Wohnungsbestand 1. EINFÜHRUNG 1.1 Der Carmarthenshire County Council ist wie alle anderen walisischen Einheitsbehörden in unterschiedlichem Maße mit erheblichen Herausforderungen konfrontiert, um seine Verpflichtungen als Vermieter gegenüber etwa 10.500 Haushalten zu erfüllen. 1.2 Aus einer Reihe von Gründen, nicht zuletzt aufgrund eines erheblichen Mangels an finanziellen Mitteln über viele Jahre, entspricht der Zustand des größeren Teils des Besitzes des Wohnungsbestands nicht den modernen Standards und Dienstleistungen, die den Bewohnern zur Verfügung gestellt werden, derzeit nicht alle von der gewünschten Qualität. 1.3 Der Bezirksrat hat vor kurzem seinen Auftrag für seine Wohnungsdienstleistungen erklärt, da sein: quotBy 2014 werden wir der Versorger der besten Wohnungsdienstleistungen in Wales sein, in dem Qualität und Partnerschaft alles untermauern, das wir do. quot - lokale Wohnungsstrategie (2004 - 2009) : Konsultationsentwurf (Mai 2003) Der Rat erkennt zu diesem Zeitpunkt an, dass das oben genannte Leitbild Verbesserungen erfordert, indem es in Bezug auf physische und Leistungsstandards expliziter gemacht wird, und beabsichtigt, dies bis zum Erscheinen der Strategie im März 2004 durchzuführen Eine umfassende Konsultation mit Stakeholdern, aber vor allem Mieter. 1.4 Zur Verwirklichung dieser Aufgabe ist es erforderlich, dass der Rat die Art und Weise, in der er verwaltet, überprüft und den Vermietern Dienstleistungen für Wohnraummieter erbringt. Ein Weg nach vorne muss gefunden werden, um die Qualität des Wohnungsbestandes zu Standards und innerhalb eines Zeitrahmens zu verbessern, den Mieter zufrieden sind. 1.5 Der kritischste Faktor wird sein, die finanziellen Mittel zu sichern, um die erforderlichen Verbesserungen innerhalb der bevorzugten Zeitskala zu sichern. 1.6 Der Rat hat einen Entwurf für eine Kommunalwohnungsstrategie veröffentlicht, der zwischen Juli und September 2003 einer öffentlichen Konsultation unterzogen wird, um die Strategie bis April 2004 offiziell annehmen zu können. Der Entwurf der Lokalen Woh - nungsstrategie wirft die zentrale Frage der Bewältigung des Wohnraums auf Zu seinen Mietern. 1.7 Der Rat ist dabei, seinen ersten umfassenden Wohnungsbauplan zu erstellen, der auf Leitlinien der Regierung der walisischen Versammlung im November 2002 basiert. Dieser Plan beschreibt, wie der Rat die Verwaltung, die Verbesserung und die Erhaltung des Wohnungsbestandes festlegen und identifizieren wird Um die Serviceplanung in einen 30-jährigen Zeitraum zu erweitern. 1.8 Die Benchmark, mit der der Rat seine eigene Bestimmung bewerten wird, wird der Welsh Housing Quality Standard (WHQS) sein, in dem die Erwartungen der Regierung der walisischen Regierung für die Wohnqualität in Wales bis zum Jahr 2012 festgelegt sind Vereinbarungen Carmarthenshire County Council kann die WHQS bis 2012 nicht erfüllen. Dialog mit Mietern ist erforderlich, um ihre Prioritäten im Rahmen der WHQS und die Standards, die akzeptiert werden, um sie zu identifizieren. Dies wird es dem Rat ermöglichen, zu identifizieren und zu quantifizieren, was bis 2012 erreicht werden kann, und die Kluft zwischen diesem, den Erwartungen der Mieter und der WHQS. 1.10 Es bedarf dringend einer genauen Einschätzung aller Möglichkeiten, die dem Bezirksrat zur Verfügung stehen, damit er seine Mission und seine Ziele für die Wohnungswirtschaft sichern kann. 1.11 In diesem Papier wird ein Projekt vorgeschlagen. 2.1 DIE COUNTY CARMARTHENSHIRE 2.1.1 Die Grafschaft Carmarthenshire hat eine Einwohnerzahl von etwa 172.842 Einwohnern, was etwa 6 Einwohner von Wales ausmacht (Census 2001). Siedlungsmuster variieren von hoher Dichte in den städtischen traditionell industriellen Südwesten und Tälern zu einem spärlich und extrem dünn besiedelten ländlichen Hinterland mit einer Reihe von kleinen Dörfern und Weilern. Insgesamt ist die Bevölkerungsdichte die Hälfte des walisischen Durchschnitts. 2.1.2 In den letzten Jahren ist ein signifikanter demografischer Wandel im Profil der Bewohner zu verzeichnen, und der Wandel wird voraussichtlich fortgesetzt. 2.1.3 Die Zahl der Jugendlichen im Alter von bis zu 14 Jahren hat sich seit 1991 um 4,2 Personen verringert. Die ältere Bevölkerung hat sich umgekehrt mit der Zahl der über 70-Jährigen um 8,7 und die über 80-Jährigen um 17,3 über dem Vorjahr erhöht Gleichen Zeitraum. 2.1.4 Diese Faktoren werden sich offenbar auf den künftigen Wohnbedarf in Carmarthenshire auswirken, insbesondere im Hinblick auf die Zusammensetzung und die Bedürfnisse der Haushalte. 2.1.5 Die Gesundheit der Bevölkerung in Carmarthenshire ist ein Grund zur Sorge. Das Gesundheitsprofil der ansässigen Bevölkerung ist erheblich schlechter als die walisischen und britischen Mittelwerte in einer Reihe von wichtigen Punkten. Nicht nur, dass dies zusätzliche Belastungen auf öffentliche Dienstleistungen vor Ort, aber es ist auch behindert die Countys wirtschaftliche Leistung. 2.1.6 Es ist allgemein anerkannt, dass die Nachbarschaft, in der wir leben, und die Qualität unserer Wohnungen einen bedeutenden Einfluss auf unsere Gesundheit haben kann. Schlechte und unzureichende Wohnung trägt direkt zu schlechter Gesundheit. Ein Programm zur Verbesserung der Qualität des sozialen Wohnungsbestandes in Carmarthenshire wird ein wichtiger Beitrag zur Erreichung der Ziele der Gesundheits - und Wohlfahrtsstrategie sein, die von der lokalen Gesundheitsgruppe entwickelt wird. 2.1.7 Im April 2000 gab es 75.452 Wohnungen in der Grafschaft, von denen 14.5 (10.497 Immobilien) vom Rat zur Verfügung gestellt wurden, 3.2 von sozialen Vermietern mit dem Rest (82.2) entweder Eigentümer besetzt oder zur Miete von privaten Vermietern zur Verfügung gestellt. 2.1.8 Das Wohnungsbestandsprofil für den Landkreis im März 2003 war wie folgt: 2.1.9 Eine wesentliche Dimension bei der Bewältigung des künftigen Wohnbedarfs in nachhaltigen Gemeinden wird eine Anforderung an die Sensibilität für die Bedürfnisse von Personen mit besonderen Bedürfnissen und denjenigen sein, die davon abhängig sind Die walisische Sprache als ihr Hauptmedium der Kommunikation. 2.2 WELSH HOUSING QUALITY STANDARD 2.2.1 Im Juni 2001 verabschiedete die Regierung Welsh Assembly (WAG) den Welsh Housing Quality Standard (WHQS), der die Ziele für die Wohnqualität in Wales festlegt. Die WAG erwartet, dass bis 2012 alle Sozialwohnungen in Wales die WHQS befriedigen werden. 2.2.2 Die WHQS erfordert, dass alle Haushalte in Wales haben die Möglichkeit, in guter Qualität Häuser leben, die: 183 in einem guten Zustand der Reparatur 183 sicher und sicher 183 ausreichend beheizt, sparsam und gut isoliert 183 mit up to date ausgestattet Küchen und Bäder 183 gut geführt (für Mietwohnungen) 183 in attraktiven und sicheren Umgebungen 183 so weit wie möglich an die spezifischen Anforderungen des Haushaltes, z Spezifische Behinderungen. 2.3 BESSERE WOHNUNGEN FÜR MENSCHEN IN WALES: NATIONALE GEHÄUSESTRATEGIE FÜR WALES 2.3.1 Im Juli 2001 veröffentlichte die Versammlung der Regierung ihre nationale Wohnungsstrategie für Wales, Better Homes for People in Wales. Dieses Dokument erklärte die Vision der Versammlung für das Wohnen in Wales als: "Wir wollen, dass jeder in Wales die Möglichkeit haben, in guter Qualität und erschwinglichem Wohnraum leben zu können, wo sie leben und entscheiden, ob Kauf oder Vermietung ist am besten für sie und ihre Familien. quot 2.3.2 Das Hauptthema der Versammlung ist die Qualität und ihre Strategie basiert auf der Verpflichtung, bis 2012 alle Sozialwohnungen in Wales auf die Qualitätsnormen (WHQS) zu bringen. 2.3.3 Die Versammlung hat sich verpflichtet, weiterhin öffentliche Mittel bereitzustellen Zu den lokalen Behörden für die Verbesserung des Rates Gehäuse. Allerdings räumt er ein, dass die verfügbaren Beträge bei weitem nicht ausreichen, um die Reparatur - und Verbesserungsverpflichtungen zu erfüllen, die die örtlichen Behörden zur Erreichung des Qualitätsstandards benötigen. Es gibt keine Alternative, aber andere Wege zu finden, um Investitionen in das Problem zu bringen. 2.3.4 Die Versammlung kommt zu dem Schluss, dass für einige Kommunen die einzige Lösung sein wird, ihre Bestände zu übertragen. 2.3.5 Die Versammlung begünstigt derzeit nicht die Möglichkeit, den Gebietskörperschaften die Möglichkeit zu geben, vollständig kontrollierte Unternehmen zu gründen, da dies auf die Kreditaufnahme des öffentlichen Sektors zurückzuführen wäre. 2.3.6 Unabhängig vom Eigentumsrecht will die Versammlung ein effizientes und effektives Management des sozialen Wohnungsbaus und eine stärkere Beteiligung der Mieter fördern. 2.3.7 Darüber hinaus bekräftigt die Versammlung, dass die lokalen Gebietskörperschaften eine wichtige strategische Rolle spielen, um sicherzustellen, dass die Menschen in ihrem Gebiet Zugang zu einem angemessenen Zuhause in einer nachhaltigen Gemeinschaft haben. 2.4 ÖRTLICHE BEHÖRDLICHE GEHÄUSE STOCK BUSINESS PLANUNG: LEITLINIEN FÜR DIE ÖRTLICHEN BEHÖRDEN 2.4.1 Im November 2002 veröffentlichte die Regierung der Walisischen Versammlung eine Orientierungshilfe für die lokalen Gebietskörperschaften zur Erstellung von Businessplänen zur Verwaltung und Verbesserung ihres Wohnungsbestandes. 2.4.2 Das Zieldatum für die Erstellung des ersten Businessplans war März 2003. 2.4.3 Die Versammlung benötigt lokale Geschäftspläne, um: 183 den Zweck oder die Mission der Behörde als Sozialwohnungsvermieter 183 darzustellen, in dem die Ziele und Standards für Stellt der Dienst 183 einen Plan zur Verwirklichung der Ziele und Standards 183 detaillierte Finanzprognosen zur Ermittlung der benötigten Ressourcen und Finanzierungsquellen für die gewählten Strategien 183 dar, die einen Rahmen für die Überwachung und Bewertung des Fortschritts des Wohnungsbaus vorsehen 183 183 bieten eine Sensitivitätsanalyse, die auf die Auswirkungen von Änderungen der Schlüsselvariablen auf die Prognosen hinweist. 183 kommunizieren die Behördenpläne der Versammlung, den wichtigsten Interessenvertretern (insbesondere den Mietern), den Partnern und der breiteren Gemeinschaft. 2.4.4 Der Inhalt des Plans sollte sowohl kurzfristig (jährlich) als auch langfristig (mit Prognosen von 5 bis 30 Jahren) sein. 2.4.5 Der Carmarthenshire County Council hat seinen ersten Entwurf des Businessplans bis März 2003 erstellt und bleibt im Einklang mit seiner endgültigen Local Housing-Strategie (die bis April 2004 veröffentlicht werden soll) im Dialog mit der Versammlung. 2.5 PUTTIERUNG UNSERES HAUSES: WLGA MANIFESTO FÜR GEHÄUSE IN WALES 2.5.1 Im Vorfeld der Regierung der walisischen Regierung im Mai 2003 veröffentlichte die Welsh Local Government Association (WLGA) ein Manifest für Wohnen in Wales. 2.5.2 Dieses Dokument machte den Fall für mehr Investitionen in menschenwürdige erschwingliche Wohnungen, drängte die neue Versammlung, um Gehäuse zu einem obersten Priorität. Es bestätigt die kollektive Ansicht der walisischen Kommunalverwaltung, dass schlechte Qualität und ungeeignetes Wohnvermögen das Leben der Völker auf so viele verschiedene Arten beeinflusst, was zu einem niedrigen Bildungsniveau, sozialer Ausgrenzung und schlechter Gesundheit beiträgt sowie die Fähigkeit älterer Menschen, in der Gemeinschaft unabhängig zu bleiben, untergräbt. Höhere Wohnungsinvestitionen würden einen wichtigen Beitrag zur sozialen und wirtschaftlichen Regeneration leisten und die Wiedergeburt der Baukunst und der Bauindustrie in Wales fördern. 2.5.3 Das Manifest wiederholt die Schlußfolgerungen, die von der Versammlung der eigenen Gemeindeverwaltung und dem Wohnungsausschuß gezogen wurden, die "die lokalen Gebietskörperschaften nicht in der Lage sind, die notwendigen Verbesserungen an ihren eigenen Wohnungen ohne eine massive Injektion neuer Ressourcen zu liefern. 2.5.4 Die WLGA argumentiert nachdrücklich, dass die WAG mit der Herausforderung konfrontiert sein muss, die notwendigen Ressourcen für die Verbesserung der Besitzverhältnisse im Eigentum des Rates zu erhalten, aber in einem flexiblen politischen Umfeld und mit einer uneingeschränkten Wahl. Es sollte für die lokalen Behörden und ihre Mieter zu entscheiden, was ist die beste Option in jedem Fall. Um echte Wahl haben, müssen Mieter in der Lage sein, alle Verzweigungen von alternativen Liefermodellen zu verstehen. 2.5.5 Die WLGA fordert die WAG auf, Orientierungshilfen darüber zu geben, wie Kommunalbehörden, die Investitionsprogramme beherbergen, die Stabilität der Beschäftigung und des Cashflows in der Bauwirtschaft unterstützen und die Möglichkeit haben, die Ausbildung bei den lokalen Bauunternehmen und den DLOs der lokalen Gebietskörperschaften fortzusetzen. 2.5.6 Die WLGA legt die künftige Verbesserung der Wohnungswirtschaft in einem breiteren strategischen Ansatz für die Regeneration fest, wobei anerkannt wird, dass die Regeneration nur erreicht und die Lebensqualität durch einen multiautoriellen Ansatz und die effektive Koordination und Integration der damit verbundenen Dienstleistungen verbessert werden kann Wie Gesundheit, soziale Sicherheit, Bildung, Planung, Verkehr, Umweltschutz usw. Die lokalen Behörden tragen die gesetzliche Verantwortung für die Gemeinschaftsführung und sind am besten für die strategische Bewältigung dieser Agenda geeignet. 2.6 CARMARTHENSHIRE GEMEINSCHAFTSSTRATEGIE (2002 - 2003): ZUSAMMENARBEIT FÜR GEMEINSCHAFTEN, DIE ARBEITEN 2.6.1 Im Februar 2003 wurde der erste Entwurf der Gemeinschaftsstrategie für Carmarthenshire von der lokalen strategischen Partnerschaft unter der Leitung des County Council veröffentlicht. Der Entwurf der Strategie drückt die Bestrebungen der Grafschaftgemeinschaft unter fünf Themen der Umweltgesundheit und des Wohlbefindens des lebenslangen Lernens und der sichereren Gemeinschaften aus. 2.6.2 Die Gemeinschaftsstrategie legt ein zentrales Ziel fest, die Qualität und die Verfügbarkeit von Wohnungen sowohl im öffentlichen als auch im privaten Sektor, in sicheren Gemeinden, die ein gutes Umfeld und eine geeignete Ausstattung bieten, sowie die Notwendigkeit eines Projekts zur qualitativen Verbesserung der Wohnqualität im Countyquot zu verbessern . 2.7 CARMARTHENSHIRE COUNTY COUNCIL CORPORATE STRATEGY (2003 - 2008): VERBESSERUNG DES WEGES WIR LEBEN UND ARBEITEN 2.7.1 Im März 2003 veröffentlichte der County Council seine Unternehmensstrategie für die nächsten fünf Jahre, in der er seinen Plan für die Verwirklichung von Carmarthenshire als besseren Ort darlegt Zu leben, zu arbeiten und Freizeit zu genießen. 2.7.2 Bei der Festlegung seiner Vorschläge für die Betreuung von Personen erklärt der Rat seine Absicht, die Qualität, die Verfügbarkeit und die Zugänglichkeit der Wohnungen sowohl im öffentlichen als auch im privaten Sektor zu verbessern und verpflichtet sich, den Quotenplan zu veröffentlichen, um zu zeigen, wie der Rat seine eigenen Verbesserungen vornehmen will Gehäusequot. 2.8 DIE HERAUSFORDERUNG FÜR RATGEHÄUSE IN CARMARTHENSHIRE 2.8.1 Im April 2003 bestand das Bezirksratswohnungsbestand aus 10.325 Liegenschaften. Für das erste Quartal 2003/2004 wurden 43 Objekte verkauft und zum jetzigen Zeitpunkt wird davon ausgegangen, dass der Wohnungsbestand im April 2004 10.153 betragen wird. 2.8.2 Eine Wohnungsbestandsumfrage wurde im Jahr 2002 abgeschlossen Eine Desktop-Bewertung unter Verwendung einer strengen Interpretation der WAG-Leitlinien, die auf der WHQS erteilt wurden. Dies ergab, dass vom Gesamtbestand nur 266 Immobilien die WHQS in vollem Umfang erfüllt. 2.8.3 Die ursprüngliche Bewertung im September 2002 ergab, dass in den nächsten zehn Jahren fast 163257 Millionen für die Aufrechterhaltung des Wohnungsbestandes und für die Verbesserung der WHQS erforderlich wären. 163118 Millionen werden für Verbesserungen und 163139 Millionen für Reparaturen, Wartung und Anpassung geschätzt. 2.8.4 Der gesamte Reparatur - und Wartungsbudget einschließlich aller Kapital - und Ertragsrückstellungen für 2003/2004 beträgt 16312,4 Millionen. Eine Aggregation bis 2012 würde eine Gesamtinvestition von 163111,6 Millionen, so dass ein Defizit von 163144,4 Millionen. 2.8.5 Der Bezirksrat ist offensichtlich mit einer beträchtlichen Herausforderung konfrontiert, um das Ziel der Verbesserung der Qualität seines Wohnungsbestands und seiner Umgebung zu erreichen. Im Mittelpunkt ihrer Fähigkeit, dies zu erreichen, wird es sein, Wege zu ermitteln, wie die wesentlichen Finanzinvestitionen vorangebracht werden können. Grundsätzlich muss der Rat die Mieter konsultieren, um ihre Interpretation eines bevorzugten Standards zu beurteilen und einen Investitionsplan zur Erreichung dieses vereinbarten Standards zu erstellen. 2.8.6 In diesem Papier wird ein Projekt vorgeschlagen, in dem alle Optionen analysiert werden, die dem Bezirksrat zur Verfügung stehen, um es dieser Herausforderung in einer für alle Beteiligten, insbesondere aber für ihre Mieter, akzeptablen Weise zu ermöglichen. 3.1 PROJEKTZWECK 3.1.1 Der Zweck des Projekts ist es, alle Möglichkeiten, die dem Bezirksrat zur Verbesserung des eigenen Wohnungsbestandes zur Verfügung stehen, zu erkunden und zu bewerten. 3.1.2 Das Vorhaben unterstützt den Rat bei der Erfüllung seiner im Rahmen der Entwürfe der Gemeinschaftsstrategie und der Unternehmensstrategie eingegangenen Verpflichtungen und unterstützt die Finalisierung der lokalen Wohnungsstrategie, des Wohnungsbauplanes und des Wohnungsbauplanungsplans als Reaktion auf die nationale wohnungspolitische Agenda und Welsh Assembly Regierung Anforderungen für Service-Verbesserung und Planung. 3.1.3 Das Projekt wird den County Council und seine Mieter zusammenbringen, um eine gemeinsame Vision für die zukünftige Qualität und die Bereitstellung von Wohnraum Dienstleistungen in Carmarthenshire zu vereinbaren. 3.2 PROJEKTTITEL 3.2.1 Das Projekt wird unter dem Titel: Bewertung von Wohnraumoptionen 3.3 PROJEKT ERGEBNIS 3.3.1 Die Hauptziele des Projekts sind folgende Ergebnisse: 183 Eindeutig festgelegte Standards für den Zustand und die Leistung von Wohnungen und Gebäuden Dienstleistungen für ihre Verbesserung und Wartung. 183 Eine umfassende Analyse und Bewertung aller verfügbaren Optionen für die Verbesserung des Wohnungsbestandes (einschließlich der Umwelt - und Gemeinschaftsaspekte), die Einzelheiten der finanziellen Auswirkungen und die Auswirkungen der einzelnen Unternehmen sowie die realistischen Aussichten für die jeweilige Lieferung. 183 Die Identifizierung der begünstigten Option für die Verbesserung und Verwaltung des Wohnungsbestandes, wie vom Bezirksrat und seinen Mietern durch einen Prozess des Engagements und umfassende Konsultation vereinbart. 183 Eine detaillierte und transparente Begründung der Gründe für die Auswahl der begünstigten Option. 183 Die Schaffung eines formellen Dialogs mit der Regierung der Walisischen Versammlung über die Optionenbewertung, um die Annahme der bevorzugten Option sicherzustellen. 183 Zustimmung des formellen Rates zur Weiterführung der Vorzugsoption. 183 Änderung der Lokalen Wohnungsstrategie, des Betriebsplans und des Wohnungsbauplanungsplanes im Hinblick auf die bevorzugte Option. 3.4 PROJEKTMANAGEMENT Projekt-Governance 3.4.1 Das Projekt wird im Einklang mit der in Abbildung 1 dargestellten Governance Map entwickelt, diskutiert und berichtet. Projektmanager 3.4.2 Der Direktor (Strategic Projects) ist für die Leitung des Projekts zuständig . Projektsponsor 3.4.3 Der Direktor für Soziales und Wohnen wird als Projektsponsor auftreten. Projektteam 3.4.4 Das Projekt wird von einem Projektteam geleitet und entwickelt. Der Projektleiter wird das Projektteam leiten. 3.4.5 Die Mitgliedschaft des Projektteams ist in Anlage 1 enthalten. Andere Offiziere können von Zeit zu Zeit kooptiert werden, um das Projektteam bei Bedarf zu unterstützen. Projektausschuss 3.4.6 Ein Projektausschuss mit den wichtigsten Stakeholdern und Vertretern der Stakeholder-Gruppen wird die Projektentwicklung überwachen. Das Projekt-Gremium wird als kritisches Instrument für die Prüfung und Bewertung der Ergebnisse und Vorschläge für das Projekt während des gesamten Kurses dienen. 3.4.7 Eine wesentliche Rolle des Projektausschusses besteht darin, das effektive Engagement der Stakeholder im Projekt zu unterstützen und die Fortschritte des Projekts in wichtigen Phasen zu kommunizieren. 3.4.8 Der bestehende und effektive Wohnungsverwaltungsrat wurde ernannt, um die Rolle des Projektausschusses zu erfüllen. Die Mitgliedschaft des Projektausschusses ist in Anlage 2 zusammengefasst. 3.4.9 Allgemeine Geschäftsbedingungen für jede der Gruppen und Einzelpersonen, die aktive Teilnehmer an der Projektentwicklung sind, finden Sie in Anhang 3. Wichtige Projektstadien 3.4. 10 Das Projekt wird in fünf Schlüsselbühnen durchgeführt: 183 Stufe 1 - Initiierung 183 Stufe 2 - Inbetriebnahme 183 Stufe 3 - Forschung und Entwicklung 183 Stufe 4 - Analyse und Optionenauswertung 183 Stufe 5 - Auswahl der bevorzugten Option 3.4.11 Projektmanagement Plan für Stufe 1 ist in Abbildung 2 dargestellt. 3.4.12 Pläne für nachfolgende Stadien liegen außerhalb des Umfangs dieses Projektinitiierungsdokuments und werden im weiteren Verlauf des Projekts entwickelt und gemeldet. 3.5 PROJEKT-ZEITPLAN 3.5.1 Ein Rahmenplan für alle Stufen des Projekts ist in Abbildung 3 dargestellt. 3.5.2 Dies deutet darauf hin, dass das Projekt voraussichtlich über ein Jahr in Anspruch nehmen wird. Es wird erwartet, dass es möglich sein wird, im Herbst 2004 einen endgültigen Bericht über die Optionsprüfung vor dem County Council abzugeben, damit der Rat eine vollständig informierte Entscheidung über die Auswahl der bevorzugten Option treffen kann. Dieser Zeitrahmen spiegelt die Komplexität und die anspruchsvolle Natur des Projekts und die Notwendigkeit, einen vollständigen und effektiven Dialog mit den Mietern und gewählten Mitgliedern zu gewährleisten. 3.5.3 Der Rahmenplan ist nur Richtwerte und kann im Laufe des Projekts geändert werden. 3.6 AUSWIRKUNGEN AUF DIE RESSOURCEN 3.6.1 Für die Finanzierung des Projekts wurde vorläufig ein Budget von 163200000 aus dem Housing Revenue Account bereitgestellt. Die Ausgaben werden in erster Linie durch das Engagement der Berater entstehen, um den Rat und seine Mieter zu beraten. Die finanziellen Auswirkungen des Projekts werden überprüft und bei Bedarf weiter berichtet. Governance Map Allgemeine Hinweise Projektteam Jedes Mitglied des Projektteams unterliegt den folgenden allgemeinen Regeln: 183 Gemeinsam alle Aspekte des Projekts zu entwickeln und zu verwalten. 183 Um festzustellen, dass die mit den Mietern nach umfangreichen Konsultationen vereinbarten Dienstleistungsstandards klar festgelegt sind. 183 Um eine umfassende Analyse und Bewertung aller verfügbaren Optionen für die Verbesserung der Räte Wohnungsbestand, einschließlich der Umwelt-und Community-Aspekte. 183 Bewertung der finanziellen Auswirkungen und der Unternehmenseffekte jeder Option und der realistischen Perspektiven für die Lieferung der einzelnen Optionen. 183 Angesichts der umfassenden Optionenbeurteilung, um Empfehlungen für die Zukunft der Wohnungsbaudienste abzugeben. 183 Um sicherzustellen, dass alle festgelegten Projektergebnisse innerhalb des erforderlichen Zeitrahmens geliefert werden. 183 regelmäßige Berichte über den Stand des Projekts zu erstellen. 183 Um einen abschließenden Projektbericht zum Abschluss des Projekts zu erstellen. 183 Einzelne Mitglieder, die nach Bedarf zur Arbeit des Projektteams beitragen. Projektträger 183 Als Forum für die Beteiligung der Betroffenen an der Betrachtung des Projekts. 183 Als wesentliches Kommunikationsmittel für das Projekt zu fungieren und dabei zu unterstützen, dass alle Akteure umfassend über relevante Informationen und Fortschritte informiert werden. 183 Als Vehikel für die Stakeholder, um das Projekt und seine Fortschritte zu kommentieren. 183 Regelmäßige Berichte über den Fortschritt des Projekts zu erhalten, die bereitgestellten Informationen zu bewerten und dem Projektteam zu antworten. Individuelle Mitglieder des Projektteams Bestimmte Einzelmitglieder des Projektteams unterliegen neben den allgemeinen Grundregeln wie nachfolgend aufgeführtes spezifisches Mandat: Projektleiter 183 Leitung und Koordination der Arbeit des Projektteams. 183 So stellen Sie das Projektteam bereit 183 So stellen Sie sicher, dass die Protokolle der Projektteam-Meetings festgehalten werden 183 Um zu gewährleisten, dass ein klarer Arbeitsplan für die Projektdurchführung erstellt, regelmäßig aktualisiert und den Projektteammitgliedern und anderen entsprechend übermittelt wird. 183 Um sicherzustellen, dass regelmäßige Fortschrittsberichte des Projektteams bei den Sitzungen des Projektausschusses, des Managementteams, des Exekutivausschusses, des Prüfungsausschusses für Wohnungswesen und öffentlicher Schutz sowie des Bezirksrats eingereicht werden. 183 Als Berater des Projektvorstandes zu dienen und an den Sitzungen des Projektausschusses teilzunehmen. 183 an den Sitzungen des Bezirksrats und seiner Vorstände und Ausschüsse teilzunehmen, um Fortschritte zu melden und gegebenenfalls die Genehmigung der Maßnahmen sicherzustellen. 183 Unterstützung des Projektsponsors im Zusammenhang mit der Exekutiv - und Konzernfunktion des Rates. Projekt-Sponsor 183 Um den Projektfortschritt zu überwachen, um sicherzustellen, dass er strategische Ziele erfüllt und in die Unternehmens - und Partnerschaftsprogramme integriert ist. 183 Um eine Verbindung mit dem Corporate Management Team und dem Vorstandsmitglied Housing and Public Protection zu schaffen. 183 Um die Exekutive und die politische Unterstützung für wichtige Stadien des Projekts und spezifische Maßnahmen darin zu sichern. 183 Um die Auswahl durch die Konzernleitung, den Vorstand und den County Council zu sichern, ist es eine bevorzugte Option für die Zukunft der Wohnungsbaudienste in Carmarthenshire. 183 Überwachung eines Dialogs zwischen den Beamten des Rates und der Regierung der Walisischen Versammlung über die Zukunft der Wohnungsbaudienste des Rates. 183 Als Mitglied des Projektteams zu arbeiten. Financial Adviser 183 Als Mitglied des Projektteams zu arbeiten. 183 Sicherstellen, dass dem Projektteam, den leitenden Angestellten und den Mitgliedern eine wirksame Finanzberatung zur Verfügung gestellt wird, die im Rahmen des Projektprogramms erforderlich ist. 183 Verantwortlich für die Erstellung von Kostenprofilen und finanziellen Sensitivitätsanalysen, die für die Optionsbewertung relevant sind und die das Projektteam sonst verlangt. 183 Unterstützung bei der Beauftragung der externen Finanzberatung, wie sie vom Projektteam gefordert wird, und im Auftrag des Projektteams mit allen berufenen Beratern zusammenzuarbeiten. Rechtsberater 183 Als Mitglied des Projektteams zu arbeiten. 183 Sicherstellen, dass dem Projektteam, den leitenden Angestellten und den Mitgliedern eine wirksame Rechtsberatung zur Verfügung gestellt wird, die im Rahmen des Projektprogramms erforderlich ist. 183 Erstellung von Rechtsgutachten, die für die Optionsbewertung relevant sind und vom Projektteam anderweitig verlangt werden. 183 Unterstützung der Beauftragung externer Rechtsberatung, wie sie vom Projektteam gefordert wird, und im Auftrag des Projektteams mit allen berufenen Beratern zusammenzuarbeiten. Corporate Impact Adviser 183 Als Mitglied des Projektteams. 183 Sicherstellen, dass dem Projektteam, den leitenden Angestellten und den Mitgliedern eine effektive unternehmens - und organisatorische Beratung zur Verfügung gestellt wird, wie dies im Rahmen des Projektprogramms gefordert wird. 183 Durchführung von Forschungs - und Entwicklungsarbeiten im Auftrag des Projektteams und Erstellung von Berichten, die für die Optionsbewertung relevant sind und auf andere Weise vom Projektteam verlangt werden. 183 Im Auftrag des Projektteams einen Corporate Impact Assessment Report zur Unterstützung der Optionsbewertung zu erstellen. Communications Adviser 183 Als Mitglied des Projektteams zu arbeiten. Um sicherzustellen, dass dem Projektteam, den leitenden Angestellten und den Mitgliedern eine wirksame Kommunikations - und Öffentlichkeitsarbeit zur Verfügung gestellt wird, wie dies im Rahmen des Projektprogramms gefordert wird. 183 Erstellung von Kommunikations - und Publizitätsberichten, die für die Optionenbeurteilung relevant sind und auf andere Weise vom Projektteam verlangt werden. 183 Im Auftrag des Projektteams zu produzieren und einen Projektkommunikationsplan zu beeinflussen. 183 In Zusammenarbeit mit dem Projektteam und den Beauftragten des Wohnungsbereichs zu arbeiten, um ein Projekt Beratungsplan zu produzieren und zu beeinflussen. 183 Verantwortlich für die Erstellung von Pressemitteilungen im Auftrag des Projektteams und für eine angemessene Presse - und Medienberichterstattung. Gewerkschaftsvertreter 183 Mitglied des Projektteams zu sein. 183 Vertretung der Interessen der Mitarbeiter, die ein direktes Interesse am Projekt und die Zukunft der wohnungsbezogenen Dienstleistungen haben. 183 Um eine Verbindung zwischen dem Projektteam und der Employee Relations Group herzustellen. 183 Unterstützung der Kommunikationsbedürfnisse des Projektteams unter Wahrung der Vertraulichkeitsanforderungen. Housing Staff Representative 183 Als Mitglied des Projektteams zu dienen. 183 Vertretung der Interessen der Mitarbeiter des Wohnungsbereichs innerhalb des Projekts. 183 Um eine Verbindung zwischen dem Projektteam und den Mitarbeitern des Wohnungsbereichs herzustellen. 183 Unterstützung der Kommunikationsbedürfnisse des Projektteams unter Wahrung der Vertraulichkeitsanforderungen. Mieter Repräsentanten 183 Als Mitglied des Projektteams zu dienen. 183 Vertretung der Interessen der Mieter im Rahmen des Projekts. 183 Um eine Verbindung zwischen dem Projektteam und dem Mieterverband und den lokalen Mieterverbänden herzustellen. 183 Unterstützung der Kommunikationsbedürfnisse des Projektteams unter Wahrung der Vertraulichkeitsanforderungen. Abgeleitete Begriffe BPFM Business Planning und Finance Manager - Wohnungsservice: Adrian Young CC County Council CE CEO: Mark James CMT Corporate Management Team CSC Vorsitz Prüfungsausschuss für Wohnungswesen und öffentlicher Schutz: Cllr John Gibbin DR Direktor: Roger Jones DSCampH Direktor Der Sozialfürsorge und Wohnungswesen: Bruce McLernon EB Vorstand EBM Vorstandsmitglied für Wohnungswesen und öffentlicher Schutz: Cllr Nigel Evans HSM Housing Strategy Manager. Jonathan Morgan PB Projektvorstand PID Projekt Initiation Dokument PM Projektleiter: Robert Sully PT Projektteam WAG Walisische Versammlung Regierung WHQS Welsh Housing Qualität StandardStockoptionsanalyse Ein neues Buch feiert 20 Jahre Umlagerung. Aber gibt es eine Zukunft für Wohnungsbaugesellschaften, die Rathäuser nehmen Ja, sagen die Bücher Autoren. Nein, sagt ein Rath-Wohnungsfächer Stock-Transfer ist immer noch attraktiv, sagen Hal Pawson, Wohnungsprofessor an der Heriot Watt Universität und David Mullins, Wohnungsprofessor an der University of Birmingham Nach zwei Jahrzehnten der Umlagerungen, hat das Rathaus eine Sache der Vergangenheit In fast der Hälfte der Gebietskörperschaften Englands. In Wales, praktisch ohne Übertragungen bis 2006, haben wir einen späten Anstieg der Aktivität gesehen, mit ja Stimmen nun in mehr als einem Drittel aller Räte aufgenommen. Anderswo in Großbritannien, jedoch war die Transfer-Dynamik seit mehreren Jahren vor der Veröffentlichung der Regierung 2009 Wohnungsreform Reform Pläne wurde weithin als Klingen der Totenglocke für die Umlagerung ebbing gewesen. Im Rahmen der geplanten HRA-Reformen würde eine Neuverteilung der Wohnungsverschuldung in den englischen Gemeinden die Schaffung einer selbstfinanzierenden und vermeintlich nachhaltigen Finanzregelung für den Wohnungsbau im Rat ermöglichen. Unter der Annahme, dass die Pläne von der Koalitionsregierung vorangetrieben werden, scheint eine Wiederaufnahme der Transfers auf der Skala, die in den Policys 1998 bis 2006 gesehen wird, hey day unwahrscheinlich. Allerdings, mit einem Viertel der Arme-Länge-Management-Organisationen zur Übertragung (Inside Housing, 30. April) und vier derzeit Umwandlung in Wohnungsbaugesellschaft Status (Inside Housing, 7. April) zu bevorzugen, hat die Option eindeutig ein wenig Anziehungskraft. In der Tat gibt es mehrere Szenarien, die zu einer künftigen Wiederbelebung des Transferprozesses führen könnten. Erstens ist HRA Reform noch weit von einem getan. Es bestehen weiterhin Risiken, die der Plan begründen könnte - sei es aufgrund fehlender ministerieller Verpflichtungen oder weil bestimmte einzelne Räte ihre stark gestiegene Verschuldung im Rahmen der vorgeschlagenen Regelung abbauten. Wenn das Abkommen faltet, konnten viele Räte für Übertragung zur Finanzierung beibehalten den anständigen Häusernstand finanzieren. Zweitens haben viele ALMOs den Geschmack für (halb) Unabhängigkeit und können versuchen, Räte zu überzeugen, dass Mieter möglicherweise nicht zurück eine Rückkehr zur vollen Ratsteuerung, auch wenn das die Autoritäten Präferenz ist. Es wird erwartet, dass jede vorgeschlagene Änderung der Verwaltungsvereinbarungen eine Anmietung von Anmeldern erfordert, die derjenigen ähnlich ist, die die ursprüngliche Einrichtung von ALMO genehmigt hat. Drittens, selbst unter der Annahme, dass das HRA-Reformpaket wie geplant verläuft, werden die Räte weiterhin von den Zuweisungen der Zentralregierung abhängen. In diesem Sinne können größere finanzielle Freiheiten, die von Wohnungsbaugesellschaften genossen werden, auch weiterhin die Attraktivität für die Wohnungsbaudirektoren ausüben, zumal sie die Investitionen für die Erfüllung steigender Energieeffizienzstandards für bestehende Häuser in Betracht ziehen. Viertens, angesichts der Krise für die öffentlichen Finanzen in den nächsten Jahren, könnte das Finanzministerium gut sehen, positive Wertsteigerung Transfers als eine verlockende Gelegenheit, um in staatliche Vermögenswerte einzahlen. Resultierende Kapitaleinnahmen könnten dazu beitragen, die nationalen Bücher auszugleichen und solche Transfers könnten sogar an die zuständigen Räte und ihre Mieter verkauft werden, um einen neuen erschwinglichen Hausbau zu finanzieren. Finally, stock transfer (particularly at estate level) fits well with prime minister David Camerons big society ideal. Transfer chimes with several stated goals of the coalition government including giving communities more powers, encouraging people to take an active role in their communities - co-operative and mutual transfer models have already been developed. Housing transfer is easily the most sustainable vehicle for community empowerment via asset transfer, because of the dependable rental income associated with this asset. For all these reasons it remains possible that claims of stock transfers terminal demise are misplaced. After council housing: Britains new social landlords, by Hal Pawson and David Mullins is published by Palgrave Macmillan Nothing tops democratic accountability, says Paul Price, Association of Retained Council Housing executive board member and Tendring Council director of housing Council housing is ready for a comeback. The fact is that, despite 30 years with political and financial odds stacked decidedly against stock retention, more than 1 million residents in England alone have chosen their local authority as their landlord. Membership of the Association of Retained Council Housing has grown rapidly since the body launched with a handful of members in 2006. It now numbers more than 50 councils of all political hues. The benefits of directly owning and managing properties are increasingly evident. ouncils are currently building new homes for the first time in decades and, with a fairer finance system in place, council housing can be a popular, cost-effective and sustainable mainstream housing option again in future. The fourth annual ARCH Tenants and Residents conference, hosted last month by Birmingham Council, showed the strength of feeling among people who live in local authority homes. Council housing has a vital place at the heart of communities. The ARCH and Association for Public Service Excellence research report Under one roof: the holistic benefits of retained council housing, shows how stock retainers are delivering social, environmental and economic value in addition to their housing role. Keeping housing in-house dovetails perfectly with regeneration, planning, community cohesion, economic development, tackling homelessness, environmental considerations, improving health and well-being, addressing anti-social behaviour and a whole host of other priorities. This was evidenced in case studies in the report, which looked at a range of authorities including Canterbury, Warwick, Wandsworth and West Lancashire. These demonstrate how staff working within a single organisation can liaise more closely to deliver truly joined up services. Interviews with tenants also revealed how involvement in decisions about their homes has been a catalyst for engagement in improving other local services. No one doubts the achievements of housing associations and ALMOs. But where tenants have decided that they want a democratically accountable local authority landlord, they should not be penalised for that choice. Last years Joseph Rowntree Foundation publication showing positive results of transfer to housing associations said that since 1988 the associations collective repairs programme has been facilitated by funding totalling some 24 billion. A House of Commons public accounts committee report this spring highlighted that stock retainers had to meet the decent homes programme out of their own pockets, while councils taking the stock transfer or ALMO routes received extra funds. It went on to say that while ALMOs had spent more per property on improvements than those that retained stock, they had not demonstrated any better value for money. We are anxiously awaiting news of the housing finance review under the new coalition government. Giving councils control over resources would take away the need for stock transfer. It would enable local authorities to respond to local housing need in a way that also helps deliver wider local social, environmental and economic objectives. ARCH will continue to make its case on behalf of those one million tenants - and we hope the new housing minister has the sense to listen. Readers comments (1) Comments are only open to subscribers of Inside Housing Already a subscriber If youre already a subscriber to Inside Housing, your subscription may not be linked to your online account. You can link your subscription from within the My Account section of the website and clicking on Link My Account . Not yet a subscriber If you dont yet subscribe to Inside Housing, please visit our subscription page to view our various subscription packages. Have your say Sign in to leave your comment or reply to other readers comments. Report to County Council April 2005 1.1 Carmarthenshire County Council is faced with considerable challenges in meetings its obligations as a landlord to some 9,300 households (March 2005). Foremost among these challenges is the need to improve the condition of dwellings to meet modern living standards and lifestyles. 1.2 The Welsh Assembly Governments National Housing Strategy, quotBetter Homes for People in Walesquot, published in 2001 , expresses its vision for housing in Wales as: quotWe want everyone to have the opportunity to live in good quality affordable housing to be able to choose where they live and decide whether buying or renting is best for them and their families. quot 1.3 The strategy is based around the central theme of quality and the Assemblys ambition to bring all social housing up to the Welsh Housing Quality Standard (WHQS) by 2012. 1.4 Guidance published by the Welsh Assembly Government (WAG) in 2002 for local authorities on the production of business plans for social housing requires councils to: 183 set out the authoritys purpose or mission as a social housing landlord 183 set out the objectives and standards for the service 183 set out a plan to achieve the objectives and standards 183 provide detailed financial forecasts identifying resources required and sources of funding for the chosen strategies 183 set out a framework for monitoring and evaluating the progress of the housing business 183 provide identification and analysis of available options and strategies 183 provide sensitivity analysis, indicating the impact of changes in key variables on the forecasts 183 communicate the authoritys plans to the Assembly, key stakeholders (particularly tenants), partners and the wider community. 1.5 It is clearly a requirement that councils must demonstrate how they intend to achieve the WHQS. 1.6 In preparing the first draft business plan under this regime, for submission to WAG in March 2003, it became evident that Carmarthenshire County Council could not achieve the WHQS by 2012 under existing and forecast financial arrangements. 1.7 The guidance issued to councils, as indicated above, requires that, under such circumstances, councils need to evaluate alternative management and financial arrangements that could secure the Governments objectives for social housing standards. The WAG has been clear on its determination to secure from all councils a clear indication of how they intend to achieve the WHQS. 2 THE HOUSING STOCK OPTIONS APPRAISAL PROJECT 2.1 The Council began a structured process in 2003 to identify how it could meet the business planning and dwelling standards requirements imposed by the WAG. The Director (Strategic Projects) was instructed to lead a corporate project to assess the options available to the Council to improve the condition of its housing stock. 2.2 A Project Initiation Document, which set out a rationale and terms of reference for the project, was approved by the Executive Board in September 2003. 2.3 The Housing Stock Options Appraisal Project was consequently formally launched with the objective of delivering clear outcomes: 183 Clearly expressed standards for the condition and performance of dwellings and services for their improvement and maintenance. 183 A comprehensive analysis and evaluation of all the options available for the improvement of the Councils own housing stock details of the financial implications of each and the realistic prospects for the delivery of each. 183 The identification of the favoured option for the improvement and management of the housing stock, as agreed by the County Council and its tenants through a process of engagement and extensive consultation. 183 A detailed and transparent rationale of the reasons for the selection of the preferred option. 183 The establishment of formal dialogue with the Welsh Assembly Government on the options appraisal with a view to securing its acceptance of the preferred option. 183 Formal Council approval to proceed to the delivery of the preferred option. 183 Amendment of the Local Housing Strategy, Operational Plan and Housing Stock Business Plan in the light of the preferred option. 3 THE OPTIONS APPRAISAL PROCESS 3.1 The Office of the Deputy Prime Minister (ODPM), the Welsh Assembly Government and other organisations interested in the housing improvement agenda, such as, the Tenant Participation Advisory Service (TPAS), Community Housing Task Force (CHTF), etc, have between them published a considerable body of guidance on how to conduct a housing stock options appraisal. Whilst the guidance issued by ODPM and others has no formal jurisdiction in Wales, housing being a devolved function, it has nonetheless provided a useful reference and has informed the local options appraisal process. 3.2 The Carmarthenshire housing stock options appraisal has been conducted in accordance with best practice guidance and has covered the following key stages: 183 Identifying the key stakeholders. 183 Managing the process. 183 Developing a detailed project plan. 183 Defining the objectives. 183 Establishing information needs. 183 Resourcing the options appraisal. 183 Establishing the base position of the Council. 183 Identifying and evaluating the alternatives. 183 Agreeing on a decision for the way forward. Identifying the Key Stakeholders 3.3 The key stakeholders have been identified and included within the appraisal process from the outset. Council officers, drawn from across all relevant departments, tenants and the trades unions have been part of the Project Team throughout. Members have been engaged through formal processes, including the Executive Board and Scrutiny Committee for Housing. Further details on member engagement and reporting are given in Appendix 1. Elected members, from all the main political parties, and tenants have together considered the options appraisal through the former Housing Management Board. Managing the Process 3.4 At the outset a Project Team, with clear terms of reference, was established to oversee the options appraisal. The Team, chaired by the Director (Strategic Projects), included Council officers from a number of professional disciplines, including housing, finance, legal, organisational development and communications, together with representatives of key stakeholder groups including tenants, housing staff and the trades unions. Tenant representation reflected the geographic areas of the County. 3.5 The Project Team has met regularly (approximately fortnightly) throughout the period of the project to guide its effective progress. Sub-groups were established to deal with the most challenging issues of finance and communications. Developing a Detailed Project Plan 3.6 A detailed project plan was drawn up and implemented at an early stage. This has been updated regularly during the course of the project. A Communication Plan was developed and enacted at an early stage to provide that all stakeholder groups were kept informed of progress with the project and to share information on the key issues and how they were being dealt with. This Plan also has been regularly reviewed by the Communications Sub-Group and amended as required. Defining the Objectives 3.7 The objectives to be achieved through the housing stock options appraisal project were clearly defined in the Project Initiation Document. They are reproduced in paragraph 2.3 above. Progress against the key objectives is detailed in Section 4 of this report and further decisions required are sought through the recommendations. Establishing Information Needs 3.8 An essential element for the options evaluation was the identification at an early time of the information needs of the project. Information was gathered and where necessary updated in the following critical areas: (i) Stock Condition: A detailed stock condition survey was undertaken in 2002 and this provided the Council with a considerable amount of data. However, as the project progressed it became apparent that the data was not structured in a format conducive for financial and improvement modelling to the level of sophistication now required. A considerable amount of data manipulation work was necessary and this had an impact on the progress of the project. Organisational changes around the relationship between the Housing Division and the new Building Services Division and a major restructuring of the Housing Division, taking place concurrently with the options appraisal, introduced complications for the project and revealed a narrow capacity within the staff body for handling stock condition data. The need to address capacity and process for the future gathering and maintenance of stock condition data has emerged as a key issue for the future performance of the service and the management of risk and a strengthening of this area of work is recommended (see Recommendation 2). (ii) Financial Forecasts: Detailed information on forecasts for revenue and capital expenditure was assembled at an early time. The financial regime for housing changed during the course of the project with the advent of the Major Repairs Allowance (MRA) for capital works to existing buildings, replacing the former supplementary credit approval arrangement, from the 1 st April 2004. The introduction of the prudential borrowing regime on the same date provided the Council with new freedoms to determine its own borrowing capacity within the housing account. (iii) Corporate Impact: Whichever option is selected for the future there will be an impact on the Council. The exact impact will depend on the particular option. There are likely to be implications for the relationships between various divisions and the Housing Division and in the event of a transfer there are certain to be implications for the County Council in terms of the transfer of staff and the scale and efficiency of residual functions. A corporate mapping exercise was completed at an early stage in the project to identify the nature, scope, scale and value of support services provided to the housing function by other divisions in areas such as exchequer services, other financial services, building services, consultancy services, street scene services, legal services, democratic services, etc. This exercise informed the options appraisal process and an initial value for money study completed by the Councils Advisers to evaluate the scope for efficiency gains within existing working practices. (iv) Housing Supply and Demand: A Local Housing Market Assessment had been undertaken in 2002 but since that time there has been considerable change in the overall housing landscape with large increases in property prices influencing demand and need issues. Over the past two years the Council has seen a marked increase in the number of persons and households presenting themselves as homeless and this has had an impact on the Councils capacity to meet fundamental need. Accordingly the Local Housing Market Assessment was updated during the autumn of 2004 to inform the options appraisal project and the stock sustainability exercise, which is a central feature for future planning. (v) Current Performance: The current performance of all elements of housing services was known from routine performance management. Performance data informed the baseline mapping process and the identification of key areas needing improvement. Resourcing the Options Appraisal 3.9 The housing stock options appraisal process has been appropriately resourced throughout. A Director was appointed to lead the process from the outset and the Project Team has included senior managers, including Heads of Service, from the most relevant divisions. Funding was set aside from the Housing Revenue Account to procure external support for the Council and tenants to ensure that adequate capacity and expertise was available. 3.10 The appointment of an Independent Tenants Adviser (ITA) (DOME Consultants), selected by tenants, at a very early stage in the process, in accordance with recognised best practice, has ensured that tenants have been fully engaged at the heart of the options appraisal process and effectively supported throughout its course. Establishing the Base Position 3.11 As indicated above the base position detailing the present state of housing services was identified at an early stage in the project and has informed the options appraisal. Identifying and Evaluating the Alternatives 3.12 All of the alternative options potentially available to local authorities in Wales for the improvement of their housing stock have been identified and reported upon. An exercise to sift the broad range into a shortlist of options practically feasible for Carmarthenshire was completed and endorsed by the Executive Board in September 2004. Three options have been evaluated in detail and form the basis of this final options appraisal report (see also Section 5 below). Agreeing on a Decision for the Way Forward 3.13 This report presents the findings of the options appraisal analysis and asks that County Council selects its preferred option for securing the improvement of dwellings to the Carmarthenshire Homes Standard (incorporating the WHQS). 4 PROGRESS AGAINST KEY OBJECTIVES AND MILESTONES ACHIEVED 4.1 The following is a summary of progress achieved against each of the objectives established within the Project Initiation Document (as reproduced in paragraph 2.3): 4.2 Objective - Clearly expressed standards for the condition and performance of dwellings and services for their improvement and maintenance. The Carmarthenshire Homes Standard 4.2.1 The Welsh Housing Quality Standard, published by the Welsh Assembly Government (WAG) in June 2001, establishes the national standard for the condition of dwellings. All social housing landlords are challenged by WAG to achieve the WHQS in all their homes by 2012. 4.2.2 In Carmarthenshire the condition of council housing generally falls short of the WHQS to varying degrees. This is due largely to government underinvestment in the maintenance of the stock over a period of many years. The stock condition survey carried out in 2002 revealed that only 266 council properties (of the 10,500 held at the time) met the WHQS in full. 4.2.3 Whilst the WHQS includes explicit specifications for many elements of the fabric of a house, standards for other aspects, such as the condition of the local environment in which houses are located, are not prescribed. 4.2.4 In beginning a process of assessing how it could move forward towards achieving higher standards in its social housing the County Council wished to assess the relevance of the WHQS to the actual circumstances prevailing in Carmarthenshire, particularly in relation to tenants aspirations and priorities for improvement. Whilst it was acknowledged the WHQS, as the national standard, establishes the benchmark it was felt that for local improvement programmes to be effective in satisfying tenants needs and preferences they needed to be informed by a clear direction from tenants around priorities for their homes and local environment. The objective was to produce a local standard - The Carmarthenshire Homes Standard - which incorporated the WHQS within a standard agreed between the County Council and its tenants to reflect the needs, aspirations and priorities of council tenants in Carmarthenshire. 4.2.5 In December 2003 the County Council appointed Research and Marketing Ltd (RampM), to conduct a comprehensive survey of tenants to establish tenants views on the WHQS and its appropriateness to their homes. A total of 1000 structured interviews were held with individual households, selected to be statistically representative of the overall tenant cohort, and a series of tenant focus groups were held. Interviews and focus groups were also conducted with housing staff, including those supporting tenants with specific needs. 4.2.6 RampM reported their findings in April 2004. These have subsequently been used to define the Carmarthenshire Homes Standard. The Carmarthenshire Homes Standard includes for the provision of the WHQS and further commitments beyond the WHQS, e. g. the installation of carbon monoxide detectors in all homes. Financial modelling within the options appraisal is based upon the local standard, which is higher that the WHQS. 4.2.7 The work that the County Council has conducted to agree a local standard with its tenants provides the best possible platform for the future as it ensures that the wishes of tenants are at the heart of the decision making process. Carmarthenshires actions in this area are drawing attention from further afield and becoming acknowledged as good practice. Housing Service Standards 4.2.8 During 2004 the Housing Division fundamentally reviewed the way in which all landlord services are delivered to tenants. This exercise was undertaken in parallel with the organisational development review which resulted in a restructuring of the Division and significant improvements being implemented in the relationship between housing services and other providers, especially the Building Services Division. 4.2.9 The review led to the publication in August 2004 of a comprehensive housing services information guide and specification of service standards covering all areas including contact details, basic support and advice arrangements, complaints procedure, rents, benefits, special needs, environmental services, etc. The guide has been distributed to tenants. 4.2.10 This change programme is already achieving improved results with a survey of tenants undertaken during January 2005 revealing a significant increase in tenant satisfaction with the performance of housing services. 4.3 Objective - A comprehensive analysis and evaluation of all the options available for the improvements of the Councils own housing stock details of the financial implications of each and the realistic prospects for the delivery of each. 4.3.1 On the 29 th September 2004 the Executive Board received a report describing the range of strategic options potentially available to local authorities and the implications of each for the Council, its tenants and staff. 4.3.2 Not all of the strategic options present practical solutions in Wales at the present time, due in the main to the legislative and funding framework in place within the Principality. The Executive Board was asked to sift the strategic options to identify those that present real prospects in Carmarthenshire for the foreseeable future and resolved that three options be evaluated in detail: (i) Retaining the housing stock, exploring if necessary opportunities for prudential borrowing where this does not result in excessive rent increases. (ii) A large-scale voluntary transfer of all the Councils housing stock, including examining the feasibility of a community mutual model. (iii) A hybrid solution, which might include a partial transfer. Detailed Options Evaluation 4.3.3 These three options have since been evaluated in detail and form the central issue of this report. The analysis is summarised in Section 5 below. Sustainability and Value for Money of Investment 4.3.4 A quotStock Sustainability Studyquot undertaken by the Councils advisers confirms that investment in the stock is justified and represents value for money 4.4 Objective - The identification of the favoured option for the improvement and management of the housing stock, as agreed by the County Council and its tenants through a process of engagement and extensive consultation. 4.4.1 The findings of the options appraisal analysis have been presented to tenants and a structured consultation on the options has been facilitated by the ITA. A report produced by the ITA submitting the views and preference of tenants is included at Appendix 3 and is summarised in Section 5.5. 4.5 Objective - A detailed and transparent rationale of the reasons for the selection of the preferred option. 4.5.1 The reasons for Councils decision will need to be documented. 4.6 Objective - The establishment of formal dialogue with the Welsh Assembly Government on the options appraisal with a view to securing its acceptance of the preferred option. 4.6.1 Throughout the options appraisal process officers and members have maintained a dialogue with counterparts at the Welsh Assembly Government. The Leader and Chief Executive have met with the Minister for Social Justice and Regeneration and her officials on a number of occasions to keep the Minister informed of progress. 4.6.2 The decision of County Council will be communicated to WAG shortly after it is made, with a view to securing the support of WAG for the Councils proposed strategy. The Council was required by the Assembly Government to submit a Housing Stock Business Plan before the end of March 2005. The Council could have been subject to sanctions by WAG had it not submitted a Plan by that date. The draft Business Plan is included at Appendix 2. The Plan makes reference to the options appraisal and whilst it indicates a potential way forward it has been made clear to the Assembly that it had not at the time of submission been formally approved by the County Council. Further detailed discussions will need to take place with WAG, whichever option is selected by the Council. Should the Council decide to proceed to a stock transfer it will be necessary to secure the approval of WAG for the transfer and attendant financial support. Should the Council prefer to proceed with a retention strategy utilising prudential borrowing the viability of borrowing and the delivery strategy will depend to a degree upon the willingness of WAG to negotiate financial conditions. 4.7 Objective - Formal Council approval to proceed to the delivery of the preferred option. 4.7.1 County Council is asked to approve that further work is undertaken to develop a strategy for the implementation of its preferred option, subject to the satisfactory completion of further discussions with WAG. 4.8 Objective - Amendment of the Local Housing Strategy, Operational Plan and Housing Stock Business plan in the light of the preferred option. 4.8.1 The Local Housing Strategy, Housing Business Plan and supporting Plans will reflect the Councils decision. 5 DETAILED EVALUATION OF THE SHORTLISTED OPIONS 5.1 The main considerations and implications for each option are summarised below and in the matrix at the Executive Summary to this Report. 5.2 OPTION 1 - Retaining the housing stock, exploring if necessary opportunities for prudential borrowing where this does not result in excessive rent increases. 5.2.1 The initial financial modelling completed in September 2004 as part of the options sifting exercise confirmed that it would not be possible to achieve the Carmarthenshire Homes Standard (and WHQS) by 2012 through existing and forecast mainstream funding arrangements . within the 30 year business planning timeframe proposed by WAG. 5.2.2 It did suggest, however, that it may be possible to assemble a retention strategy through a model based over a timeframe longer than the standard WAG 30 year business plan period and which would have to explore opportunities to increase the funding available for improvement works through prudential borrowing. Consequently, a financial model was developed over a timeframe of up to 50 years, utilising the base model provided by WAG but modified to cover a longer period. Initially the Councils advisers assembled a number of financial scenarios reflecting variations in the inputs for the model. More recently the modelling work has been developed by the Councils own Finance Division and further scenarios have been prepared. 5.2.3 This modelling exercise concludes that a retention strategy can be implemented subject to the following terms: 183 Prudential borrowing amounting to up to approximately 16374.3 million in total will be required between Year 2 and Year 10 to fund capital works. 183 Borrowing and existing debt is projected to be fully repaid by Year 29. 183 Savings in management and operational costs at a rate of 2 in each of years 2, 3 and 4 will need to be delivered. 183 The minimum HRA working balance is reduced from 163150 per property to 163100, increasing by inflation after year 17. 183 Capital receipts from the sale of housing portfolio land surplus to operational requirements are used from years 2 to 11 at the (allowed) rate of 50 of sale value. 183 In years 11 to 15 additional voluntary use of capital receipts is made. This assists in reducing the payback period for borrowing. 183 Rent levels are retained within WAG guidelines. 5.2.4 The model relies upon a number of input measures which themselves depend upon a number of assumptions. The following are the most significant: 183 Major Repairs Allowance (MRA) continues throughout the life of the model, based upon a figure of 1636.2 million for 2005/2006 (as confirmed by the housing determination for that year) (equivalent of 163600 per property), adjusted for subsequent years according to stock numbers and assuming inflation increase at RPI to maintain real terms value, including the period after the standard has been achieved. Guidance has been sought from WAG on this assumption and a written response has been received which advises quot It is impossible to forecast so far ahead but for business planning we would suggest that you assume the same real terms value quot. 183 Set aside rules for capital receipts from right to buy sales of dwellings continue at a 75/25 split throughout the life of the model, to conform with housing subsidy calculation rules. 183 Right to buy disposals follow a diminishing trend, continuing at a comparatively high level based upon recent numbers for the early years and then reducing quite considerably in the latter years as demand is expected to fall. 183 There will be no additional government funding, beyond the HRA and MRA, to support a retention strategy. 5.2.5 Any change in the assumptions will have a direct impact upon the outputs forecast by the model, principally upon the overall affordability of the plan, and the timeframe for the repayment of borrowing. If the Council chooses to implement a retention strategy it must do so under a clear understanding that forecasting over a period of up to thirty years or beyond carries with it a significant degree of risk. Furthermore, a number of the critical risk factors are outside the direct control of the Council. 5.2.6 It should be noted that the model as constructed assumes the base year, Year 1, as the financial year 2005/2006 and that additional investment in the stock will commence in Year 2 (2006/2007). It is expected in practice, however, that it is likely to require some time to assemble a robust prudential borrowing programme and so it is possible, therefore, that implementation may commence later than is suggested for modelling purposes. It will also be necessary to confirm that providers have the capacity to deliver the significantly increased workload. The dates presented are, consequently, indicative at this time and will be finalised once all the arrangements for defining an agreed prudential borrowing programme have been completed. 5.2.7 The financial prudential borrowing model predicts that it is likely to take up to the year 2014/2015 to raise sufficient funding to allow the achievement of the Carmarthenshire Homes Standard, compared to the target date of 2012 set by WAG. It is considered that there may not be sufficient time in the period up to 2012 to create and implement effective structured improvement programmes which exploit fully the potential for increased investment in housing to support broader regeneration objectives, e. g. in labour market development, local supply chain development, etc, in a truly sustainable way. It is proposed that the target date of around 2014/2015 would be more beneficial for the long-term regeneration of the County. This, however, will need to be negotiated with WAG to secure their agreement to move beyond the present national target for delivering the WHQS by 2012. 5.2.8 A retention strategy will have the following implications: (i) Implications for the Council 183 Ownership of all stock will be retained by the Council. The Council will continue with its role as landlord and housing provider. 183 Significant and challenging improvements in organisational efficiency will be required in order to release savings to fund the prudential borrowing programme. 183 The Council will need to explore the potential for new partnerships with other local authorities and private sector providers to improve efficiency in procurement and delivery. (ii) Implications for Elected Members 183 Role of elected members unchanged, subject to Council policy and democratic processes. 183 Elected members will need to support the delivery of organisational efficiency gains. (iii) Implications for Council Staff 183 There would be no enforced change for Council staff but the requirement to secure significant efficiency gains could have implications for organisational arrangements and staff numbers. These matters will need to be evaluated fully. (iv) Implications for Tenants 183 There will be no change to the fundamental position of tenants. 183 Right to Buy continues, in line with statute and Council policy. 183 Rents will be set by the Council with reference to guideline rents set by WAG. 183 Tenant Participation Compact will remain, subject to negotiation between Council and tenants Sensitivity Analysis and Risk Assessment 5.2.9 A range of scenarios have been modelled to evaluate the effects of significant change in the assumed inputs for the model. 5.2.10 The major risks are: 183 The Government changing its policies for social housing, especially funding, particularly the Major Repairs Allowance. 183 Achieving the targeted efficiency gains in management and operational costs. 183 The sufficiency of the Councils data on stock condition and estimates for the cost of improvement works. 183 Cost inflation, interest rate changes, etc. 5.2.11 By far the most critical assumption within the model is that the MRA will continue throughout the life of the plan, even after the standard has been achieved, adjusted in real terms and in line with stock numbers. 5.2.12 The sensitivity analysis predicts that any significant change in government policy on the provision of the MRA renders the prudential borrowing plan unviable. Having borrowed to achieve the standard the Council would, if the MRA was removed or reduced to any significant degree, be unable to service the debt from within the HRA within the projected 30 year timeframe. 5.2.13 The above assumes that the current MRA rules continue. In Wales currently MRA funding cannot be used to service debt, as is the case in England. However, if WAG relaxed this condition and continued to allocate MRA the financial scenario could be improved. Also, the figures presented above (paragraph 5.2.3) represent in effect the quotworst case scenarioquot and if WAG is prepared to review current financial rules it is possible that the funding scenario could be significantly improved with the risk associated with prudential borrowing reduced and the timeframe for debt repayment shortened. In discussions held to date the WAG has asked the Council to indicate how it could potentially assist the position of the Council in meeting its obligations for the WHQS and through the modelling exercise the Council is now able to clearly demonstrate to WAG the conditions that would facilitate an improvement strategy supported by prudential borrowing. Further discussions will need to be undertaken with WAG to agree the scope for amending the financial framework prior to a commitment being made to prudential borrowing. 5.2.14 Critically, future provision of the MRA is a significant risk factor which is entirely outside the control of the Council, being a matter of government policy. As indicated earlier guidance has been sought from WAG on this matter and the Council has been advised to plan on the basis that MRA will continue in real terms value. Discussion with WAG on the possible modification of financial rules to allow MRA to be used to service debt are continuing. WAG has indicated that it may be prepared to reconsider its policy in this area but only after the national picture across Wales becomes clear, following the submission of housing business plans by all Welsh authorities by the end of March 2005. 5.2.15 Another area of significant risk is the Councils ability to achieve the level of efficiency gains embedded in the model. The Councils Advisors have produced an initial Value for Money report, which evaluates the Councils present management and operational arrangements and performance. This suggests that there is sufficient scope for efficiency gains. This initial report provides a useful basis for undertaking a more detailed assessment to identify precisely the nature of efficiency targets and to allocate ownership and responsibility for their delivery. This should be carried out employing robust process management techniques, which could include using the now well-established best value review processes used across the Council. 5.2.16 The risks associated with efficiency challenges lie completely within the control of the Council. 5.2.17 The Council will wish to note that the prudential borrowing model originally constructed by the Councils advisers from the standard WAG model has been independently scrutinised and verified by IPF Consultants, the commercial arm of the Chartered Institute of Public Finance and Accountancy (CIPFA) which is the professional organisation that produced the Prudential Code on behalf of the Government. The CIPFA Prudential Code is part of the statutory framework for the prudential system for capital investment and is incorporated within the WAGs non-statutory Guide to the Prudential Framework for Capital Finance for Local Authorities in Wales. 5.2.18 IPF was asked to assess the model and comment on the affordability of borrowing. Their main conclusions are: 183 The functionality of the model is sound and it will enable the Council to make an informed affordability judgement. 183 The assumptions behind the model are adequate and provide a sound basis for assessing the affordability of the (retention) proposal. 183 Limited sensitivity testing has been undertaken but key elements of the model would benefit from further assurance. 183 The financial model provides a sound basis for assessing affordability. 183 A fully costed risk analysis and appraisal should be developed, including further sensitivity testing. 183 Detailed action plans that demonstrate how the Council will manage significant variations from base assumptions of key cost drivers must be produced. 183 The financial model should be continuously reviewed and revised to reflect new data that challenges existing assumptions. 5.2.19 It should be noted, however, that the above commentary was made ahead of the most recent modelling work that has been undertaken in-house. Should the Council resolve to proceed with a retention strategy it will be important that a similar exercise is carried out as part of a full risk assessment to test the assumptions made within the final working model. 5.2.20 The financial model produced for the options appraisal provides the Council with an enduring tool that can be utilised to effectively manage housing investment programmes over the long-term, should a retention strategy be preferred. Through the extensive modelling work that has been undertaken Council staff have developed the capacity to deploy the model as an effective management tool. 5.2.21 The Council will need to implement effective risk management processes through the life of the strategy. 5.2.22 A crucial element of risk management for the future will be to ensure the dynamic management of the delivery of the plan over its lifespan. It will be essential that forecasts are reviewed and updated regularly based upon refreshed data that is contemporaneous and accurate. 5.2.23 It is appropriate for the Council to have regard to the Prudential Code, which states that financial forecasts should be made on the basis of best information available at the time and making reasonable assumptions where there is a significant element of uncertainty . 5.2.24 It must be emphasised that retention is certainly not a quotdo nothingquot option. In reality it can be considered more challenging than transfer in that all the risks associated with delivering improvements and management of the stock remain with the Council, although a number of the significant risk factors are outside the direct control of the Council. For those risks which are within the control of the Council, e. g. significant efficiency gains in management and operational costs, determination and persistence will be required to realise the savings which will be critical for the viability of the borrowing programme. 5.2.25 Should the Council determine to proceed with a retention strategy at this time it may still have open to it the option of reverting to a transfer, in whole or part, at some point in the future should circumstances change sufficiently to dictate such a course of action. However, it is important to note that in the event of the Council having instigated a prudential borrowing programme but deciding at a later date to move to a transfer the Treasury rules as they stand provide that overhanging debt write off applies only to debt that can be subsidised by the HRA which does not at this time include debt arising out of prudential borrowing. If this government policy continues any debt arising out of committed prudential borrowing would not be removed through the overhanging debt provision but would have to be met by the Councils general funds. 5.3 OPTION 2 - A large-scale voluntary transfer of all the Councils housing stock, including examining the feasibility of a community mutual model. 5.3.1 A Large Scale Voluntary Transfer (LSVT) would involve transferring the ownership of all the Councils dwellings to a completely separate organisation, a Registered Social Landlord (RSL), which would then manage the housing as landlord, improve the condition of properties to the defined standard and maintain them for the future. The new owner could be either an existing RSL, expanded to take on board the Councils stock, or a new organisation, created specifically to manage the present Council stock, but independently of the Authority. 5.3.2 There are potential advantages for tenants in placing the present housing stock under the control of a RSL: 183 RSLs are not subject to government restrictions on borrowing. They are free to borrow funds from the private sector in order to invest in the stock. 183 If the Welsh Assembly Government supports a transfer proposal the RSL will benefit from financial support to deal with any outstanding debt on the stock and any negative valuation arising out of poor condition. 183 Tenants have the opportunity to play a more formal and direct role in the governance of social housing services with at least one third of the Board of the RSL company being tenants. 183 RSL rents are regulated by the WAG through a benchmarking regime and so the impact of transfer on rents would be negligible. 5.3.3 Financial modelling predicts that a transfer proposal is financially viable from a lenders perspective and that borrowing required to achieve the housing standards could be paid back within 18 years. 5.3.4 This assumes that the Welsh Assembly Government would support the transfer and apply Treasury policy which would be for government to contribute a sum estimated at 16334 million to pay off overhanging debt and meet the costs of a negative valuation on the stock, estimated at 16315.9 million. 5.3.5 As for a retention strategy, the financial model predicts that sufficient funding can be brought forward to allow the achievement of the Carmarthenshire Homes Standard by 2012 but it is considered that a target date of around 2014/2015 would be more sensible and beneficial. Proposals to move the delivery date beyond 2012 will need to be negotiated with the Assembly Government. 5.3.6 A transfer of Council housing to a RSL is a permanent arrangement, it cannot be reversed. 5.3.7 A large scale stock transfer strategy will have the following implications: (i) Implications for the Council 183 There is a possibility that costs, post transfer, could increase for the Council though the loss of economies of scale and that the performance of residual functions could become less effective. Any increase in costs in this regard would fall on the Councils General Fund with possible implications for Council tax or the level of service provision in other areas. (iii) Implications for Elected Members 183 The role of elected members would be affected as responsibility for the landlord function would be removed from the Council. The Council, and it members, would play no part in the management of social housing and the delivery of services to tenants. Up to one third of the Board of a RSL is typically made up of council representatives and members fulfilling this role would play a part in the governance of the landlord function but the remaining members would be responsible only for the residual strategic housing function. (iii) Implications for Council Staff 183 Council staff involved in the landlord function will transfer to the new owner on the date of transfer under TUPE. 183 The new landlord could continue to buy in services, such as central support, grounds maintenance, etc, for a period of up to three years from the date of transfer subject to negotiation as part of the transfer proposal and with the agreement of WAG. Thereafter the RSL would be expected to demonstrate value for money in the procurement of these services. The Council could bid for such work but should it not be successful the staff concerned would then transfer to the new provider(s) under TUPE at the appropriate date. Alternatively, staff employed in these functions could be transferred through negotiation under TUPE as part of the transfer proposal. (iv) Implications for Tenants 183 Tenancy transfers to RSL. 183 Tenancy becomes Assured (rather than a Secured Tenancy). Tenants retain all key rights and security of tenure. Terms of Assured tenancy can only be changed with support of a majority of tenants. 183 Preserved Right to Buy for transferring (existing) tenants - subject to statute. Right to Acquire for new tenants post transfer. 5.3.8 Before the Council could proceed to implement a LSVT it must arrange for all tenants to have the opportunity to vote on the proposal to transfer though a formal ballot. A simple majority of tenants voting in the ballot must support the transfer for it to proceed. If the transfer proposal does not secure the support of a majority of tenants voting it cannot go ahead. Tenants, therefore, effectively have a veto on any transfer proposal. 5.3.9 If the Council is minded to move towards a LSVT it is estimated that the cost of organising and conducting a ballot of tenants would be of the order of 163360,000. If a majority of tenants participating in the ballot voted in favour of transfer the costs of the ballot could be set against the HRA but if the proposal to transfer was not supported by tenants only half of the costs could be set against the HRA, with the other half having to be met from the General Fund. 5.3.10 Should tenants support a transfer proposal at ballot the estimated cost of developing and implementing the transfer proposal is approximately 1631.96 million. 5.3.11 Should the Council be minded to move towards a large scale voluntary transfer it is likely that the process of arranging a ballot and preparing a transfer proposal for implementation could take a period of up to two years. The Community Mutual Model 5.3.12 The Community Mutual Model is a particular type of organisation being developed in Wales for a stock transfer RSL, which increases the role of tenants and focuses on the local community. 5.3.13 In a community mutual all tenants become members of the company with a nominal 1631 share holding, thus the company is wholly owned by tenants. The RSL is a not for profit company limited by guarantee, dedicated to serving the local community. Tenants do not receive a dividend from the company. Any surpluses are invested in improving conditions in the local community. 5.3.14 Governance arrangements are similar to the usual RSL model with tenants making up at least one third of the Board, with local councillors making up no more than one third and independent persons no more than one third. 5.3.15 To date there have been no community mutuals established in Wales. 5.3.16 The community mutual model has attractions because it involves tenants more directly in the governance of social housing and introduces clear community objectives within the constitution of the RSL. Such an arrangement has potential to support wider community and neighbourhood renewal objectives, placing housing at the centre of community renewal and community cohesion activity. 5.5.17 It has not been possible within the timeframe of the options appraisal to undertake a detailed evaluation of the arrangements for and potential offered by a community mutual. Should the Council resolve to move towards a large scale voluntary transfer then the potential of this model should be evaluated in full as part of the development of the transfer proposal. 5.3.18 A LSVT would most likely see all the significant risk associated with the landlord function, currently resting with the Council, pass to the RSL, although It is possible that some degree of risk sharing may be agreed through the transfer negotiation process to accommodate special issues. 5.3.19 For tenants, a LSVT proposal carries very limited risk. The benchmarking scheme applied by WAG should ensure that a LSVT would be largely risk neutral for rents. The risk that does exist rests around the performance of the new owner and developing a relationship with a new landlord. There are potential attractions for tenants in a LSVT in that a RSL may be able to secure additional funding to accelerate the improvement of dwellings and to maintain them at the defined standards for the future. There are also potential governance advantages under a RSL, especially if a community mutual model were to be adopted. 5.3.20 There are risks for the County Council under a LSVT, in that the transfer of staff to the new landlord and potentially service providers could lead to increased residual costs and possibly reduced performance in residual functions due to loss of economies of scale. However, this risk should be evaluated alongside the Councils Advisers conclusions that there is considerable scope to reduce present management and operational costs. 5.3.21 There would be risk associated with constituting a transfer RSL under the community mutual model as this has not been done before but it likely that with proper preparation that these risks could be minimised and effectively managed. 5.4 OPTION 3 - A hybrid solution, which might include a partial transfer. 5.4.1 The Councils Advisers have considered the option of a hybrid solution, under which the Council would retain part of the stock with part being transferred to an RSL. They have concluded that, at this time, there does not appear to any benefit to be accrued through a partial transfer. This is due in summary to there being housing demand across all areas of the County with investment needs also being spread evenly across the stock. A partial transfer at this time would probably lead to a disadvantageous loss of economies of scale whereas whole stock solutions appear to be more viable. 5.5 TENANT CONSULTATION AND FEEDBACK 5.5.1 From very early in the options appraisal process (May 2004) the Council facilitated the appointment of an Independent Tenants Adviser (ITA) to work with tenants, supporting them to play an active part in the process. TACT DOME were selected by tenants through a competitive selection process. 5.5.2 The appointment of an ITA at an early stage in an options appraisal is acknowledged as good practice. 5.5.3 The ITA has led a comprehensive and structured programme of consultation and engagement with tenants, leading to the production of a formal report on behalf of tenants, which expresses their views on the appraisal and their (tenants) preferred way forward. A copy of this report is included at Appendix 3. 5.5.4 The principal conclusion drawn from the consultation process is that tenants are overwhelmingly in favour (92 of those participating in the Insight Group decision making session) of the Council retaining the housing stock and delivering improvements to the Carmarthenshire Homes Standard (incorporating the WHQS). 5.5.5 In reaching this conclusion tenants expressed the following aspirations for the future: 183 Tenants wish to be drawn more closely and effectively into the governance of housing services, including the management of performance and delivery. 183 Tenants are eager for early progress in the delivery of improvements to dwellings. 5.5.6 In addition to the work being undertaken by the ITA the Council commissioned Research and Marketing Limited to undertake during January 2005 a telephone survey of a sample of tenants to assess views on the options appraisal and the way forward. 5.5.7 Of the tenants contacted who were aware of the options appraisal process and felt sufficiently informed to express an opinion (163 number) 91 declared their preference to stay with the Council. This result is consistent with that generated through the work of the ITA. 5.6 HOUSING SCRUTINY COMMITTEE 5.6.1 The Housing Scrutiny Committee considered the draft options appraisal report on the 18 th March 2005 and debated the matter in depth. A copy of the minutes of that meeting is included at Appendix 4. 5.6.2 The Housing Scrutiny Committee resolved to recommend to the Council that on the basis of the best information available at the present time that Council adopts Option 1 as its preferred option, subject to the further supporting recommendations made for that option. 5.7 RECOMMENDATIONS 5.7.1 Recommendation 1 County Council considers the information presented in the report and selects, from the following, its preferred option for meeting the objectives detailed in the Welsh Housing Quality Standard and the Carmarthenshire Homes Standard: 183 Option 1 - Retaining the housing stock, utilising prudential borrowing to secure the additional investment required. 183 Option 2 - Embarking upon a large scale voluntary transfer of all its housing to a Registered Social Landlord A comprehensive implementation strategy will need to be developed to take forward the Councils selected option, to reflect further discussions with the Welsh Assembly Government, which will need to be satisfactorily completed. It is estimated that this work could take up to two years to complete fully. (a) If the Council selects Option 1 the following recommendations are made: (i) Detailed discussions on the prudential borrowing model and its assumptions should be held with the Welsh Assembly Government in order to clarify in so far as is possible present and proposed government policy for social housing funding, in order to minimise risks wherever practicable. (ii) County Council approves the draft Housing Stock Business Plan included at Appendix 3 as the basis of these negotiations and as the basis of its preferred way forward. (iii) The financial model produced for the options appraisal should be used to frequently update financial projections and to inform the management of funding and improvement programmes. The Council should dedicate sufficient resources to ensure that this work is done fully and on time. (iv) A fully costed sensitivity analysis and risk assessment should be completed prior to any prudential borrowing programme being enacted. (v) A detailed evaluation of prospective efficiency gains should be completed during 2005/2006, utilising robust process management techniques and best value processes, to identify optimum service management and delivery arrangements for the medium and long terms and to quantify the levels of efficiency gains realistically achievable. (vi) A comprehensive Retention Strategy should be compiled to incorporate all aspects of the delivery of housing stock improvements and its potential to contribute to wider regeneration objectives, such as labour skill development, health improvement, environmental improvement, etc, within an integrated programme. The Council should commit appropriate capacity to this work, which could take up to two years to complete. (b) If the Council selects Option 2 the following recommendations are made: (i) A detailed transfer proposal be developed in consultation with the Welsh Assembly Government, to include a detailed examination of the potential offered by the community mutual model. (ii) Arrangements be made for a formal ballot of tenants on the transfer proposal at an appropriate time. (iii) A detailed corporate impact assessment be completed to identify and quantify the resource implications (finance, staff, administrative buildings, operational depots, etc) for the County Council post transfer. (iv) Corporate capacity should be committed to manage the stock transfer process. It is estimated that this could take up to two years to complete. 6 KEY LESSONS LEARNED FROM THE OPTIONS APPRAISAL PROCESS LEADING TO ADDITIONAL RECOMMENDATIONS FOR IMPROVEMENT 6.1 The options appraisal process has been a valuable exercise, not only in completing the analysis of the feasibility for improving homes to higher standards, but also in helping to identify key areas where attention is required to support a programme of continuous improvement in the provision of housing services whilst integrating action for improved social housing with other broader strategic objectives, e. g. deprivation (e. g. through affordable warmth programmes), health improvement (e. g. through eliminating dampness in dwellings), climate change (through improving energy efficiency), neighbourhood renewal, etc. 6.2 The following key issues have been identified during the options appraisal, which if addressed can support the wider objectives of the Council and its strategic partners: 6.3 Stock Condition Information 6.3.1 The options appraisal process has reinforced the crucial importance of robust stock condition data for business and improvement planning. Whilst considerable work has been undertaken in the past in Carmarthenshire to gather comprehensive information on stock condition the appraisal process revealed that the large amount of data held was not initially structured in a form for reliable financial forecasting to the level of sophistication sought for the effective planning of improvement works over a long period of time. The maintenance of data sets so that information is current and accurate is an immediate, ongoing and vital need. For the Council to be able to have confidence that improvement plans are soundly based and reliable strengthened focus needs to be applied to stock condition intelligence gathering and management. Recommendation 2 The stock condition survey should be updated as a matter of priority. This is essential whichever option the Council chooses. Should the Council choose the retention option sufficient resources should be committed to the future management of stock condition data on a permanent basis, through a comprehensive and suitably structured housing database, which is consistent with the corporate Asset Management Plan, to ensure that the information held is current and accurate and is in a format that will support efficient resource management, and improvement planning and delivery. 6.4 Tenant Engagement 6.4.1 The options appraisal process has confirmed the value of an effective relationship with tenants and the need for developing capacity for tenants to play an effective part in service governance, planning and monitoring. Carmarthenshire County Council has over recent years invested considerably in tenant engagement, securing recognition for its commitment and success in fostering relationships in this crucial area. 6.4.2 Tenant representatives have been included on the Project Team throughout the options appraisal process. The ITA has ensured that tenants have been able to articulate a collective contribution to the options appraisal process. 6.4.3 The Council has recently reviewed its arrangements for tenant engagement and a new process will be enacted from the 1 st April 2005, based around the Community Networks framework. 6.4.4 Furthermore, the Executive Board has recently completed a review of the nature and number of Advisory Panels serving the Council, its partners and stakeholders. It has resolved to constitute a new Housing Services Advisory Panel to replace the former Housing Management Board. 6.4.5 In expressing their views on the options appraisal through the structured consultation processes facilitated by the ITA tenants have clearly expressed their desire to be included more closely within the governance of housing services. Tenants have described at the Project Team their preference to remain with the Council as quota leap on faithquot on their part, declaring that they are prepared at this time to place their trust in the Council and that the Council should be given a chance to prove itself. Should the Council decide to proceed with a retention solution it will clearly be in its interests to heed this feedback from tenants and to respond to their eagerness to play a closer role in service direction and performance. The Council should continue to review arrangements for engaging tenants in service governance with a view to fostering stronger relationships, which will be essential for the effective delivery of the challenging improvement programmes. Recommendation 3 Should the Council select the retention option the new tenant engagement arrangements, including the Tenant Participation Compact, Housing Services Advisory Panel, etc, should be kept under review with the objective of continuously improving governance and the direct involvement of tenants in housing services, in a manner which integrates with and supports the Councils wider citizen engagement objectives and programmes. The Council should design and implement programmes to increase the capacity of tenants so that they may effectively engage in housing services governance. 6.5 Neighbourhood Renewal and Sustainable Communities 6.5.1 Good quality housing is widely recognised as a fundamental need that is central to peoples quality of life. The condition of the environment in which dwellings are located, the proximity of local services, such as shops, schools, healthcare facilities, access to employment, etc, and the quality and effectiveness of local infrastructure are central to community functionality. The improvement of the standard of social housing offers considerable potential to stimulate community and economic regeneration, for example, by improving the quotliveabilityquot of estates and by supporting the reinvigoration of the local construction industry through the redevelopment of the traditional building trades. Corporate capacity should be dedicated to develop and implement programmes for sustainable community renewal, embracing the opportunity provided by social housing improvements, as a long-term commitment. Summary of Member Engagement and Reports Executive Board - 29 th September 2003 Executive Board receives and endorses the Project Initiation Document and project formally launched. Housing and Public Protection Scrutiny Committee - 24 th October 2003 Scrutiny Committee receives Project Initiation Document. Housing Management Board Between September 2003 and May 2004 the Housing Management Board received regular monthly reports on progress with the housing stock options appraisal project. The Housing Management Board was not constituted following the local government election in June 2004. Council Seminar - 11 th March 2004 A seminar was held for all members of the Council to describe the position concerning housing strategy and options appraisal in Wales and Carmarthenshire. The seminar received presentations from a housing policy officer from WLGA, the Councils head of Housing and Director (Strategic Projects). The Executive Board Member for Housing and Public Protection facilitated a question and answer and discussion session. Housing and Public Protection Scrutiny Committee - 23 rd March 2004 Scrutiny Committee receives a progress report on the options appraisal project. Executive Board - 5 th April 2004 Executive Board received a progress report on the options appraisal project. Local Government Elections - 10 th June 2004 11th August 2004 Letter from Director (Strategic Projects) to all members of the County Council providing information on the progress of the options appraisal. Council Seminar - 15 th September 2004 Members of Council receive information on the range of strategic options potentially available for housing stock improvements and recommendations for developing a shortlist of three practical options. The Executive Board Member for Housing and Public Protection chaired an energetic debate on the options and their broad implications. Executive Board - 18 th October 2004 Executive Board receives report on strategic options and approves shortlist of three options for detailed evaluation. Opposition Spokespersons Group - 4 th November 2004 The Group received the strategic options report and questioned officers on its contents and progress in the appraisal process. Independent Group - 7 th February 2005 Labour Group - 8 th February 2005 Plaid Cymru Group - 9 th February 2005 Political groups given briefing on draft options appraisal report and offer feedback. Preliminary Executive Board - 7 th March 2005 Executive Board informally receives the draft final options appraisal report. Housing Scrutiny Committee - 18 th March 2005 Housing Scrutiny Committee considers draft options appraisal report and records response. Executive Board - 3 rd May 2005 Executive Board receives final options appraisal report and approves submission to County Council for decision.
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