Identifying environmental or crime prevention issues.
The service has responsibility for tackling ‘low’ level cases of anti-social behaviour. This is
delivered jointly with the Community Protection Team.
Rents Collection and Management (Current and Former)
The Rents team is responsible for the collection of rent and recovery of rent arrears. The aim
of the team is to substantially reduce the debt owed by both current and former tenants. The
team achieve this though a combination of prevention and early intervention, support and
enforcement.
We have a specialist Welfare Reform Advisor who works to ensure that all tenants affected
by the Welfare Reform Act 2012 (Bedroom Tax, Benefit Cap and Universal Credit) is provided
with the appropriate support and advice. The Advisor also deals with recovery of arrears where
tenants do not engage and aims to provide specialist knowledge around the Welfare Reform
Act.
The Housing Management Advisor (Former Tenant Arrears) deals with former tenancy rent
arrears.
Tenant Participation
This service also falls under the remit of the Tenancy Service Section and aims to ensure
tenants and residents are well informed and are able to participate in the decision making
process about the Housing Services they receive.
There is a dedicated Tenant Participation Officer based within the Section who oversees the
work of Tenant and Residents Associations throughout the District, as well as specific forums.
3The Tenant Participation Officer also dedicates time to being out in the community meeting
with and consulting tenants in order to understand their current and future needs and engaging
with unrepresented groups.
Tenancy Sustainment
The Team also has two specialist Tenancy Sustainment Officers (TSO). The main role of the
TSO is to deliver a support and advice package to vulnerable tenants to enable them to
establish and sustain a tenancy and live independently, developing and maintaining a high
level of personal contact to maximise engagement and minimise rent arrears and breaches of
tenancy.
Money Management Advice Service
There is a specialist Money Management Advisor who is responsible for providing a money
management advice service to tenants to maximise their income and enable them to access
appropriate benefits. The aim of the service is to prevent tenants from losing their home.
Leasehold Management
Housing Management Advisors also provide tenancy and estate management services to
Leaseholders as and when required, working in partnership with other Sections in the Council.
42. IMPACTS ON THE SERVICE
2.1 Existing Drivers
Driver (Local, external, govt policy) Impact of driver/ alignment
Housing Legislation (Housing Act 1980, National Local authorities are expected to
Housing Act 1985, Housing Act 1996). manage tenancies in accordance
with relevant legislation.
Regulatory Framework for Social Housing National
Local Authorities are expected to
in England April 2012
work within this Framework.
Local Various elements of this impact on
the granting of new tenancies
Housing Allocations Policy
following death and relationship
breakdown.
National Local Authorities are expected to
comply with this legislation and treat
Equality Act 2010
all tenants in a fair and non-
discriminatory way
National Changes to complaints (Introduction
of a Designated Tenants Panel),
Flexibility to grant fixed term
tenancies, co-regulation, changes to
social housing tenancies, changes to
Localism Act 2011
the regulation of social housing (We
must support tenants both to shape
and scrutinise service delivery and to
hold councillors to account).
National
Universal Credit which has replaced
some benefits has already been
introduced and will be rolled out
further in the Ashfield District in 2018.
This has resulted in rent collection
becoming more complex as tenants
face increased challenges in respect
of managing their financial affairs,
competing bills and also suffer delay
from receiving payments themselves.
Welfare Reform Act 2012
The introduction of this has posed an
increase risk to rent collection and
possible loss of income. Failure to
manage the changes correctly could
result in less income to the HRA which
will impact on delivering services.
5National The effect of the 1% reduction in
rents (4 years) is loss of income to
the HRA/continuing impact of welfare
reforms on tenants and their ability to
Welfare Reform and Work Bill
pay/higher levels of poverty. The
benefit cap reduction has also
affected tenants (reduced their
income).
The Prevention of Social Housing Fraud National Local authorities are expected to
Act 2013 comply with the legislation.
National Local Authorities will be required to
phase out lifetime tenancies and
introduce fixed term tenancies, which
will be introduced for new tenants,
however will exempt some specific
Housing and Planning Act 2016
groups. The impact of this could
include increased right to buy,
tenancy turnover and more intensive
Housing Management arrangements.
External Local authorities must promote
wellbeing when carrying out any of
Care Act 2014
their care and support functions in
respect of a person.
Health and Wellbeing agenda External Better health outcomes.
Local The housing strategy sets out the 4
Housing Strategy 2016 - 20 plan to deliver the housing and health
agenda across the district.
Local All strategic documents are aligned
ADC Corporate Plan with the Councils corporate priorities
within the Corporate Plan.
Local Value for Money and financial
Financial Savings savings continues to be a key factor
for Local Authorities.
Local This continues to place greater
emphasis on providing efficient
Fuel Poverty homes and appropriate advice linked
to economic situation and
employment.
62.2 Horizon scanning
Over the past few years, the external environment has changed significantly, with the impact
of prolonged economic hardship and Welfare Reform affecting the Service.
At the same time, the regulatory regime has changed with a new focus within social housing
on economic rather than consumer regulation. Consumer standards are largely addressed
through tenant scrutiny of services within the Councils co-regulation mechanisms,
empowering tenants to become more involved in the provision of housing services.
Welfare Reform
One of the biggest challenges is that of Welfare Reform. The introduction of Universal Credit
and its associated payment methods, the Benefit Cap and the under-occupancy subsidy
(Bedroom Tax) present new challenges for us, our tenants and future tenants.
Universal Credit is expected to be rolled out across the District in August 2018. The
introduction of Universal Credit will result in a significant increase in customer contact as the
vast majority of our tenants will now have to liaise with us directly to make their rent payments.
We will need to work more closely with our customers to assist them in budgeting but still
expect to see the amount of rental income we are able to collect to fall. We will need to promote
a “Rent First” culture and make sure that collection of rent and offering tenancy sustainment
support is our primary focus, taking opportunities presented by customer service contacts to
clarify, check and promote this.
1% rent decrease
The 1% compulsory rent reduction for the next 4 years has lowered the rents our tenants now
pay, but it will also reduce the income available to provide services to help them with the
challenges they face. This presents significant challenges for the HRA and for the Service
which will need to be well managed to minimise the impact on delivery.
End of lifetime tenancies
It is proposed by Government that councils will no longer be able to offer tenancies for life.
Initially stating that tenancies will be for periods of between 2 and 5 years, renewable on
review, as part of the Housing and Planning Bill, much of the detail will only be clarified after
the bill becomes law but it is presumed to commence in Autumn 2017.The end of lifetime
tenancies is likely to result in a higher turnover of customers than currently experienced,
requiring us to regularly establish and re-establish relationships with customers to ensure we
are providing tailored services to suit their needs and making best use of the Council’s stock.
Benefit changes
There are forthcoming benefit changes which will impact on our tenants and the Section. From
the 1st April 2017, single tenants ages 18 to 21 will no longer be able to claim the Housing
Cost Element (HCE) when claiming Universal Credit (new claimants). Affordability for a
property will be ruled out as the standard personal allowance that they will be awarded is
£251.00 per month.
From the 1st April 2019, the way HB or the housing element of UC is calculated is changing.
The amount of HB will be restricted if tenants are single, under 35 and have no children. The
application of the ‘Local Housing (LHA cap’ to social tenancies) will apply. Single persons
under 35 will be only be eligible for the ‘shared accommodation rate’ – based on the cost of
7renting a room in a shared house or flat. This will leave a weekly shortfall of around to £3.26
to £11.59 per week. It is likely that a large proportion of under-35s claiming benefits will not
be able to afford a property, resulting in an increase in rent arrears and potentially evictions.
Customer expectations and digital transformation
The way in which customers interact with companies is changing dramatically. As customers
become increasingly familiar with different methods of service delivery in other aspects of their
lives, they will expect services from the Council to match those other experiences. We need
to consider carefully where we focus our resources to meet customers’ growing expectations
without losing sight of their core requirements and the associated costs in doing so.
Service review/increased efficiency
The increasing demands on resources means that we have to deliver more with less. The
Section is likely to see budget cuts in future years. The brunt of these cuts will be felt in staffing
resource and we will need to take a holistic joined up approach to delivering customer service
across the business, multiskilling staff to handle generalist queries across a range of subjects.
This is to ensure that the service is being provided efficiently and effectively so that services
can continue to be delivered to a high standard.
83. CUSTOMERS AND STAKEHOLDERS
Customers/Stakeholders are integral to delivery of the Service. In respect of understanding the value
of services, it is important to identify if services are being delivered in a manner that meets customer
requirements and needs.
Customer / Role/relationship
stakeholder
Council Tenants They benefit from the services provided by the Council
Leaseholders As above
Residents To seek advice from the Section or to seek resolution to a specific
housing problem.
Employees Employer
Other Departments Partnership working/advice/assistance/support in relation to tenants
within the Council
Partner Agencies Partnership working/advice/assistance/support in relation to tenants
Community and Partnership working/advice/assistance/support in relation to tenants
Voluntary Groups
Charities Partnership working/advice/assistance/support in relation to tenants
Other staff within the Partnership working/queries/advice/requests for assistance
Council
Elected Members For queries or request for assistance in relation to tenants or constituents
M.P’s For queries or request for assistance in relation to tenants or constituents
Suppliers/Contractors Procurement of goods, services and supplies
93.1 Customer Profile
Our customers are mainly tenants and leaseholders of the Council.
Tenant profiling is carried out on a regular basis. This is carried out by collecting and
recording data about tenants on a daily basis and through surveys.
Profiling carried out in May 2016 has identified the following:-
Age
The age proportions of our tenants are not representative of UK Statistics, with younger
tenants aged less than 30 under represented and tenants aged 65+ greatly over represented.
It is predicted 17.7% of the UKs population is currently over 65 with 47% of our tenants falling
into this category. We ensure that our policies and procedures do not treat our younger
applicants and tenants in a less favourable way than their older counterparts. With the
changes that are facing under 35’s, younger people are likely to more under represented.
Age Breakdown of AHL Tenants
2000 1428 1652 1512 1603
Number of Tenants
1195 1342
741
1000 424 427
15 4
0
18-19 20-29 30-39 40-49 50-59 60-69 70-79 80-89 90-99 100+ N/S
Age Range of Tenants
Sexual Orientation
We have collected 70% of our tenants sexual orientation profile, of these 1.4% identified
themselves as LGB. This is below the Governments prediction of 6% for the UKs LGB
population (yougov.co.uk). The national figure is only an estimate and may not be reflective
as many LGB individuals chose not to disclose their sexual orientation.
Sexual Orientation of AHL Tenants
10000 7140
Number of Tenants
5000 2980
32 33 37 7
0
Hetrosexual Bisexual Gay Lesbian Other Not Known
Sexual Orientation
10Faith or Belief
We have collected 76% of our tenant’s faith or belief profiles. Of these 41% said they had no
faith or belief, which is much higher than the national average of 26%. Of those who stated a
religion or belief, the majority class themselves as Christian (57%) followed by other (1.7%)
and Jehovah’s Witness (0.3%) and Muslim (0.3%). We ensure that our policies and
procedures do not favour applicants and tenants with a Christian faith above those from other
religions and beliefs.
Faith or Belief of AHL Tenants
5000 4408
4000 3167
2461
Number of Tenants
3000
2000
1000 1 3 2 22 1 22 7 134
0
Religion
Disability
28% of tenants have disclosed some sort of disability, with the majority of these being mobility
issues (57%). Approximately 17% of the UK population have a disability, this rises to 45% in
those aged 65+. Again the most commonly reported impairments are those that affect mobility.
This ties in with our tenant age profile, with the majority being aged 60+.
Disability of AHL Tenants
2000 1628
Number of Tenants
1500
1000
385 320 260
500 179 88
0
Blind Deaf Learning Mental Health Mobility Issues Wheelchair
Disability User
Disability
Transgender
61% of tenants chose not to state their gender identity. Of those that did, 99.6% stated they
had the same gender identity as at birth and 0.4% stated they had had a gender identity
change since birth. Nationally there are no accurate figures on the % of the population that
identifies themselves as transgender, but it has been estimated that 1% of the population
experience some degree of gender nonconformity.
118000 Transgender 6284
Number of AHL 6000
Tenants 3929
4000
2000
15
0
Gender Identity same as birthGender identity changed from birth Not Stated
Ethnicity
We have the ethnicity data for 88% of our tenants. Of these 96% are white British, followed
by 0.9% European and 0.6% White Irish. This is higher than the UK average of 87% White
(including British, Irish, and European). Black, Asian and Mixed ethnic groups are
underrepresented in our tenant profile at 1.4% compared to 12.8% nationally. We ensure that
all of the services we deliver are accessible to all communities and tenants are willing to
disclose their race without fear of discrimination.
Ethnic Origin of AHL Tenants
9000 8304
8000
7000
6000
5000
Number of Tenants
4000
3000
2000 1146
1000 78 1 4 6 2 21 84 58 4 12 50 49 55
0
Ethnic Origin
12Gender
We have a higher proportion of female tenants (59%) to male tenants (41%), which is higher
than the national average of 51% female and 49% male. This could be down to women more
commonly having childcare responsibilities and therefore having a greater need for social
housing, but also due to men having shorter life expectancies than women. This is particularly
relevant to our tenant profiling as the majority of our tenants are aged 60+.
AHL Tenants by Gender
8000
6040
Number of Tenants
6000
4150
4000
2000
38
0
Male Female Unknown
Gender
13Service specific profiling
Specific profiling is also carried out to monitor the following:-
• Tenants who have accessed the Money Management Advice Service
• Tenants who have accessed the Tenancy Sustainment Service
• Money/grants and backdated HB obtained by the Money Management Advisor and
Tenancy Sustainment Officer
• % of tenants sustaining their tenancy after 6 months following the ending of Tenancy
Support
• Number of Introductory Tenants in Arrears
• Number of Evictions carried out
• Number of tenants claiming Universal Credit
• Number of tenants in receipt of Housing Benefit
• Number of tenants affected by the Benefit Cap
• Number of tenants affected by the Bedroom Tax
Information from profiling is used to identify gaps in service provision and help determine future
service delivery.
3.2 Customer Demand Levels
3.2.1 Customer demand is significant and varied. Examples of customer demand are set out
below, with indicative levels, however, the Section also deliver services outside of the list
below.
Customer Demand Level per year
New Tenancy Visits 500
Tenants in arrears (at any one time) 1300
Notice of Seeking Possessions served 575
Mutual Exchanges 40
Abandoned Properties 40
Tenancy Transfers 95
(Assignments/Successions etc.)
Tenants supported by the Tenancy 74
Sustainment Officer
Tenants supported by the Money 280
Management Advisor
143.3 Customer satisfaction/ needs
With customer satisfaction as our performance measure, it is vital that we seek the view of
our customers and incorporate these into our service delivery to ensure services continue to
develop and improve.
The Section welcomes comments, compliments and complaints and use the data to inform
service developments, improve performance and drive learning outcomes. All complaints
received are treated seriously, fully investigated and reviewed for learning outcomes. The
Section received very few complaints particularly when set in the context of the number of
interactions undertaken with service users.
As at 22nd February 2017, the Service received 8 complaints, of which only 1 escalated to
Stage 2.
A Tenants Charter revised in 2015, gives an overview of the mechanisms that the Section has
in place to consult and involve, tenants, leaseholders and service users in the decision making
processes and the provision of services.
The Tenants Charter includes a number of different empowerment and engagement methods,
including:-
o Tenants Gateway members
o Tenant Inspectors
o Mystery Shoppers
o Tenants Voices
It is important to gain customer feedback to gauge how it is really performing from listening to
its customers particularly through its tenant involvement groups of Gateway and Ashfield
Federation of Tenants and Residents Associations (AFTRA). The Tenants Gateway
representatives consider proposals for service developments and innovation, improvements
to policies and procedures.
The Section uses customer surveying and performance benchmarking methods, including a
nationally recognised Customer Satisfaction Survey Software called the Vision Management
System to monitor customer satisfaction on a routine basis. This range of customer surveying,
monitoring and profiling delivers a more regular sequence of tailored information to which AH
is more able to develop its service provision to customer expectations and react to any
fluctuations in satisfaction. Surveys are sent out on a range of services provided by the Section
on a cyclical basis and returns sought are measured on a 0-100% (excellent) scale.
Vision Management Survey Results for 2016/17 are as follows:-
• Tenancy Management – 9.39 out of 10
• Money Management – 9.50 out of 10
• Rents – 8.05 out of 10
Vision Management Surveys are to be replaced by the STAR survey in 2017/18. The STAR
survey will assist with analysis for HouseMark Core Benchmarking, which will enable
comparisons to be made against other local authorities and social housing providers. It is
anticipated that the STAR survey will be undertaken every 2 years.
15Staff feedback is important too and is gained through regular team meetings enabling two way
communication on the delivery and priorities for our Service.
164. OPPORTUNITY FOR IMPROVEMENT
4.1 Reflection of Service Performance
Key Successes
• Rents Performance – During 2016/17 we collected 99.73% of all rent due to us. This is excellent
despite the current financial climate and impact of Welfare Reform..
• We visited 100% of tenants affected by Universal Credit
• Over £76,000 was accessed in charitable donations/grants/backdated HB and additional HB by
our Money Management Advisor/Tenancy Sustainment Officers
• We supported 74 vulnerable tenants to sustain their tenancies
• We held 4 x Fun Days which attracted over 500 tenants and their children
• We successfully launched our Tenant Charter
• Members of our Tenants Gateway had the opportunity to monitor, evaluate and review our
Service and that of other Departments.
• We conducted a number of Mystery Shopping exercises across other Service areas
• Estate Evaluation inspection results rated as good or excellent for 2016/17 were 93% against a
target of 88%.
• Successful enforcement action taken against tenants who fail to comply with the requirements
of the Tenancy Agreement.
• Joint working with the Community Protection Team to make better use of Council enforcement
powers.
Key Learning
• Universal Credit - we have had to adapt our processes due to the introduction of this and provide
intensive support. This has identified what we need to do when UC is rolled out wider across the
District in the future.
• Income Recovery - ensuring the procedures/principles have been reviewed regularly has been
key to our success in collecting rent.
• Tenancy Sustainment – it is becoming more apparent that there are more vulnerable people
being rehoused and our service needs to be tailored to meet their needs. We need to review the
role of the Tenancy Sustainment Office to provide more pre-tenancy work and support. We also
need to focus on getting more people back into work. Around 68% of tenants are currently in
receipt of HB.
• Surveys – We need to benchmark the services provided against other housing providers to see
where we need to improve our performance with others.
• Debt Recovery Contract – the Sections Housing Management Advisor (Former Tenancy
Arrears) has been more effective in collecting FTA debts than the external debt recovery
contractor we have procured. A review of the approach to former debt recovery is required.
• ASB – following the introduction of the ASB Principles in 2012, we have only had a low number
of low level cases reported to us in 2016/17. Due to the transition, a further review is required to
ensure customers are treated fairly, in that there is not a two tier service.
• Review of Publications – We have reviewed these across the Section and Directorate which has
saved money/resources/time.
• Rent Reward Scheme – Analysis of returns showed that they were low, therefore we took the
decision to cease this scheme saving 2K.
174.2 Business Development/ Commercialism Opportunities
There is potential for business development/commercialism opportunities. Potential options
include:
• Management of landlord services
o The Service already has experience of the management of landlord services for a
Housing Association (Tuntum) for a management fee. We could offer our expert local
knowledge and local service delivery to other housing providers at a cost.
o The Service has a good track record of income recovery collection and our
services/expertise could be offered to other Local Authorities for a fee.
o We could also manage the properties which will form part of the Lettings Agency which
the Council is developing.
4.2 Transformation and Efficiency Opportunities
With increased on value for money (VFM) and efficiency, it is expected that the Section is to
make efficiencies though cost savings, and look to provide services in new ways, which are
currently being explored.
Potential opportunities are listed below:-
• Corporate and Section Service Reviews - Efficiencies will be identified through the
internal service reviews that are currently being undertaken and through a full review
of the Section in approximately 12 months’ time.
• Channel Shifting – This will bring opportunities to re-design services around
customer need, for example the introduction of an App for paying rent/reporting a
repair.
• Investment in technology/ICT as follows:-
o Customer relations Model (centralised) - Will enable all sections and
departments to share and benefit from data gathered from multiple sources
to establish a fuller picture to make quicker and better informed decisions.
o Mobile working – will improve the working efficiency of officers who spend
long periods away from the office, and critical if there is to be limited office
space in the future.
o Electronic document management – Would greatly aid mobile working and
would greatly improve the speed and efficiency of accessing/filing
documents, as well as reducing the physical storage space required
185. FUTURE
5.1 Performance Scorecard 2017/18
Community and Customer
2016/17 2016/17 Benchmarking 2017/18
Ref Description
Target Actual (where appl) Target/ Aim
Proportion of tenants who remain in
their tenancy for 6 months or more
(ADC)TN/CUST/1 95% 100% - 95%
following the completion of the
support package
Operational Effectiveness
2016/17 2016/17 Benchmarking 2017/18
Ref Description
Target Actual (where appl) Target/ Aim
Former tenant arrears as a
(ADC)DMT/002 percentage of the Local Authority 1.10% 0.88% Housemark 0.9%
Rent Roll (M)
Percentage of rent lost through
(ADC)DMT/007 0.85% 1.00% Housemark 0.85%
properties becoming vacant (M)
Rent arrears as a proportion of Rent
(ADC)DMT/008 1.50% 1.15% Housemark 1.4%
Roll (excluding court costs) (M)
Percentage of rent collected as a
(ADC)CORP/RSRC/5 99% 99.73% Housemark 99%
percentage of rent due (M)
Percentage of rent written off as not
(ADC)TN/FIN/01 collectable as a proportion of the 0.45% 0.73% Housemark 0.45%
authority's rent roll
Percentage of tenants with more
(ADC)TN/FIN/02 4% 2.84% N/A 4%
than 7 weeks gross rent arrears
Percentage of tenants that are 13
(ADC)TN/FIN/03 weeks in arrears (excluding those 2% 1.14% N/A 2%
owing5.2 Key Activity for 2017/18
Priority SIZE Corp Priority/ Project
Intended Budget Support
Ref Project/ Action Prog or other Manager By
(Corp/ Op) (L/M/S) benefit Implication Required
Key Driver
(ADC) Corporate To generate
TN Undertake a review of service
additional Nicky October Within
17/18-1 charges for tenants and L Corporate Finance
income to Moss 2017 HRA
leaseholders
the HRA
(ADC)T Review the role of the Operational
N
To broaden
Tenancy Sustainment
17/18- the support
Officers to include pre- Nicky Within
2 M Corporate provided to May 2017 -
tenancy Moss HRA
vulnerable
counselling/employment
tenants
support
(ADC)T To evaluate
N Review the Tenants Charter what we
17/18- to evaluate the mechanisms Operational have done Nicky March Within
3 M Corporate -
for involvement with tenants and how we Moss 2018 HRA
moving forward need move
forward
(ADC)T To manage
N Welfare Reform - Develop a risks to the Revenues
17/18- Strategy/Action plan for the Corporate HRA and to Nicky Within Section,
4 M Corporate July 2018
wider roll out of Universal support Moss HRA Finance
Credit tenants with
the change
(ADC)T Corporate To allow
N tenants to
17/18- be
5 Introduce mechanisms for Transfer of
consulted
Tenant Scrutiny via a Tenant the ALMO Nicky June Within
M on matters
Scrutiny Panel and Housing back to the Moss 2018 HRA
that affect
Advisory Panel Council
them and
allow tenant
scrutiny
205.3 Service Engagement Plan
Reason for Type of engagement Who will be engaged When Resp Officer
Engagement Activity Aligned Project/ Core Task
Engagement
The Council has Formal engagement Tenants who are Every 2 Nicky Moss
given a including recruited and months
To arrange and attend commitment meetings/workshops volunteer to be
meetings with the Tenants under the etc Tenant Gateway
Tenants Gateway Gateway Members to Tenants Charter Members. There are
consult on that we will 16 places which are
policies/procedures and to have a Tenants representative across
review performance, Gateway the District.
To obtain By telephone/visits Tenants who As and Nicky Moss
To carry out mystery customer insight to Council Offices volunteer to be when
shopping activities across to develop Mystery Shoppers required
the Ashfield Homes services by
Mystery Shopping
Service Directorate and monitoring,
across other Departments reviewing and
as required shopping
services
To obtain By carrying out Tenants who As and Nicky Moss
To carry out Tenant customer insight empty property volunteer to be when
Inspector activities across to develop inspections or Tenant Inspectors required
the Ashfield Homes services by inspecting repair
Tenant Inspectors
Service Directorate and monitoring, works when let
across other Departments reviewing and
as required To have inspecting
services
To represent the Ashfield The Council has Attendance at Tenants and Every 3 Nicky Moss
Homes Service Directorate given a meetings by way of Residents within the months
Tenants and and to provide commitment invite District
Residents Forum advice/support/obtain under the
(AFTRA) feedback and suggestions Tenants Charter
from local tenants and that we will
residents attend meetings
21The Council has Attendance at Tenants and As and Nicky Moss
To represent the Ashfield given a meetings by way of Residents within the when
Attendance at Homes Housing Service commitment invite District required
Tenants and Directorate and to provide under the
Residents Meetings advice/support to tenants Tenants Charter
and residents that we will
attend meetings
To walk around the To ensure the Face to face Tenants and Monthly Nicky Moss
neighbourhood with Estates we Residents within the
Officers who are manage are in a District
Carry out Estate
responsible for managing clean and tidy
Walkabouts
the Estate to highlight any condition
areas of concern and to
consult with tenants
To offer support C Coffee Tenants within the As and Nicky Moss
To raise awareness of to tenants mornings/roadshows District when
Universal Credit and the affected by etc required
Consultation events
support that we can Welfare Reform
provide and to protect
rental income
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